PGDM 2nd Year Detailed Syllabus

PGDM Trimester 04
CORPORATE GOVERENCE & ETHICS
Course Objective
The objective of this study is to understand the concepts of Corporate Governance,
Business Ethics, Corporate Social Responsibility and related areas. This study will
provide insights into the above areas by way of case studies as well as other related
documents.
The areas of corporate governance are vast and the field is evolving and rediscovering
itself. There are some aspects which are regulated and required under law, while others
which are voluntary. This course will delve upon the following areas:
 The Global and the Indian context of Corporate Governance. Evolution of CG.
 The Regulatory imperatives of Corporate Governance.
 Risk management and its relevance to CG.
 Corporate Social Responsibility and how it links to the organizational culture and
Governance. How employees and management participate in CSR
 Sustainability and how CG and CSR act as the pillars of Sustainability.
 Business Ethics and its relationship with the individual Ethics. Understand what
is an Ethical Dilemma? Understanding Trust in the corporate perspective.
Most of the areas will be covered by way of handouts, case studies and assignments,
which will be handed over in the class.
There will be a few sessions which will have specific subject matter experts or persons
who have focused insights into these areas. These sessions are meant for sharing/
exchanging views and getting a more practical insight into the aspects. These will be
scheduled based on availability of the respective experts and classrooms.
Outcome
At the end of the study the student should be able to appreciate why corporate
governance is relevant and what are the relevant principles, processes and challenges.
The student should be able to understand business ethics and the ethical dilemma.
Broad Scope in Six sections
o Tone at the Top

 Board of Directors, Audit Committee, Senior Management, behavior and
experience, Executive compensation, Lead by example, Corporate
communication
o Organization Culture
 HR Policies and procedures, Open door, Whistle blower, Town hall
meetings, Transparency in decision making, Employee communication
o Corporate Ethics
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 Code of Conduct, Code of Ethics, Corporate behavior in public, private
and individual space
o Corporate Social Responsibility
 CSR initiatives, Social responsibility accounting, Pollution control, Green
initiatives, human resource management, abiding the law of the land
o 360 degree feedback
 Customer, Vendor, Investor and Employee feedback. Proof and audit of
the CG activities and initiatives
o Risk Management
 Risk Management framework, Risk mitigation, Risk appetite, Internal
Controls framework and Audit. Management and financial reporting and
MIS.
Time Allocation
The course time as expected to be dedicated for study will be broadly split as under:
Classroom (theory and case studies) 30%
Self-study (handouts and reference) 30%
Research/Projects/Assignments 40%
Prerequisites
A broad understanding of how corporates function and current state of corporate

business management.
Evaluation criteria/ Grading
Assignments Marks Weightage

Class / Group Assignment 1 5%
Class / Group Assignment 2 5%
Individual Company Assignment 15% 50%
Group Project Assignment 15%
Project/ Filed work (for PG) 5%
Class Participation 5%
End of the Term Examination 50%
Suggestions
While the course is structured to make it as interactive as possible with case studies, the
subject warrants pre-class preparation and reading. It is recommended that assignments
are completed on time and preparatory/ reference materials handed over are read in
advance of the class.
The syllabus detailed herein is expected to be completed in the given time, based on the
pace to be followed both by the students and the tutor.
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While there will be standard assignments and handouts, the class can work with the
tutor to alter the same within reasonable limits to make it relevant to the group based on
the background of the group.
Some level of primary research/ field work may be required. In case of Group work
(projects/ assignments), joint presentations in the class will be expected. In case of
individual assignments, some of the selected ones may be required to make
presentations in the class.
The end of the term exam will be based on open book/ open internet. Students will have
unrestricted access to the internet. Further details will be made available in the class.
Broad Session Outline
Sessions 1-3: Introduction to Corporate Governance: Six Packs of CG
 Introduction to the basic concepts and terms of CG

 Concept of Board, Directors/ Independent director/ Executive compensation
 Review of CG report of a listed company. Tata Steel.
Joint Session on Independent director will be done during the course.
Sessions 4-6: The background to CG theories, philosophy and CG in other countries

 CG reports
 CG codes
 Evolution of CG
 Setting up CG
 CG around the world
Case studies on CG failures.
 Case 1 : Enron/ Arthur Andersen
 Case 2 : Maxwell
 Case 3 : Worldcom
 Case 4 : Lehman
 Case 5 : Polly Peck
Or similar cases.
Session 7-8: CG: The regulatory Imperative and the legal perspective
Sarbanes-Oxley Act, 2002 (Sox)
 Clause 49, etc
 Legal Structures
 New Companies Act.
Joint Session on the new Companies Act will be done during the course.
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Session 9-11: Corporate & Business Ethics and the Ethical Dilemma
 Code of Conduct
 Code of Ethics
 Whistleblower policy
 Case study on Business Ethics : Ponzi Scheme and Bernie Madoff
 Ethical Dilemma
Session 12-15: Corporate Social Responsibility/ Sustainability

 Introduction to CSR, evolution, theories, and components
 Implementation and reporting of CSR
 CSR in the Indian perspective
 Case Studies : Starbucks and Dr Reddys Labs
 Sustainability: What does it mean and what is happening around the world
Joint Session on CSR with external expert will be done during the course.
Sessions 16-17: Risk Management/ Audit

 Concept of Risk Management. Enterprise Risk Management
 Audits, types and framework of Audits
Joint Session on Risk and Audits with expert will be done during the course.
Sessions 18-21: Presentations on Individual and Group Assignments/ Projects

While there are 4 sessions earmarked for these presentations they will run along with
the other sessions and not in cluster or at the end. The session numbers are marked for
guidance and totaling only and not for the sequence.
Assignments: Broad overview: (Detailed assignment to be circulated later)

1. Class / Group Assignment 1 – On Case Studies on Corporate Failures
2. Class / Group Assignment 2 – Based on Code of Conduct / Code of Ethics and
or Whistle Blower Policy
3. Individual Assignment
You shall be given and company and expected to review in detail the CG and related of
the company in the areas given below and provide your view on the strong and weak
areas with the rationale and commentary for the same.
Or
You shall be provided a basic presentation covering some of these areas indicating what
areas the company is strong in and what areas they are weak. You may be required to
enhance the presentation with review of a peer company and further research of the
web/ company website/ regulator website etc and provide your views.
Or
You may need to compare the given company with another identified company in a
related field.
Areas to be covered
o Tone at the Top
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 Board of Directors, Audit Committee, Senior Management, behavior and
experience, Executive compensation, Lead by example, Corporate
communication
o Organization Culture
 HR Policies and procedures, Open door, Whistle blower, Town hall
meetings, Transparency in decision making, Employee communication
o Corporate Ethics
 Code of Conduct, Code of Ethics, Corporate behavior in public, private
and individual space
o Corporate Social Responsibility
 CSR initiatives, Social responsibility accounting, Pollution control, Green
initiatives, human resource management, abiding the law of the land
o 360 degree feedback
 Customer, Vendor, Investor and Employee feedback. Proof and audit of
the CG activities and initiatives
o Risk Management
 Risk Management framework, Risk mitigation, Risk appetite, Internal
Controls framework and Audit. Management and financial reporting and
MIS.
4. Group Assignment
You shall be given a topic and provided with either some source or select areas to be
covered. You are expected to research on the topic and present to the class, your findings
and views.
While the topics are very broad, you may want to focus on a few select areas in
agreement with the professor and cover it well. This may require some field work as
well.
Indicative Topics Names of the participants in the
Group
Sustainability
Senior Executive Compensation
Class action suits on companies
Global Reporting Initiative
Effectiveness of Independent Director
Balancing Business Ethics & Profit
Fines and penalties on Big 4
Case studies Whistle blowing
5. Field Work: On need basis, will be informed in the class
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PGDM Trimester 04
NEGOTIATION SKILLS
COURSE OBJECTIVE
 This Negotiation Skills course is designed to help you answer the question: “How
can I become a better negotiator?”
LEARNING OUTCOMES
 To apply principles of negotiation to improve Negotiation Skills in different
situations.
PEDAGOGIC TOOLS
 The structure, content and process of the course is modeled on ‘principled
negotiation’ developed at the ‘Program on Negotiation’ based out of the Harvard
Law School (www.pon.org). The heart of the classroom sessions is a set of
interactive negotiation exercises. These exercises have a dual purpose. You will
learn first by actually negotiating, and then by stepping back to compare your
approach and results with those of your classmates.
 The course consists of 9 THEMEs spread over 15 sessions. Each session will be of
80 minutes. The THEMEs that would be covered in the course are under:
 Interaction
o THEME 1: How to conduct a successful face to face negotiation?
o THEME 2: How to make your best offer seem even better?
o THEME 3: Do you need an alternative to position based negotiation?
 Preparation
o THEME 4: How to prepare for a negotiation?
o THEME 5: How to prepare in a multi-party negotiation?
 Difficult People and Difficult Context
o THEME 6: What if they are difficult people?
o THEME 7: What if they are more powerful?
o THEME 8: What if they are difficult and powerful?
o THEME 9: Putting it all together
 Reference Text Book

 Getting to Yes, by Roger Fisher and William Ury; 2nd Edition, Random House
 The study plan folder will constitute the main source of readings for the course.
The other pedagogic tools are:
 Text book
 Study Plan - reading materials
 Class Notes
 Case Analysis
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SESSION 1, 2
THEME 1: HOW TO CONDUCT A SUCCESSFUL FACE TO FACE
NEGOTIATION?
Classroom Session (90*2 min)
 3 Objectives in any negotiation
 3 stages of interaction
 ZOPA in position based negotiation
 Position based negotiation - drawbacks
SESSION 3
THEME 2: DO YOU NEED AN ALTERNATIVE TO POSITION BASED
NEGOTIATION?
Classroom Session
 4 elements of principled based negotiation
 ZOPA in value creation and value extraction
 4 ways of communication in negotiation
SESSION 4
THEME 3: HOW TO PREPARE FOR A NEGOTIATION?
Readings
 Study Plan Folder
 Elm tree House
Classroom Session (90*3 min)
 BATNA
 Preparation for a negotiation
 7 elements of a negotiation preparation
SESSION 5
THEME 4: HOW TO PREPARE IN A MULTI-PARTY NEGOTIATION?
Classroom Session
 5 questions to answer while preparing for a multi-party multi issue negotiation
 Stakeholder map
 Issue map
 Leverage
SESSION 6
THEME 5: CREATING VALUE BEFORE CLAIMING VALUE - 1
Readings
Creating Value in Negotiation
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SESSION 7
Classroom Session
 Role Play
Creating Value in Negotiation pgs NS 61
SESSION 8
Readings
 Role Play
Creating Value in Negotiation pgs NS 61
SESSION 9
THEME 8: WHAT IF THEY ARE DIFFICULT PEOPLE - 1
Classroom Session
 Becton Dickenson Case
SESSION 10
THEME 9: WHAT IF THEY ARE DIFFICULT PEOPLE – 2
Classroom Session
 Sara Talley case
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PGDM Trimester 04
ADVANCED FINANCIAL STATEMENT ANALYSIS
COURSE OBJECTIVE
 Analyze of financial statements by considering its relevance in the broader
context of business analysis.
 Focus on financial statement users, their information needs, and how
financial statements analysis addresses those needs
 Deal accounting analysis, which is the task of analyzing, adjusting, and
interpreting accounting numbers that make up the financial statements.
 Apply several basic financial statement analysis technique
LEARNING OUTCOMES
At the closure of the course, the participants are expected to have a clear
understanding and Comprehensive knowledge of the following:
 Analysis and Interpretation of corporate financial statements using
appropriate techniques
SCOPE OF THE COURSE

 This course covers the conceptual understanding of various aspects of financial
statements and the techniques to analyze them
 This course calls for prior knowledge of thorough understanding of financial
accounting concepts
 The study plan covering readings, classroom sessions, Group Work sessions and
Assignments
 It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise tests
would be conducted on the same.
 The course consists of 7 THEMEs spreads over 20 sessions. Each session will be
of 90 minutes. The THEMEs that would be covered in the course are under:
 THEME 1 : Overview of Financial Statement Analysis

 THEME 2: Financial Reporting – Legal Aspects- IAS, IFRS, GAAP.
 THEME 3 : Analyzing Financing Activities
 THEME 4 : Analyzing Investing Activities
 THEME 5 : Analyzing Operating Activities
 THEME 6 : Cash Flow Analysis
 THEME 7 : Overview of Profitability analysis, Prospective Analysis and
Credit analysis
PEDAGOGIC TOOLS
 The pedagogic tools available to each participant are:
 Textbook
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 The textbook to be followed is:
 Financial Statement Analysis – John J Wild, K. R. Subramanyam and
Robert F. Halsey, 9th Edition, Tata McGrawHill Edition.
 The study encompasses the following:

 Classroom Lectures and Discussions
 Problems and Case study discussions in the classroom
 Homework problems and assignments
SESSION 1 & 2
THEME 1: OVERVIEW OF FINANCIAL STATEMENT ANALYSIS
Pre-Session Readings
 Financial Statement Analysis – Chapter 1
Classroom Session
 Business Analysis
 Financial Statements – Basis of Analysis
 Financial Statement Analysis – Preview
Assignments / Group Work
 Financial Detective Case
 Problem set 1
SESSION 3 & 4
THEME 2: FINANCIAL REPORTING – LEGAL ASPECTS- IAS, IFRS, GAAP
 IAS , IFRS Guidelines
Classroom Session
 Discuss the answers for Problem set 1
 Legal Framework
 IAS 2,8,18,24 and IFRS
 Problem Set 2
SESSION 5, 6 & 7
THEME 3: ANALYZING FINANCING ACTIVITIES
Classroom Session
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 Problem Set 2 - Discussion
 Liabilities
 Leases
 Post-retirement Benefits
 Contingencies and commitments
 Off- Balance sheet Financing
 Shareholders’ Equity
 Problem Set 3
SESSION 8, 9 & 10
THEME 4: ANALYZING INVESTING ACTIVITIES
Classroom Session
 Problem set 3 - Discussion
 Current Assets
 Inventories
 Long- term assets
 Plant Assets and Natural resources
 Intangible assets
 Problem set 4
SESSION 11, 12 & 13

THEME 5: ANALYZING OPERATING ACTIVITIES
Classroom Session
 Problem set 4 - Discussion
 Income Measurement
 Nonrecurring Items
 Deferred charges
 Supplementary Employee Benefits
 Interest costs

 Problem Set 5
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SESSION 14, 15 & 16
THEME 6: CASH FLOW ANALYSIS
Classroom Session
 Problem set 5 - discussion
 Statement of Cash flows
 Analysis Implications of cash flows
 Free Cash flow
 Specialized cash flow ratios
 Problem Set 6
SESSION 17 & 18
THEME 7: OVERVIEW OF PROFITABILITY ANALYSIS, PROSPECTIVE
ANALYSIS AND CREDIT ANALYSIS
 Financial Statement Analysis – Chapter 8,9,10
Classroom Session
 Problem set 6 - discussion
 Return on invested capital
 Prospective analysis
 Credit analysis
 Solvency analysis
 Problems set 7
SESSION 19 & 20
Students Presentation
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PGDM Trimester 04
CORPORATE & RETAILS BANKING
INTRODUCTION
 The global banking industry has seen a tumultuous change in the last decade.
Over a 1,000 banks have failed in the US alone since 2008.
 Indian Banks too face this challenge of managing profitability, customer
expectations and shareholder contentment in the current crisis of financial
volatility and economic uncertainty.
 In this background, understanding the basic tenets of banking is critical to help
finance majors appreciate the role of the biggest financial intermediary globally
COURSE OBJECTIVES
 The course on Corporate and Retail Banking aims at giving participants an
understanding of the various aspects of Banking operations and Bank
Management
 These include lending activities, deposit generation, cash management, treasury
operations and Trade Financing activities
LEARNING OUTCOMES
 Understand the structure, functioning and operations of Indian commercial
Banks
 Recall Yield curve and theory of interest rates and understand how banks decide
the interest rate structure for the bank’s loans and deposits
 Understand and Analyze and evaluate corporate loans
 Understand and structure a loan portfolio for corporate clients
 Understand the treasury operations of a bank, analyze a day’s activity of the
treasury operations and evaluate profitability of the treasury operations
 Understand and Analyze and evaluate Retail loan products
 Understand and apply risk management principles in a bank
SCOPE OF THE COURSE

 The study plan covering readings, classroom sessions, and Assignments
corresponding.
 It is mandatory to go through the ‘Pre-Session Readings’. For post contact
reading, please refer to the handouts listed under ‘Additional Readings’.
Assignments corresponding to each session are outlined below.
would be conducted on the same. For post contact reading, please refer to the
handouts listed under ‘Additional Readings’.
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 The course consists of nine (9) THEMEs spread over 20 sessions. Each session
will be of 80 minutes. The THEMEs that would be covered in the course are under:
 Course contents
 Session 1 & 2: Banking industry Overview
- The role of financial intermediation (Role of aggregation and liquidity
generation)
- Role of money
- The organization of Indian banking system in India – an overview (Different
types of banks, Micro financing institutions, Regulator)
 Session 3, 4 : Money Markets and Theory of Interest Rates
- Theory of interest rates
- Yield curve
 Session 5, 6: Role of the Central bank
- Role of the Central Bank as a banker to the banks
- Formulation of monetary policy
- Implementation of monetary policy – tools that the central bank has to
monitor liquidity in the economy
 Session 7-10 : organization structure, retail banking, payment systems
- organization structure of a bank (typical structure – front office, mid office
and back office/ HO & branch banking)
- KYC – Bank – customer relationship
- Different types of deposit products
 Session 11 -14: corporate banking, credit appraisal and project finance:
- Different types of corporate banking services loan products (working
capital financing – cash credit and WCDL, bill discounting; explanation of
each product, calculation of interest rates )
 Session 15, 16 , 17, 18: BASEL norms for prudential lending and capital
adequacy
- Risk Management in Banks
- Asset Liability management in a bank
PEDAGOGIC TOOLS
 Textbook
1. Management of Banking and Financial Services :- Padmalatha Suresh & Justin
Paul
The reference books are:
2. Commercial Banking – Benton E Gup & James K
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SESSION 1 & 2
THEME 1: BANKING INDUSTRY OVERVIEW
Classroom Session:
 Financial Intermediation
 Types of Banks
 Public Sector Banks (PSUs)
 Private Banks
 RRBs/DCCBs/UCBs
 FIs, NBFCs and MFIs
 Central Bank
 Role of Central Bank
 Tools of Monetary Policy
SESSION 3 & 4
THEME 2: BUSINESS VERTICALS
Classroom Session:
 Retail, Advances and Corporate Banking
 Retail Banking
• Branch Banking (Liability Products)
• Retail Loans (Schematic)
 Advances
• Priority Sector
• Small and Medium Enterprises
 Corporate Banking
• Credit (including syndication and capital markets)
• Treasury (Equity, Debt, Forex)
• Risk Management
SESSION 5
THEME 3: RETAIL BANKING
Classroom Session:
 Products Offered
• Accounts
• Deposits
• Cards
• Travel Currency Cards/Forex
• Retail Loans
 Personal Loans
 Loan against property/shares/gold
 Education Loans
 Home Loans
 Services Offered
• Investment Advisory
• Insurance
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SESSION 6
THEME 4: CORPORATE BANKING
Classroom Session:
 Two Key Business Verticals
 Corporate Banking
• Loan Products
• Syndication, Downselling
 Treasury
• Dealing
• Equity and Debt Capital Markets
• Funding Desk
• ALM Desk
SESSION 7, 8 & 9
THEME 5: CREDIT APPRAISAL – MANUFACTURING COMPANIES
Classroom Session:
 Background of the customer
 Industry and Business Model
 Financial Analysis
 Financial Modelling
 Benchmarking with peers
 Credit Rating
 Structuring Products to suit customer requirements
SESSION 10 & 11
THEME 6: CREDIT APPRAISAL – FINANCE COMPANIES AND NBFCS
Classroom Session:
 Presentation of Balance Sheet
 Key P&L ratios
 NIM
 Contribution of Fee Income to Overall Revenues
 Operating Expense Ratios
 Key Balance Sheet Ratios
 Gross NPAs and Net NPAs
 Funding Patterns
 CASA as percentage of overall funds deployed
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SESSION 12
THEME 7: SECURITY
Classroom Session:
 Definition of secured lending
 Types of Security
 Moveable and Immoveable property
 Market Instruments
 Liquid Instruments
 Documentation
 Creation of charge
- Enforceability
-
SESSION 13 TO 16
THEME 8: RBI GUIDELINES
Classroom Session:
 Lending – Domestic and Overseas
 Income Recognition and Asset Classification
 NPA norms
• DPD
• Out of Order
• Security Valuation
• DCCO
 Restructuring
 Restructuring under CDR
SESSION 17 TO 20
THEME 9: REGULATORY ENVIRONMENT
Classroom Session:
 SARFESI 2002
 Background
 Enforceability
 Application
 Basel Norms
 Capital Adequacy Norms
 Applicability of Capital Adequacy Norms
 CRAR (Capital to Risk-weighted Assets Ratio)
 Computation of Tier I and Tier II capital
 Risk Weighted Assets (RWA)
 Models prescribed by RBI for RWA
 External Rating and Credit Conversion Factors
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PGDM Trimester 04
INTERNATIONAL FINANCE
COURSE OBJECTIVE
To understand the international monetary system, the mechanics of foreign exchange
market, investigate the financial issues faced by the Multinational corporations and how
to approach and solve the fundamental financial problems.
As cross border trade, investment and financing increased phenomenally over the last
few years, decision making has become more challenging. Increasing integration in the
global capital markets makes it imperative to have a basic understanding of
International financial system and its influence on corporate decisions. This course
examines international financial economics and the international financial system, with
emphasis on the theories, techniques, and practices relevant to multinational financial
management. It also gives an insight into the much debated new international financial
system, post credit crisis.
From a corporate decision making point of view, the course explores the fundamental
financial problems faced by the corporations in its regular operations, the techniques
and strategies used to overcome the same.
Long term and short term investment and financing is equally important for an MNC.
FDI and FII decisions today are dynamic, thanks to the speed with which the political
and economic risk moves from one country to the other. The course examines the specific
issues in foreign investment and foreign financing (long term and short term) and impact
on the decisions.
LEARNING OBJECTIVES
 Explain International Monetary System, macro and micro impact of BOP.
 Understand the functioning of foreign exchange markets and apply the

techniques for trading in the currency markets.
 Apply exchange rate models for currency forecasting.
 Understand the various types of risk faced by an MNC and apply the
respective hedging techniques for risk management.
 Understand the specific issues related to foreign project investment and apply
the techniques of capital budgeting for assessing the project’s feasibility.
 Understand the intricacies of short term cash and fund management of an
MNC’s in its ongoing global operation.
 Evaluate various sources of foreign financing instruments for financing
decision.
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SCOPE OF THE COURSE
 The course consists of -9 THEMEs spread over 20 sessions. Each session will be
o THEME 1: International Monetary System
o THEME 2: Balance of Payments
o THEME 3: Foreign Exchange Markets
o THEME 4: Parity Conditions & Exchange Rate Determination
o THEME 5: Currency Derivatives
o THEME 6: Exposure Management
o THEME 7: Foreign Investment Decision
o THEME 8: Global Financing
o THEME 9: Managing Multinational Operations
PEDAGOGIC TOOLS
 Textbook
 Multinational Business Finance Tenth Edition David Eiteman, Arthur
StoneHill, Michael H. Moffet, Alok Pandey
 Pre-Class Readings.
 Case Analysis in groups and submission of group assignments on case.
 Case discussion in class led by Faculty.
Please come prepared with the pre-session readings as specified for each session, and
bring this study plan booklet in class for sure!
SESSION 1
THEME 1: INTERNATIONAL MONETARY SYSTEM
(21 pgs 85 min)
 Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David K
Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Chapter 2
International Monetary System pgs 33 to 51
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Post-session Additional Readings
(3 pgs 15 min)
 Study Plan Folder
 Zhou Xiaochuan: Reform the international monetary system Essay by Dr
Zhou Xiaochuan, Governor of the People’s Bank of China, 23 March 2009
IF - 01
 Knowledge@Wharton: Has the Time Come to Nationalise Struggling Banks?
Yes, But Carefully IF - 05
Classroom Session
 Global Financial Environment
SESSION 2
THEME 2: BALANCE OF PAYMENTS
(18 pgs – 60 minutes)
 Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David K
Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Chapter 3
Balance of Payments pgs 58 to 75
Classroom Session
 International Economic Transactions
 Components of Balance of Payments
 Computation of BOP
 Capital Account Convertibility & BOP
SESSION 3
THEME 3: FOREIGN EXCHANGE MARKETS
(64 pgs 150 min)
 Textbook
 Multinational Business Finance: Tenth Edition, Pearson Education
David K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 4 Foreign Exchange Market pgs 85 to 120
Chapter 7 Foreign Exchange Determination pgs 205 to 231
Classroom Session
 Structure of the foreign exchange market
 The Spot Market & Forward Market
 Arbitrage in the foreign exchange market
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SESSION 4
THEME 4: PARITY CONDITIONS & EXCHANGE RATE DETERMINATION
(50 pgs 200 min)
 Textbook
 Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 6 International Parity Conditions pgs 170 to 193
Chapter 7 Foreign Exchange Determination pgs 205 to 231
Classroom Session
 Theory Behind the Parity Relationships
 Parity Prevailing?
 Discussion on Asian, Russian & Argentine Crisis
SESSION 5 & 6
THEME 5: Currency Derivatives
(33 pgs 100 min)
Textbook
Chapter 5 - Foreign Currency Derivatives pgs126 to 158
 Financial Risk Management by Dun & Brad Street– Tata McGraw Hill
Professional Risk Management Gone Wrong: Barings, Orange County,
Hersatt Bank IF - 011
 Long Term Capital Management, Enron
Classroom Session
 Forward, Futures and Options & Swaps for Currency Hedging
Assignment 1
 Problems & Mini Case on FE Market and Currency Derivatives
SESSION 7
THEME 6: EXPOSURE MANAGEMENT
 Textbook
Chapter 8 - Transaction Exposure pgs 239 to 263
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Classroom Session
 Transaction Exposure – Measurement and Management
 Lufthansa’s Purchase of Boeing
Assignment 2
 Case Analysis: Merton Electronics Corporation IF - 18
SESSION 8 & 9
 Textbook
Chapter 9 - Operating Exposure pgs 285 to 304

 Responding to the Rising Rupee: Why Indian Firms Must Rethink Their
Business Models India Knowledge@wharton: IF - 028
Classroom Session
 The Case of Depreciaiting Indian Rupee IF - 031
 Nissan Operating Exposure/Economic Exposure IF - 041
SESSION 10
 Textbook
Chapter 10 - Translation Exposure pgs 313 to 341
Classroom Session
 Translation Exposure: Measurement
SESSION 11
THEME 7: FOREIGN INVESTMENT DECISION
 Textbook
 Multinational Business Finance: Tenth Edition, Pearson Education David K
Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Chapter 15 -
Foreign Direct Investment : Theory and Strategy pgs 483 to 501
22
Classroom Session
 Textbook
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Foreign Direct
Investment ONGC Videsh Ltd : A Case in Point pg 506

 AB Ltd: Entry Strategy to India IF - 048
SESSION 12
THEME 7: FOREIGN INVESTMENT DECISION
Textbook
Chapter 17 Multinational Tax Management: pgs 537 to 566
Chapter 18 Multinational Capital Budgeting pgs 577 to 596
Classroom Session
 Difference between domestic and international capital budgeting
 Specific Issues in International Capital Budgeting
Assignment 3
 GMS Scenario Analysis IF – 050
SESSION 13
THEME 7: FOREIGN INVESTMENT DECISIONS
 Textbook
Chapter 19 - Cross Border Mergers, Acquisitions and Valuation
pgs 613 to 641
Classroom Session
 Cross Border Mergers, Acquisitions and Valuations
 Textbook
Real Option Analysis – Carlton page 603
 Private Equity in Latin America
23
SESSION 14 & 15
THEME 8: GLOBAL FINANCING
 Textbook
Chapter 11 - Global Cost and Availability of Capital pgs 349 to 368
Chapter 12 –Sourcing Equity Globally pgs 376 to 400
Chapter 13 - Financial Structure and International Debt pgs 409 to 433
 Carrefour: Foreign Borrowing IF - 052
Classroom Session
 Demand for Foreign Securities
 Sourcing Equity and Debt Globally – ADR and GDR
 WACC of capital for MNC compared to Domestic Firms
SESSION 16, 17, 18

THEME 9: MANAGING MULTINATIONAL OPERATIONS
 Textbook
Chapter 21 –Repositioning Funds pgs 672 to 715
Chapter 22 – Working Capital in the MNE pgs 728 to 752
Chapter 23 – International Trade Finance pgs 763 to 801
Classroom Session
 Transfer Pricing
 Financing Working Capital
 Export/Import Transaction
 Textbook
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Crosswell
International: Case Analysis pg 806
Assignment 4
 Textbook
 Multinational Business Finance: Tenth Edition, Pearson Education, Arthur
I Stonehill, Michael H Moffet, Alok Pandey Ford Asia Pacific: Transfer
Pricing pg 722
SESSION 19 & 20
COUNTRY RISK ANALYSIS
Student Presentation and Discussion
24
PGDM Trimester 04
INVESTMENT ANALYSIS & PORTFOILIO MANAGEMENT
COURSE OBJECTIVE:
The objective of this course is to acquaint the participant with the knowledge and
tools essential for money management. This course will provide an overall view
of the investment decision process. Areas covered will be investment avenues,
risk and return measures, theories behind portfolio creation, valuation models,
and management of the portfolio. The course will cover successful investment
strategies of a few Indian and international investment managers.
LEARNING OBJECTIVES:
 Explain the need of investments
 Understand the capital market infrastructure
 Understand the portfolio theory
 Apply asset pricing models for computing the required rate of return
 Apply the EIC framework for equity valuation
 Recognize the significance of technical analysis and behavioral finance
 Understand various portfolio management strategies
 Apply the concept of valuation in bonds
 Apply the generic portfolio management strategies and measure the portfolio
performance
 Apply Portfolio Optimization techniques
SCOPE OF THE COURSE

 The study plan covering readings, classroom sessions, group work and
assignments corresponding to each session are outlined below.
 It is mandatory to go through the ‘Pre-session readings’. You may expect surprise
quizzes on the same. For post contact reading, please refer to the handouts listed
under ‘additional readings’
 The course consists of 9 THEMEs spread over 20 sessions. Each session will be of
90 minutes. The THEMEs that would be covered in the course are under:
 THEME 1: Investment Setting
 THEME 2: Security Market Indices
 THEME 3: Efficiency of Capital Markets
 THEME 4: Introduction to Portfolio Management
 THEME 5: Asset Pricing Models: CAPM, APT and other multi-factor
models
 THEME 6: Fundamental Analysis: Economic, Industry and Company
analysis
 THEME 7: Technical Analysis
 THEME 8: Behavioral Finance
25
 THEME 9: Equity Portfolio Management Strategies
PEDAGOGIC TOOLS
 Textbook
 Study Plan folder
 Other reference books
 Analysis of Investments and Management of Portfolios 10th Edition. Reilly
and Brown. Cengage.
 Other reference material
 Investment Analysis and Portfolio Management, 3e, Prasanna Chandra,
Tata McGraw Hill
 Investments, 8e by Bodie, Kane, Marcus and Mohanty, Tata McGraw-Hill
 Investment Fables by Ashwath Damodaran
 Pre-class readings
 Assignments on select topics
 Project based on investment strategies
SESSION 1
THEME 1: INVESTMENT SETTING
Pre-session Readings:
 Chapter 1: The Investment Setting (Reilly & Brown)
Classroom Session
 What is an investment?
 Understanding risk
 Relationship between risk and return
 Measures of risk and return
SESSION 2
 Chapter 4: Organisation and Functioning of Securities Markets (Reilly &
Brown)
 Chapter 3: Securities Market: The Battlefield (Prasanna Chandra, , Investment
Analysis and Portfolio Management, 3e)
Classroom Session
 Securities Markets
26
SESSION 3
THEME 2: SECURITY MARKET INDICES
 Chapter 5: Security-Market Indexes (Reilly & Brown)
Classroom Session
 Need for Indices and their construction
 Types of security market indices
SESSON 4
THEME 3: EFFICIENCY OF CAPITAL MARKETS
 Chapter 6: Efficient Capital Markets (Reilly & Brown)
Classroom Session
 Need for market efficiency
 The Efficient Market Hypothesis
 Empirical Evidence on market efficiency
 Implications
SESSION 5 & 6
THEME 4: INTRODUCTION TO PORTFOLIO MANAGEMENT
 Chapter 7: An Introduction to Portfolio Management (Reilly & Brown)
Classroom Session (90*2 Min)
 Markowitz Portfolio Theory
 Efficient Frontier
 Exercise on Portfolio Optimization
SESSION 7
THEME 5: ASSET PRICING MODELS: CAPM, APT AND OTHER MULTI-
FACTOR MODELS
 Chapter 8: An Introduction to Asset Pricing Models (Reilly & Brown)
Classroom Session
 Capital Market Theory and CAPM Asset Pricing Models
SESSION 8
 Chapter 9: Multifactor Models of Risk and Return (Reilly & Brown)
Classroom Session
 Multi-factor Models
27
SESSION 9
THEME 6: FUNDAMENTAL ANALYSIS
 Chapter 11: An Introduction to Security Valuation (Reilly & Brown)
Classroom Session
 Security Valuation: Bonds, preference shares and equity
SESSION 10
 Chapter 12: Microanalysis and Micro valuation of the Stock Market (Reilly &
Brown)
Classroom Session
 Economic Analysis
SESSION 11
 Chapter 13: Industry Analysis (Reilly & Brown)
Classroom Session
 Industry Analysis
SESSION 12
 Chapter 14: Company Analysis & Stock Valuation (Reilly & Brown)
Classroom Session
 Company Analysis
SESSION 13
THEME 7: TECHNICAL ANALYSIS
 Chapter 15: Technical Analysis (Reilly & Brown)
Classroom Session
 Technical Analysis
SESSION 14
THEME 8: BEHAVIOURAL FINANCE
 Chapter 10: Behavioral Finance: The Irrational Influences (Prasanna Chandra,
Investment Analysis and Portfolio Management, 3e)
Classroom Session
 Behavioral Finance
28
SESSION 15 & 16
THEME 9: EQUITY PORTFOLIO MANAGEMENT STRATEGIES THEME
 Chapter 16: Equity Portfolio Management Strategies (Reilly & Brown)
 Chapter 23: Strategies of the Great Masters: The Timeless Wisdom (Prasanna
Chandra, Investment Analysis and Portfolio Management, 3e)
Classroom Session (90*2 Min)
 Equity Portfolio Management Strategies
 Value & Growth, Active & Passive
 Strategies of Top Investors
SESSION 17
 Chapter 25: Evaluation of Portfolio Performance (Reilly & Brown)
Classroom Session
 Portfolio Evaluation
SESSIONS 18-20
PRESENTATIONS ON PROJECT WORK
29
PGDM Trimester 04
PROJECT APPRAISAL AND FINANCING
COURSE OVERVIEW AND OBJECTIVES

For Project finance is actually a centuries old financing method that predates corporate
financing. However with the explosive growth in privately financed infrastructure
projects in the developing world, the technique is enjoying renewed attention. Its
emergence has resulted from a number of favourable trends, e.g., privatization,
deregulation of industries, new attitudes towards the role of the private sector in
developing countries and at the multilateral agencies, etc.
Project financing has evolved through the centuries into primarily a vehicle for
assembling a consortium of investors, lenders and other participants to undertake
infrastructure projects that would be too large for individual investors to underwrite
.Commercial banks represent a primary source of funds for project financings. Project
finance is an increasingly widespread financial mechanism, which host governments
and private investors are employing more frequently and in greater volumes as a
method of financing infrastructure projects.
While the most recent economic crisis has had a significant impact on the volume of
capital available, project finance remains a valuable financing approach that offers
significant advantages to participants. Furthermore, it is likely to continue to grow as
the global economy recovers. In arranging these large loans he banks often form
syndicates to sell-down their interests.
This course titled Project appraisal and finance viewed also from the point of view of
bankers participating in Project finance. The course aims to:
1. Provide an overview of project finance, contrast with corporate finance
2. Understand the Project finance appraisal techniques and methods
3. Understand credit evaluation process
PEDAGOGY
The course will use a mix of lectures, assignments and a project. Each session would be
1 ½ hour’s duration.
Textbook
The Reference textbook is:
Projects: Planning, Analysis, Selection, Financing, Implementation and Review.
8th Edition. Prasanna Chandra. 2014. New Delhi: Tata McGraw Hill
Suggested Readings:
Benjamin Esty (2014). Modern Project Finance: A Case Book. John Wiley & Sons.
Prabuddha K. Das (2012). PPP and Project Finance: Development and Use of Financial
Models. Tata McGraw Hill.
30
Session-wise Details
Reading
Session
Topics s from Additional Material
s
textbook
Project Planning
* An overview of the course;
* Nature of Capital An Over view of Project
Expenditure Projects; Finance and Infrastructure
S1, S2 1,2,3
* Strategy and Resource Finance – Benjamin C. Esty
Allocation; - HBSP
* Generation and Screening
of Projects
Project Analysis
* Market and Demand Mini Case – Page No. 4.30 -
S3, S4 3,4
Analysis PC
* Technical Feasibility
Case: Airbus A3XX:
Developing the World's
Largest Commercial Jet (A)
(HBS)
Project Selection - I Mini Case – Page No. 6.39 –
* Investment Criteria PC
S5, S6 6,8,9,12
* Project Cash Flows · Project Mini Case – Page No. 8.31 –
Rate of Return PC
Mini Case – Page No. 9.29 –
PC
Mini Case – Page No. 12.15
- PC
Case: Bidding for Antamina
Project Selection - I (HBS)
S7 11
* Project Risk Analysis Mini Case – Page No. 11.44
- PC
Project Selection - II
– PC
S8 *Special Decision Situation 13,14
*Social Cost Benefit Analysis
- PC
Project Selection - II Social Cost-Benefit Analysis
*Social Cost Benefit Analysis of Delhi Metro,
S9, S10 *Judgemental, Behavioural, 17 M N Murty & others,
Strategic, Organizational Institute of Economic
Consideration Growth, 2006
31
Case: Arundel Partners
Project Selection - II (HBS)
S11, S12 *Application of Real options 16
in Project Appraisal Mini Case – Page No. 16.32
- PC
Case: Financing the Mozal
Project Financing
project (HBS)
*Source of capital
S13, S14 18
*Preparation of Detailed
Project Report
– PC
Project Financing
*Preparation of Detailed Case: Athens Ring Road
Project Report *Financing (Attiki Odos) (HBS)
S15, S16 Infrastructure Projects · PPP 19, 20
models Mini Case – Page No. 20.22
*Venture Capital and Private - PC
Equity
* Managing Credit Risk
from Chapters 8 & 9,
Padmalata Suresh & Justin
Paul: Management of
Banking and Financial
Project Financing Services. Pearson
S17, S18 *Credit Appraisal and Education. 2nd Edition
Default Risk Analysis
*Basel II: Assessing the
Default and Loss
characteristics of Project
Finance Loans (A) & (B) –
Benjamin C. Esty – HBSP
*Managing Credit Risk
from Chapters 8 & 9,
Padmalata Suresh & Justin
Paul: Management of
Project Financing Banking and Financial
*Credit Appraisal and Services. Pearson
S17, S20 Default Risk Analysis 23 Education. 2nd Edition
*Project Review and
Administrative Aspects *Basel II: Assessing the
Default and Loss
characteristics of Project
Finance Loans (A) & (B) –
Benjamin C. Esty - HBSP
32
PGDM Trimester 04
CONSUMER BEHAVIOR
INTRODUCTION
 Consumer Insights ignite sound marketing decisions and understanding
consumers is essential for business success. Successful formulation of a marketing
plan as well as its implementation is dependent on how well the planners and
doers have understood consumers. Hence this elective course aims delving into
concepts and tools that help marketing majoring students to understand
consumer behavior and design and implement responses based on such
understanding.
LEARNING OUTCOMES
 Understand variations in consumer choice and usage phenomena
 Understand Psychological and Socio-Cultural Factors influencing consumer
behavior
 Analyze influence of these factors on choice, usage and adoption of brands
 Formulate Marketing Programmes in the light of the above understanding and
analysis
PEDAGOGIC TOOLS
 Consumer Behavior: Buying, Having and Being, Michael Solomon,
Prentice Hall.
 The Reference Books to be followed are:
 Why we buy: The Science of Shopping, Paco Underhill, Texere Publication,
NY.
 How Customers Think, Gerald Zaltman, HBS.
 We are Like that Only, Rama Bijapurkar.
 It Happened in India, Kishore Biyani.
 Suggested Journals - Journals such as journal of Marketing, Journal of Marketing
Research, Journal of Consumer Research, Psychology and Marketing, Harvard
Business Review, Journal of Consumer Psychology. All journals can be accessed
through EBSCO database.
 Suggested Authors
 Itamar Simmonson, John Deighton, Robert Dolan, Baba Shiv, Gerald
Zaltman, Paco Underhill.
 Others
 Access to an audiovisual recording device (mobile phone, digital camera
or handycam)
33
LEARNING METHODS
 Consumer Behavior is close to our lives as we are all consumers. Hence the
pedagogy shall be highly learner centered. Participants are expected to engage
closely with their own customer and consumption experiences so that the
learning is experiential. A combination of mini projects, exercises, reflective
diaries, case discussions and lectures will facilitate learning. Most of the course
work to be done outside class will have to be done in small study groups. Form
your groups (four members in each) that allow maximum diversity among group
members.
STUDENT ROLES AND RESPONSIBILITIES

 Cases or readings assigned for corresponding classes have to be first prepared
individually and then discussed in groups prior to the class. Come to the class
with well thought out recommendations or opinions.
 Groups or individuals may be picked up at random to present the main points of
the case or readings assigned.
THEMES
1. Introduction to the course and its relevance to marketing professionals
2. Understanding Consumer Behavioral variations across product categories
3. Consumer Decision Making Process
4. Adoption process of new products
5. Post Purchase behavior
6. Personality and lifestyle
7. Perception and Attitude
8. Learning
9. Reference Groups and Family
10. Culture
11. Sub-culture
12. Social Class
SESSION 1
THEME 1: INTRODUCTION
(Introduction to the course and its relevance to marketing professionals)
Pre session Readings
 Text book introductory chapter
 The Quest for Customer Focus CB-01
 Becoming a Customer CB-13
Classroom Session
 Conceptual overview of Understanding Consumer Behavior
 Course describing the impact of Intrinsic and extrinsic variables on Consumer
decision making and usage of products and services
34
Cases / Exercises
 Intro to Depth interview Exercise
 Intro to Observation Exercise
 Intro to Seminar
SESSION 2 & 3
THEME 2: UNDERSTANDING CONSUMER BEHAVIORAL VARIATIONS
ACROSS PRODUCT CATEGORIES
Classroom Session
 Discussion on Product categories
 Variations in purchase across categories and Variations in use across categories
Cases / Exercises
 Depth Interview
SESSION 4
THEME 3: CONSUMER DECISION MAKING PROCESS
 Text chapters on consumer decision making Chapter 16
Additional Readings
 Get close to your customers CB-16
 Buying a House
Classroom Session Chapter 15
 Discussion on Complex decision making process and
 How economic and emotional factors impact decision making
Cases / Exercises
 Observation exercise
SESSION 5
THEME 4: ADOPTION PROCESS OF NEW PRODUCTS
 Lecture Notes
Additional Readings
 Eager sellers and stony buyers CB-33
Classroom Session
 Discussion on how non-economic factors impact adoption of products and
services
SESSION 6
THEME 5: POST PURCHASE BEHAVIOR
 Lecture Notes
Additional Readings
 Why did customers hire your product? CB-43
35
Classroom Session
 Mapping the consumption process for marketing insights
 Discuss attribution, dissonance reduction and disconfirmation theories
SESSION 7
PRESENTATIONS BASED ON THE OBSERVATION EXERCISE
SESSION 8 to 10
THEME 6: PERSONALITY AND LIFESTYLE
 Lecture Notes
Additional Readings
 Discovering new points of Differentiation CB-52
 Rediscovering Market Segmentation CB-62
Classroom Session
 Discussion on how understanding of individual self and lifestyles help marketing
decisions
 Discussion on VALS for market Segmentation and targeting Discussion on ZMET
Cases / Exercises
 Century of the Self (to be supplied by the instructor) Chapter 5
SESSION 11 & 12
THEME 7: PERCEPTION AND ATTITUDE
 Text book chapter
Additional Readings
 Analyzing consumer perceptions CB-73
Classroom Session
 Discussions on voluntary and involuntary attention.
 Perception
 Perceptual mapping and
 On how contextual stimuli impact perception and on measuring attitudes.
SESSION 13
THEME 8: LEARNING
 Lecture Notes
Additional Readings
 Cognitive Lock-in and Power law of practice (Journal of Marketing article
available in Ebsco)
Classroom Session
 Discussion on cognitive lock-in
36
 Habitual consumption and drivers of loyalty
 Sales promotion and change in behavior Loyalty Programs
 ELM Model
Cases / Exercises
 Balbir Pasha
SESSION 15
(Extrinsic Factors Impacting Consumer Decision and consumption)
THEME 9: Reference Groups and Family
 Lecture Notes
Additional Readings
 Crowd sourcing
 The Buzz on Buzz CB-86
Classroom Session
 Discussion on the role of reference group in consumer decision making.
 Impact of word of mouth on consumption.
 Practices for generating positive word of mouth
 Family decision making and Life cycle
SESSION 16
THEME 10: CROSS CULTURAL VARIATIONS IN CONSUMER BEHAVIOR
 Lecture Notes
Additional Readings
 Why we buy what we buy: A theory of consumption values” CB-96
 Convergence and divergence in consumer behavior CB-110
Classroom Session
 Discussion on Concepts and dimension of culture
 Cultural values
 Indian cultural values and
 Global cultures
SESSION 17
THEME 11: CONSUMER SUBCULTURES (IN THE INDIAN CONTEXT)
 Lecture Notes
Additional Readings
 McKinsey and Crisil reports on Indian consumers
 We are like that only
 It happened in India
 Discussions on cultural factors specific to Indian Market
37
SESSION 18
THEME 12: SOCIAL CLASS
 Lecture Notes
Additional Readings
 The continuing significance of social class in Marketing CB-119
 Discussion on Social classes in Urban and Rural India
 Consumption differences across social classes Urban
Cases / Exercises
 Unilever in India: Project Shakti
SESSION 19 & 20
THEME 13: CONSUMER RESEARCH
 Lecture Notes
Additional Readings
 What is consumer Research (Article by Holbrook in Journal of consumer research
1987 in ebsco
 Hidden Mind
 Mind of the Market: How customers think
Classroom Session
 Discussions on ZMET
Cases / Exercises
 Nestle Crunch Bar (to be provided by the professor.
38
PGDM Trimester 04
SALES & DISTRIBUTION MANAGEMENT
INTRODUCTION
The success of any business depends greatly on effective and efficient Sales
management. Distribution management, in most industry verticals, is an important sub-
set of the sales function.
Sales Management
Sales management is a critical component of marketing management and is the direct
interface with the customers. Sales management has the focus on Customer Service and
is concerned with strategic decision making on delivery of customer service levels and
the execution of marketing plans to achieve these.
Sales management means the planning, direction and control of personal selling,
including recruiting, selecting, equipping, assigning, routing, supervising, paying and
motivating as these tasks apply to the personal sales-force says the American Marketing
Association.
However, today, sales management is much more than managing the sales force. Today,
sales management also includes the components of promotions, customer service, key
account management, marketing logistics, marketing research, managing the
distribution network and co-ordination with all functions which contribute to better
customer service.
In the current context of globalization, multi-national businesses, shortened product life

cycles and optimized operations management and customer relationship building
efforts, sales management gains special significance. Sales management can only achieve
these goals with the continuous support of the channels which help reach the product
or service to the end user.
The focus of this course would be to understand the importance of sales management
and channel efforts at achieving volume, growth and profitability targets through the
salespeople and the distribution channels while working closely with all other functions
in the company.
Definition of distribution management:

Distribution management is the management of all activities which facilitate the
movement and co-ordination of supply and demand in the creation of time and place
utility in goods or services.
In the past, companies were keen to themselves undertake all the activities necessary to
‘reach’ the product or service to the consumer or end user. Today, there are a host of
39
intermediaries willing to work as ‘channel partners’ or ‘logistics service providers’ to
help companies perform this task cost effectively.
Channel management:
Channel management is that part of Distribution management which is managed by the
sales managers. The other part is physical distribution or logistics, which is not within
the scope of this course.
Distribution management serves the primary function of ensuring that the product or
service is made available to the consumer within an arm’s length of his or her desire.
Distribution management takes care of the availability (physical distribution) and the
visibility. It is that aspect of the marketing function, which provides the ‘place’, ‘time’
and ‘possession’ utility to the consumer.
Channel management is an integral part of sales management. It is the heartbeat of sales

management. Either sales management or channel management cannot exist, operate or
perform without each other. While sales management may plan the strategy and the
operational details to achieve revenue, growth and market shares, it is the distribution
channel part, which executes these plans, of course, under the guidance of the sales
managers. Planning and execution is a team effort between sales managers and
distribution channels.
Sales managers also work closely with the supply chain or logistics function to take care
of the physical distribution tasks of managing inventory, warehousing and
transportation.
LEARNING OUTCOMES
 Provide a firm foundation for understanding all concepts of sales and channel
management
 To understand the human resource aspects of sales management as the sales
manager has to get work out of sales teams and channel partners in order to serve
and retain long-term customers.
 To get a practical orientation of sales management and channel management to
help participants apply the concepts in their working environment.
 To understand the skills required to effectively manage a distribution channel
system
 Understand the practical realities of setting up, developing, operating and
evaluating a sales organization and channel network
The course will help the student to:
 Develop the ability to handle sales and channel management responsibilities
 Understand choices available in the selling process of products or services and
how to select the best alternatives including the right channels
 Build and nourish sales teams and marketing channels
40
 Understand any limitations under which sales people operate
 Develop a pragmatic approach for selection, growth and evaluation of channel
partners
SCOPE OF THE COURSE

corresponding.
 The course consists of 10 THEMEs spread over 20 sessions. Each session will be
o THEME 1: Introduction To Sales Management
o THEME 2: Planning, Sales Forecasting And Budgeting
o THEME 3: Organizing And Staffing The Sales Force
o THEME 4: Compensating And Leading The Sales Force
o THEME 5: Planning And Execution Of Sales Promotions
o THEME 6: Distribution Management And The Marketing Mix
o THEME 7: Channel Planning And Design
o THEME 8: Training And Motivation Of Channels
o THEME 9: Dealer Management Principles
o THEME 10: Channel Institutions – Retailing
PEDAGOGIC TOOLS
 The course will be presented using a variety of methods, such as, lectures, case
studies, current examples, class discussions and student presentations
o Sales & Distribution Management – Text and Cases by Vasant M Cavale &
Krishna K Havaldar – published by Tata McGraw Hill (2nd edition)
Reference books:
1. Sales Management: Decisions, Strategies and Cases by E W Cundiff, R R Still & N
A P Govoni – Prentice Hall of India Pvt Ltd
2. Marketing Channels by A T Coughlan, E Anderson, L W Stern & A I El- Ansary
- Pearson Education
3. Marketing Channels – a management perspective by Bert Rosenbloom, The
Dryden Press
The study encompasses the following:

 Classroom Lectures and Interactions
 Submission of group assignments.
 Case discussion in class led by Faculty.
41
Other Key points
 Evaluation parameters are indicated in this course outline. There will be a
continuous evaluation of the students.
 Attendance, punctuality and participation in the class will be highly appreciated.
One student will be selected at random every day from the group to present the
case.
 It is expected that ALL the students come prepared to discuss the designated case
every day
 One student will be selected every day at random to present the session Learning
 There could be a short quiz after some of the classes.
 Deadlines given for completion of assignments have to be strictly met. No
extensions will be given for any reason.
 There will not be any make-up quizzes / assignments for those who miss them
for any reason.
Case Discussion
There are 14 students in the course. There will be 4 groups of 3 students each and one
group of 2 students (total 5 groups). These groups will work on both the case studies
and the Project mentioned later in the outline.
COURSE SCHEDULE:
The course has 10 classes (of 3 hours duration each with 2 sessions). The session plan has
been given below.
The course will be a combination of class sessions on concepts, case studies, assignments,
project work and quizzes.
SESSION PLAN:
Session
Topic for Discussion
No.
Introduction to Sales Management. Relationship with Distribution
1
Management (Ch 1)
2 Personal Selling process (Ch 2)
3 Planning, Sales Forecasting and Budgeting (Ch 3)
4 Management of Sales Territories and Quotas (Ch 4)
5 Organizing and staffing the sales force (Ch 5)
6 Training and Motivation of the sales force (Ch 6)
7 Compensating and Leading the sales force (Ch 6)
8 Controlling the sales force (Ch 7)
42
9 Planning and execution of Sales Promotions (Ch 17)
10 Managing Key Accounts
11 Distribution management and the marketing mix (Ch 8)
12 Marketing channels (Ch 9)
13 Channel planning and design (Ch 12)
14 Channel planning and design
15 Training and Motivation of channels (Ch 12)
16 Channel management (Ch 13)
17 Dealer management principles (Ch 13)
18 Channel information systems (Ch 14)
19 Channel Institutions – Retailing (Ch 9)
20 Channel Institutions – Wholesaling (Ch 10)
Note: Details in brackets denote the Chapter numbers from the prescribed text book.
CASE DISCUSSION:
There are 45 students in the course. We will form 15 groups of 3 students each. These
groups will work on both the case studies and the Project mentioned later in the outline.
List of the groups should be forwarded to the Course Coordinator well before the start
of the course.
All the cases are from the prescribed text book unless indicated otherwise in the table
below:
Session Case for discussion Groups to present
1&2 United Airflow Inc (C&S) 1,6,11
3&4 A G Refrigerators Ltd (pg 89) 2,7,12
5&6 Marquette Frozen Foods Co (C&S) 3,8,13
7&8 Christopher Candy Co (C&S) 4,9,14
Hammacher Co (C&S) 5,10,15
9 & 10
Electrical Equipment Ltd (pg 637) ALL
11 & 12 Snow White Paper Co -2 (pg 417) 11,6,1
13 & 14 Gem Soaps & Detergents (pg 457) 12,7,2
15 & 16 Apple Food Products (pg 459) 13,8,3
17 & 18 Kinetic Engineering Co (pg 461) 14,9,4
Indian Engineering Ltd (pg 495) 15,10,5
19 & 20
Teekha Spices Ltd (pg 497) ALL
43
Note: C&S refers to: Sales Management by Cundiff, Still and Govoni (below)
RECOMMENDED READING:
Article to be read
 Ending the war between Sales & Marketing – Philip Kotler, Neil Rackham & Suj
Krishnaswamy (HBR – Jul/Aug 2006)
 Effective Sales Management – Rex C Houze (American Salesman – National
Research Bureau)
 Match your sales force structure to your Business Life Cycle – Andris A Zoltners,
Prabhakant Sinha & Sally E Lorimer (HBR – Jul/Aug 2006)
 Better Sales Networks – Tuba Ustuner & David Godes (HBR – Jul / Aug 2006)
 How to sell Services more profitably – Werner Reinartz & Wolfgang Ulaga (HBR –
May 2008)
 Sales Territory alignment: an overlooked productivity tool – Andris A Zoltner &
Sally B Lorimer (Journal of Personal Selling & Sales Management – vol XX, No 3,
summer 2000)
 Determinants of distribution intensity – Gary L Frazier & Walfried M Lassar
(Journal of Marketing, vol 60, Oct 1996)
 Channel selection for new industrial products: a framework, method and
application – V Kasturirangan, Melvyn A J Menezes and A P Maier (Journal of
Marketing, vol 56, Jul 1992)
 The theory of Power and Conflict in channels of distribution – John F Gaski (Journal
of Marketing, vol 48, summer 1984)
 An empirical look at Franchising as an Organizational form – Seth W Norton
(Journal of Business, vol 61, No 2, 1988)
Note: Copies of the Articles would be provided by the Course Co-ordinator.
PROJECT BRIEF:
(The project is for each of the 15 groups only)

The two parts of the project should cover any company which is operating in India
selling products or services. You may select any company with which you may be
familiar and complete both parts of the project for the same company. Each group should
select a different company.
44
For each part of the Project, study problems relating to:
 Sales Management – Part 1
 Channel Management – Part 2
- For the selected company / companies.
For each part of the project, Understand and narrate:
 What was the problem?
 What was the impact of the problem on customer service / company results?
 Who were the players involved?
 How was the problem solved?
 What was the impact of the solution?
 How differently would you have handled the same problem?
Note: if you cannot get the details of both sales management and channel management
for the same company, you can select two companies, one for each part of the project.
Source of information: (Please clearly indicate the source)

 Your own experience
 Published data
 The Internet
 Interviews with company people
At the end of each part of the report, add one paragraph highlighting your Learning
from the project.
The soft copy of the project report (each part of the report need not exceed 3 pages)
should be sent to the Faculty through your Class Representative NOT LATER than
Thursday, July 11, 2013.
45
PGDM Trimester 04
RETAIL MANAGEMENT
INTRODUCTION
Retail in India is as old as the country itself. 12 or 14 million retail outlets - maybe a few
million more or less is proof of the reality of the Indian consumption story. A fast track
economy has put enough and more of disposable income into the consumers’ wallet
and they are voting for choice, wider range and a great shopping experience. Even
during the downturn of 2007 to 2009, the crowd at any of the popular malls is
testimony of this sweeping change. And yet, brand owners and retailers have barely
scratched the surface. There is this huge untapped potential in the Tier II and III cities,
a mind boggling reservoir of consumers in rural areas. “The bottom of the pyramid”
concept is a sleeping giant in the Indian context. Yet another reality is the latent
potential of some newer urban retail models. After all, the corporate or organized retail
share in India is still miniscule, about 7-8 % as against 85 % organized market in USA.
South East Asian countries like China, Korea and Vietnam are at approximately
20% share. The opportunity for is without dispute, tremendous
COURSE OBJECTIVE
 The objective of the Retail Management course is to give an overview about the
Retailing sector, focusing on the Indian context with adequate exposure to
International aspects as well, so that the Students get the following inputs:
 Would get an overall understanding of Retail Management
 Would develop a working knowledge about the Indian Retail sector
 Understand the details and intricacies of the various Retail functions.
 Gain sufficient knowledge to explore and leverage opportunities in this sector
LEARNING OUTCOMES
 Get an overview about Retailing, Understand the various formats including
Franchising, International Retail, Indian Retail and the key drivers.
 Understand the strategic elements of retail including.
 Get an overview of the different Retail functions and career paths.
 Understand the various strategic elements of Retail management especially
the cost structures, Go to market, the financial aspects and MIS.
 Understand about catchment area, store design and VM
 Understand about Merchandising, Category management, Private label and
Pricing.
 Get an overview about consumer behavior, shopper behavior and Retail
marketing including annual marketing plans, retail advertising, social media
marketing, etc.
 Understand about retail operations
 Understand about IT and CRM in the Retail context.
46
SCOPE OF THE COURSE
 The classes will be conducted using Powerpoint slides and is intended
to be participative.
 The focus of the classes will be on discussing live industry examples to
explain the various concepts and details.
 Students are expected to read the concepts and theories in advance to be
able to participate.
 There will be projects given and should be done as groups. The presentations
by each group will be given marks for evaluation.
 The themes that would be covered in the course are :
o Theme 1: Overview about Retail
o Theme 2: Strategic Retail Management
o Theme 3: Merchandising Management
o Theme 4: Shopper behavior & Retail Marketing
o Theme 5: Store Operations
o Theme 6: Other Support functions, Retail IT and CRM
COURSE METHODOLOGY / PEDAGOGY

 Classroom Lecture
 Project presentations and field work discussion
 Reference book
 “The INDIAN RETALEs” by V Rajesh – Unicorn Books
 Students are requested to go through regular columns in the following
magazines and dailies that pertain to the Indian setting: Business India,
Business World and Business Today. In addition retail sector specific sites like
Retail Angle, “An Indian and A Retailer”, etc. useful sources to get an overview
of current happenings in the sector.
THEME 1: OVERVIEW ABOUT RETAIL

 Overview about Retailing
 International Retailing
 Indian Retail
 Key drivers
 Different formats
 Franchising
 Retail functions & organization
Field visit – Visit the Food and Non-Food wholesale market to understand the supply
chain
47
THEME 2: STRATEGIC RETAIL MANAGEMENT
 Strategic elements of Retailing
o Format
o Location
o Assortment
o Service
o Pricing
o SCM
o Cost structure & Go to market
 Financial aspects & MIS
 Catchment Area Analysis, Store design & VM
Project – Select any store and analyze the various strategic elements of the store as also
areas of improvement.
THEME 3: MERCHANDISING MANAGEMENT

 Indian supply chain and SCM challenges
 Merchandise management
 Merchandising hierarchy
 Category management
 Merchandise and Assortment planning
 Space planning
 Private label management
 MRP & Price life cycle management
THEME 4: SHOPPER BEHAVIOR & RETAIL MARKETING

 Consumer behavior
 Buying behavior
 Retail market research
 Retail Marketing
 What is Retail marketing
 Building the store brand
 Elements of Retail Marketing
 Role of customer service in Retail brand building
 Retail Advertising
 Social media marketing
Field visit – Select any store and critique its merchandising and marketing strategy and
plans.
48
THEME 5: STORE OPERATIONS
 Key deliverables
 Elements of store operations
 Key issues
Project – Decide on a store format and prepare a comprehensive business plan for the
same with regard to its various strategic elements
THEME 6: OTHER SUPPORT FUNCTIONS, RETAIL IT AND CRM

 Support functions and key roles
 Retail IT
 CRM in the Retail context
 Consumerism and Ethics
49
PGDM Trimester 04
INTEGRATED MARKETING COMMUNICATION
COURSE OBJECTIVE
 The purpose of this paper is to provide an understanding of Advertising and
Promotion, with an IMC perspective.
 To provide a perspective on the growing importance of the IMC approach in a
changing environment – technology, media, and the consumer,
 To provide an appreciation of the organizational challenges in implementing an
IMC program.
 To create an understanding of the strategic importance of different
Communication Functions (Sales Promotions, Direct Marketing, Public Relation
and Publicity, apart from Advertising).
 To point out how to strategically integrate the various communication functions,
so as to positively impact the brand and build brand equity.
LEARNING OUTCOMES
Students should acquire the ability to -
 Understand the relationship between Marketing Objectives, Promotional
Objectives and the IMC Plan.
 Know and strategically deploy the different communication tools/ functions.
 Analyze the current IMC campaigns of various brands.
 Create and evaluate an IMC Campaign.
SCOPE OF THE COURSE AND SESSION PLAN

1. Introduction to IMC and the Various Communication Disciplines
Session Coverage
Introduction to Advertising and Promotion. Evolution of IMC. The Promotional
Mix and the tools of IMC. The Promotion Planning Process.
Learning Objectives
o Understand the concept of Integrated Marketing Communications (IMC),
the importance of an IMC Perspective in planning and executing
Promotional Programs.
o Understand the various Promotional Functions and their strategic role in
the Marketing Program.
o Understand the concept of the Promotional Mix, and the need for
coordination / sequencing of the promotional functions for synergistic
impact.
o Understand the Model of the IMC Planning Process and the steps involved
in developing a Marketing Communications Program.
50
2. The Role of IMC in the Marketing Process
Session Coverage
Marketing and Promotion Process Model. Marketing Strategy and Analysis.
Target Marketing Process. Developing the Marketing Program. Developing the
Promotional Strategies.
Learning Objectives
 Understand the Marketing Process and the role of Advertising and
Promotion in an organization’s IMC Program.
 Understand the various decision areas under each element of the Marketing
Mix, their influence and interaction within the Promotional Strategy.
 Understand the role of Market Segmentation and Target Marketing in an IMC
program.
 Understand the implications of Positioning and Repositioning strategies on
the IMC Program
3. Organizing for Promotion - Role of Advertising and Other Communication

Agencies
Session Coverage
Participants in the IMC process. Types of Agencies. Client’s Role. Agencies Role.
Agency compensation. Evaluating Agencies.
Learning Objectives
 Understand how companies organize for Advertising and other aspects of
IMC.
 Understand the methods for selecting, compensating, evaluating and
interacting with an Advertising Agencies.
4. An understanding of Consumer Behavior

Session Coverage
Consumer Decision Making Process Model.Consumer Learning Process.
Environmental Influences on Consumer Behavior
Learning Objectives
 Understand and analyze the role of Consumer Behavior in the development
and implementation of Advertising and Promotional programs.
 Understand and analyze the Consumer Decision-making Process and how it
varies for different types of purchases.
 Understand and analyze various internal psychological processes, their
influence on Consumer Decision Making, and implications for Advertising
and Promotion.
 Recognize various approaches to studying the Consumer Learning Process
and their implications for Advertising and Promotion.
 Understand external factors such as Culture, Social Class, Group Influences,
and situational determinants and how they affect Consumer Behavior.
51
5. The Communication Process
Session Coverage
Basic Communication Model. Analyzing the Receiver. Involvement. Cognitive
Processing of Communications. The Response Process and the Effects of
Advertising.
Learning Objectives
 Remember the basic Elements of the Communications Process and the Role
of Communications in Marketing.
 Understand the various Models of the Communication Process.
 Be able to analyze the Response Process of ‘Receivers’ of Marketing
Communications including alternative Response Hierarchies and their
implications for Promotional Planning and Strategy.
 Be able to analyze the nature of consumers’ Cognitive Processing of
Marketing Communications.
6. Source, Message Channel Factors

Session Coverage
Promotional Planning through the Persuasion Matrix. Source Factors. Message
Factors. Channel Factors
Learning Objectives
 Understand the major Variables in the Communications System and how
these influence Consumers’ Processing of Promotional Messages.
 Remember the considerations involved in selecting a Source / Communicator
of a Promotional Message.
 Understand and remember the different types of Message Structures and
Appeals that can be used to develop a promotional message.
 Understand and remember the effect of the Channel or Medium on the
promotional message and the communication process.
7. Establishing Communication Objectives and Budgets

Session Coverage
The value of Objectives. Determining Objectives. Sales versus Communication
Objectives. DAGMAR Approach to setting Objectives. Problems with Setting
Objectives. Establishing and Allocating the Promotional Budget and Budgeting
Approaches.
Learning Objectives
 Understand the importance of setting specific Objectives for Advertising
and Promotion.
 Be able to analyze the role of Objectives in the IMC Planning Process and
remember the Relationship of Promotional Objectives to Marketing
Objectives.
 Remember the differences between Sales and Communication Objectives.
 Understand the theoretical issues involved in Budget Setting.
52
 Remember the various Methods of Budgeting
 Be able to apply the concepts of the Objective and Task method of budgeting.
8. Creative Strategy Planning and Implementation

Session Coverage
Importance of Creativity. Planning the Creative Strategy. Creative Process.
Creative Strategy Development.
Learning Objectives
 Understand Advertising Creativity and examine the role of Creative
Strategy in Advertising.
 Understand Creative Strategy Development Process, and the role of various
client and agency personnel involved in this process.
 Understand the Creation Process of Advertising Messages and the various
Research Inputs into the stages of the Creative Process.
 Remember the various approaches used for determining major Selling Ideas
that form the basis of an advertising campaign.
 Be able to evaluate the Creative Execution of a campaign.
9. Creative Strategy Implementation and Approval

Session Coverage
Appeals and Execution Styles. Creative tactics. Client Evaluation of creative work
Learning Objectives
 Remember various Types of Appeals that can be used in the development
and implementation of an Advertising Message.
 Be able to analyze the advertising situations and know the appropriate
Creative Execution Styles that can used.
 Be able to analyze various Tactical Issues involved in the creation of Print
Advertising and TV commercials.
 Understand how clients should evaluate the Creative Work presented by
their agency, and know the guidelines for the evaluation, and the approval
process.
10. Media Planning

Session Coverage
Media terms and concepts. Developing the Media Plan. Analysis and Target
Market identification. Establishing Media Objectives. Developing and
implementing Media Strategy. Evaluation and Follow-up. Characteristics of
different types of Media
Learning Objectives
 Remember key media terminology required for Media Planning
 Understand how a Media Plan is developed, and be able to apply the Process
of Developing Media Strategies
 Remember the various Media Characteristics
53
11. Evaluation of Different Types of Media
Session Coverage
Advantages and disadvantages of electronic media, magazines, news-papers.
Types of News Paper advertising and Support Media. Advantages and
disadvantages of Support Media. Purchasing media. Future trends.
Learning Objectives
 Understand the advantages and limitations of various Media in developing
a promotional program
 To examine how Advertising Space is Purchased in magazines and
newspapers, how Readership is Measured, and how Rates are determined.
 Understand the future trends in media
12. Direct Marketing

Session Coverage
What is Direct Marketing and its role in IMC? Direct Marketing objectives,
databases, strategies and media. 3 forms of Direct Selling. Evaluating the
effectiveness of Direct Marketing.
Learning Objectives
 Remember the contexts in which Direct Marketing can be used as a
communications tool.
 Apply the Strategies and Tactics involved in Direct Marketing.
 Understand the use of Direct-Marketing Media.
 Understand how to Evaluate Direct Marketing
13. Internet and Interactive Marketing

Session Coverage
Internet and IMC. Developing an Internet program. Advantages and
Disadvantages of Internet Media. Measuring effectiveness of the Internet. Other
interactive media
Learning Objectives
 Understand the different ways the Internet is used to communicate.
 Know the role of the Internet and Interactive Media in an IMC program..
 Understand the advantages and disadvantages of the Internet and
Interactive Media.
 Understand how to evaluate the effectiveness of communications through
the Internet.
14. Sales Promotions

Session Coverage
Scope and Role of Sales Promotions. Consumer oriented Sales Promotions -
objectives and techniques. Trade oriented Sales Promotions - objectives and
54
techniques and types. Coordinating Advertising and Sales Promotions. Sales
Promotion abuse.
Learning Objectives
 Understand the Role of Sales Promotion in the IMC program and remember
why it is gaining in importance.
 Understand and analyze the various Objectives of Sales Promotion
programs.
 Understand and be able to suggest the appropriate types of Consumer and
Trade-oriented Sales Promotions tools to meet the varying communication
objectives
 Understand the potential problems and abuse by companies in their use of
Sales Promotions.
15. Public Relations, Publicity, Corporate Advertising

Session Coverage
Role of PR. Process of conducting PR. Publicity. Types of Corporate Advertising.
Advantages and disadvantages of PR, Publicity and Corporate Advertising.
Measuring the effectiveness of PR, Publicity and Corporate Advertising.
Learning Objectives
 Understand the roles of Public Relations, Publicity, and Corporate
Advertising in the promotional mix.
 Understand the difference between Public Relations and Publicity
 Remember the different PR mechanisms
 Remember methods for measuring the effects of Public Relations, Publicity
and Corporate Advertising.
16. Measuring the Effectiveness of the Promotional Program

Session Coverage
Arguments for and against measuring effectiveness. Research to measure
effectiveness. Testing Process. Establishing a program for Measuring Advertising
Effects. Measuring the effectiveness of other program elements
Learning Objectives
 Understand reasons for Measuring Advertising Effectiveness.
 Know the Alternative Methods and the Testing Process of Advertising
Effectiveness Research.
 Understand the importance, and the limitations of Advertising Effectiveness
Research.
17. Social, Ethical and Economic Aspects of Advertising. Regulation of Advertising

and Promotion
Session Coverage
55
Advertising and Promotion Ethic. Social and Ethical criticism. Economic effects
of Advertising. AAAI and The Standard’s Council of India. Statutory
regulations.
Learning Objectives
 Understand various perspectives concerning the Social, Ethical and
Economic aspects of Advertising and Promotion.
 Examine the Social Criticisms of advertising.
 Understand the Economic impact of Advertising and its effects on consumer
choice, competition, and product costs and prices.
 Understand how Advertising is regulated including the role and function of
various regulatory agencies.
 Understand self-regulation of advertising and evaluate its effectiveness.
PRE-SESSION READING
Text Book: Advertising and Promotion an Integrated marketing
Communications Perspective by George E Belch, Michel A Belch and Keyoor
Purani
ADITIONAL READING
 Kenneth Clow, Donald Back, (2003), “Integrated Advertisements,
Promotion and Marketing Communication”, Prentice Hall of India, New
Delhi
 Kenneth Roman, Jane Maas,”How to advertise”
 David Ogilvy,”Ogilvy on Advertising”
 John Caples,”Tested Advertising Methods”
 Jane Mass,”Adventures of an advertising woman”.
Suggested Magazines
 Economic Times, Brand Equity
 Business Line
 Brand Line
 Campaign
 Advertising Age
 Agencyfaqs.com
 Exchange4media.com
Suggested Journals:
 Harvard Business Review
 Journal of Promotion Management
 International Journal of Advertising
PEDAGOGIC TOOLS
Lectures, PPTs, Mini Cases, Exercises.
56
PGDM Trimester 04
SUPPLY CHAIN MANAGEMENT
COURSE DESCRIPTION
 The course is essential for participants who would like to pursue a career in
supply chain management directly or as operations manager in business firms, or
involved in development and / or implementation of ERP / Supply Chain
Software. It would also be desirable domain knowledge for persons in or aspiring
to be in senior management positions of firms in the Automotive, Retail, Food,
Consultancy, E-business, or any other industries that are heavily dependent on
the success of their supply chains.
 It provides an opportunity to learn how to assess an existing supply chain in
terms of its strategic fit with the business strategy. Participants learn to design
supply and distribution networks and evaluate the issues, linkages and tradeoffs
in and between the six drivers of a supply chain. A few case examples of e-
business makes them appreciate the factors that are important for e-business
supply chains. A few games and role plays by participants gives them an
opportunity to have some experience with a few key supply chain concepts
themselves and is aimed towards better learning through participation.
 The course is covered through concept discussions, case illustrations and
discussions, case problem solving on supply chain management concepts.
LEARNING OUTCOMES
 After completing the course participants would be able to answer / do the
following:
 What is Logistics and Supply Chain Management?
 What are the key issues in Supply Chain Management?
 Explain why there is no right supply chain for even same or similar
products and why each supply chain has to be designed based on the target
market, product characteristics and business strategy.
 Recall all the central and important concepts and the conflicting issues
within the six supply chain drivers (Logistics and Cross functional).
 Use simple quantitative techniques and conceptual frameworks for better /
optimum supply chain design and solutions.
 Give examples of some Indian and International Supply Chains and explain
the differences / similarities.
 Explain the indispensable role of Information Technology as an enabler of
better supply chain management.
57
SCOPE OF THE COURSE
corresponding.
 This part, that is, PART I of the course consists of 6 themes spread over 10
sessions. Each session will be of 90 minutes. The themes that would be covered
in the course are under:
 Theme 1: Introduction and Overview
 Theme 2: Supply Chain Strategy
 Theme 3: Distribution Network Configuration
 Theme 4: Distribution Network Design
 Theme 5 : Multi-Echelon Inventory Management & Risk Pooling
 Theme 6: Pricing and Revenue management in a Supply Chain
PEDAGOGIC TOOLS
 The course will be presented using a variety of methods, such as, lectures, case
studies, simulations, current examples, class discussions and student
presentations
 The Reference Text Books to be followed are:
 Simchi-Levi, Kaminsky, Designing & Managing The Supply Chain, Tata
McGraw Hill, Third Edition / latest
 Janat Shah, Supply Chain Management, Text and cases, Pearson Education,
Latest
 Donald J. Bowersox, David J. Closs
 Logistical Management, The Integrated Supply Chain Process, Tata McGraw
Hill, Latest
 Martin Christopher, Logistics and Supply Chain Management, Pearson
Education, Second Edition
 Coyle, Bardi, Langley A Logistics Approach to Supply Chain Management,
Cengage Learning, 2009
 Manufacturing Planning and Control for Supply Chain Management by
Thomas E Vollmann (5th edition)
 Designing and Managing the Supply Chain by David Simchi-
Levi (2nd edition)
 A Logistics Approach to Supply Chain Management by John J Coyle, C.J.
Langley, B.J Gibson, R.A Novack, Edward J Bardi
58
 Sunil Chopra, Peter Meindl, D. V. Kalra, Supply Chain Management,
Strategy, Planning and Operation, Pearson Prentice Hall, Latest / Fifth
Edition

 Classroom Lectures and Interactions
 Submission of group assignments.
SESSION 1
THEME 1: INTRODUCTION AND OVERVIEW
Pre –session Reading

 Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir
Kalra, Fifth Edition Chapter 1
 Illustrations on Types of Supply Chains and Issues - Gopaljee Dairy; Amul;
Mumbai Dabbahwallas, Amazon.com; Toyota Supply Chain; Zara etc.
Post-session Reading
 The Beer Game – Understanding the Beer game and its implications in Supply
Chain management (To be downloaded from the CD at NMIMS Library)
Classroom session
 Definitions of Logistics and Supply Chain Management
 Challenges of Managing Uncertainty and Global Optimization
 Key issues in Logistics and Supply Chain Management – Bull Whip, Uncertainty
etc.
 Process views of a Supply Chain – Cycle / Push Pull view
 Evolution of Supply Chain Management
 Framework for structuring Supply Chain Drivers
 Logistics and Cross Functional Drivers
SESSION 2, 3
THEME 2: SUPPLY CHAIN STRATEGY
Kalra, Fifth Edition Chapter 2, 3
Study Plan Folder
 “What Is the Right Supply Chain for Your Product?” by Marshall L. Fischer (HBR
article)
 “Aligning Supply Chain Strategies with Product Uncertainties” by Hau L. Lee
(HBR article)
 The Triple- A Supply Chain by Hau L. Lee (HBR article)
 Case Study - 7- Eleven Japan Co. (from ref. book by Chopra, Meindl, Kalra)
59
Classroom session
 Integration of Business Strategy to Supply Chain Strategy
 Efficient and Responsive Supply Chains
 Comparison of Supply Chains for Functional and Innovative products
 Dealing with Product Uncertainties
 Case Discussion
SESSION 4, 5
THEME 3: DESIGNING DISTRIBUTION NETWORK
CONFIGURATION AND APPLICATION TO E-BUSINESS

 Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir
Study Plan Folder
 “Blue Nile” from book by Chopra, Meindl, Kalra
Classroom session
 Customer need factors that influence network configuration
 Facility, Inventory, Transportation and Information Technology costs
 Typical Distribution Network Configurations – Merits and demerits
 Performance Evaluation of Distribution Networks
 Comparison of E-business networks with other typical networks
 Case Discussion
Class Exercise: Network Configuration Performance Evaluation
SESSION 6
THEME 4: DISTRIBUTION NETWORK DESIGN
Kalra, Fifth Edition (Chapter 5)
 Case Study: Ford Asia pacific and Africa: The E- Coating facility Decision in
Gujarat, India (A) – HBS case no. # 9-914-014
Classroom session
 Factors that influence network design
 Steps in network design
 Data collection and aggregation
 Solution methods and Network
optimization models
 Case Discussion
60
SESSION 7, 8, 9
THEME 5: MULTI-ECHELON INVENTORY MANAGEMENT AND RISK
POOLING
Textbook
Kalra, Fifth Edition Chapter 11, 12
Study Plan Folder
 Computerized Simulation: “Risk Pool Game” from appendix section of ref. book
by Simchi Levi
Note: The game to be loaded by participants from CD given along with the same book
on their individual computers.
Classroom session
 Safety Inventory in Multi-echelon supply Chain
 Impact of Replenishment Policies and Aggregation
 Effect of lead time and supply uncertainties
 Determining Optimal Cycle Service Level and Expected Profits
 Practice problems on Cycle Service Level Fill Rate, Expected Profit for supply
chains in Retail and other industries.
SESSION 10
THEME 6: PRICING AND REVENUE MANAGEMENT IN A SUPPLY CHAIN

Classroom session
 Fundamentals of Pricing Strategies
 Customized pricing, Dynamic Pricing; Revenue Management and Optimization
 Pricing and Revenue Management for Multi-Customer segments
 Perishable Assets, Seasonal Demand, Airlines and Hotel Over Booking Problem,
Forward versus Spot market
Assignment
 Practice problems
SESSION 11 & 12
THEME 7: SUPPLY CHAIN PLANNING
Pre session Readings:
Text Book: Manufacturing Planning and Control for Supply Chain Management
by Thomas E Volkmann (5th edition)
Chapter – 2 (Page 17-29)
61
SESSION 13 & 14
THEME 8: TRANSPORTATION AND LOGISTICS

Text Book: A Logistics Approach to Supply Chain Management by John J Coyle,
C.J. Langley, B.J Gibson, R.A Novack, Edward J Bardi – relevant chapters
Refer to class notes and presentation printouts
SESSION 15 & 16
THEME 9: STRATEGIC ALLIANCE
Text Book: Designing and Managing the Supply Chain by David Simchi-
Levi (2nd edition) Chapter – 6 (Page 143-161)
SESSION 17 & 18
THEME 10: REVERSE LOGISTICS
Refer to class notes and presentation print outs
SESSION 19 & 20
THEME 11: SUPPLY CHAIN PERFORMANCE MEASURES
Refer to presentation print outs
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PGDM Trimester 04
SOFTWARE ENGINEERING AND PROJECT MANAGEMENT
COURSE OBJECTIVE
 To learn & study in detail various aspects of Software Engineering as well as
Elements & Steps which make up a Typical Software Development Process Model
as well as various Systems & Methodologies used for Management of Software
Projects
LEARNING OUTCOMES
Clarity with regard to
 Various Concepts, Steps, Sub-models & Structures which form part of SEPM
 New Emerging Technologies in the Area of Software Engineering
 New (Technology-driven) Horizons related to Software Project Management
SCOPE OF THE COURSE

 Details of the Process Models applicable to Typical Stages of Software
Development & Systems which are used to Design, Implement & test the Software
Solution
 Various methods for Monitoring, Managing & Controlling the Software
Development Processes
 Theme 1: Introduction To Management Of Software Projects
 Theme 2: Issues Related To Software Projects & Structure
 Theme 3: Stages Of Software Engineering
 Theme 4: Application Areas
 Theme 5: The Millennium Approach
 Theme 6: Business Intelligence
 Theme 7: Test & Quiz
 Theme 8: Software Engineering For The Enterprise
 Theme 9: Documentation Aspects Of Se
 Theme 10: Project Presentation
PEDAGOGIC TOOLS
 POWERPOINT PRESENTATIONS, READING REFERENCES
SESSIONS 1 to 3
THEME 1: INTRODUCTION TO MANAGEMENT OF SOFTWARE PROJECTS
Study Plan Folder
Classroom Session
Power point Presentations - Interactive
63
Topics
Introduction to SE
Requirement Analysis
Proposals, Scoping, Risk Management
SESSIONS 4 to 6
THEME 2: ISSUES RELATED TO SOFTWARE PROJECTS & STRUCTURE
Study Plan Folder
Classroom Session
Topics
Change Management & Control
Mindset Issues
Flow Charts
SESSIONS 7 & 8
THEME 3: STAGES OF SOFTWARE ENGINEERING
Study Plan Folder
Classroom Session
Topics
Cost Estimation
User Interface Design
New Horizons – Nine Steps
SESSIONS 9 & 10
THEME 4: APPLICATION AREAS
Study Plan Folder
Classroom Session
Topics
Client Server Technology
Pareto Approach
Assignments: A Software Development Proposal TO BE SUBMITTED
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SESSIONS 11 & 12
THEME 5: THE MILLENIUM APPROACH
Study Plan Folder
Classroom Session
Topics
Sockets Approach
Peripheral Tools - Innovator
Introduction to ERP
SESSIONS 13 & 14
THEME 6: BUSINESS INTELLIGENCE
Study Plan Folder
Classroom Session
Topics
BI Structure
SESSION 15
THEME 7: TEST & QUIZ
Study Plan Folder
Classroom Session
TEST & QUIZ
SESSIONS 16 to 18
THEME 8: SOFTWARE ENGINEERING FOR THE ENTERPRISE
Study Plan Folder
Laboratory Session
NAVISION SOFTWARE
Topics
ERP DEMO
65
SESSION 19
THEME 9: DOCUMENTATION ASPECTS OF SE
Study Plan Folder – All Topics
Classroom Session
Topics
DMS
SESSIONS 20 & 21
THEME 10: PROJECT PRESENTATION
Group Work
POWERPOINT PRESENTATION by the STUDENTS IN GROUPS
66
PGDM Trimester 04
TOTAL QUALITY MANAGEMENT
COURSE OBJECTIVE
To enable the students to understand the concept of Quality in different business settings
and develop the ability to select and put to use appropriate Quality Management tools
to suit the requirements.
 Theme 1: Understanding Quality
 Theme 2: Contribution of the Quality Gurus
 Theme 3: TQM Tools and Processes
 Theme 4: TQM Applications
 Theme 5: Quality Standards and Awards
 Theme 6: TQM Processes in Practice
LEARNING OUTCOMES
 Awareness of the evolution of TQM and the contribution by the pioneers in the
field.
 Appreciation of the various TQM tools and the ability to drive their application
in different business settings
 Awareness of the Quality management standards, certifications and awards and
the path to their achievement
 Develop understanding of real life situations
 The ability to choose, draw up plans and implement appropriate TQM solutions
on the ground in any given situation through case studies and real life examples
SCOPE OF THE COURSE

 Definition of Quality
 Measurement of Quality
 Approaches and contributions of Quality gurus
 TQM tools and their application
 Quality standards and certifications
 Quality awards
PEDAGOGIC TOOLS
 Reference Text book – Total Quality Management by Dale H. Besterfield et al;
Pearson Prentice Hall, Third Edition
 Case discussions
 Experience sharing
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THEME 1: UNDERSTANDING QUALITY
SESSION 1 & 2
 Readings on Understanding Quality
Classroom Session
 Course introduction
 What is Quality?
 Understand the dimensions and scope of the ‘Q’ word.
 Identify the key stakeholders: Consumer, Brand, and Organization.
 Crystallize the concepts of Quality of products and Quality of service. Discuss
measures for Quality.
Group Work
 Share personal experiences of Quality in day to day life.
Assignments
 Readings on contribution by the Quality gurus
THEME 2: CONTRIBUTION OF THE QUALITY GURUS

SESSION 3
 Readings on contribution of the Quality gurus.
Classroom Session
 Evolution of TQM over the decades
 Quality pioneers and their work/ focus areas - Shewhart, Deming, Juran,
Ishikawa, Crosby, Feigenbaum, Ohne, Taguchi.
Assignments
 Readings on contribution by the Quality gurus
SESSION 4
 Readings on contribution of the Quality gurus.
Classroom Session
 Underlying commonalities of the approaches of the Quality Gurus
 Points of difference in their thinking
 Cultural idioms and their impact
 Develop a common baseline approach to TQM
Assignments
 Revision of SQC processes, readings on TQM tools
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THEME 3: TQM TOOLS AND PROCESSES
SESSION 5
 Readings on SQC processes, and TQM tools
Classroom Session
 Revise key SQC concepts – Measures of central tendency and dispersion,
Correlation, Regression
 Concept of Six Sigma
 Concept of variability in operations and its impact on outcomes
SESSION 6
Classroom Session
 The ‘7 Quality Tools’
 Other Quality Management tools
 Practical aspects of implementation and choosing right tools for the occasion
Group Work
 Benchmarking case discussion
Assignments
 Readings on FMEA
SESSION 7
 Readings on FMEA
Classroom Session / Group Work
 Understanding of Failure Modes and its place in TQM
 Carrying out an FMEA exercise and analyzing the outcomes
 Drawing up follow up actions
Assignments
 Reading on QFD
SESSION 8
 Reading on QFD
 Concept of QFD and the need for it
 Terminology used in QFD and steps in implementing QFD
 Construction of the House of Quality
 Cascading of QFD from the VOC to detailed manufacturing plans
Assignments
 The Polaroid case
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SESSION 9
 Submission of Polaroid Case analysis
 Discussion on questions raised and its relevance to the use and application of
TQM practices
 Question/ Answer session
Assignments
 Readings on TPM
SESSION 10
 TQM approach in service industry
 What are the points of convergence and divergence vis-à-vis manufacturing
industry
 What are the key determinants of quality in service industry
 What are the most appropriate TQM tools for different situations
THEME 4: TQM APPLICATIONS

SESSION 11
 Mid semester test
 Potential for the application of TQM across industry verticals – Banking, ITES,
Automotive, Food/ FMCG, Hospitality
Assignments
 Readings on TPM
SESSION 12
 Readings on TPM
 Introduction to TPM
 Pre requisites and requirements for TPM
 Steps in implementing TPM
Assignments
 Reference work on Taguchi’s concepts on TQM
SESSION 13
 Reference work on Taguchi’s concepts on TQM
Classroom Session
 Introduction to Taguchi’s theories
 The Loss Function
 Parameter and Tolerance design
Assignments
 Reference work on CRM and Vendor Quality Management
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SESSION 14
 Reference work on CRM and Vendor Quality Management (VQM)
Classroom Session
 Introduction to Vendor Quality Management
 Benefits of VQM
 Steps in implementing a VQM process
 Customer interface and Quality
Assignments
 Toyota case
SESSION 15
 Submission of Toyota Case analysis
TQM practices
Assignments
 Readings on Quality Awards and recognitions
 Reference work on Quality standards and awards across industries – group
work/ paper submission
 Sundaram Clayton Case Study
THEME 5: QUALITY STANDARDS AND AWARDS

SESSION 16
 Submission of group work and sharing of key learnings
 International Quality awards and their framework
 Importance of awards and their benefits to the organization
SESSION 17
 Submission of Sundaram Clayton Case analysis
TQM practices
THEME 6: QUALITY PROCESSES IN PRACTICE

SESSION 18
 Organizing for TQM
 Expectations from the Quality function – the Quality Hub
 Organization Structure and pre requisites
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 HR collaboration and interventions
 IT enablement
 Target setting and measuring results
SESSION 19
 Quality in real life – identifying opportunities and applying appropriate solutions
SESSION 20
CONCLUSION
 Brief overview of the course, revision and clarifications on specific issues, topics.
 Course review and feedback – what were the hits and what the misses were.
72
PGDM Trimester 04
LEAN MANAGEMENT
OBJECTIVES
At the end of the course the participants will know and apply the following:
 Toyota Production System and its elements
 Guidelines to create lean value stream
 Value Stream Costing, Value Stream Measurements and Cell
Measurements
 Lean principles (Value, Value Stream, Flow, Pull, Perfection) and its
practical application in Manufacturing and Service Industry.
 Application of Lean in Supply Chain
 A3 problem Solving
METHODOLOGY
The participants will learn this course through the following ways:
• Case Study Approach
• Quiz
• Consistent evaluation – individual and group (Tests)
• Experience sharing
• Text book study / notes dissemination
SUGGESTED READINGS/ REFERENCES:

1. Lean Thinking, 2 nd edition Womack, James P / Jones, Daniel T.
Simon&Schuster. Free Press 2003
2. Learning to See, Mike Rother and John Shook
3. Creating Continous Flow, Mike rother and Rick Harris
4. Implementing a Mixed Model Kanban System , Vatalaro/Taylor
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5. Practical Lean Accounting, Brian Maskell, Bruce Baggaley
6. A study of Toyota Production System , Shigeo Shingo
7. Creating Level Pull, Art Smalley
8. Building a LEAN fulfillment Stream , Robert Martischenko
9. Making Materials Flow, Rick Harris
EVALUATION SCHEME:
S. No Parameter Marks When Remarks
Simulation Experiential Learning game,
First four
1 (Plug Game) 10 evaluated on basis of
sessions
(Team-based) performance
Tests your understanding of
After 10
2 Quiz (Individual) 30 what has been taught in the
sessions
first ten sessions
Presentation After 19 Tests your understanding of
3 10
(Team)/Case sessions LEAN MGMT
After
Final Exam Test Questions on entire
4 100 twenty
(External) syllabus
sessions
SESSION PLAN:
SESSION 1 TO 4
Topic to be covered: Toyota Production System, Lean, Characteristics of Lean,
Characteristics of Lean, Simulation of Waste Elimination, Five principles of Lean, 8
wastes , Guidelines to create Lean Value Stream
Objective: Overview of the elements of TPS, Know Muda, Mura and Muri, Gain an
insight into waste elimination by playing a plug game. Understand VA, NVA and ENVA
Materials Used/Case Study/ Presentation/ Project: Toyota way- Liker, Learning to See
– Dan Jones
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SESSION 5
Topic to be covered: Value Stream Mapping
Objective: Learn “As is” mapping through VSM
Materials Used/Case Study/ Presentation/ Project: Learning to See – Dan jones
SESSION 6 to 7
Topic to be covered: Value Stream Measurements and cell performance measurement,
Value Stream Costing
Objective: Manage Value Stream using these measurements, VSM costing – Cost per
unit and cost based on rate of flow
Materials Used/Case Study/ Presentation/ Project: Practical Lean Accounting, by Brian
Maskell
SESSION 8 TO 10
Topic to be covered: Creating a Continuous Flow
Objective: Implement Continuous Flow while implementing guideline to create Lean
Value steam
Materials Used/Case Study/ Presentation/ Project: Creating Continous Flow, Mike
rother and Rick Harris
SESSION 11 TO 12
Topic to be covered: Making Materials Flow
Objective: Ensure that single piece flow is ably supported by synchronous material
flow
Materials Used/Case Study/ Presentation/ Project: Making Materials Flow, Rick
Harris
75
SESSION 13 TO 15
Topic to be covered: Creating Level Pull
Objective: Insights into the concept of Pull – Introduction to Kanban
Materials Used/Case Study/ Presentation/ Project: Creating Level Pull – By Art
Smalley
SESSION 16
Topic to be covered: Creating Pull Systems, (a)Principles of Kanban, (b) Calculate no
of Kanban Cards and (c) Managing the System
Objective: In-depth understanding of Pull by applying principles of Kanban
Materials Used/Case Study/ Presentation/ Project: Implementing a Mixed
Model Kanban System – Robert Taylor , James Vataro
SESSION 17
Topic to be covered: Lean in the Supply Chain (Create Fulfillment Stream)
Objective: Plan for Every Part and applying LEAN to the supply chain
Materials Used/Case Study/ Presentation/ Project: Building a LEAN fulfillment
Stream, Robert Martischenko
SESSION 18 to 19
Topic to be covered: A3 Thinking ( A3 Problem Solving report)
Objective: Practice A3 reports by solving A3 exercises
Materials Used/Case Study/ Presentation/ Project: Understanding A3 thinking – Art
Smalley and Durward Sobek
SESSION 20
Topic to be covered: Case Presentation
Objective: Application of knowledge
76
PGDM Trimester 04
SELECTION AND RECRUITMENT
OBJECTIVE
 Successful managers and team leaders need the skills to find and recruit the best
candidates for their team. This course focuses on successful recruitment and
selection decisions which would help the organization to build a solid talent pool
within the organization.
LEARNING OUTCOMES
 Have knowledge of various concepts surrounding recruitment and selection.
 Understand aspects of recruitment and selection planning.
 Be familiar with aspects relating to the recruitment process.
 Comprehend the processes and characteristics of the selection process.
 Measuring R&S effectiveness
PEDAGOGIC TOOLS
RECOMMENDED BOOKS:
 Human Resource Selection by Robert D. Gatewood and Hubert S. Feild, South
western Cengage Learning, Mason, Ohio 2001
 Staffing Organization, Herbert G. Heneman III, Timothy A. Judge, 5th Edition,
McGraw Hill International
REFERENCE BOOKS:
 Employee Selection, Lilly M Berry, Thomson Publications
 Hiring & keeping the best people, HBS Press
 Human Resource Planning, Dipak Kumar Bhattacharyya, 2nd edition, Excel
Books.
 High performance hiring by Robert w. Wendover, Crisp Publication, California,
1991.
 Human Resource planning, Deepak Kumar Bhattacharya
 HRM, Gary dessler
THEMES:
1. Human Resources Planning
2. Recruitment Process
3. Screening Candidates
4. Reference Checking & appointment order
MODULE 1: HUMAN RESOURCE PLANNING

SESSION 1, 2, 3 & 4
 HRP Process
 Objectives of HR Planning
 Current HR Inventory
77
 Demand of Forecasting
 Employment Trends
 Replacement Needs
 Productivity
 Growth & Expansion
 Absenteeism
 Work Study
 Work load analysis
 Work Analysis
 Case Discussion - Class Assignment
MODULE 2: RECRUITMENT PROCESS

SESSION 5, 6, 7, 8, 9 & 10
 Hiring decision
 Nature of hiring: regular, temporary, full time, part time, apprentice,
contractual, and outsourcing. Existing post or new post to be created. Need
analysis, cost analysis and job analysis.
 Hiring internally. Meaning and definition of internal recruitment.
 Advantages and disadvantages in terms of cost, time, quality and suitability.
 Sources of internal recruitment: - circulars, intranet advertisements, employee
referrals. Appointment or promotion. Policy guidelines and union
settlements.
 External Hiring
 Meaning and definition of external recruitment. Sources of recruitment:-
advertisement, in news paper, TV/Radio, Internet, search on the internet,
wanted signboards, consultants, employment exchange, campus recruitment,
employee referrals and unsolicited applications. Advantages and
disadvantages of the above sources in terms of cost, time, convenience, reach
of the targeted population, and quality of applicant pool. Job advertisement:
drafting, size and contents. Contents of public sector recruitment: single or
multiple sources and choosing the best source
MODULE 3
SESSION 11, 12 & 13
 Screening the candidates
Application Forms: bio-data / resume / curriculum vitae and weighted
application blanks: meaning definition, purpose, advantages and disadvantages
– taking a behavioral approach to recruitment: spotting personality patterns,
making basic assumptions, predicting the future, strategy Vs. Technique. Pinning
down what is needed: targeted interviewing, focusing on behavior, assessing how
person performs, and assuming they have been hired. – Identifying the
ingredients of success: the winning candidate’s profile, challenges in the
78
interview, the starting point, day to day execution, dealing with people, the inner
person, additional characteristics. Studying the CV.
Testing. Meaning, definition, purpose, advantages and disadvantages. Ability
tests clerical ability test, mechanical ability test, mental ability test, physical ability
test, personality assessment test, typing test, shorthand test, computer proficiency
test
Session - 14 Interviewing: Planning the interview, Interview process - getting
started, examining the 5 interview areas, examining the strengths & weaknesses,
listening to what are being said, digging for behavioral gold, probing for specifics,
spotting patterns, using an interview checklist, Allowing candidates to ask
questions at the end, explaining the procedure of selection and concluding with
a happy note, making the decision. Interview in public sector undertaking,
statutory requirements.
MODULE 4
SESSION 15, 16, 17, 18, 19 & 20
 Reference checking & Appointment orders: meaning, definition and purpose.
Verification of character, criminal antecedents, previous work behavior and
education qualifications. Verification of community certificates in public sector
companies
 Meaning, definition, and purpose. Statutory requirements (under the Shops and
commercial establishments Act). Contents of appointment letter, hard copy (or
soft copy), method of delivery and retrieving the acknowledgement copy.
Medical Examination & acceptance of offer for joining.
 Measuring Recruitment – Recruitment 4 meter model
 Class Workshops
 Class Presentations
 Class Test
79
PGDM Trimester 04
LEARNING & DEVELOPMENT
INTRODUCTION AND IMPORTANCE OF LEARNING AND DEVELOPMENT
 An individual’s ability to learn, develop and change, ultimately results in

building organizational competence. This is the primary objective of the L&D
function.
The L&D function ensures that an organization continues to grow and develop as
an integrated business system, with strong links to business strategy, employee
development, and other systems.
 However, training without identifying & analyzing needs will not ensure
optimum performance. Identifying training needs and analyzing them
scientifically is important to ensure that the developmental needs of an individual
are met accurately. Also it is necessary that an organization is able to capitalize
on the training needs identified & analyzed, by providing an individual
development plan and charting out a career path for him/her.
LEARNING OUTCOMES
Hence, the L&D function is responsible for:
 Training needs identification and analysis
 Program design
 Implementation of L&D initiatives
 Evaluation of L&D effectiveness
KEY OBJECTIVES OF THE COURSE

The key objective of the course is to share with students, conceptual knowledge and
practical insights in the following:
 The importance of L&D in today’s challenging business environment
 Process of Learning Need Identification & Analysis (LNIA) in an organization
 Analyzing LNIA data to suggest appropriate training/development plans
 Evaluating L&D effectiveness
 Best practices and next practices in L&D
 Role of L&D in career planning
COURSE OVERVIEW
 Students will be taken through a series of 5 modules, each module focusing on
specific aspects of L&D.
 Pre session readings and post workshop assignments to make the coverage
comprehensive
 Total session or classroom time to be 30 hours with approximately 20 hours of pre
work and post work.
80
COURSE CONTENT
Module 1: Introduction to L&D
Module 2: Learning Need Identification & Analysis
Module 3: Selection and design of Learning & Development programs
Module 4: Ascertaining effectiveness of L& D
Module 5: Role of L&D in Career Development

 Cases or readings assigned for corresponding classes have to be first prepared
individually and then discussed in groups prior to the class. Come to the class with
well thought out recommendations or opinions.
 Groups or individuals may be picked up at random to present the main points of the
case or readings assigned.
MODULE 1: INTRODUCTION
(INTRODUCTION TO THE COURSE AND ITS RELEVANCE TO HR PROFESSIONALS)
SESSION 1
NEED FOR GOOD L&D PRACTICES AND ITS ROLE IN THE ORGANIZATION
 Text Book
CASES/EXCERCISES
 Case let: “Reinventing the Wheel at Apex Door Company” LD - 01
SESSION 2
COMPETENCY BASED APPROACH TO LEARNING AND DEVELOPMENT
 Text Book
CASES/EXCERCISES
 Case let: “Working at Bob’s in Rio” LD - 02
SESSION 3
OVERVIEW OF L&D AND THE SYSTEMS APPROACH WITH FOCUS ON ROLE
OF DIFFERENT STAKEHOLDERS IN THE L&D PROCESS
Note:
The sessions of Module 1 are in L2-Comprehension level as per Blooms Taxonomy
classification.
81
MODULE 2: LEARNING NEEDS IDENTIFICATION & ANALYSIS
SESSION 4 to 9
VITAL SOURCES FOR EFFECTIVE COLLECTION OF LEARNING NEED
IDENTIFICATION AND ANALYSIS
 Performance Management System (also includes potential assessment)

 Punjabi Gulathi role play (To be provided by TVRLS) LD - 5
 360 Degree Feedback and Assessment
 Vanikkar case (To be provided by TVRLS) LD - 7
 Assessment Centers
 ESS, Climate surveys and HRD Audits
 Case: TNI Through HRD Audit-Asian Hospital LD - 22
(Case designed By T V Rao Learning Systems Pvt. Ltd.)
 Diagnostics through interviews
 Approach Paper on Training Need Identification LD – 26
(Source: T V Rao Learning Systems Pvt. Ltd.)
SESSION 10 & 11
 Session Using Psychometric Tools to identify and analyze specific training needs
 Psychometric Tools titled Motivational Profile LD - 31
(To be provided by TVRLS)
Note: The sessions of Module 2 are in L3-Application level as per Blooms Taxonomy
classification.
MODULE 3: SELECTION AND DESIGN OF LEARNING & DEVELOPMENT

PROGRAMS
SESSION 12, 13 & 14

 Appropriate usage of LNIA data for designing L&D interventions (use of
Learning Style Inventory)
 Induction Training
Article: No Ordinary Boot Camp LD - 35
(Source: Harvard Business Review April, 2001)
 Types of interventions and initiatives for implementing L&D and selection of
methodology and L&D program design
Case: “Training employees at IBM through E–Learning” LD - 43
(Source: ICFAI, HROB –030)
Note: The sessions of Module 3 are in L3-Application level as per Blooms Taxonomy
classification
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MODULE 4: ASCERTAINING EFFECTIVENESS OF L& D
SESSION 15, 16 & 17
 ROI on training/learning
 Evaluating effectiveness of L&D
 Case let: “Evaluating training at Hutchinson Inc.” LD - 58
(Managing Human Resources, 6th Edition, Wayne F. Cascio)
Note: The sessions of Module 4 are in L2-Comprehension-L3-Application level as per

Blooms Taxonomy classification
MODULE 5: ROLE OF L&D IN CAREER DEVELOPMENT

SESSION 18, 19 & 20
 Introduction to Career Planning and Development (Meaning & Process)

Case let: “LearnInMotion.com The Career Planning Program” LD - 59
(Source: Human Resource Management, Garry Dessler, 9th Edition)
 Importance/Relevance of Career Planning and Development for the organization
 Analyzing LNIA data for use in Career Development
Note: The sessions of Module 5 are in L1-Knowledge level as per Blooms Taxonomy
classification
83
PGDM Trimester 04
CHANGE MANAGEMENT & OD
Contextual Background and Relevance for OD & Change Management

Change has been and will always be inevitable. Moreover today’s reality is that the
speed and nature of change is faster and its impact more dramatic than in the past.
Change has its fall out on individuals as well as on organizational systems.
Organizations and / or their environments experience change and its resultant outcomes
can range from benign to devastating. In this context it is important that organizations
and its leaders ensure they understand and attempt to make that change work in their
favor rather than just be swayed any way by the winds of change.
Post 9/11 terrorist attack businesses around the world were impacted in different ways.
Tourism and travel were impacted by greater travel restrictions over a prolonged period,
nations were impacted by having to spend more on security and other intelligence
related measures, The Global Financial Crisis of 2008 fueled by the mortgage lending
crisis in the US impacted banks and financial institutions in many ways. Over a 100
mortgage companies closed down, suspended business or were sold out. Top
managements too did not escape intact. CEO’s of two of the largest financial institutions
resigned within a week of each other. All of these changes did not just shake the
organizations, in fact the people therein too were affected. Job security was at a low
during the period 2007 to 2009. Many people feared being laid off from jobs they held.
Socio-economic changes have brought about a huge change in lifestyles, attitudes, values
and outlook of people. The new Generation Y has its own distinguishing characteristics
which calls for completely different paradigms at work, social and family life. In many
economies around the world the opportunities for people have increased manifold in
the recent years. However the ability and psychological infrastructure to cope with the
rapid change has not kept pace and therefore the fall out has been extremely difficult
and individuals are unable to face up these changes and looking for various sources of
help in their personal and professional lives.
Understanding organizations as well as understanding change has been a subject of

interest for several decades and when both are juxtaposed the ability to make this change
work in our favor becomes a greater possibility. In this context Organization
Development and Change Management becomes a handy knowledge area that is very
relevant to academicians as well as practitioners globally.
Organization Development is a subject area that applies broad range of behavioral

science knowledge and practices that help organizations build and strengthen their
capacity for change and to achieve effectiveness – including both financial as well as
non-financial performance. Focusing on the whole system – the organization, its
component parts as well as its environment that affects it - OD focuses on building the
ability of organizations to assess current functioning and to achieve its goals.
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Learning Outcomes of the Course
Upon successful completion of the course students will be able to
a) Define and Understand Organization Development and Change Management
and how the field evolved and shaped over time
b) Who or What is an OD consultant or Practitioner and kind of abilities needed to
be a successful OD professional.
c) Understand the processes of Organization Development and the various tools,
procedures and techniques used by practitioners in the field.
d) Understand how OD can influence managing change at individual, group as well
as organizational wide level.
e) Understand application of OD in various contexts including Human Process,
Techno-structural, HRM as well as Strategic Change Interventions.
f) Emerging Paradigms and Trends in Organization Development & Change
Management.
PEDAGOGY
The primary approach for this course will be a facilitated understanding driven by self-
reading, guided class discussion; instructor facilitated case discussion and presentations.
This will be juxtaposed by an understanding of the application in organizational settings
by practitioner interaction and discussions and group and individual work assignments.
Learning and understanding of concepts will be evaluated by class participation, quizzes
and a end term written examination.
Text Book to be Followed (Compulsory Requirement)

Theory of Organization Development & Change, By Thomas G Cummings &
Christopher G Worley 9th Edition, Cengage Learning (2012)
Expectations from Student Participants
The instructor considers each student as an independent professional in waiting and
expects self-regulated behavior that is appropriate to a professional environment.
a) Respect each individual for what he or she is. Each one’s time is important and
each one has equal opportunity to put up his or her point of view. As everyone’s
time is valuable and important please come in time and be well prepared for each
session so that your contribution will maximize the overall class effectiveness
b) Be Positive, Be Cheerful, Be Participative
c) Rest of it you know…
SESSION 1
INTRODUCTION TO CHANGE MANAGEMENT
Classroom session:
 What is change?
 Forces of Change
 Types of Change
 Continuous and Discontinuous changes
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SESSION 2
WHAT IS ORGANIZATION DEVELOPMENT (O&D)?
Classroom session:
 OD & Transformation
 General strategies for effecting changes in Human Systems
SESSION 3
MANAGING CHANGE
Classroom session:
 The Art of Balancing
 Establishing contact
 Stimulating conversations, ensuring congruence of messages, activities, policies
and behaviors
 Providing opportunities for joint creation
 Anticipate, identify & address people problems
SESSION 4
MODELS OF CHANGE
Classroom session:
 Content-based models
 Process-based models
 Integration of change models
SESSION 5
RESISTANCE TO CHANGE
Classroom session:
 Positive / Negative
 Reducing resistance to change
 Reviewing HBR article: Why do employees resist change? (HBR- May/June 1996)
SESSION 6
Classroom session:
 Role of Change agents
 Skills required for the role of change agents
 Level 5 leadership (from good to great)- Review HBR article: “Your Company’s
Secret Change Agents”- (HBR- May 2005)
SESSION 7
ORGANIZATION CULTURE & CHANGE
Classroom session:
 Formal and Informal components of Organization Culture
 Role of leadership in Changing Organization Culture
 Smell of the workplace.
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 Reviewing Nummi case study from MIT Sloan Management Review (How to
Change Culture- lessons from NUMMI – Winter 2010, volume 51, No 2)
SESSION 8
ORGANIZATION TRANSFORMATION
Classroom session:
 Strategic Interventions
 Cultural Intervention and Operational interventions
SESSION 9
Classroom session:
 Changing the Mind of the Corporation – Reviewing the HBR article by Roger
Margin (HBR-Nov/Dec 1993)
SESSION 10, 11 & 12

OD INTERVENTIONS
Classroom session:
 Intra-personal
 Inter-personal
 Group interventions
 Organization-wide interventions
SESSION 13
APPRECIATE ENQUIRY
Classroom session:
 The new Frontier
 Locating the Energy for change
SESSION 14
Classroom session:
 Ethics and organizational change
SESSION 15
Classroom session:
 The New Agenda for Organization Development
SESSION 16
Classroom session:
 Fast cycle OD
 Faster, better Cheaper catches with OD
SESSION 17
Classroom session:
 Beginning with End in Mind
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 Planned results
 Reviewing the HBR article “Why change programs do not produce change”
(HBR- Nov/ Dec 1990)
SESSION 18
Classroom session:
 Rocking the Corporate board without falling out!
 Review the HBR article: “Radical Change, the Quiet Way” (HBR- October 2001)
SESSION 19
Classroom session:
 Role of crucial conversations in Change and Transformation
SESSION 20
Classroom session:
 Changing the way we manage Change – Strategies for transformation
 Reviewing HBR article “Choosing Strategies for Change” – (HBR- July/Aug 2008)
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PGDM Trimester 04
PERFORMANCE MANAGEMENT
OBJECTIVE
Performance Management has assumed a pronounced importance over the last several
years. Organization’s vision, mission and goals are sought to be communicated and
accomplished through the instrumentality of the performance management system in
organizations. Beyond being a tool to track individual performance, the power of PMS
has profound impact on creating the right kind of culture in organizations. There was a
time when debates raged in terms of whether a PMS should be designed keeping in view
the cultural attributes of an organization or should the PMS be designed to be a tool to
facilitate culture change. Increasing the latter view is prevailing over the former.
A closer look at how most organizations implement PMS will reveal that they use it
largely for administrative purposes and to some degree for developmental purpose.
While both these objectives are justified, PMS has significant potential for planned
growth of individuals in organizations and this is yet to be tapped by a vast majority of
organizations. The challenges revolve around:
a) Making performance management an annual ritual. It is an important check-box
item for HR!
b) Letting wide variations in quality exist amongst managers in terms of how they
leverage this tool for setting goals, tracking progress and developing people.
c) Using appraisal ratings to basically determine salary revisions and occasionally
promotion decisions
The real power of PMS lies in a manager’s and employee’s ability to understand how
this can form the basis for continuous development. And PMS should be understood
also as mother system around which most other HR systems revolve. Understanding
different types of appraisal systems, the nuances of the processes involved in making
the system effective, feedback and feed forward approaches, relationship to training
and career planning systems and the like will enhance the understanding of the PMS
and help in getting the best out of the same. This course aims at providing the holistic
perspective on the subject so that its power can be unleashed for the advantage of both
the organizations and the employees
LEARNING OUTCOMES
Participating and learning this elective will help students to appreciate PMS as a
powerful lever for people development. In short, the following learning outcomes will
result:
 Understanding PMS as a key Human Resource Development system and its
relationship with other HR systems
 Recognizing the nuances of making the PMS effective both by understanding
the system elements and process elements involved
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 Leveraging the PMS as a culture change intervention in moving organization
cultures from being close to open
 Understanding the two major challenges associated with effective use of PMS,
viz., Openness and Objectivity and how to enhance both these
 Emerging trends in PMS and its role in organizations
PEDAGOGY
The teaching methodology for this course will be a blend of lectures, reading
assignments guided class room discussions, case study analysis and best practices
sharing. Evaluations will be based on demonstrated understanding of the concept,
methods, frameworks and processes associated with PMS and through Quiz,
presentation, group work and exams.
SESSION 1, 2 &3
OVERVIEW TO PMS, BACKGROUND AND EVOLUTION
Objectives:
 A complete overview of the performance management system
 A historical perspective in and around the origin of performance management
systems
 Understanding the evolution of the concepts and the thoughts behind the PMS
 A detailed analysis and study of the various types of appraisal mechanisms with
their pros and cons
SESSION 4 & 5
FOUNDATIONS OF GOAL SETTING
 Principles of Goal setting – the concepts and meaning
 The importance of setting goals in an organization and cascading mechanisms to
the individual employees
 SMART goals – what does it mean and why it is important
 Sessions and simulations around the goal setting exercises, validation of goals
and appraisals
SESSIONS 6 & 7
GOAL SETTING FRAMEWORKS
 The meaning and importance of Balance scorecards
 How to implement the concepts of BSC and understand its relevance to the
overall PMS in an organization
 Malcolm Baldrige model – key elements, relevance and importance
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SESSIONS 8
METHODS OF PERFORMANCE ASSESSMENT
 Commonly used Performance Assessment approaches
 Introduction of the concept of 360 degree feedback
 What does it mean, when should it be used – internal vs external implementation
 Challenges around the 360 degree feedback and how to overcome them
 Design and simulation of a 360 degree feedback process
SESSION 9
NORMALIZATION AND STATISTICAL ANALYSIS OF RATINGS
 Concept of normalization – should it be done or should one skip it
 Understanding the rationale and reason behind the concept of normalization
 Key factors while doing normalization – exceptions
 Ratings analysis and various matrices used to represent them
 Concept of dual ratings – the what and how part of an KRA
SESSION 10 & 11
IMPROVEMENT PLANNING
 PIP / DAP – what do they mean
 When should an employee be put under the above mentioned schemes
 The design principles and guidelines for PIP / DAP , key elements and tracking
mechanism
SESSIONS 12 & 13
DESIGNING A PMS SYSTEM FOR AN ORGAINZATION
 Understanding the concepts of diagnostic study and importance
 Key design principles
 Various types of rating scales and their importance – dual ratings and their
significance
 Designing the various forms and templates
 Implementation of the designed system – challenges and mitigation
SESSION 14
LINKAGES WITH OTHER HR SYSTEM
 How can the PMS be linked with other HR functions like
o Potential Assessment
o Rewards and recognition
o Career progression
o Training needs identification and development
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SESSION 15 & 16
POTENTIAL APPRAISALS AND COMPETENCIES
 Introduction to the concept of competencies, their underlying meaning and
relative importance
 What is the meaning of potential appraisal – is it important? If yes why?
 Why a HR professional must understand the competencies and how can it be
linked to a potential appraisal framework
SESSION 17
ASSESSMENT CENTRES AND DEVELOPMENT CENTERS
 The key guiding principle behind assessment centers and development centers
 Design principles – multi rater and single rate concepts
 Development centers and the key concepts behind them
SESSION 18 & 19
COACHING AND MENTORING
 Coaching and Mentoring – are these two the same or are there any differences
 Importance of these concepts and linkages with the PMS
 Why these are must have information for a HR professional
SESSION 20: BEST PRACTICES IN PMS AND RECAP
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PGDM Trimester 04
APPROACH TO PROBLEM SOLVING & DATA COMMUNICATION
CONTEXT
 Ours is the age of prolific data. It is said that data doubles every 18 months. The
reasons for this proliferation are easy to see. The internet and the mobile channels
through which customers interact with companies is perhaps the largest
contributor to this data deluge. Another reason is that corporations spend
millions of dollars on technology to improve processes and manage customer
relationships. CRM, ERP, SCM and Core banking applications generate huge
volumes of data. Electronic channels for business like ATM’s and credit card
swipe machines also add their part. The growth of this data has created the
“Analytics Industry” and sophisticated techniques have become readily available
to the manager to analyze this vast volume of data. Such is the relevance of
Analytics in today’s competitive space that many companies have set up
Analytics as a Strategic Business Unit (SBU). Be it the assortment of products on
the retail floor, the credit worthiness of banking customers, optimizing the
channels of distribution, getting more mileage from online presence or dynamic
pricing in airline ticketing, Analytics is increasingly becoming the key driver of
competitive advantage.
 Analytics, as a science, is based on the fundamental principles of Statistical
Theory or Machine Learning Algorithms, and its applications. One cannot
analyze huge volume of data with basic technology like say, MS Excel alone.
Tools like SAS, SPSS and the technology of storing data in Data warehouses with
Oracle or Sybase are a must for handling such volumes. High storage and
processing power is becoming increasingly affordable for most companies. All
these factors together have contributed to the creation and phenomenal growth
of the Analytics especially in India.
COURSE OBJECTIVE
 To expose a manager to the nuances of using statistical techniques on voluminous
data for extracting insights that help him make better informed decisions.
 To train managers to develop the ability of marrying a business problem to its
solution through an analytical technique
 To educate managers to interpret statistical output for business implementation
 Provide some hands on exposure to SAS, and other tools which is need in
industry for analyzing voluminous data
LEARNING OUTCOMES
 The student should be able to understand and appreciate both common and
advanced techniques in Analytics.
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 She should understand and interpret statistical output that is provided by
software like SAS, and communicate this information using common business
parlance.
 The participant should be able to apply statistical techniques to solve business
problems. She will get an exposure to those business situations where the use of
Analytics can become a powerful differentiator.
 The participant should also become comfortable in using SAS software
SCOPE OF THE COURSE

 The study plan covers readings/handouts, classroom sessions, click along
workshops, Group Presentations and Assignments
 Computer lab sessions on SAS for hands on exposure to the software
 The course consists of 6 themes spread (in no particular order) over 20 sessions.
Each session will be of 90 minutes. The themes that would be covered in the
course are:
o Theme 1: Analytics – its evolution, its growth and its importance in today’s
business environment, tools and other necessities to succeed in analytics
o Theme 2: Ten Tasks that is performed in Analytics to solve business
problems (concepts and applications more than theory and derivations)
o Theme 3: Solving some real life business problems in marketing, insurance,
banking, telecom and retail
o Theme 4 : Exposure to SAS
PEDAGOGIC TOOLS
 Study Hand-outs
 Textbooks
 SAS Software for hands-on exercises
 Near Real Business Datasets for practice
 The textbooks to be followed is:

 Multivariate Analysis by Anderson, Black & Hair
 Business Forecasting by John Hanke
 Design & Analysis of Experiments by Douglas Montgomery
 Operations Research by Liebermann
 Applied Simulation Modeling by Siela & Ceric
 Multivariate Time Series Analysis – Brandt & Williams
 The Reference Books are:

 Mastering Data Mining by Micheal Berry and Gordon Linoff
 Statistics for Management by Levin & Rubin
 Competing on Analytics by Thomas Davenport
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 Reading of Handouts being provided
 Workshops using SPSS
 Assignments
 Group Presentations
SESSIONS 1&2
TOPIC: INTRODUCTION
 Reference
 Handouts will be provided
 Competing with Analytics by Thomas Davenport
 Study Plan
Topics Covered
 Analytics – Definition & Scope
 The Analytics Scenario and Marketplace
 Impetus for growth of Analytics in India
 Applications of Analytics in Business
 Skill sets Required to Succeed
 Overview of Mathematical & Machine Learning Methodologies
 Tools for Analytics (Commercial & Freely Available)
 Business Intelligence & Analytics
 Upstream & Downstream Technologies
 Big Data
SESSIONS 1&2
TOPIC: TEN TASKS IN ANALYTICS
 Text Book
 Multivariate Analysis by Andersen, Black and Hair
 Handouts Provided
 Study Plan
Topics Covered
 Ten Tasks in Analytics
 Exploratory Data Analysis or Summarizations
 Attribution or Driver Analysis
 Classification
 Forecasting
 Predictive Analytics
 Design of Experiments
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 Simulation
 Optimization
 Association or Pattern Recognition
 Text Analysis
SESSIONS 3 to 4
TOPIC: EXPLORATORY DATA ANALYSIS & DISPLAY TECHNIQUES
 Text Book
 Study Plan
Topics Covered
 Data types and formats (Structured & Unstructured)
 Flat Files & Relational Databases
 Time Series, Cross Sectional & Panel Data
 Some Basic Fundamentals
 count, sum, difference, min, maximum, first & last, percentages
 cumulative, trends, seasonal & cyclical influence, interventional influence,
irregular influence, turnarounds
 deciles, percentiles, ratios, rates (growth rates), returns (arithmetic,
logarithmic, geometric and harmonic), CAGR, inflation adjustments
 inflation adjustments, trend, seasonal influence, mean reversion,
correlations, diminishing returns, relatives and absolutes and indices
 Mean, Median, Mode, Geometric, Harmonic mean, Moving Average,
Weighted Average, Trimmed Average
 Range, Inter-quartile Range, Standard Deviance, Variance
 Skewness, Kurtosis & Fat Tails
 Correlations, Entropy, Mutual Information, Thresholds & Diminishing
Returns
 Persistency & Lags
 Probability, Odds & Hazards, Risk Relatives
 Mean reversion & random walks
 Producing Descriptive Statistics using Tables & Charts
 Tabulation & Cross Tabulations, Scatter
 Bar, Pie, Histogram, Line charts, Radar, Pareto
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SESSSIONS 5 to 6
TOPIC: MARKET MIX MODELING
 Text Book
 Mastering Data Mining by Gordon Linoff & Micheal Berry
 Study Plan
Topics Covered
 Market Mix Models
 Exhaustive List of Data Required
 Application of Time Series Regression
 Carry over effects and diminishing returns
 Contribution and Elasticity
 Response Curves
 Presentation of the results
SESSSIONS 7 to 8
TOPIC: CUSTOMER SEGMENTATION
 Text Book
 Mastering Data Mining by Michael Berry and Gordon Linoff
 Study Plan
Topics Covered
 The Retail Setting
 Behavioral, Attitudinal and demographic segmentation
 Recency, Frequency & Monetary, Share of Wallet, Advocacy, Range, FBV
 Rule based Clusters & K-mean Cluster Analysis
 Presentation of the results
 Attitudinal, Demographic & Geographical Segmentation
SESSSIONS 9 to 12
TOPIC: MINIMUM VARIANCE PORTFOLIO & INSURANCE CLAIMS
 Text Book
 Quantitative Methods in Finance – Carol Alexander
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 Operations Research - Lieberman
 Study Plan
Topics Covered
 Minimum Variance Portfolio
 Return & Risk
 Walk through the Data
 Optimization Techniques
 Linear and Non Linear Programming
 Quadratic Forms
 Principal Components
 The solution
 Presentation of the Results
 Insurance Claims
 Types of Policies
 Walk through the Data
 Logistic Regression
 Interpretation
 Validation
 The solution
 Presentation of the Results
SESSSIONS 13 to 16
TOPIC: CAMPAIGN DESIGN & CAMPAIGN ANALYSIS
 Text Book
 Design & Analysis of Experiments by Douglas Montgomery
 Study Plan
Topics Covered
 Marketing Campaigns & Media Channels
 Direct Marketing Campaigns
 Basic Campaign Concepts
 Introduction to Design of Experiments
 Basic Terminology of Designs
 Basic Terminology for Campaigns
 Full Factorial vs. Fractional Factorial
 Analysis of Response
 Role of Distribution (last mile inclusion)
 Presentation of Results
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SESSSIONS 17 & 18
TOPIC: CREDIT RISK IN RETAIL BANKS (FORECASTING & PREDICTIVE
ANALYTICS)
 Text Book
 Credit Risk Scorecards -Naeem Siddiqui
 Business Forecasting by John Hanke
 Multivariate Time Series by Brandt & Williams
 Study Plan
Topics Covered
 Retail Banks
 Loans and Credit Risk
 Data Required
 Logistic Regression
 Deciles Analysis and Confusion Matrix
 Time Series Analysis
 Stationary & Non Stationary Series
 Forecasting by Decomposition
 Forecasting by Exponential Smoothing
 Forecasting with Regression
 Multivariate Methods
SESSSIONS 19 & 20
TOPIC: Simulation, Association Analysis & Text Mining
 Text Book
 Mastering Data Mining by Micheal Berry and Gordon LInoff
 Study Plan
Topic Covered:
 Simulation- Nature & Scope
 Monte Carlo Simulation
 Distributions & Joint Distributions
 Random Number Generation
 A Pension Plan
 Simulation of Pension Plans
 Market Basket Analysis
 Rules (2,3… n items per basket)
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 Support, Confidence and Lift
 Data Requirement
 Integration with Campaigns
 Introduction to Digital Media
 Unstructured Data
 Sentiment Analysis
 Sentiment Index
 Integration with Business Metrics
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PGDM Trimester 04
QUANTITATIVE TECHNIQUES FOR DECISION MAKING
 Background
 The purpose Analytics is to extract valuable information from process data
available with business organizations. It achieves this by applying
Statistics and OR techniques depending on the objective. It is critical that
analyst applies appropriate technique to get the optimum result. Given the
huge repertoire of techniques available, it is a challenging task. Moreover,
the features of the technique should be mapped to the availability of these
in the tool. The objective of the course is to cover important Statistical
techniques commonly used in the Analytics industry.
 Specific Objectives
o To educate students about modeling techniques used in the case of
continuous and binary dependent variables.
o Equip students about the assumptions behind the techniques. Evaluate
violations of assumptions and take steps to remedy it
o Cover interpretation of statistical output for business implementation
o Provide hands on exposure to SAS, which is the industry leading software
for analyzing voluminous data
LEARNING OUTCOMES
 The student should be able to understand and appreciate advanced techniques in
Analytics and be able to apply such techniques to solve business problems.
He/she will be able to identify business situations where use of these techniques
will provide the best solution. The participant will be comfortable in using the
SAS software and should be able to interpret SAS output and communicate using
business parlance.
SCOPE OF THE COURSE

 The study plan covering readings/handouts, classroom sessions, Group Work
sessions and Assignments corresponding to each session are outlined below.
 Quizzes or surprise tests would be conducted on the same. For post contact
reading, please refer to the handouts that will be provided at the end of each
session.
 In addition, there will be computer lab sessions on SAS - several sessions will be
dedicated for these hands-on exercises in the computer lab
PEDAGOGIC TOOLS
 Study Hand-outs
 Textbook
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 SAS for hands-on exercises
 Mastering Data Mining by Michael Berry and Gordon Linoff
 Reference Books
 Multivariate Analysis by Anderson Black and Hair
 Business Forecasting by John Hanke
 Competing for Analytics by Thomas Davenport
 Statistics for Management by Levin and Rubin
 SAS sessions in the Lab
SESSIONS 1- 6
LINEAR STATISTICAL MODELING
Readings
 Statistics for Business and Economics by Anderson, Sweeney and
Williams(Chapters – 14,15,16)
 Linear Regression Model
Classroom Session
 Time series and cross sectional data
 Linear and Non-linear models
 Linear modeling approaches
 Model Assumptions (detection and remedies)
 Decomposing the effects
 Generalized Linear Model
SESSSION 7 - 10
CLASSIFICATION TECHNIQUES
Readings
 Predictive segmentation in action, Using CHAID to segment loyalty card holders
 Classification and prediction in customer scoring
Classroom Session
 Decision Trees
 Chi-Square Automatic Interaction Techniques (CHAID)
 Classification and Regression Trees (CART)
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SESSSIONS 11 to 16
BINARY MODELS – LOGISTIC REGRESSION
Readings
 Statistics for Business and Economics by Anderson, Sweeney and Williams
(Chapter – 15.9)
 Logistic Regression Analysis (C. Mitchell Dayton)
 Applying CHAID for logistic regression diagnostics and classification accuracy
improvement
 Multinomial Logistic Regression Basic Relationships
Classroom Session
 Logistic Regression
 Evaluation of Results (Lift Chart etc.)
 Scoring
 Multinomial Logistic Regression
SESSSIONS 17 to 20
BAYESIAN ANALYSIS/ MODELING
Readings
 Introduction to Bayesian Statistics
 A Multilevel Model Primer Using SAS® PROC MIXED
 Using PROC MIXED in Hierarchical Linear Models
Classroom Session
 Bayes Theorem
 Estimating parameter
 Fixed and random effects
 Multilevel modeling using Proc Mixed
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PGDM Trimester 04
ANALYTICS FOR FINANCE – BFSI SECTOR I
OBJECTIVES:-
Finance industry has been in the forefront of adoption of Analytics. The recent
developments have given even more fillip to spread the adoption to hitherto unadopted
areas. The first part covered the application more from personal finance point of view.
The objective of this course is to cover applications in the investment and risk
management areas.
REFERENCE BOOKS:
 David Ruppert, Statistics and Data Analysis for Financial Engineering, Springer
Texts in Statistics.
 Wayne Winston, Data Analysis and Business Modelling, PHI.
 Investments: Reilly Frank K. and Brown Keith C., Investment Analysis and
Portfolio Management, Eighth Edition, Cengage Learning, New York, 2006.
 Prasanna Chandra (corporate finance text book) for options and futures
Session Topic Reading

Fundamentals of investment:
Risk and Return: Utility Theory; Portfolio theory
RB-
1, 2,3 Optimization/ Size of Portfolio;
readings
SPSS/Excel Exercises: Portfolio Optimisation using
Solver; beta book exercise in Excel
RB-
Capital/ Asset Pricing Models
readings;
4&5 Security Line (beta)/CAPM/ APT/ Multifactor Models
WW-
SPSS/Excel Exercises: Multifactor analysis
readings
Trading Strategies
Value vs Growth Stocks, Security Analysis,
Fundamental Analysis
Barra
Pricing of Security (IPOs and Seasoned Equity Open);
6,7&8 research -
Projecting Earnings under Stable as well as Dynamic
readings
Conditions, including Risk and Inflation Factors
SPSS/Excel Exercises: Cluster Analysis for identifying
Stock Clusters
Technical Analysis; Analytics Methods in Day Trading;
9&10 Autocorrelations in stock prices
SPSS/Excel Exercises: Technical analysis indicators
Futures: introduction, pricing, Basis Risk

11,12 PC
SPSS/Excel Exercises: Futures pricing
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Options, Futures and Forwards
13,14, Types of Options; options pricing formulae;
PC
15,16 SPSS/Excel Exercises: Option pricing sheet, volatility
modelling
Simulations in capital budgeting

17,18 WW
SPSS/Excel Exercises: Simulations in Excel
Student Exercises in Factor, Cluster, Discriminant,

19,20
Logistic
Core Finance students are advised to not take this course, since there is a large level of
analytics knowledge that is imparted. Core finance students will anyway have their 6th
term FA to be mandatory and coverage will overlap to the extent of 40-50%
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PGDM Trimester 04
ANALYTICAL TOOLS AND TECHNIQUES FRO DECISION MAKING
OBJECTIVES
An important expectation of an analytics professional is that he/she is knowledgeable
about the tools of the trade. This course will impart working knowledge about
commonly used tools in the industry.
What is the breadth of the industry from a tools perspective?

 Introduction to data organization
 Tools ranging from simple business reporting to real time decision systems
 Techniques to handle big databases, SQL v/s no SQL, big data
What are the techniques to understand in data management?
 Data management for analysis
 Variable treatment
 Data aggregation / wide and narrow data
 Date-time management
How to report and visualize information?
 Concepts in creating reports and visualization
The course will use SAS / R / VBA-Excel to showcase some of the above concepts in-
depth.
TEXT BOOKS
 Step-by-Step Programming with Base SAS Software, SAS Publishing,
http://support.sas.com/documentation/onlinedoc/91pdf/sasdoc_913/base_st
ep_10071.pdf
 Cody, Ron, Learning SAS by example A Programmer’s Guide

http://sites.stat.psu.edu/~hma/PSU/Learning%20SAS%20by%20Example%20
A%20Programmers%20Guide.pdf
 Venables, W.N., D. M. Smith and the R Core Team, An Introduction to R,

http://www.cran.r-project.org/doc/manuals/R-intro.pdf
 Matloff, Norman, The Art of R Programming

http://heather.cs.ucdavis.edu/~matloff/132/NSPpart.pdf
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SESSION PLAN
SESSION 1
THEME 1: A REVIEW OF TOOLS USED IN ANALYTICS AND REVIEW OF
CONCEPTS IN DATABASE MANAGEMENT
Classroom Session
 BI Tools
 Review of analysis tools
 Real-Time systems
 RDBMS and non RDBMS Systems
SESSION 2
THEME 2: INTRODUCTION TO EXCEL
Classroom Session
 Data visualization
 Pivot tables
SESSION 3
THEME 3: INTRODUCTION TO VBA – 1
Classroom Session
Excel-VBA object model
Basic charts
SESSION 4
THEME 4: INTRODUCTION TO VBA – 2
Classroom Session
 Form and controls – interactive
 Data handling
Assignments
 Assignment 1
o Design and build a business dashboard
SESSION 5
THEME 5: INTRODUCTION TO SAS – 1
 Learning SAS by Example, Chapters 1 - 6
Classroom Session
 SAS data management
 Importing data
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SESSION 6
THEME 6: INTRODUCTION TO SAS -2
 Learning SAS by Example, Chapters 7, 9
Classroom Session
 Logical data manipulation
 Date variables in SAS
SESSION 7
THEME 7: DATA MANAGEMENT – 1
Classroom Session
 Subset and combining datasets
 Conditional and iterative processing
SESSION 8
 Learning SAS by Example, Chapters 11-12, 16-17
Classroom Session
 Numeric and character functions
 Summarizing data
SESSION 9
 Learning SAS by Example, Chapters 21, 23-24
Classroom Session
 Rolling and expanding datasets
 Broad and narrow datasets
SESSION 10
Classroom Session
 Automation using macros
 Introduction to ODS
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SESSION 11
THEME 11: INTRODUCTION TO SQL
 Learning SAS by Example, Chapters 26
Classroom Session
 Comparison of DATA Step and SQL
SESSION 12
THEME 12: CREATE VISUALIZATIONS
 Learning SAS by Example , Chapters 20
Classroom Session
 SAS Graph
Assignments
 Assignment 2
o Create visual analysis
o Automate for periodic runs
SESSION 13
THEME 13: ADVANCED TOPICS IN SAS
 TBD
Classroom Session
 Debugging in SAS
SESSION 14
THEME 14: INTRODUCTION TO R – 1
 The Art of R-Programming, Chapter 1-6
Classroom Session
 Data management
 Matrix operations
SESSION 14
THEME 15: INTRODUCTION TO R – 2
 The Art of R-Programming, Chapter 8-12
Classroom Session
 Programming constructs
 R-Functions
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SESSION 16
THEME 16: REPORTING IN R
 The Art of R-Programming, Chapter 13
Classroom Session
 Creating plots / interactive plots
 Reporting frameworks in R
SESSION 17
THEME 17: INTRODUCTION TO R SHINY
Classroom Session
 Creating interactive reports
Assignments
 Assignment 3
o Create online interactive dashboard
SESSION 18
THEME 18: OVERVIEW OF BIG DATA CONCEPTS
Classroom Session
 Introduction to Hadoop data management
 Introduction to Hive Query Language
SESSION 19
THEME 19: R AND BIG DATA
Classroom Session
 Concepts of map reduce and implementation in R
SESSION 20
THEME 20: OPTIONAL TOPICS – TBD
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PGDM Trimester 04
CONSULTING SKILLS
COURSE OBJECTIVE
Provide an overview of the discipline of Management Consulting to the students
who have opted for the Consulting stream and expose them to various soft skills
that are so necessary for a good Consultant
LEARNING OUTCOMES
The student will be able to appreciate the different kind of disciplines within
Management Consulting, understand the skills required and participate in class
exercises to hone them.
SCOPE OF THE COURSE

Trace the origin of Consulting, current players and practices, need for a
Methodology, kinds of soft skills needed and an understanding of Problem
solving.
PEDAGOGIC TOOLS
PowerPoint presentation, Class room interactions, case lets, videos and active
class participation.
SESSIONS 1 & 2
THEME 1: INTRODUCTION TO CONSULTING AND THE INDUSTRY
Pre-session Reading
 Group Exercise on Consulting Company Profiles
Classroom Sessions (90*2 min)

 Part I - Introduction to Consulting
 Overview on Consulting
 History of Consulting
 Consulting Ecosystem
 Traits and Skills of Consultant
 Part II – Overview on Consulting Industry
 Consulting Industry –Profile and Characteristics
 Consulting Company Essentials, Category and Range of Services
 Client Acquisition and Retention
Assignment
More Group Exercise on Consulting Companies
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SESSIONS 3 to 6
THEME 2: CONSULTING COMPETENCIES AND SKILLS
Pre-session Reading
1. The McKinsey Way by or The Mckinsey Mind, Management Techniques of
World’s Top Strategic Consulting Firm - Ethan M. Rasiel
Classroom Sessions (90*4)
 Part I - Consulting Skills and Techniques
 Business Diagnosis
 Problem Solving
 Structured Thinking
 Implementation
 Benefit Realisation
 Part II – Soft Skills
 Listening & Interviewing
 Business Communication
 Presentation
 Proposal & Report Writing
 Part III – Personal Proficiency
 Managing Ambiguity and Uncertainty
 Intellectual Curiosity
 Working with Teams
 Managing Stakeholders
Assignment
Group Exercises, Role-play
SESSIONS 7 & 8
THEME 3: CONSULTING PROJECT METHODOLOGY AND MANAGEMENT
Pre-session Reading
1. Business Consulting, A Guide to How it Works - Gilbert Toppin and Fiona
Czerniawska
2. The McKinsey Way by or The Mckensey Mind, Management Techniques of
World’s Top Strategic Consulting Firm - Ethan M. Rasiel
Classroom Sessions (90*2)
 Part I - Project Methodology
 Methodology
 Tools and Techniques
 Part II – Project Management
 Project Governance
 Risk and Execution Management
 Project Costing and Profitability
Assignment
Group Exercises
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SESSION 9
THEME 4: CAREER AND GROWTH OF A CONSULTANT
Pre-session Reading
1. Management Consulting: A Complete Guide to the Industry - Sugata Biswas
Classroom Sessions
 Part I - Career and Growth of a Consultant
 Trends in Consulting
 Day-in-a-Life of a Consultant
 Career Prospects for a Consultant
 Entrepreneurship in Consulting
SESSION 10
Pre-session Reading
1. Management Consulting: A Complete Guide to the Industry - Sugata Biswas
Classroom Sessions
1. Presentation by Groups on Case Analysis – 15 min each
2. Guest Lecture – Clients’ Expectations from Consultants – 30 min
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PGDM Trimester 04
INTELLECTUAL PROPERTY RIGHTS
INTRODUCTION AND COURSE DESCRIPTION
Intellectual Property has received special consideration in modern times. International

relations are often disturbed on the question of protection of Intellectual Property. There
are many differences between the western and eastern notions on Intellectual property.
In Anglo-American Jurisprudence the ‘market potential’ is considered as a proprietorial
right. In that sense, the list of customers of a business firm is a property. Preservation
technique of preparing and preserving pickles cannot be thought to be patented by a
grandma in any corner of India. She will wonder why people should try to restrict the
food in the name of marketable enterprise and exclusivity. But that is exactly what an
American ordinarily does.
‘Industrial Property’ and ‘Intellectual Property’ are used inter-changeably. But, there are
differences, though intellectual property leads to Industrial Enterprises and Industrial
growth. In this module, an attempt has been made to answer such questions. Historical
development of the concept has been traced. An attempt has been made to relate the
growth of law on the sociological issues.
Industrial society is rapidly changing into a technology society when ‘Intellectual

Property’ will have final say. As such it is necessary to know the International movement
of this contemporary world. But, at the same time, the third world countries have their
own say on it. Developed world may through this backdoor regulate the economy of the
developing world. That is what is really agonizing. Developed world could prosper in
the last one century on account of initiatives and reverse-engineering. Now, when they
have enough growth, they are closing the doors of knowledge. But the alternative
argument is that developing countries are paying regard to the producer’s/ inventor’s
incentives. If individuals have no incentives they will stop innovation and production.
Individually, the argument does not hold water because, scientists go on investigating,
poets go on composing and technologists go on inventing. That has been the history. But
with huge industrial investment in scientific and procreative processes, intellectual
property protection is needed.
COURSE GOALS
 To provide a comprehensive guide to each field within the umbrella of intellectual
property, viz., trademarks, copyrights patents, trade secrets and unfair competition.
 To address the methods to create, procedures to register or protect, duration of rights,
protection from infringement and new & international developments in these fields
of intellectual property.
114
 To bring a wealth of practical & firsthand knowledge to study the intellectual
property law.
 To link their experience as consumers with the substantive information presented to
ensure intellectual property owners are provided a full range of strategies and
methods to protect their valuable assets.
LEARNING OUTCOMES
1. Provide an overview of the various categories of IP i.e. Copyrights, Patents,
Designs, Trademarks, Trade Secrets etc and their related rights and applications.
2. Provides students an insight into the role and significance of the different forms
of Intellectual property rights, their application to work environment and their
management in the greater generation of value and wealth
3. Help the students to implement IP enabling processes & systems
SCOPE OF THE COURSE

 It is mandatory to go through the ‘Pre-Session Readings’. Quizzes could be
conducted on the same. Post contact reading will be announced in class.
 The Course consists of 5 THEMEs spread. The THEMEs that would be covered in
the Course are under:
PRESCRIBED BOOKS: Intellectual Property Law by P. Narayan
REFERENCE MATERIALS:
1. Intellectual Property Law by Avtar Singh
2. Intellectual Property by Deborah E. bouchoux
3. Reading materials provided by the Course Teacher
SESSION PLAN
SESSION 1 & 2
MODULE I: INTRODUCTION TO INTELLECTUAL PROPERTY LAW
1. The Concept of Property

 Some Basic Theories
 Forms and Nature
2. The Concept of Intellectual Property
 Need for Intellectual Property Protection
 Characteristics of Intellectual Property
 Types of Intellectual Property
 Importance of Intellectual Property
 Some new emerging areas in Intellectual Property
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SESSION 3 & 4
MODULE II: COPYRIGHT
1. Introduction
2. Meaning and Applicability
3. Nature of Copyright
4. Subject matter of Copyright
5. Conditions of Copyright
6. What are Copyrighted
7. Rights of Owners
8. Procedure for Acquisition of Copyright
9. Relevant Provisions of Copyright Act
SESSION 5 & 6
MODULE III: PATENTS
1. Introduction
 Objectives of Patenting
 Temporary Monopoly
 Initiative to Invent
 Need for a Protecting System
2. Essential Requirements of a Patent
 Invention
 Novelty
 Utility
3. Product and Process Patenting
4. Rights of Parties: An Overview
5. Procedure for Acquisition of Patents
6. Relevant Provisions of Patent Act
SESSION 7 & 8
MODULE IV: TRADEMARK
1. Introduction
2. Different Types of Trade mark
3. Service, Certification and Property Marks
4. Unregistered Trade Mark
5. Prohibited Marks
6. Deceptive Similarities
7. Rights of Owners
8. Procedure for Acquisition of Trade Marks
9. Relevant Provisions of Trade Mark Act
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SESSION 9 & 10
MODULE V: TRADE SECRETS AND UNFAIR COMPETITION
1. Trade Secrets Law

2. Unfair Competition
3. Procedure for Acquisition of Other Industrial and Intellectual Properties
117
PGDM Trimester 05
BUSINESS SIMULATION
INTRODUCTION
Two of the key programmatic Learning Outcomes of the PGDM Programme are (a) to
enable the participants to demonstrate a holistic, integrated and strategic approach to
managing a business enterprise and (b) develop cutting-edge decision-making skills.
Needless to add, this capability has to draw upon the basic and functional competencies
developed through the core courses. Business Simulation, hence, is positioned as a
capstone course offered in current trimester aimed at recognizing, applying and
integrating the concepts, tools and techniques covered so far. Capstone® Business
Simulation, a time-tested pedagogical tool, would serve as the main platform for driving
the Learning Outcomes of this course.
LEARNING OUTCOMES
 Discuss the interactions and integration of various business functions and their
strategies.
 Apply the key principles, concepts, frameworks and tools / techniques pertaining
to finance, marketing, operations, HRM and strategy.
 Formulate business strategies aligned with the corporate goals and objectives.
 Discuss the impact of changes in the business environment and adapt the
strategies to the new circumstances.
 Analyze unstructured business situations that span multiple functional
domains.
 Appreciate the role of organizational issues and team dynamics in effective cross-
functional integration.
PEDAGOGY
The participants engage in EIGHT rounds of decision-making while managing their
business enterprise as part of the Capstone® Business Simulation. They would receive
briefing on the simulation and debriefing on the results of every round. Class room
inputs would be aligned with the post-mortem analysis and facilitated by the cross-
disciplinary faculty group.
READING MATERIAL
 Team Member Guide
 Ready Reckoner
 Capstone Courier 0
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SESSION PLAN
Week Lecture Team Meeting
One  Introduction to CAPSTONE  Review reports ,

(5 sessions)  Practice Round especially the
 Debrief on the results of the Practice Capstone Courier
Rounds newsletter
Two  Quiz-1  Round-1
(2 sessions) Decisions
Three  Review Results of Round-1  Round-2

(2 sessions)  Discuss the generic issues in Decisions
strategy formulation
Four  Review Results of Round-2  Round-3
Five  Review Results of Round-3  Round-

(2 sessions) 4&5(offline)
Decisions
Six  Review Results of Round- 5  Round-6

(2 sessions)  Quiz-2 Decisions
Seven  Review Results of Round- 6  Round-7

Eight  Round-8
(3 sessions)  Presentation & Debrief (offline)
Bit of advice:
While engaged in the simulation, do not do it mechanically, to put it figuratively if you

breathe, eat, drink and sleep over the products, processes, decisions and numbers, you
will find that you would not only enjoy the simulation but also have garnered maximum
learning. You can then even confidently relate this in your interviews.
119
PGDM Trimester 05
CORPORATE VALUATION
COURSE OBJECTIVE
The basic objectives of the course are: to equip the participants with strong fundamental
knowledge in the field of Corporate Valuation and enable them to incorporate the
process in real life scenarios.
LEARNING OUTCOMES
By the end of the course, the student should be able to:
 Estimate discount rates, Cash flows, growth rates and Terminal Value
 Value a company based on various valuation methodologies like DCF Valuation
and Relative Valuation
 Valuation models through M S Excel
PEDAGOGIC TOOLS
 The standard pedagogic tools like class room theory sessions and problem
solving will be the primary mode of teaching. Additionally, financial modeling
will be used to do live examples so as to understand the concepts better.
Text Book
 Damodaran on Valuation (2nd Edition) by Aswath Damodaran, Wiley
Publications
Session Chapter No. s in the

Topics
No. anchor book
1 Introduction 1
2 Estimated Discount rates 2
3 Measuring Cash flows 3
4 Forecasting Cash flows 4
5 Equity Discounted Cash Flow models 5
6 Firm Valuation Models 6
7 Problem Solving 1 to 6
9 Relative Valuation - First Principles 7
10 Equity Multiples 8
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11 Value Multiples 9
Valuation Using MS EXCEL – Practical
14
Approach
15
Approach
16
Approach
17
Approach
18 Presentations
19 Presentations
20 Presentations
121
PGDM Trimester 05
FINANCIAL DERIVATIVES
COURSE OBJECTIVE
 Exposure to various types of financial derivatives
 Comprehensive knowledge of derivative trading in India and exposure to
International Derivatives Markets
 Understand the role of financial derivatives in hedging
LEARNING OUTCOMES
At the closure of the course, the participants are expected to have a clear understanding
and comprehensive knowledge on the following:
 Properties of Forward contracts, Futures, Options and Swaps, and their various
types, their pricing methods, trading mechanism, and their role in hedging.
 The life-cycle of derivatives in the markets
Participants will be able to do the following

Define and Identify
 Types of derivatives
 The structure and properties of forwards, futures, options and swaps
 The trading mechanism of derivatives in markets
 The types of futures, options and swaps
 The contract definition and the underlying asset classes or variable
 The life-cycle of derivatives in the markets
Understand
 Examples of real contracts used in the markets
 Mechanics of trades using these contracts
 The construct of different derivatives,
 OTC and Listed Derivatives
Apply and Demonstrate
 The usage of these for hedging and selecting the right derivatives
 Settlement methods in the markets
 Illustrate the payoffs for each of these contracts or when used in combinations
Analyze
 The properties of futures, forwards and options
 The structure of a swap
 The uses in hedging
Synthesize
 Forwards and Futures contracts
 Various options positions, statuses and risk
122
Evaluate
 The various option trading strategies
 The different valuation methods for options
 Contract values based on available market data
Create and Devise a virtual trading strategy and portfolio construction over a period of
time using the NSE market contracts comprising of stock derivatives (Options)
SCOPE OF THE COURSE

 This course covers the conceptual understanding of various financial derivatives
with more emphasis on Futures and Options. This course will also address the
particular nuances pertaining to Indian market. The level of mathematical
sophistication is kept at a balance to ensure clear understanding of concepts
without compromising the technical parts of pricing and trading of financial
derivatives.
 This course calls for rigorous reading and thorough preparation both before and
after each session.
would be conducted on the same.
 The course consists of 5 themes spreads over 20 sessions. Each session will be of
90 minutes. The themes that would be covered in the course are under:
o Theme 1 : Introduction – Financial Derivatives, Derivative market in India
and other countries – Hedging, Speculation and Arbitrage, Trading
Mechanisms
o Theme 2 : Futures, Forwards, Valuation of Futures, Money market
Futures, Bond Market Futures, Stock Index Futures
o Theme 3: Forwards and Futures Prices, Interest Rate Futures
o Theme 4 : Fundamentals of options, Option Strategies, Valuation of
Options, Options on stock, Options on Stock Indexes
o Theme 5: Fundamentals of Swaps
PEDAGOGIC TOOLS
 Textbook
 Supplementary reading material (where necessary)
 Case readings and market examples
 Reference links
 The reference book to be followed is:
123
Options, Futures, and Other Derivatives, 8/e
Author(s):
John C Hull
Sankarshan
Basu
 ISBN: 9788131790311
 Imprint:Pearson Education
 Binding: Paperback

 Class room presentation of assignments and discussions with the faculty
SESSION 1 & 2
THEME 1: DERIVATIVES AND DERIVATIVE MARKETS
Classroom Session
 Introduction to Derivatives - Types, Markets and History
 Forwards, Futures, Options
 Exchange and OTC Markets
 Derivatives and Settlement Methods
 Uses of Derivatives
 Types of Traders
 Overview of Indian and International Derivative Markets
Session Readings
 Reference Book: Options, Futures and Other Derivatives by John C. Hull 8 th
Edition (Chapter 1, 35)
SESSION 3 & 4
THEME 2: MECHANICS OF FUTURES MARKETS
Classroom Session (90* 2 min)

 Mechanics of Futures Markets
 The structure of a futures contract
 Settlement
 Margin
 Hedging Strategies
 Basis Risk
 Cross Hedging
124
 Stock Index Futures
 The Life-cycle of a Futures Contract
 Reference and Market Data
 Futures Valuation
Session Readings
SESSION 5 & 6
THEME 3: DETERMINATION OF FORWARD AND FUTURES PRICES

 Interest rates; zero rates, bond prices (concise coverage due to Fixed Income
course overlap)
 Forward rate agreements
 Investment assets vs consumption assets
 Forward price for an investment asset
 Valuing forward contracts
 Cost of Carry
 Futures prices and the expected future spot price
Session Readings
SESSION 7 & 8
THEME 4: INTEREST RATE FUTURES

 Day Count and Quotation Conventions
 Treasury Bond Futures
 Eurodollar Futures
 Valuation
Session Readings
Edition (Chapter 6)
SESSION 9 & 10
THEME 5: OPTIONS - MECHANICS OF OPTIONS MARKETS

 Types of options
 Option positions
125
 Trading
 Commissions
 Margin
 Regulation
 Warrants, ESOP and convertible
 The Life-cycle of an Options Contract
Session Readings
 Reference Book: Options, Futures and Other Derivatives by John C. Hull 8th
Edition (Chapter 9)
SESSION 11 & 12
THEME 5: OPTIONS - PROPERTIES OF STOCK OPTIONS

 Factors affecting prices
 Upper and lower bound for option prices
 Put-Call parity
 Effect of dividends
Session Readings
Edition (Chapter 10)
SESSION 13 & 14
THEME 5: OPTIONS - TRADING STRATEGIES INVOLVING OPTIONS

 Strategies involving a single option and a stock
 Spreads
 Combinations
 Other Payoffs
Session Readings
Edition (Chapter 11)
SESSION 15 & 16
THEME 5: OPTIONS – VALUATION

 Binomial Trees
 A one-step binomial model
 Two-step binomial trees
 Black-Scholes Merton Model
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 Lognormal property of stock prices
 The distribution of the rate of return
 The Expected return
 Volatility
 Value at Risk
 Black-Scholes-Merton pricing formulas
Session Readings
SESSION 17 & 18
THEME 6: INTRODUCTION TO SWAPS

 Mechanics of Interest rate swaps
 Day count issues
 Confirmations
 Determining the Libor/swap zero rates
 Valuation of interest rate swaps
 Currency swaps
 Credit Risk
Session Readings
SESSION 19 & 20
STUDENT GROUP PRESENTATION. TOPICS WILL BE ANNOUNCED IN THE
CLASS
Trading of Stock Options and Managing a Virtual Portfolio on NSE
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PGDM Trimester 05
INSURANCE MANAGEMENT
OBJECTIVE:
The basic objectives of the course are: to equip the participants with strong
fundamental knowledge in the field of risk and insurance management process and
enable them to participate in insurance planning and administration, and personal
financial planning decision making process.
 Theme 6: personal property and liability risk
 Theme 5. Indian insurance, pensions and annuities.
 Theme 4: life and health risks
 Theme 3: legal principles in risk and insurance
 Theme 2: the private insurance industry
 Theme 1: basic concepts of risk management and insurance
LEARNING OUTCOMES:
 Know the essential principles of Insurance, Pensions and Annuities.
 Identify the diverse customer requirements and relevant Insurance products
 Calculation of premium, bonuses and surrender values
 Estimate life insurance needs using tools like Human Life approach, Needs
 approach and Capital needs analysis approach
 Pricing of insurance products
 Know the internal organization and operations of Insurance companies
 Understand the Indian insurance industry
 Understand non-life insurance products like Home Insurance, Motor Vehicles
Insurance, etc
 Appreciate the various legislative and regulatory matters which influence the
 Insurance business
PEDAGOGY:
The study plan covers class room sessions, readings, group work and quizzes.
The participants are expected to come prepared with readings mentioned in the
session plan. Active discussion and class participation are encouraged. There
would be surprise quizzes during the session. The group work will be on items
of topical interest. A suggested list of topics will be provided in class, but
participants are free to select a topic of their interest with the approval of the
Instructor.
READING MATERIAL:
The pedagogic tools available to each participant are:
● Reference books to be followed: Rejda, George E. (2011). Principles of Risk
128
Management andInsurance,10th Edition. New Delhi: Dorling Kindersley Mark
S Dorfman.
● Introduction to Risk Management and Insurance. 8th Edition, Nalini Prava
Tripathy and Prabir Lal. 2007.
● Insurance: Theory and Practice. PHI, H. Narayanan. 2008.
● Indian Insurance: A Profile. Jaico
● Relevant web sources will be given in class
● Study Plan Folder
THEME 1: BASIC CONCEPTS OF RISK MANAGEMENT AND

INSURANCE
SESSION 1: RISK IN OUR SOCIETY

Read Chapter 1 of Textbook
SESSION 2: INSURANCE AND RISK
Read Chapter 2
SESSION 3: INTRODUCTION TO RISK MANAGEMENT

Read Chapter 3
THEME 2: THE PRIVATE INSURANCE INDUSTRY
SESSION 4: INSURANCE COMPANY OPERATIONS

Read Chapter 6
SESSION 5: FINANCIAL OPERATIONS OF INSURERS
Read Chapter 7
THEME 3: LEGAL PRINCIPLES IN RISK AND INSURANCE

SESSION 6: FUNDAMENTAL LEGAL PRINCIPLES
Read Chapter 9
SESSION 7: ANALYSIS OF INSURANCE CONTRACTS
Read Chapter 10
THEME 4: LIFE AND HEALTH RISKS

SESSION 8: LIFE INSURANCE
Read Chapter 11
SESSION 9: LIFE INSURANCE CONTRACTUAL PROVISIONS
Read Chapter 12
SESSION 10: BUYING LIFE INSURANCE
Read Chapter 13
129
THEME 5: INDIAN INSURANCE, PENSIONS AND ANNUITIES
SESSION 12: INDIAN INSURANCE AND PENSIONS INDUSTRY

Refer Narayanan (2008)
SESSION 13: INDIVIDUAL HEALTH INSURANCE COVERAGE
Read Chapter 15
SESSION 14: Employee Benefits: Group Life and Health Insurance
Read Chapter 16
THEME 5: PERSONAL PROPERTY AND LIABILITY RISK
SESSION 15: THE LIABILITY RISK

Read Chapter 19
SESSION 16: HOMEOWNERS INSURANCE
Read Chapter 20
SESSION 17: AUTO INSURANCE
Read Chapter 22
SESSION 18 to 20: PRESENTATIONS
GROUPS OF A MAXIMUM OF 4 MEMBERS.
130
PGDM Trimester 05
FIXED INCOME SECURITIES & DEBT MARKETS
 COURSE OBJECTIVE
 This course focuses on the fixed income market as an alternative investment

option with emphasis on Bond and Mortgage market. The objective of the course
is to further enhance the student’s understanding and awareness of the fixed
income securities market. Topics include pricing of FI Securities, risks associated
in investing, term structure of interest rates, and bond portfolio management
strategies. This course is intended to be a blend of both the theoretical and
practical aspects of fixed income investment decision making.
 LEARNING OUTCOMES
 Recognize the relevance and features of various Fixed Income Securities as an

Investment Avenue.
 Understand the Price volatility characteristics of Bonds
 Understand the concept of yield curve, the risks that are present in the yield curve
and analyse the factors which influence yield curve.
 Understanding Theoretical Spot Curve
 Apply the concept of valuation for Option free and Bond with embedded options.
 Analyse Bond Portfolio Management strategies.
 Understand the various types of Mortgages, the cash flow and yield and the risks
associated with them.
 Understand the concept of MBS and apply the technique of valuation.
 Understand CMOs, ABS, CDOs
 SCOPE OF THE COURSE
 The study plan covering readings, classroom sessions, Group Work sessions and
 It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise
tests
 The course consists of ----13---- themes spread over 30 sessions. Each session will
be of 90 minutes. The themes that would be covered in the course are under:
 Theme 1: Overview of Fixed Income Securities
 Theme 2: Bond Price and Yield
 Theme 3: Factors Affecting Bond Yield and Term Structure of Interest Rates
131
 Theme 4: Analysis of Bonds with Embedded Options
 Theme 5: Agency MBS
 Theme 6: Non Agency RMBS
 Theme 7: CMOs
 Theme 8: TIPS
 Theme 9: Convertible Securities
 Theme 10: Market Segments: Cash CDOs and Synthetic CDOs
 Theme 11: CMBS and ABS
 Theme 12: Credit Analysis & Credit Risk Modelling
 Theme 13: Bond Portfolio Management
 PEDAGOGIC TOOLS

 The Reference book to be followed is:
o BOND MARKETS, ANALYSIS AND STRATEGIES Seventh Edition by Frank
Fabozzi
 GRADING
 Assignments - 20%
 Test/Quiz - 10%
 Project - 20%
 End Term Exam - 50%
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SESSION 1
THEME 1: OVERVIEW OF FIXED INCOME SECURITIES
Reference Book: Chapter 1: Introduction

 BIS Review (pg FISDM 01)
Classroom Session
 History of Bond Markets and FI Securities
 Types and Features of FI Securities
 Investing in Fixed Income Markets –Risks
 Primary and Secondary Markets
SESSION 2 -3
THEME 2: BOND PRICE & YIELD
 Pre-Session Readings
 Reference book :
Chapter 2: Pricing of Bonds
Chapter 3: Measuring Yield
Chapter 4: Bond Price Volatility
 Wharton (pg FISDM 05)
Classroom Session
 Bond Price and Yield Relationship
 Conventional Yield Measures
 Prices in Practice
 Prices and Yields of T-Bills
 Duration & Convexity
SESSION 4 TO 6
THEME 3: FACTORS AFFECTING BOND YIELD AND TERM STRUCTURE
 Reference book :
Chapter 5: Factors Affecting Bond Yields and Term Structure
Classroom Session
 Main Influences of Yield Curve Shape
 Why Yield Curve should not be used for Pricing a Bond?
 Constructing Theoretical Spot Rate
 Boot Strapping
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SESSION 7 & 8
THEME 4: Analysis of Bonds with Embedded Options
 Reference book : Chapter 18:
Drawbacks of Traditional Yield Spread Analysis
Static Spread: An Alternative to Yield Spread
Callable Bonds and Their Investment Characteristics
Components of a Bond with and Embedded Option
OAS
SESSION 9-10
THEME 5: AGENCY RMBS
 Reference book : Chapter 11
 Classroom Session
 Sectors of RMBS
 General Description of Agency Mortgage
 Pass-Through Security
 Issuers of Agency Pass-Through Securities
 Prepayment Conventions and Cash Flow
 Factors Affecting Prepayments and Prepayment Modelling
 Prepayment Risk and Asset/Liability Management
SESSION 11
THEME 6: NON AGENCY RMBS
 Reference book : Chapter 13
 Credit Enhancement
 Cash Flow for Non agency MBS
 Actual Transaction
SESSION 12
THEME 7: CMOs
THEME 8: TIPS
 Reference book: Chapter 12
 The CMO Market
 CMO Tranche Types
 Agency Vs Non Agency CMOs
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 CMO Analysis
 Non Agency MBS Market
 Overview of Inflation-indexed Debt
 Mechanics & Measurement
 Design of TIPS
 Cash-Flow Structure
SESSION 13
THEME 9: CONVERTIBLE SECURITIES
 Corning Inc. Case (pg FISDM 35)
 General Characterisitcs of Convertibles
 Advantages and Disadvantages for Issuing
Firms & Investor
 Types of Convertible Investors
 Analysis of Convertible Securities
SESSION 14
THEME 10: CASH CDOS & SYNTHETIC CDOS
Family of CDOs
 Cash CDOs
 Cash Flow Transaction
 Market Value Transaction
 Synthetic CDOs
 Single Tranche Transactions
SESSION 15
THEME 11: CMBS & ABS
Commercial Mortgage Loans & CMBS
Creation of ABS
Credit Risk Associated with ABS
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SESSION 16
THEME 12: CREDIT ANALYSIS
 Approaches to Credit Analysis

 Industry Considerations
 Financial Analysis
 Indenture Provisions
 Utilities, Finance Companies
 Analysis of High-Yield Corporate Bonds
SESSION 17 & 20
THEME 11: BOND PORTFOLIO MANAGEMENT
Reference Book: Chapter 23 -25
 Overview of Traditional Bond Management

 Why Choose Indexing?
 Primary Bond Indexing Risk Factors
 Quantitative Management of Benchmarked Portfolios
 Active Bond Portfolio Management Strategies
 General Principles of Asset/Liability Management
 Immunization of a Portfolio to Satisfy a Single Liability
 Structuring a Portfolio to Satisfy Multiple Liabilities
 Combining Active and Immunization Strategies
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PGDM Trimester 05
BUSINESS MARKETING
COURSE PRE-REQUISITES
It would be beneficial for anyone opting for this course to have done an introductory
course in Marketing.
COURSE DESCRIPTION
Business Marketing goes by many names – Industrial Marketing, B2B Marketing, etc. Simply
defined, it is the marketing of goods and services by one business to another. The term
“Business” includes manufacturing companies, government undertakings, private
sector organizations, educational institutions, distributors, dealers, et al.
The marketing of products and services to businesses is a major component of the
marketing activity in any economy. This course explores the marketplace in which this
activity takes place. It covers an understanding of the unique nature of the business
customers’ needs, and the complexities of developing an effective marketing strategy. It
covers organizational buying behavior, and the unique characteristics of the B2B
customer. In the process, it will help develop strategies and presentations to market
products and services to this customer.
COURSE OBJECTIVE
This course is an elective course. It focuses on developing an analytical approach to, and
to apply business-to-business marketing principles in "real world" scenarios. This course
seeks to bridge the gap between business-to-business marketing theory and practical
application.
Throughout, the course aims to integrate ethical considerations into discussion of
business-to-business marketing topics. The course will build the theoretical framework
for business marketing decisions, and illustrate its use in several case situations.
LEARNING OUTCOMES
The prime learning outcomes of this course is to provide the theoretical knowledge and
practical skills to understand the complexity of industrial and business-to-business
markets, as well as the selling and buying strategies used in them.
The needs of organizational buyers are different from those of individuals and
households. At the end of the course the student would be in a position to understand
these differences:
 Appreciate the nature of industrial goods and services and be able to
differentiate them from consumer markets
 Be capable of analyzing industrial markets on the basis of competitive
advantage, organizational capability, and the strategies employed by the firm.
 Define and apply industrial buying behavior.
 Understand competitive realities of the marketplace, relationship
management, cross-functional decision making processes, supply chain
management, and product quality.
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 Explore market analysis, organization buying behavior, procurement, and
logistics.
 Formulate the business marketing mix: product or service, channels of
distribution, pricing, personal selling, advertising, and sales promotion.
 Plan for and acquire marketing information.
 Achieve market leadership by creating customer satisfaction through product
innovation, product quality, and customer service.
A comprehensive knowledge of marketing management would help in understanding
and dealing with the challenges and opportunities provided by businesses.
The topics covered in this course could/would overlap topics in other courses in the
marketing curriculum.
PEDAGOGIC TOOLS
The course is structured as a series of classroom sessions that would cover both lectures
and case discussions. The student is expected to participate in the discussions, and in
exercises conducted during the class, as an individual and/or as part of a group.
The text that would be followed is: Business Marketing Management: B2B by Hutt and
Speh. Adequate copies of the book have been placed in the library.
The cases / other assignments need to be done in teams of three or four students each.
The teams will be decided on the first day of class.
As highlighted in the core course on Communication, there is no obvious, or exclusive,
analysis of a case. Approach the case as an outsider, called in to consult by a senior
manager named in the case. Pay particular attention to the who, when, how, where and
what dimensions of the recommendations you give as the consultant. Do not dump the
problem back in your client's lap with a recommendation like, "You must develop a new
mission statement to better define strategic opportunities." If there are specific questions
after each case, make sure that you address them in the analysis.
The course comprises 20 sessions, each of 90 minutes duration (30 hours). The time spent
outside these sessions in preparation (expected) would be about 90 hours.
Case analysis and presentations will be scheduled during the course. Those given in the
Session Plan are indicative. Case material and topics for presentations will be given in
advance.
GRADING
Grading will follow the following pattern:
Class tests (3) 30
Mid-term examination 20
End-term examination 50
Total 100
The dates for the “class tests” will be specified during the course. The mid- and end-term
examinations will be held on dates announced by the Dean’s office.
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COURSE SCHEDULE
Date Day Session Code Subject Time
Trim5-S-01 Introduction 0830 to 1000 hrs.

22-Sep Tue
Trim5-S-02 Segmentation 1010 to 1140 hrs.
Trim1-S-03 Buying Process - 1 0830 to 1000 hrs.
29-Sep Tue
Trim1-S-04 Buying Process - 2 1010 to 1140 hrs.
Trim1-S-05 Case Discussion 0830 to 1000 hrs.
06-Oct Tue
Trim1-S-06 Quiz 1, Market Intelligence 1010 to 1140 hrs.
Trim1-S-07 Demand Intelligence 0830 to 1000 hrs.
13-Oct Tue BM Strategy – Competitive
Trim1-S-08 1010 to 1140 hrs.
Advantage
BM Strategy – Competitive
Trim1-S-09 0830 to 1000 hrs.
Advantage
20-Oct Tue
Strategies For The Global
Trim1-S-10 1010 to 1140 hrs.
market
Trim1-S-11 Managing the Product Line - A 0830 to 1000 hrs.
29-Oct Thu
Trim1-S-12 Managing the Product Line - B 1010 to 1140 hrs.
03- Trim1-S-13 Managing Innovation 0830 to 1000 hrs.

Tue
Nov Trim1-S-14 Managing Services 1010 to 1140 hrs.
Trim1-S-15 Managing Channels 0830 to 1000 hrs.
17-
Tue Quiz 2, Managing Channels
Nov Trim1-S-16 1010 to 1140 hrs.
(Logistics)
01- Trim1-S-17 Pricing 0830 to 1000 hrs.
Tue
Dec Trim1-S-18 Advertising & Sales Promotion 1010 to 1140 hrs.
Quiz 3, Managing Personal
08- Trim1-S-19 0830 to 1000 hrs.
Tue Selling
Dec
Trim1-S-20 Wrap-up 1010 to 1140 hrs.
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SESSION PLAN
Session Trim5-S-01: Introduction
It serves as an introduction to the course and to the fundamental of business markets –
nature, size and dynamics of the sector. It also establishes the main elements of B2B
marketing.
 Understand what is meant by business-to-business marketing.
 Understand the types customers in the business market and the implications for
a business-to-business (B2B) marketer.
 Understand the types of goods purchased and the implications for a B2B
marketer.
 Understand the differences between business marketing and consumer
marketing and the implications for a B2B marketer.
Readings:
 Hutt & Speh (7th Edition): Chapter 1
 Kasturirangan, Isaacson: Scope and Challenge of Business-to-Business Marketing
Session Trim5-S-02: Segmentation
This session focuses on different approaches to segmenting B2B markets. It develops
conventional approaches and explores issues governing implementation and
practicalities of B2B segmentation.
 Understand segmentation and its importance to a B2B marketer.
 Understand potential bases and why they are relevant to segment a market.
 Understand how cluster analysis can be used to segment a market.
 Discuss the pros and cons of this method.
 Understand how to evaluate and select market segments.
Readings:
 Joshua Stein: Customer Segmentation in Business-to-Business Markets
Session Trim5-S-03 & 04: Buying Process

Buying process in B2B markets is considered to be one of the most important issues in
B2B marketing because of the different buying procedures and behavior of the
customers.
 Understand the different stages in the organizational buying process.
 Draw strategy implications for the different stages in the buying process from the
point of view of a B2B marketer.
 Explain the meaning and importance of "value" to a B2B marketer.
 Explain how value can be measured and determine the pros and cons of each
method.
 Explain how satisfaction can be measured and the implications for a B2B
marketer.
 Explain the impact of different forces on organizational buying behavior.
 Draw strategy implications for the impact of the different forces from the point of
view of a B2B marketer.
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Readings:
 Hutt & Speh (7th Edition): Chapters 2 & 3
 Corey: Industrial Buyer Behavior
 Bonoma: Who Really Does The Buying?
Session Trim5-S-05: Case Discussion
Case to be given
Session Trim5-S-06 & 07: Quiz 1, Marketing Intelligence & Demand Analysis
The main aspects of the topic relates to functional systems of data gathering and
management as well as specific issues of marketing research in B2B markets.
 Understand specific techniques to effectively measure market and sales potential.
 Understand specific techniques to effectively measure sales forecasts.
 Discuss the pros and cons of these methods.
Readings:
Session Trim5-S-08 & 09: Business Strategy

This session will cover Marketing’s strategic role and will define the components of a
business model
Readings:
 Werther, Kerr: The Shifting Sands of Competitive Advantage
Session Trim5-S-10: Strategies for Global Markets

The session will look at the sources of global advantage and how it can be made use of
to help the B2B marketer.
 Understand how the different stages of economic development impact the
demand for industrial goods and draw strategy implications for a B2B marketer.
 Understand political and national implications affecting demand for industrial
goods.
 Understand the impact of economic development on product design and quality
and draw implications for a B2B marketer.
 Understand the importance of service and draw implications for a B2B marketer.
 Understand the importance of standards and draw implications for a B2B
marketer.
 Understand common channel alternatives and determine the pros and cons of
each alternative.
 Understand the price-quality relationship and its impact on a B2B marketer.
Readings:
Session Trim5-S-11 & 12: Managing the Product Line
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This session examines the nature and features of B2B products and services. These
constitute some of the essential elements through which organizations operating in B2B
market develop value-based propositions for their customers. Product market
portfolios, including the product and technology life cycles, new product development
processes in B2B markets are investigated.
 Understand how marketers can use different methods to meet the product
requirements of the marketplace, the pros and cons of each method, and the
implications for a B2B marketer.
 Understand how marketers can meet the service requirements of the market
place, the pros and cons, and the implications for a B2B marketer.
Readings:
 Anderson, Narus and Rossum: Customer Value Propositions in Business Markets
Session Trim5-S-13: Managing Innovation

An organization for its survival must innovate – keep at least abreast, if not move ahead,
of its rivals. It must provide its clients with improved products and services. This activity
of innovation entails risks, but brings with rewards too.
Readings:
 Langdon Morris: How to Innovate: The Innovation Process
Session Trim5-S-14: Managing Services
The importance of Services and its marketing poses challenges not usually encountered
in the marketing of products. Services play a crucial role in ensuring customer
satisfaction and loyalty.
Readings:
Session Trim5-S-15 & 16: Managing Channels, Quiz 2
This part covers marketing channels, supply chains and networks in B2B markets -
examining their role, purposes and structures and explores the challenges of managing
inter-organizational relationships within the marketing channel or network..
 Understand the different types of B2B marketplaces and their advantages for
buyers and sellers.
 Understand the mechanisms by which these marketplaces create value.
 Understand the bias of a marketplace and when it is likely to succeed.
 Determine the characteristics of industries in which marketplaces are more likely
to succeed and understand the implications for a B2B marketer.
 Understand what is meant by a hybrid marketing system and the advantages and
problems associated with creating hybrid marketing systems.
 Understand how to design a hybrid marketing system.
 Design a hybrid marketing systems for a firm adding an internet channel.
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 Understand how to manage a hybrid marketing system.
Readings:
 Robert E Spekman: Designing Channels of Distribution
Session Trim5-S-17: Pricing

The price of a product or service is a major factor for any industrial buyer. This session
looks at the pricing strategies open to a seller of industrial goods and services.
 Understand the role of price
 Understand the central elements of a pricing policy
 Understand how to determine whether or not to submit a bid.
 Understand how to determine what price to bid.
 Understand the importance of undertaking pricing market research to develop a
continuing price information system.
Readings:
Session Trim5-S-18: Advertising & Sales Promotion

This session focuses on the nature and characteristics of the individual communication
tools and media of the B2B promotional mix. Attention is giving to the importance of the
personal selling and direct marketing in this sector, but also to the characteristics and
usage of exhibitions, sponsorships, public relations and the role of the Internet within
B2B marketing communications.
Readings:
Session Trim5-S-19: Quiz 3, Managing Personal Selling
This topic examines the nature and role of external relations and networks in
implementing marketing strategy, their impact on a firm’s marketing performance and
how they are managed.
One of the most important aspects of marketing is relationship and network
management which involves developing and managing the relationships with external
organizations in order to gain access to and develop key resources and competences.
 Understand the different types of relationships that exist between buyers and
sellers.
 Understand the conditions under which different relationships are formed.
 Determine which types of marketing strategies would be appropriate for different
buyer-seller relationships.
Readings:
Session Trim5-S-20: Wrap-up
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PGDM Trimester 05
MARKETING IMPLEMENTATION
Introduction
Marketing Strategy has occupied the centre-stage in marketing curriculum in academia
for a long time. An array of models and analytical tools offer support to managers to
tailor their strategies to market requirements. Over a period, in an increasingly
competitive environment, strategies of rival firms have begun to look alike, blunting,
even neutralizing the original 'strategic edge'. Then, how do you build competitive
advantage- — by rapidly acquiring and embedding newer and sharper skills for
effective implementation of these otherwise similar strategies.
Operating Marketing Managers rarely enjoy the cozy comfort of armchair strategy nor
breathe the air of 'blank paper strategy'. They are out there in the 'trenches' facing the
more difficult but more exciting array of operational issues — involving others in and
outside of the firm, scanty resources to get the various marketing jobs needing
immediate attention done , inability to monitor what is being done , and dealing with
organizational inadequacies or impediments ( Bonoma , 1984). Grappling with these
issues, often intractable, is the heart of implementation or execution and the soul of good
marketing practice and serves as the source of enduring competitive advantage.
Learning Outcomes
The objective of the module is to help participants acquire skills to manage their
marketing efforts effectively. More specifically, it aims to
1. Discriminate issues related to implementation as against the better known and
more popular issues related to strategy.
2. Diagnose a marketing problem-situation and uncover the causes as strategy-
related or implementation-related or both.
3. Construct a useful template to guide good marketing practice.
Course Coverage
1. Marketing Practice - What is it? Where does it happen?
2. Marketing Implementation — A Conceptual Framework
3. Discriminating problems of execution from problems of strategy — A
Diagnostic Tool
4. Managing Marketing- at the level of functions and programmes
5. Inducting a Marketing Practice template
Course Methodology
• Learning in this module is primarily driven by case discussions
• A thorough and penetrative analysis is expected from the participants in order to
untangle
the marketing problem knot into strategy vs. implementation threads, in preparation
for an effective solution
• A very high degree and quality of class participation is an essential requirement for
an effective learning in this module.
144
Grading
Class Participation 10%
Case Assignment 30%

Case Presentation 10%
End-Term 50%
Total 100%
Read Material
This has been provided in the Course Handout. This material has been drawn/ adapted
from the book 'Managing Marketing- Text, Cases & Readings ' by Thomas V. Bonoma,
The Free Press, 1984.
Session Schedule
Sessio Read Material (Refer Course
Topic
n No. Handout)
• Introduction to Marketing Implementation
• Strategy — Implementation Dyad
• Analytical Framework for uncovering
1 Introductory Note: Basics &
issues
Actions
• Vocabulary for managing the Marketing
Function
2&3 Case-1: Computer Devices Inc. Refer 'Questions to Aid Case
Analysis'
Case-2: The Gillette Company: Personal Care
4&5 Same as above
Division
• Learning so far - Stock -Taking
• Implementation of Marketing Functions
• Marketing Operations Revisit the Introductory Note
6 &7
• Criteria for good practice (above)
• Conceptual thinking towards better practice
• Implementation Skills
• Note: Get More out
Case-3: Trade Shows: National Mine Service of your Trade Shows
8&9
Company • Refer 'Questions to
Aid case Analysis’
Refer 'Questions to Aid case
10 & 11 Case-4: Kramer Pharmaceuticals
Analysis’
12& 13 Case-5: Pricing: The Hertz Corporation Refer 'Questions to Aid Case
Analysis'
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• Learning so far - Stock -Taking
• Implementation of Marketing Programme
Introductory Note: Program &
14 & 15 o Programme Management in marketing
Policy
o Reinforce practice skills
o Bridge between Programme & Policy
Case-6: North American Lighting Refer

Phillips 'Questions to
16 & 17
Corporation Aid Case Analysis'
Case-7: Alcan Aluminium Corporation: Building Refer 'Questions to
18 & 19 Products Division Aid Case Analysis'
20 Course Integration
Note: 'Questions to Aid Case Analysis' is intended to serve only as sign-posts for the
general direction of your analysis. You have to still find your own way to arrive at your own
destination!
Questions to Aid Case Analysis
Case -1: Computer Devices Inc.
1. What went wrong with Blitz?
2. What is your view of CDI, its market position, organization, and strategy?
3. How effective and efficient is CDI at marketing?
4. How do you evaluate selling execution at CDI?
5. What do you think of the 1206 programme - its structure, organization, and
execution?
6. What are the political ramifications of the 1206 programme within CDI? Who
will get hurt if it fails?
7. What should Mr.Stofer do?
Case -2: The Gillette Company: Personal Care Division
1. What should Ms.Christie do after lunch?
a) To whom should she speak first?
b) What should she say to Lombardi? To Freedman?
2. How important to PCD is the Silkience franchise? What is at risk?
3. How critical was ATW's participation to the success of Silkience
conditioner?
4. What difference do you see between the conditioner and shampoo
programmes?
5. What checks & balances should be placed on outsiders working with the
firm? How should these be maintained and allowed to evolve over time?
Case —3: Trade Shows: National Mine Service Company
1. Why do companies go to Trade Shows?
2. What are NMS's Communication Objectives?
3. Does the Buying Process for mine equipment seem consistent with the
marketing communication tools NMS is bringing to bear?
146
4. Did the Coal Show satisfactorily introduce the 2460?
5. How effective was NMS's participation in this show? How would you
audit the show from a marketing perspective?
6. Is NMS's marketing spend allocated correctly among Ads. Personal
Selling, Sales Promotion etc.? Between MMD, HD & DPD?
7. McElhattan has authorized a $6m Market Communication Budget for
1981. How will you spend it?
Case – 4: Pricing: The Hertz Corporation

1. How could something like this happen to someone like March?
2. Was it a ‘management failure’ or Marsh’s fault?
3. Why is Kramer so worried about one simple firing?
4. Evaluate Marsh and his performance at Kramer
5. Evaluate Kramer’s sales management and its organization for selling
6. What do you think of recruitment/selection, training, field supervision,
compensation, performance evaluation, and termination policies at Kramer?
7. What will you do?
8. Think about it – who owns the customer? The sales representative or the
company?
Case – 5: Pricing: The Hertz Corporation

1. What is the. problem in this case?
2. What do you make of the industry and the company?
3. Is Hertz a 'well-managed’ company?
4. How good is the 'no-mileage' strategy?
5. Will it work, or will Hertz have to go back to time-plus-mileage?
6. What was the reaction to the plan?
7. What is your contingency plan to go back to time-plus-mileage?
8. What should Ben Bidwell do? Craig Koch?
Case — 6: North American Phillips Lighting Corporation

1. Was NAPLC's strategy sound?
2. Did the program have even' chance of working?
3. What is the overarching problem in this case?
4. What are the company and the industry like?
5. Why is the grocery trade characterized by single brands? Are they resistant
to making profits?
6. Dissect the Project Shopping Cart. Why did it fail?
7. Did management want it to succeed?
8. If NAPLC had got the bulbs on to the shelves, would they have sold?
9. What should Hayes do now?
cxlvii
Case 7: Alcan Aluminum Corporation: Building Products Division
1. What is the real issue in this case? Is the situation untenable?
2. What is AAL up to? What is the Corporation's status and strategy?
3. What are the interlocks and interrelationships among the various entities?
4. What is happening in the Aluminum market overall? in the aluminum and
vinyl sliding markets ?
5. How do the various parties react to the siding decision?
6. What are the 'troops' you have to work with in solving the problem?
7. Which of the many available marketing and sales force implementation tools
will you invoke to solve the problem?
8. What will you do?
9. Have you heard of defensive marketing? What does a good manager do when
asked to deliver the impossible?
**********Good Luck ********
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PGDM Trimester 05
BRAND MANAGEMENT
Learning Objectives,
Brand Management is a subject of great interest and concern to anyone in the B to C, B
to B, NGO, and even in Government undertakings. Branding principles can be applied
to a product, person, an idea, or to entertainment. Its relevance and importance has
grown with the changes brought about by technology and the fast paced life-style of
today.
The objective of the course is to provide an understanding of theoretical constructs that
underlie Strategic Brand Management, and enable their application in the business
contexts.
 Theme 1: Introduction to the Concepts - Brand and Brand Equity
 Theme 2: Customer Based Brand Equity
 Theme 3: Band Positioning and Values
 Theme 4: Choosing Brand Elements to Build Brand Equity
 Theme 5: Designing Marketing Programs to Build Brand Equity
 Theme 6: Integrating Marketing Communications to Build Brand Equity
 Theme 7: Leveraging Secondary Brand Knowledge to Build Brand Equity
 Theme 8: Developing Brand Equity Measurement and Management Systems
 Theme 9: Measuring Sources of Brand Equity – Customer Mindset
 Theme 10: Measuring Sources of Brand Equity – Market
Performance
INTRODUCTION
 INTERODUCTION TO THE CONCEPTS - BRAND AND BRAND EQUITY
 Understand - What is a brand; What can be branded; Why brands matter.
 Understand the concept of Consumer Based Brand Equity (CBBE) - the Benefits, and
Sources
 Understand the Importance of Brand Knowledge in creating CCBE, and why it is
considered a ‘Bridge’.
 Understand the concepts of Brand Positioning and Values.
 Understand the implications of Brand Building Today.
 IDENTIFYING AND ESTABLISHING BRAND POSITIONING

 CUSTOMER BASED BRAND EQUITY
 Apply Keller’s Pyramid Model for creating CONSUMER BASED BRAND EQUITY
(CBBE).
 Apply the CBBE Framework of Brand Awareness and Image.
 Remember the centrality of the brand in Marketing Strategies.
 Apply the four steps to building strong brands.
cxlix
 BAND POSITIONING AND VALUES
 Understand the concept, and analyze and create Brand Positioning.
 Understand, identify Brand Values.
 Understand other brand development models - Brand Identity Models by Aaker’s and
Kapferer
PLANNING AND IMPLEMENTING MARKETING PROGRAMS

 CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITY
 Recall the different brand element options
 Recall the tactics and criteria for choosing Brand Elements
 Create and evaluate Brand Elements.
ASSIGNMENT PRESENTATIONS
 DESIGNING MARKETING PROGRAMS TO BUILD BRAND EQUITY
 Understand the New Marketing Perspective.
 Understand the CBBE orientation to Marketing Programs.
 Create a CBBE based Marketing Plan.
 INTEGRATING MARKETING COMMUNICATIONS TO BUILD BRAND EQUITY

 Understand the various Information Processing Models of Communication.
 Understand the different Communication Options.
 Understand the criteria for IMC Programs using IMC choice criteria.
 Create an IMC program.
 LEVERAGING SECONDARY BRAND KNOWLEDGE TO BUILD BRAND

EQUITY
 Understand the Leveraging Process and when Secondary Associations can be used to
build brand equity.
 Understand the various Secondary Association Options.
 Create the necessary Secondary Associations to build CBBE
 MEASURING AND INTERPRETING BRAND PERFORMANCE
 DEVELOPING BRAND EQUITY MEASUREMENT AND MANAGEMENT

SYSTEMS
 Understand and remember the Brand Value Chain Model.
 Understand and remember the different Brand Equity Measurement and Management
Systems.
 Understand the Brand Management Organization.
 MEASURING SOURCES OF BRAND EQUITY – CUSTOMER MINDSET
cl
 Understand the research techniques - qualitative and quantitative deployed
 MEASURING SOURCES OF BRAND EQUITY – MARKET PERFORMANCE

 Understand the Comparative and Holistic Methods of measuring outcomes
 Understand Aaker’s Brand Equity 10
 GROWING AND SUSTAINING BRAND EQUITY
 BRANDING STRATEGIES
 Apply the Branding Strategy tools - Brand Product Matrix and Brand Hierarchy
 Understand how to Build Equity at Different Brand Hierarchy levels
 Understand the Corporate Image Dimensions, and Hierarchy levels.
 Understand Aaker’s Brand Portfolio Strategy.
 Create Branding Strategies.
 INTRODUCING AND NAMING NEW PRODUCTS AND BRAND EXTENSIONS

 Understand Brand Extensions - advantages and disadvantages.
 Understand Kapherer’s Brand Extension criteria.
 Understand how to Introduce and Name new products and Brand Extensions.
 Evaluate Brand Extension Opportunities.
 MANAGING BRANDS OVER TIME

 Understand and be able to appropriately apply strategies to Reinforce brands
 Understand Kapferer’s ‘Signs of Brand Aging’.
 Understand and be able to appropriately apply strategies to Revitalize brands
 MANAGING BRANDS OVER GEOGRAPHIC BOUNDRIES AND MARKET

SEGEMNTS
 Understand the compulsions for Going Global
 Understand and apply Standardization versus Customization strategies.
 Understand the Global Brand Strategies that build Global CBBE.
 Understand the Kapferer’s Globalization Strategies
 Understand Aaker’s Organization Structure for Globalization
 FUTURE BRAND PRIORITIES

 Understand the importance of Brands in the Future.
 Understand the Tradeoff to be made when building, measuring, managing brand
equity.
 REFERENCE BOOK –
 Strategic Brand Management by Kevin Lane Keller
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 Strategic Brand Management by Jean Novel Kapferer
 Building Strong Brands by David Aaker
 Brand Management by Harsh V Verma
 Economic Times and Business Magazines
 EVALUATION –
 Case studies : 10%
 Group assignments : 10%
 Mid-term test : 20%
 Quiz : 10%
 Final test : 50%
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SESSION 1
INTRODUCTION
THEME 1: INTRODUCTION TO THE CONCEPTS - BRAND
AND BRAND EQUITY
 Understand - What is a brand; What can be branded;

Why brands matter.
 Understand the concept of Consumer based Brand
Equity (CBBE) - the Benefits, and Sources
 Understand the Importance of Brand Knowledge
in creating CCBE, and why it is considered a ‘Bridge’.
 Understand the concepts of Brand Positioning
and Values.
 Understand the implications of Brand Building today.
SESSION 2
IDENTIFYING AND ESTABLISHING BRAND POSITIONING
THEME 2: CUSTOMER BASED BRAND EQUITY
 Apply Keller’s Pyramid Model for creating

CONSUMER BASED BRAND EQUITY (CBBE).
 Apply the CBBE Framework of Brand Awareness
and Image.
 Remember the centrality of the brand in Marketing
Strategies.
 Apply the four steps to building strong brands.
SESSION 3
THEME 3: BAND POSITIONING AND VALUES
 Understand the concept, and analyze and create

Brand Positioning.
 Understand, identify Brand Values.
 Understand other brand development models –
Brand Identity Models by Aaker’s and Kapferer
SESSION 4
PLANNING AND IMPLEMENTING MARKETING PROGRAMS
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THEME 4. CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITY
 Recall the different brand element options

 Recall the tactics and criteria for choosing
Brand Elements
 Create and evaluate Brand Elements.
SESSION 5
ASSIGNMENT PRESENTATIONS
SESSION 6
THEME 5: DESIGNING MARKETING PROGRAMS TO BUILD
BRAND EQUITY
 Understand the New Marketing Perspective.
 Understand the CBBE orientation to Marketing Programs.
 Create a CBBE based Marketing Plan.
SESSION 7
THEME 6: INTEGRATING MARKETING COMMUNICATIONS
TO BUILD BRAND EQUITY
 Understand the various Information Processing

Models of Communication.
 Understand the different Communication Options.
 Understand the criteria for IMC Programs using IMC
choice criteria.
 Create an IMC program.
SESSION 8
THEME 7: LEVERAGING SECONDARY BRAND KNOWLEDGE
TO BUILD BRAND EQUITY
 Understand the Leveraging Process and when

Secondary Associations can be used to build
brand equity.
 Understand the various Secondary Association
Options.
 Create the necessary Secondary Associations
to build CBBE
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SESSION 9 & 10
MID TERM TEST
SESSION 11
MEASURING AND INTERPRETING BRAND PERFORMANCE
THEME 8 : DEVELOPING BRAND EQUITY MEASUREMENT AND
MANAGEMENT SYSTEMS
 Understand and remember the Brand Value Chain Model.
 Understand and remember the different Brand Equity
Measurement and Management Systems.
 Understand the Brand Management Organization.
SESSION 12
THEME 9: MEASURING SOURCES OF BRAND EQUITY –
CUSTOMER MINDSET
 Understand the research techniques - qualitative
and quantitative deployed
SESSION 13
THEME 10: MEASURING SOURCES OF BRAND EQUITY –
MARKET PERFORMANCE
 Understand the Comparative and Holistic Methods
of measuring outcomes
 Understand Aaker’s Brand Equity 10
SESSION 14
GROWING AND SUSTAINING BRAND EQUITY
THEME 11: BRANDING STRATEGIES
 Apply the Branding Strategy tools - Brand Product
Matrix and Brand Hierarchy
 Understand how to Build Equity at Different Brand
Hierarchy levels
 Understand the Corporate Image Dimensions,
and Hierarchy levels.
 Understand Aaker’s Brand Portfolio Strategy.
 Create Branding Strategies.
SESSION 15
THEME 12: INTRODUCING AND NAMING NEW PRODUCTS
AND BRAND EXTENSIONS
 Understand Brand Extensions - advantages
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and disadvantages.
 Understand Kapherer’s Brand Extension criteria.
 Understand how to Introduce and Name new
products and Brand Extensions.
 Evaluate Brand Extension Opportunities.
SESSION 16
THEME 13: MANAGING BRANDS OVER TIME
 Understand and be able to appropriately apply
Strategies to Reinforce brands
 Understand Kapferer’s ‘Signs of Brand Aging’.
 Understand and be able to appropriately apply
strategies to Revitalize brands
SESSION 17
THEME 14: MANAGING BRANDS OVER GEOGRAPHIC
BOUNDRIES AND MARKET SEGEMENTS
 Understand the compulsions for Going Global
 Understand and apply Standardization versus
Customization strategies.
 Understand the Global Brand Strategies that build
Global CBBE.
 Understand the Kapferer’s Globalization Strategies
 Understand Aaker’s Organization Structure for
Globalization
SESSION 18
THEME 15: FUTURE BRAND PRIORITIES
 Understand the importance of Brands in the Future.

 Understand the Tradeoff to be made when building, measuring, managing
Brand equity.
SESSION 19 & 20
CASE PRESENTATIONS
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PGDM Trimester 05
SERVICES MARKETING
Understanding Service business and developing knowledge, skills and attitude required
to effectively market services are relevant for managers across industries. Content and
pedagogy of Services Marketing course aim at developing the same. Case studies,
readings and exercises place participants in multiple industry settings and equip them
with concepts and tools to make effective marketing decisions.
1. Services Marketing: People, technology and strategy, by Lovelock, Wirtz and
Chatterjee. (Primary Reference)
2. Services Marketing: Integrating customer focus across the firm, by Zeithaml

and Bitner
3. Services Manageemnt and Marketing by Christian Gronroos
GRADING PATTERN:
 Assessment 1- Quizzes and Class participation 15%
 Assessment 2- Project/s 15%
 Assessment 3- Case Analysis 20%
 END TERM 50%
SESSION PLAN
CASE
THEMES MODULES STUDIES/READINGS/A
SSESSMENT
1-Introduction Introduction to service Case: Sullivan auto
(Sessions: 1-4) marketing: Case: TLContact
Quiz-1 (session-3)
Customer satisfaction in service 3-stage model of service

business consumption
Assignment-2_Customer
satisfaction
1A-Service Quality Service quality Case: Starbucks:
(Sessions: 5-6) Delivering customer
service
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Assignment-1_Servqual
Quiz-2 (session-6)
2-4Ps (Sessions: 7- Developing a service product Case: SBI

12) Case: Meru/easy car
Case: IKEA
Service pricing: Case: Accra beach

Revenue management, price Case: Coyote loco
fences, and customer responses
Service distribution Case: Eko
Case: Drishti eye-care
Service promotion Case: Commerz bank
Quiz-3 (session-9)
Extended service Managing Service Process Service blueprint

marketing mix 3A- Managing Service Capacity Case: Shouldice hospital
process (Sessions:
13-14)
3B-People Service Profit Chain Case: Ritz carlton
(Sessions: 15) Case: Singapore airline
Berry; RGP
3C-Physical Servicescape Ikea
evidences Observation exercise
(Sessions: 16)
4-Service Brand Mayo clinic (article by
(Sessions: 17) L.Berry)
5- Service Service recovery Case: Four Customers in
Implementation Search of Solutions
(Sessions: 18)
6- Conclusion Project Assessment
(Sessions: 18)
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PGDM Trimester 05
MARKETING ANALYTICS
COURSE OBJECTIVE
Marketing professionals increasingly encounter intense competition in almost every
market. The burgeoning number of channels that are available to marketers to reach out
to customers offer unprecedented opportunities to communicate with customers and
allow customers to participate like never before in creating product and service
offerings. However, this plethora of options makes it more difficult to determine the
most desirable strategies and the most effective and efficient portfolio of marketing
alternatives – whether for product, pricing, promotion or place decisions. Competitive
advantage will depend increasingly on marketing professionals’ ability to wring
information from data, and to harness that information to enhance practical, real-world
marketing decision making. This course is designed to equip marketing professionals
with the skills to use and to apply quantitative models to marketing problems.
LEARNING OUTCOMES
On successfully completing the course, students will be:
 Familiar with analytics techniques used to extract information from marketing
data, and will be able to select those most appropriate to the context
 Able to interpret the output of commonly used analytics software
 Able to analyse the information contained in computer output, and apply this
information to address, among others, marketing problems such as identifying
market segments, classifying customer profiles, positioning, selecting product
features to offer, designing marketing campaigns, and allocating resources to
marketing inputs to maximise returns on marketing investments
SCOPE OF THE COURSE

 The study plan covering recommended reading, classroom sessions and group
activity corresponding to each session are outlined below.
 It is expected that the material in “Recommended Reading” be studied, preferably
before the session. Quizzes and examinations may include questions on this
material.
 The course is spread over 20 sessions. Each session will be of 90 minutes duration;
the course duration is 30 hours.
 In addition to class room teaching and discussion, the following academic
involvement is essential for an effective learning of the course:
o Average pre-session reading per theme – 2 hours
o Average group activity time – 3 hours
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PEDAGOGIC TOOLS

 Handout of lecture material
 Exercises involving the use of computer software, and related data sets
 Reference books
 Recommended reading
 These books are recommended as reference books:

 Rajkumar Venkatesan, Paul W. Farris, and Ronald T. Wilcox. Cutting
Edge Marketing Analytics. Pearson Education, Upper Saddle River, New
Jersey, July 2014.
 Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, and David J. Reibstein.
Marketing Metrics: 50+ Metrics Every Executive Should Master, Pearson
Education, Upper Saddle River, New Jersey, 2006
 Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E.
Anderson, (2010). Multivariate Data Analysis, 7th Edition, Pearson
Prentice Hall.
 Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining
Techniques: For Marketing, Sales, and Customer Relationship Management,
3rd Edition, Wiley.
GRADING
o Class participation - 10%
o Group activity / presentation - 10%
o Quizzes (objective tests; best 2 of 3) - 30%
o End Term Exam - 50%
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SESSION 1
THEME 1: Introduction to Marketing Analytics
Recommended reading
1. William J. Hauser, (2007) "Marketing analytics: the evolution of marketing research in
the twenty‐first century", Direct Marketing: An International Journal, Vol. 1 Iss: 1, pp.38
– 54
2. Browse reference, “Marketing Metrics: 50+ Metrics Every Executive Should Master”
Classroom Session
(90 min*1)
 An overview of marketing analytics

 Some key marketing metrics
 Commonly used multivariate data analysis techniques
 Data sources in India
SESSIONS 2, 3 & 4
THEME 2: Marketing Mix Modelling
Recommended reading
1. Tellis, Gerard J. (2006), “Modeling the Marketing Mix,” Handbook of Marketing
Research, ed Rajiv Grover, Thousand Oaks: Sage Publications, p 506-522.
2. Joseph, Joy V., Understanding Advertising Adstock Transformations (May 15, 2006).
Available at SSRN: http://ssrn.com/abstract=924128
Classroom Session
(90 min*3)
 Multiple regression: A quick review

 Response variables in MMM
 Explanatory variables in MMM
 Building an MMM
 Validating the MMM
 Regression and time-series data
 Contribution of marketing inputs to sales
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 Marketing inputs and ROI
 MMM and resource optimisation
Group Assignments
Exercise 1: Building a marketing mix model

Exercise 2: Optimising marketing resources given a marketing mix model
SESSIONS 5 & 6
THEME 3: Cluster Analysis for Market Segmentation
Recommended reading
1. Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining Techniques: For
Marketing, Sales, and Customer Relationship Management, 3rd Edition, Wiley,
Chapter 11.
2. Claudia Jurowski and Allen Z. Reich, (2000) “An Explanation and Illustration of
Cluster Analysis for Identifying Hospitality Market Segments”, Journal of
Hospitality & Tourism Research”. Vol 24. pp. 67 – 91.
Classroom Session
(90 min*2)
 Data-driven marketing segmentation

 What is cluster analysis?
 Clustering vs classification
 Clustering methods
 Hierarchical agglomerative clustering
 K-Means clustering
Group Assignment
Exercise 3: Exercise on identifying market segments using cluster analysis
Quiz 1
Topics: Introduction, Marketing Mix Modelling
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SESSIONS 7 & 8
THEME 4: Discriminant Analysis for Classification
Recommended reading
1. Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E. Anderson,
(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Chapter 5
2. Carl J. Huberty (Jan 1984). “Issues in the use and interpretation of discriminant
analysis.” Psychological Bulletin, Vol 95(1), pp 156-171.
Classroom Session
(90 min*2)
 What is discriminant analysis?

 The discriminant function
 Estimating the multiple discriminant model
 Interpreting weights and loadings
 Validating the model
 Territorial map
Group Presentation
Group 1: Exercise on building a marketing mix model
Group Assignment
Exercise 4: Exercise on classifying customer profiles using discriminant analysis
SESSIONS 9 & 10
THEME 5: Factor Analysis for Simplifying and Understanding Marketing Data
Recommended reading
1. Lindsay I Smith (2002). “A Tutorial on Principal Components Analysis.”
http://www.cs.otago.ac.nz/cosc453/student_tutorials/principal_components.pdf
2. Andy Field. "Factor Analysis" http://www.statisticshell.com/docs/factor.pdf
Classroom Session
(90 min*2)
 Factor analysis: Dimension reduction and structure detection

 Correlation among analysis variables
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 Number of factors to extract
 Factor loadings
 Communality
 Factor rotation
 Factor scores
Group Presentation
Group 2: Exercise on optimising marketing resource allocation, given a marketing mix
model
SESSION 11
THEME 6: Multidimensional Scaling for Positioning
Recommended reading
(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Chapter 8.
2. C. Carl Pegels and Chandra Sekar (1989).”Determining Strategic Groups Using
Multidimensional Scaling”, Interfaces, Vol. 19, No. 3, pp. 47-57
Classroom Session
(90 min*1)
 Creating a map of India

 What is multidimensional scaling?
 Obtaining a solution with paired comparisons
 Obtaining a solution with attribute ratings
 Validating and improving the model
 Interpreting the map
Group Assignment
Exercise 5: Exercise on classifying brand/product positioning using multidimensional
scaling
Quiz 2
Topics: Cluster analysis, discriminant analysis
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SESSIONS 12 & 13
THEME 7: Conjoint Analysis for Product Decisions
Recommended reading
1. Joseph Curry (1996). “Understanding Conjoint Analysis in 15 Minutes”, Sawtooth
Software. RESEARCH PAPER SERIES, Sawtooth Technologies, Inc.
2. Paul Green, Abba Krieger, and Yoram Wind, “Adventures in Conjoint Analysis:
A Practitioner’s Guide to Trade-off Modeling and Applications” Chapter 12,
https://marketing.wharton.upenn.edu/faculty/green/monograph/
Classroom Session
(90 min*2)
 Data-driven product design

 What is conjoint analysis?
 Calculating part worth utilities
 Interpreting conjoint analysis results
 Simulating market share
Group Presentation (Session 13)

Group 3: Exercise on conjoint analysis
Group Assignment
Exercise 6: Exercise on product features decisions using conjoint analysis
SESSIONS 14
THEME 8: Customer Relationship Management: RFM Analysis
Recommended reading
1. T.H.A. Bijmolt, P.S.H. Leeflang, F. Block, M. Eisenbeiss, B.G.S. Hardie, A. Lemmens,
and P. Saffert, (2010) ``Analytics for Customer Engagement,'' Journal of Service
Research, vol. 13(3), pp. 341-356.
2. Ron Kahan, (1998) "Using database marketing techniques to enhance your one‐to‐one
marketing initiatives", Journal of Consumer Marketing, Vol. 15 Iss: 5, pp.491 - 493
Classroom Session
(90 min*1)
 What is RFM analysis?

 Creating RFM scores
 Calculating lift
 Identifying the target audience
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Group Assignment
Exercise 7: Exercise on RFM analysis / Association analysis
SESSIONS 15 & 16
THEME 9: Customer Relationship Management: Association Analysis
Recommended reading
Chapter 9
2. Kardi Teknomo, (2008) "Market Basket Analysis",
http://people.revoledu.com/kardi/tutorial/MarketBasket/
Classroom Session
(90 min*2)
 Market basket analysis

 Association rules
 Evaluating rules
 Application
Quiz 3
Topics: Factor analysis, multidimensional scaling, conjoint analysis
SESSION 17
THEME 10: Household Panel Analysis
Recommended reading
1. An Overview of Methods for the Analysis of Panel (Nov. 2006). NCRM Methods Review
Papers, NCRM/007, ESRC National Centre for Research Methods
2. Oscar Torres-Reyna (Dec 2007). “Panel Data Analysis Fixed and Random Effects using
Stata (v. 4.2)”, Data and Statistical Services, Princeton University.
Classroom Session
(90 min*1)
 Introduction to Household panels

 Structure of Panel Data
 Data Elements
 Penetration Reports
 New Acquisitions
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 Repeat Purchase
 Migration
SESSIONS 18 & 19
THEME 11: Analyzing Social Media
Recommended reading
1. Stefan Stieglitz and Linh Dang-Xuan (2012). “Social media and political
communication: a social media analytics framework”, Social Networks Analysis and
Mining, Springer-Verlag. DOI 10.1007/s13278-012-0079-3
2. Bogdan Batrinca, and Philip C. Treleaven (2014). “Social media analytics: a survey of
techniques, tools and platforms”, Artificial Intelligence and Society, Springer-Verlag.
DOI 10.1007/s00146-014-0549-4
Classroom Session
(90 min*2)
 Introduction to Text Mining

 Parsing
 Applications
o Spam emails
o De-duplication
o Social Media Analysis
 Scraping Websites
 Comments, Tweets, Retweets, Likes
 Fans, Followers & Engaged users
 Viral Impressions
 Analysing the comments
o Language
o Aspect
o Tonality
o Emotion
o First Person
o Slang or Profanity
o Cultural use of Slang & Profanity
o Sentiment Analysis – Positive, Negative, Neutral or Irrelevant
o Linking to Business KPI’s
SESSION 20
Group Presentations
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Group Presentations
(90 min*2)
 Groups 4, 5 and 6 will present their assignments.

As with all group presentations, the rest of the class will critique the presentation,
while the group presenting it will defend its positions.
PGDM Trimester 05
PRODUCT STRATEGY
COURSE OVERVIEW
Background
Product development and management is getting more and more challenging with ever
accelerating time to market, competitors who seem to anticipate every move, and ever
shortening lifecycle, leading organisations to rethink their product strategies and make
it central to their overall corporate strategy. Over last several years, product
development efforts have seen unusually high new product failure. Digital technologies
have given rise to a vast potential for product and service innovation and are creating a
new paradigm by pushing convergence of physical and digital world redefining
traditional products. The role of product management has changed in the context of
hyper competition and market disruptions form a pure analytical number cruncher to
one who is a creative thinker while retaining his analytical capabilities.
The course aims to help students looking for a role in product management both in
traditional and technology driven firms.
Course objective
 Understand key parameters of success in developing products in highly
competitive environment
 Deep understanding of product strategy framework
 Learn how to manage transition through various stages of product lifecycle
 Sensitize students to cross functional role of the product manager in product
development
 Learn how to develop and manage products in the world of technologically savvy
consumer through co-creation – the design thinking way.
The course is divided into eight themes:
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1. Product decisions in the 21st century
2. Innovation and new product strategy
3. The design thinking as a strategy for new product development
4. Building sustainable product line
5. Building product portfolio – challenges involved
6. Importance of Resources and capabilities in product decisions
7. Building Digital products – challenges and opportunities
8. Managing products across cultures in global environment.
Pedagogic Tools
Since the course entails new concepts and innovation as themes, stress will on high
interaction among the participants and sharing of real life examples by the instructor.
The course would be delivered by a combination of
 Textbooks and reference books
 Class discussions based on real life examples
 Cases from both global and Indian context
 Project work and market research
 Industry participation
Reading would be largely based on research articles, cases of successful product,
selected text books, reviews etc.
Learning outcome
On the completion of the course students will be able to
 Understand how cross functional teams are formed their role in managing across
various stages of development.
 Use practical tools that allow them to maximize the value of their current and
future products
 Formulate a business plan for new product initiative
Reference Books
1. Design Thinking: Process and Methods Manualby Robert Curedale
2. The Art of Product Management by Rich Mironov
3. New Product Management by Merle Crawford
4. Innovators Dilemma by Clayton Christenson
Evaluation Parameters
Students will be evaluated on the following parameters
1. Demonstration of understanding the concepts by way of case study presentations
2. Participating in the class discussions
3. Demonstrating eagerness to learn by visiting the market and analyzing new
product launches
4. Project workbased on market research
5. Regular quizzes
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Grading
1. Class assignments (2 Nos.) – 20%
2. Project work and Market Research – 15%
3. Midterm (based on case study) – 15%
4. Final – 50%
SESSION PLAN
Session 1 & 2
Theme 1: The product decisions in the 21st century
This is the introductory class and deals with how to develop vision for the product
development program aligned to the corporate strategy. Understand how to manage the
process from concept to creation, testing and successful launch. Discussion on why new
and established products fail citing cases like Iridium and several others and when does
the organization need to rethink its product strategy as in the case of Microsoft.
Identifying critical difference between problem findings vs. problem solving
highlighting the challenges that organisations face while rebooting their existing
product strategy.
Reading from the reference books

Session plan articles.
Case: Enterprise Rent a Car – Product strategy for growth
Sessions 3 & 4
Building sustainable product line.
Dealing with the issues of short product lifecycles and how to extend the lifecycle in a
dynamic environment. Detailed account of the process of diffusion of innovation and
challenges faced in the various stages of adoption, particularly noticed in technology
products. Areas like product differentiation – vertical vs. horizontal differentiation;
pricing, bundling etc. Accelerating product development time and re-engineering the
PLC.
Reading:
New Product Management by Merle Crawford
Crossing the Chasm by Geoffry Moore
Articles – to be given in the class
Case Study
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Sessions 5 & 6
Importance of Resources and capabilities in product decisions
There is an emergent view on product strategy that is driven out of resources based
view. How do resources and capabilities affect firm’s decision to develop new products?
Several global examples that have leveraged their resources to get into new products
faster than its competitors. How do understanding critical resources help in turning
around declining products in an organisation?
Besides repositioning there is a role that product teams play in redesigning a declining
product. There are great cases like M&M Tractors and Nano which make very useful
point in such cases.
Reading from the session plan book

Case: Dell Computer: Inspiron Product Development
Sessions 7
Assignment
Sessions 8, 9 & 10
Innovation
New product launches – from concept to creation and role of innovation in formulating
product strategy and cycle of product innovation. Issues like why should you innovate,
incentive to innovate and where does the value of innovation lie will be discussed with
real life examples of innovative companies. The discussion will cover areas like cost of
innovation and role of patents. Concept of creating platforms, and its impact on the line
extension, lifecycle and organizational growth. In-depth coverage of concept of value
innovation in product development.
Reference Book: Innovators Dilemma by Clayton Christenson

Class discussion
Case study
Session 11 & 12
Building product portfolio – challenges involved
Product selection decisions, understanding investment decisions for selecting the right
projects for development using the portfolio technique. Managing new and old products
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in multi-product environment, the emerging concept of category management as a new
way to understand the process consumers adopt to buy.
Reading:
The Art of Product Management by Rich Mironov
Articles
Case: HP Product Variety Management
Session 13& 14
The design thinking as a strategy for product development
When companies consider all facets of the customer experience as part of their overall
product design approach, they create a foundation for design thinking. Understanding
the role of customer in product development by contextualizing product to their
business. How to create habit forming products that transform the way product is
conceptualized and sold. A mix of analytical and creative approach to product
development.
Reading: Design Thinking: Process and Methods Manual by Robert Curedale

Class discussion based on examples from the market
Case: Design Thinking and Innovation at Apple
Session 15
Assignments – project work based on field work
Sessions 16& 17
Building Digital products – challenges and opportunities
How to conceptualize and building digital products and address the issue of longevity.
Digital innovation strategy – a framework for diagnosing and improving digital
products and services. Extensive case work using digital and technology products like
Facebook, Twitter etc. New thinking on brands in the digital space that are blurring the
boundaries between product and customer experience.
Reading: Value Proposition Design by Yves Piguers

Articles from the sessions plan book
Case studies – current digital firms in the Indian market place
Case study
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Sessions 18 & 19
Managing products across cultures in global environment
A subject of great interest to many Indian products that are transitioning from local to
being a global brand and what it takes to be relevant across various cultures. Examples
and learning from European brands have successfully transitioned the geographic
boundaries with great products across several categories.
Reading from the session plan book articles

Case: Global product development strategy at Bosch:
Session 20
Final Assignment – case study presentation
PGDM Trimester 05
THEORY OF CONSTRAINTS
COURSE OBJECTIVE
 To understand the basic principles of the Theory of Constraints, developed by
Eliyahu Goldratt. At the end of the course, students should be able to apply the
principles to real world situations in the manufacturing sector.
LEARNING OUTCOMES
 Understanding of Goldratt’s Theory of Constraints principles.
 Ability to apply the theory to real-world situations.
 Ability to extend the principles to other business areas like project management.
SCOPE OF THE COURSE
 Coverage of the Theory of Constraints, specifically documented in his books The
Goal and The Race.
 Applying the principles in computer simulated exercises.
 Extending the principles to project management.
PEDAGOGIC TOOLS
 Audio and video files
 Computer simulation
 Discussions led by the faculty
 Exercises
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GRADING
 The grading would be as follows (in the form of marks & %):
 Case Analysis 20%
 Assignment 10%
 Test 20%
 End Term Exam 50%
REFERENCE TEXTBOOKS
1 The Goal by Eliyahu Goldratt and Jeff Cox
2 The Race by Eliyahu Goldratt and Robert Fox
SESSION PLAN
No. Topics Covered Pedagogy
Introduction to production and Lectures, discussions,

1&2
productivity. video,
3&4 Discussion on problems of organization. Case studies, video
Discussion on operational expenses and

5&6 Case studies, Video
Inventory
7&8 Establishing measurement for goal. Lectures, discussions
9&10 Discussion on theory of constraints Case study presentations
11&12 Analyzing competitive edge in business Lectures, discussions
13&14 Analyzing bottlenecks Lectures, video
15&16 Discussion on Race strategy Lectures, video
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17&18 Critical chain analysis Lectures, video
19&20 Case exercises and group presentations Lectures, discus
PGDM Trimester 05
STRATEGIC SOURCING AND E-PROCUREMENT
COURSE OBJECTIVE
 To understand the basic concepts of successful sourcing of materials and services,
including inbound logistics. At the end of the course, students should be able to
apply “Good Sourcing Practices” to real world situations.
LEARNING OUTCOMES
 Understanding of sourcing strategies and best practices in business
 Understanding of e-commerce as a sourcing option
 Ability to develop a comprehensive plan for sourcing with inbound logistics
SCOPE OF THE COURSE

 Coverage of important developments in the area of sourcing and e-commerce
 Selection and application of Good Sourcing Practices in real-world situations
PEDAGOGIC TOOLS
 Audio and video clips
 Case study analysis
 Discussions led by the faculty
 Exercises
GRADING
 Case Analysis 20%
 Assignment 10%
 Test 20%
 End Term Exam 50%
PRESCRIBED TEXTBOOK
Supply Chain Management by Chopra, Meindl and Kalra
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PLAN FOR SESSIONS OF 90 MINUTES EACH
Sessions 1 to 2:
Understanding the basics of sourcing and inbound logistics
Sessions 3 to 4:
Key performance metrics and the procurement manager’s performance dashboard
Sessions 5 to 7:
Managing costs and time in procurement
Sessions 8 and 9:
Managing quality in procurement
Sessions 10 and 11:

Identification, development and management of vendors and suppliers
Sessions 12 and 13:

The make-versus-buy decision and outsourcing
Session 14:
Toyota’s keiretsu system of sourcing
Sessions 15 to 18:
e-procurement and e-commerce, including Amazon, e-Bay and Alibaba business
models
Sessions 19 and 20:

Analysis of cases and course summary
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PGDM Trimester 05
OPERATIONS CONSULTING
COURSE OBJECTIVE
 To learn & study in detail various aspects of Operations Consulting as well as
Elements & Steps which make up a Typical Consulting Model as well as various
Systems & Methodologies used for Management of Key Aspects of Consulting
covering Areas & Methodologies connected with Productivity & Functional
Analytics.
ASSUMPTIONS
Basic knowledge & Good Understanding of Subjects offered as part of Operations
Specialisation like
Supply Chain Management
Total Quality Management
Inventory Management
Lean Manufacturing
LEARNING OUTCOMES
After completing the course participants should be able to,
1. Recall, list and describe the steps, models and structures used in the operations
consulting process.
2. Identify and Analyse the Gaps between existing functions / methods used by
companies under study and universally accepted best practices of Operations such as
SCM, TQM, Lean Management etc.
3. Use Technology-driven Functional Analytics Tool Kit of Operations Consulting learnt
during the course in Problem Definition, Data gathering, Data Analysis, Solution
Development, Cost Impact, Payoff Analysis, Implementation etc.
4. List and Describe the New Technologies in operations consulting, particularly the ones
focused on System Productivity.
SCOPE OF THE COURSE

 Topics related to various Factors which affect Performance of Companies with a
Consultants ‘ Perspective
 Methods adopted by Globally renowned Consulting Organisations working with
Leading Multinational Organisations to assess, analyse & predict Improvement-
related Targets through Functional Analytics
 Topics related to “ Smart “ working of Costs related to Consulting Assignments.
 Hands-on Practical Work & Demos with Popular SAP-compliant Software used
by Consultants to assess Processes, collect Information, Analyse Data, create
Outputs which help in Decision Support and test Processes which have a direct
bearing on Operational Performance.
 Details of the Process Models applicable to Typical Stages of Functional Analytics
which are used to Design, Implement & test the Solution offered to Clients
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 Various methods for Monitoring & advising Clients on Managing & Controlling
System Productivity within their Organisations.
PEDAGOGIC TOOLS
 POWERPOINT PRESENTATIONS, READING REFERENCES,
 EXECUTABLE SOFTWARE TOOLS
 SOFTWARE DEMOS
GRADING
 Quiz / Test – 10%
 Project Présentation – 20%
 Assignement – 10%
 Classroom Participation – 10%
 End Term Exam – 50%
SESSIONS 1 to 4
THEME: INTRODUCTION TO OPERATIONS CONSULTING, PRODUCTIVITY &
FUNCTIONAL ANALYTICS
Study Plan Folder
Additional Readings
Classroom Session
(360 min)
POWERPOINT PRESENTATIONS - INTERACTIVE
Topics
Introduction to OPCON
Productivity Analysis Model
Business Process Analysis
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SESSIONS 5 & 6
THEME: ISSUES RELATED TO OPERATIONS CONSULTING
Study Plan Folder
Additional Readings
Classroom Session
(180 min)
Topics
Enterprise Analysis Model – convincing the Client

Strategic Analysis
Group Work
Interactive Session on “Facing Challenges in Consulting “
SESSIONS 7 & 8
THEME: PRIMARY STAGES OF OPERATIONS CONSULTING
Study Plan Folder
Additional Readings
Classroom Session
(180 min)
Topics
Functional Analysis Modelling

Functional Decomposition
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SESSIONS 9 & 10
THEME: PREPARATORY STAGES OF OPERATIONS CONSULTING
Study Plan Folder
Additional Readings
Classroom Session
(180 min)
Topics
Object-oriented Analysis
Requirements Analysis
Assignments
A Consultancy Proposal TO BE SUBMITTED
SESSIONS 11 & 12
THEME: THE MILLENIUM APPROACH
Study Plan Folder
Additional Readings
Classroom Session
(180 min)
POWERPOINT PRESENTATIONS- INTERACTIVE
Topics
System Architecting
Web Analytics
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SESSIONS 13 & 14
THEME: ENHANCING EFFECTIVENESS OF CONSULTING
Study Plan Folder
Additional Readings
Classroom Session
(180 min)
Topics
Functional Measurement
Functional Behaviour Analysis
SESSION 15
THEME: TEST
Study Plan Folder
Additional Readings
Classroom Session
TEST
SESSIONS 16 to 19
THEME: OPERATIONS CONSULTING TOOLS & TECHNIQUES
Study Plan Folder
Additional Readings
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Classroom Session
(360 min)
Topics
Consulting Techniques
OA Techniques
ANALYTICS TOOLS – ODETTE, DASHBOARDS, SYSTEMS AUDIT
SESSION 20
THEME: CONCLUSIVE APPROACH
Additional Readings
 Study Plan Folder – Reference Files
Classroom Session
Topics
Decision Analysis
SESSION 21 & 22
THEME: REVISION & PROJECT PRESENTATION
Additional Readings
 Study Plan Folder – Reference Files
Classroom Session
(180 min)
Group Work
OPEN SESSION – REVISION OF CONCEPTS IN CONSULTING

POWERPOINT PRESENTATION by the STUDENTS IN GROUPS
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PGDM Trimester 05
IT STRATEGY
Information Technology is a basic building block for the operation of any organization
today. IT strategy must not only enable the business strategy of the organization, it also
needs to be a source of its competitive advantage. The pace of technological change is
only increasing which is putting IT at the heart of business transformation. It is therefore
very important for business managers and leaders to understand various aspects of IT
and how it needs to drive value in the business.
COURSE OBJECTIVE
The objectives of this course are to make the students appreciate the process of
establishing IT strategies and their linkage to the business strategies of the organization.
The course will also enable the participants to understand the various elements of an
effective IT strategy.
The course aims to make the participants aware of the disruptive potential of technology
on business, as well as learn learn through case examples how IT strategy needs to
protect and enable business.
LEARNING OUTCOMES
The learning goals for this course are:
 To enable students to understand how IT aligns with and drives business
strategy;
 To give the students an appreciation of the role of the Chief Information Officer
in developing and driving an effective IT strategy;
 To make the students appreciate how business value is generated through an
effective IT strategy;
The course involves substantial amount of pre-reading before sessions and it is essential
students read this to make the class room discussions fruitful. The course methodology
includes classroom lectures , case study discussions and assignments.
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SCOPE OF THE COURSE
The scope includes all aspects of IT strategy: developing, implementation, monitoring
and controlling. This is done in three key phases:
1. Phase 1: Setting the IT strategy in the context of Business Strategy
 Understanding the basics of Business IT
 Interaction of IT and Business strategy
 Business value through IT
2. Phase 2: Organizing IT to drive business value
 Strategic advantage with IT Operations
 Leading the IT function: Role of the CIO
 A portfolio approach for IT Initiatives
3. Phase 3: Transforming IT and the business through IT
 Change Management and IT
 Innovation and IT strategy
 IT Strategy and Emerging Trends
This course will not cover:

 Operational aspects of technology managing IT, such as IT infrastructure
deployment, maintenance, IT operations, application development.
 The business of technology itself, such as IT product development, IT services,
Sales and Marketing of technology products / services.
PEDAGOGIC TOOLS
Learning tools available to participants will be:
 Pre-reading material, including case studies for each session
 Reference books
1. Corporate Information Strategy and Management, Text and Cases, Lynda M
th
Applegate, Robert D Austin, F Warren McFarlan, McGraw Hill. 7 Edition,
2007
2. IT Savvy, Peter Weill and Jeanne W.Ross, HBS,2009
3. Enterprise Architecture as Strategy, Jeanne.W.Ross, Peter Weill,
David.C.Robertson, HBS, 2006
4. IT Strategy in Action, James D.MCKeen and Heather.A.Smith, Pearson
Prentice Hall, 2009 Edition
5. The Adventures of an IT Leader”, R.D.Austin, Richard.L.Nolan, Shannon
O’Donnel, HBS, 2009 Also refer relevant articles in Harvard Business Review
, Sloan Management Review,CIO.COM,InformationWeek
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EVALUATION
Class Participation : 10%
Class Quiz (x2) : 20%
Group Assignment (x2) : 20%
End-Term Exam : 50%
OVERALL DURATION
The course will be conducted on the following days: Each session is of 1.5 hours
duration.
Mtg Sessions
Date Theme
# (Hours)
1 15 Sept 2014 1, 2 (3 hrs) Introduction and IT Basics
2 18 Sept 2014 3, 4 (3 hrs) Interaction of IT and Business strategy
3 25 Sept 2014 5, 6 (3 hrs) Business value through IT
4 30 Sept 2014 7, 8 (3 hrs) Strategic advantage with IT Operations
5 28 Oct 2014 9, 10 (3 hrs) Leading the IT function: Role of the CIO
6 30 Oct 2014 11, 12 (3 hrs) A portfolio approach for IT Initiatives
7 03 Nov 2014 13, 14 (3 hrs) Change Management and IT
8 11 Nov 2014 15, 16 (3 hrs) Innovation and IT strategy
9 18 Nov 2014 17, 18 (3 hrs) IT Strategy and Emerging Trends
10 25 Nov 2014 19, 20 (3 hrs) Assignment Presentations, Wrap-up
Instructor: Prof. Alok Agarwal, NMIMS Bangalore; Email:alokagarwal69@outlook.com
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PGDM Trimester 05
COMPENSATION & BENEFITS
There is little debate on the fact that Compensation, Benefits & Rewards are an integral
if not central part of strategic human resource management. Compensation, Benefits &
Rewards play a key role in determining, re-enforcing and complementing strategies and
tools meant to shape individual behavioral in an organization. Like all successful
Human Resource Systems, Compensation, Benefits & Rewards strategies have to be
created to support the achievement of organizational strategy and goals – to design a
successful pay programme, one must know the direction in which business is headed,
how it is going to get there and, importantly, the values, beliefs and principles
underlying the strategy. Not only that, the choice of Compensation, Benefits & Rewards
tools have to take into account the workforce profile and industry practices as it is a
valuable weapon in the war for talent.
The purpose of this course is to:
 Promote a comprehensive understanding of various concepts, components and
tools in the compensation, benefits and rewards area
 Enable understanding and application of both monetary and non-monetary
instruments in the area of benefits and rewards
 Briefly touch up Tax and related labor laws, the knowledge of which is essential
to any learner or practitioner in this field
 Enhancing participant’s skills in interpreting, formulating, analyzing and
restructuring compensation, benefits & reward management strategies, systems
and polices
 Creating awareness of management of global compensation
 Create awareness and enable reflection on some best-in-class practices
The course will be a mix of theory and practice and will draw upon experiences of
various best-in-class organizations to provide rich insights. However, one must bear in
mind that although Compensation, Benefits & Rewards systems are a lever for change
and can help shift behavior, they must be used in conjunction with other human resource
systems such as Career Management and Competency Development for best results.
LEARNING OUTCOMES:
Upon successful completion of this course (Compensation, Benefits & Rewards), the
participant will be able to
 Understand the various terms and technicalities related to the area of
compensation, benefits and rewards
 Will be able to critically assess/ principally formulate the compensation strategy
for an organization and link it with the long term vision of the company
 Will be able to understand and create pay ranges, salary bands, compensation
grid for an organization
 Will be able to design and implement various short term and long term incentive
schemes and variable pay structures
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 Compare the different compensation structures across industry and get to
appreciate the rationale behind them
 Understand the framework for compensation modeling and able to work on
various increment models for an organization
 Able to understand and differentiate between various Stocks option / ESOP
schemes
 Obtain exposure into international compensation terminologies, shadow salaries,
secondement compensation capturing etc
 Able to understand and design a benefits basket for an organization and take it
to the next level of customization with the customer base being the differentiating
parameter
 Appreciate the importance of compensation, benefits and rewards tools for the
purposes of employee retention, motivation, performance orientation etc
 Understand the concepts and fundamentals related to benchmarking , compa-
ratios, etc
 conceptualize, design and implement the compensation principle and policies for
any given organization keeping in mind the industry landscape
PEDAGOGY:
The pedagogy will be learner centered and participative. The course will employ
methods such as class discussions, role plays, group work, project work, reading outside
the prescribed texts, best practices information and case studies to equip each person to
understand and assess the relevance of various compensation, benefits and rewards
instruments in driving organizational goals.
Evaluation is designed to measure self-motivation, independent learning, application
orientation, and the extent to which a person has developed internal resources to
continue one's education beyond the classroom.
The Recommended Textbooks are:
 George T Mulkovich & Jerry M. Newmann, Compensation, Mc Graw Hill
Publishing Co Ltd.
Reference Text Books are:
 B.D. Singh, Compensation and Reward Management, Excel Books.
 Bruce Ellig; The Complete Guide to Executive Compensation
 Mousmi Bhattacharya and Nilanjan Senguta; Compensation Management; Excel
Books
 K.N. Subramaniam, Wages in India
 A.M. Sharma, Understanding wages system, Himalaya Publishing Co.
 Barry A. Gerhart and Sara Rynes; Compensation: Theory, Evidence and Strategic
Implications
Other Books:
 Richard & Henderson, Compensation management in a knowledge based world,
Pearson Education, Ltd.
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EXPECTATIONS FROM PARTICIPANTS:
You are expected to
1. Come prepared with the pre-session readings (as specified for each session). Quizzes
may or may not be announced in advance.
2. Be on time for the sessions, if you are late beyond 5 minutes of the class start time
please do not enter the class.
3. If you miss out on any of the class based assignment, due to your absence, one make-
up test would be given to you with only 75% weight of the original test.
4. Request for re-examination will not be entertained, unless it is on account of medical
emergency supported by appropriate proof
5. To ask questions and positively contribute to the class discussions.
6. To know and observe “Academic Integrity” while submitting any assignment or
presenting a case. Academic Integrity includes – forbidding from cheating, fabrication
or falsification of information, plagiarism, abuse of academic materials, and complicity
in academic dishonesty. If a participant is found not to have adhered to this expectation,
the assignment/presentation in question would not be graded.
7. Switch off your cell phones or any other communication devices during the class. In
an event where you are expecting a call/communication please inform the faculty in
advance.
8. Use of laptops during the classes is not permitted, unless otherwise specified by the
faculty.
9. Your attendance in class is mandatory and every 3 classes missed would result in
downgrading by one grade
NOTE: - This syllabus is a guide and is subject to change. Changes will be announced in
class. You are responsible for material covered in class (obtain information missed when
you are absent from class from other students).
SESSION 1
THEME 1: INTRODUCTION TO THE CONCEPT OF TOTAL REWARDS
 Study Plan Booklet
 Extrinsic and Intrinsic rewards
 Pay as a motivator
 Role of compensation in the rewards portfolio
 Introduction to various components of compensation and their roles
 Synchronizing various elements to develop a compensation strategy
 How total rewards can be used to get an edge in the war for talent
 Role of HR in compensation management
 The Recommended Reference books/ Articles are:
 Work Motivation and Pay:
o CONTENT THEORIES
clxxxviii
 Maslow’s Hierarchy of Need, Alderfer’s ERG Theory, Herzberg’s
two factor Theory, McClelland’s Leaned Need Theory
o PROCESS THEORIES
 Hull’s Drive Theory, Vroom’s Expectancy Theory, Porter-Lawler
Model
 Edward E. Lawler III, The Strategic Design of Reward Systems; in Charles Fombrun,
Noel M. Tichy and Mary Anne Devanna, Strategic Human Resource Management,
Wiley, New York, 1984
 Ternece R. Mitchell, „Motivational Strategies‟, in Kendrith M. Rowland and
Gerald R. Ferris (eds.), Personnel Management, Allyn and Bacon, Boston
 Sriyan de Silva; An Introduction To Performance And Skill-Based Pay Systems;
International Labour Office
SESSION 2
THEME 2: COMPENSATION CONCEPTS AND COMPONENTS
 A holistic view to compensation
 Understanding Total Guaranteed Cash and various components that
compose it
 Benefits and Retirals and how it is accounted for in compensation
 Understanding concepts such as TCC, CTC etc
 Practice session – evaluation of compensation packages from multiple view
points
 The Recommended Reference books / Articles are:
 Barbara D. Morrow; Compensation Basics – Understanding the Role of Base Pay;
WorldatWork’s Handbook of Compensation, Benefits & Total Rewards
 Elaine M. Evans, CCP; Compensation Basics for HR Generalists; WorldatWork
Press
 Steven E. Gross and Haig R. Nalbantian, Looking at Rewards Holistically;
supported by research from Mercer
SESSION 3
THEME 3: LABOR LAWS AND STATUTES GOVERNING COMPENSATION,
BENEFITS AND REWARDS FOR OFFICERS AND WORKMEN
 Introduction to rules and provisions of various Laws including
 Payment of Wages Act, 1936
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 Definitions, Provisions regarding rules for Payments of wages,
Deductions from wages
 The Minimum Wages Act, 1948
 Definitions, Provisions regarding fixation and revision of wages,
Advisory Board and Central Advisory Board, Safeguards in Payment
of Minimum wages
 The workmen’s Compensation Act, 1923
 Rules regarding workmen’s compensation, amount of compensation,
distribution of compensation, notice and claim, commissioners
 Equal Remuneration Act, 1976
 Payment of Bonus Act, 1965 etc
 Evaluation of applicability of these and other Laws in various
organizations
o Taxmann; Direct Tax Laws
o Rosenbloom; Handbook of Employee Benefits
SESSION 4 & 5
THEME 4: EMPLOYMENT BENEFITS – CLASSIFICATION AND APPLICATION
IN VARIOUS INDUSTRIES
o Study Plan Booklet
o Monetized vs non-monetized benefits
o Statutory benefits
o Prevalence of benefits in specific industries
o Categorization of benefits as per employee level
o Understanding Valued benefits and their calculations
o Case study – IBM
 India – An Overview Of Employee Benefits
 Metlife report; 2011 – International Employee Benefits Trends
 Janet Den Uyl & and Patricia Kopacz; Executive Benefits; supported by Mercer
 2010- Employee Benefits; A Research Report by the Society for Human Resource
Management
SESSION 6 & 7
THEME 5: COMPENSATION STRUCTURING
 Objectives of compensation structuring
 Design principles for compensation structuring
cxc
 Process for finalizing compensation & benefits elements
 Analyzing tax impact and administrative ease of various components
 Developing and using a tax calculator for implementation ease
 Practice session on optimizing compensation structures for senior, middle and
junior management
 Lisa A. Burke; Case Study and Integrated Application Exercises-Designing A
Pay Structure; Society for Human resource Management
 Reference material and collection of white papers; Ernst & Young
 Lance A. Berger, Dorothy R. Berger. The Compensation Handbook. McGraw-
Hill Professional
SESSION 8 & 9
THEME 6: OVERVIEW AND ASSESSMENT OF VARIOUS MONETARY AND NON
MONETARY REWARD INSTRUMENTS
 Types of reward instruments
 Overview of monetary reward instruments
 Detailed study of types of non-monetary reward instruments
 Differentiating the choice of instrument based on organizational requirement
 Key principles for design of chosen instrument
 Andrew Ballentine, Nora McKenzie, Allen Wysocki, and Karl Kepner; The
Role of Monetary and Non-Monetary Incentives in the Workplace as
Influenced by Career Stage
 The WorldatWork Handbook of Compensation, Benefits and Total Rewards
 Andrew Ballentine, Nora McKenzie; Using Non-Monetary Rewards to retain
top talent;
 as Influenced by Career Stage
 Lance A. Berger, Dorothy R. Berger; The Compensation Handbook. McGraw-
Hill Professional
 Allen, Melone, Rosenbloom, and Mahoney; Retirement Plans: 401(k)s, IRAs
and Other Deferred Compensation Approaches
SESSION 10 & 11
THEME 7: PERFORMANCE BASED PAY – CONCEPT, APPLICATION AND
ASSESSMENT OF EFFECTIVENESS
• Study Plan Booklet
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• Types of performance based pay
• Establishing a linkage of business strategy to Performance based Pay
• Determining strategic objectives of the Performance based Pay plan
• Determining Plan eligibility
• Plan structures
• Linking plan measures to Performance Measures
• Plan funding options and associates pros and cons
• Determining payout levels
• Managing Plan communication, administration and implementation to
ensure success
• Analysis of some practices in some best-in-class organizations
• Rose Marie Orens and Vicki J. Elliott; Variable Pay Programs: Pay for
Results; supported by Mercer.
• Randall S. Schuler and Vendra L. Huber, Personnel and Human Resource
Management, West Publishing, St Paul, Minn, 4th edition
• Rosabeth Moss Kanter, From Status to Contribution; Some Organizational
Implications of the Changing Basis for Pay, in Fred K. Foulkes (ed.), Human
Resource Management: Readings, Prentice Hall, Englewood Cliffs, New
Jersey
• Alfie Kohn; Why incentive plans cannot work; Harvard Business review on
Compensation
• Alfie Kohn; Rethinking Rewards; Harvard Business review on
Compensation
• Frederick S. Hills, Robert M. Madigan, K Dow Scott and Steven E. Markham,
“Tackling the Merit of Merit Pay” in Gerald R. ferris, Kendrith M. Rowland
and M. Ronald Buckley (eds.). Human Resource Management: Perspectives
and Issues; Allyn and Bacon, Boston, 2nd edition
SESSION 12
THEME 8: SALES COMPENSATION
 Why sales compensation plans are unique?
 Types of sales compensation plans
 Guest speaker, followed by Q&A session
 The Recommended Reference books / Articles are:
• David J Cichelli; Compensating the Sales Force; A Practical guide to
Designing Winning Sales Compensation Plans
• Farley, J.U., “An Optimal Plan for Salesmen’s Compensation,” Journal of
Marketing Research, vol. 1 (no. 2)
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• Steven Grossman and Craig Ulrich; Getting the Most from Your Sales
Compensation Plan
• Zoltners, Sinha, and Lorimer; The Complete Guide to Sales Force Incentive
Compensation: How to Design and Implement Plans That Work
• Compensation, Benefits & Rewards Course Structure 13 Proprietary and
Confidential Saurav Dutta
• Sanjog Misra, Anne T. Coughlan, and Chakravarthi Narasimhan; Salesforce
Compensation: Revisiting and Extending the Agency-Theoretic Approach
• Coughlan, A. T. and S. K. Sen, “Salesforce Compensation: Theory and
Managerial Implications,” Marketing Science, vol. 8 (no. 4, Fall)
• Joseph, K. and M. U. Kalwani, “The role of bonus pay in salesforce
compensation plans,” Industrial Marketing Management, vol. 27 (no. 2)
• Lal R., D. Outland, and R. Staelin, “Sales force Compensation Plans: An
Individual Level Analysis,” Marketing Letters, vol. 5 (no. 2).
SESSION 13 & 14
THEME 9: LONG TERM REWARDS AND STOCK OPTIONS – CONCEPT,
APPLICATION AND ASSESSMENT OF EFFECTIVENESS
• Introduction to concept of long term rewards
• Understanding the different instruments of long term rewards
• Overview of stock options
• Understanding various forms of stock options
• Analyzing the benefits and disadvantages of various stock option plans
• Identifying criteria for design of stock option plan
• Developing grant matrix
• Overview of key terms and conditions to be detailed out in a stock option
plan
• Managing Plan communication, administration and implementation to
ensure success
• Analysis of some practices in some best-in-class organizations
• Margaret M. Engel; Long-Term Incentives
• National Centre for Employee Ownership; A Comprehensive Overview of
Employee Ownership
• Brian J. Hall; What you need to know about Stock Options; Harvard Business
Review on Compensation
Jude T. Rich and John A. Larson “Why some Long Term incentives Fail”, in
Incentives, Cooperation, and Risk Sharing edited by Haig R. Nalbantian
Totowa, NJ: Rowman & Littlefield
• The National Centre for Employee ownership; Largest Study Yet Shows
ESOPs Improve Performance and Employee Benefits
cxciii
• Edward E. Lawler III, Pay and Organization Development, Addison-Wesley,
Reading, Mass
• Allen, Melone, Rosenbloom, and Mahoney; Retirement Plans: 401(k)s, IRAs
and Other Deferred Compensation Approaches
SESSION 15
THEME 10: JOB EVALUATION – UNDERSTANDING VARIOUS METHODS AND
MODELS
 When should organizations think of Job Evaluation?
 Business need for creating grade structures representative of responsibility
and decision levels
 Understanding various industry model of Job Evaluation
 Practice session on applying JE Models
 Creating Bands and Grades using JE scores
 Creating compensation bands based on JE bands
 Recognizing sensitivities in implementing JE and discussion on method of
management
 Michael Armstrong, Ann Cummins, Sue Hastings, Willie Wood; The Job
Evaluation Handbook: A Guide to Achieving Equal Pay
 Speediware Corporation; The Basics of Salary Grades
 Thomas Henry Pattern, Jossey-Bass Publishers; Fair Pay: The Managerial
Challenge of Comparable Job Worth and Job Evaluation
 Job Evaluation – Methods to the Process; Worldatwork
Hill Professional
SESSION 16 & 17
THEME 11: DETERMINING POSITIONING, DESIGNING PAY RANGES AND
PAY BANDS
 Market benchmarking – rationale, process and critical success factors
 Determining pay positioning in an organization – critical factors guiding
decision
 Design of pay bands and pay ranges
 Dealing with exceptions
cxciv
 Application of pay ranges during hiring, promotions
 George T. Milkovich and Jerry M. Newman, Compensation; Mc-Graw Hill
 The Reward Management Toolkit: A Step-By-Step Guide to Designing and
Delivering Pay and Benefits
 The WorldatWork Handbook of Compensation, Benefits and Total Rewards
Hill Professional
SESSION 18
THEME 12: MANAGEMENT OF GLOBAL COMPENSATION – SHORT TERM
AND LONG TERM
 Managing compensation for short term and long term assignees
 Global compensation tools and systems
 Guest speaker, followed by Q&A session (45 mins)
 Reference Reference books/ Articles are:
 Edited by Luis R. Gomez-Mejia and Steve Werner; Global Compensation
 Edited by Philip G. G. Altbach, Liz Reisberg, Maria Yudkevich, Gregory
Androushchak, Iván F. F. Pacheco; Paying the Professoriate; A Global
Comparison of Compensation and Contracts
 Dennis Briscoe, Randall Schuler, Ibraiz Tarique; International Human
Resource Management
 Edited by James Hayton, Michal Biron, Liza Castro Castro Christiansen, Bård
 Kuvaas; Global Human Resource Management Casebook
SESSION 19 & 20
THEME 13: SUMMING IT UP - ESTABLISHING LINKAGES OF REWARDS TO
OTHER HR SYSTEMS
 At the end of it what makes a rewards strategy successful?
 Compensation as a retention strategy
 Reflecting on why Compensation, Benefits and Rewards is an HR process that
receives maximum attention of the Top Management
 Steven L. Cross and Donald T. Sagolla; The Role of the Compensation
Committee.
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 Marian Cook; Compensation as a Retention Strategy
 Jeffrey Pfeffer; Six dangerous Myths about Pay; Harvard Business Review on
Compensation
 Edward E. Lawler III, Pay and Organization Development, Addision Wesley,
Reading, Mass.
 Martin L. Katz and Karyn Meola; Pay for Performance in Not-for-Profit
Organizations; supported by Mercer
 Edward W. Freher; Designing the Annual Management Incentive Plan
 Donald T. Sagolla and Donna L. DiBlase; Driving Organizational Change
with Executive Compensation and Communication
 M. L. Weitzman, “Some Macroeconomic Implications of Alternative
Compensation Systems‟, Economic Journalq
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PGDM Trimester 05
INTERNATIONAL HR
In the current global economic climate, effective management and development is the
key to maximizing productivity. Developing core people skills applicable to global
employees is increasingly important for line managers who are responsible for
managing people, particularly the ability to work with, manage and lead others.
COURSE OBJECTIVE
The main purpose of this course in International Human Resource Management is to
understand the role of human resources management in sustaining the increase in
international business. This program aims to prepare students for a role where a key
responsibility lies in managing an organization’s human resources in an international
setting. The course will explore the implication of the process of internationalization for
some of the activities and policies of HRM. It tries to equip students on how HRM is
practiced in multinationals and their processes involved in expatriate management as
well as understanding employees of other nationalities and cultures.
The various issues that would be discussed in this course have links to other areas of
Human Resource Management like Recruitment and Selection, Training and
Development, Compensation and Benefits, Performance Management and Industrial
Relations. We will seek to understand all of them in the international context.
In addition to a focused study of human resources, the International Human Resource
Management course promotes an understanding of how management of people in
global business is conducted globally. This includes an examination of how external
factors such as politics, international law, economic policies, regulatory systems and
cultural beliefs influence HRM policies, and how to manage multinational HR
operations effectively despite these differences.
LEARNING OUTCOMES
Upon successful completion of this course, the participant will be able to:
 Describe International HRM and analyze the differences between domestic and
international HRM
 Discuss International growth in organizations and its effect on HRM activities
 Analyze and assess IHRM practices in Multinational Enterprise, Mergers and
Acquisitions , International Joint Ventures , Globalizing Small and Medium
Enterprise
 Describe Recruitment activities and Selection Criteria for international
assignments
 Appraise the Role of training in preparing and supporting personnel on
international assignments
 Examine the Components of international compensation and the complexity of
managing compensation and taxation in an international context
 Process of repatriation and related issues
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 Describe Global Standardization and Localization of HRM as well as off shoring
 Describe and assess Multinational performance management at global and local
level
 Identify issues in International Industrial Relations.
 Understand and discuss the Cultural Dimensions of HRM
 Describe and assess recent trends in management of Human Resources
internationally
SCOPE OF THE COURSE

1. Introduction to IHRM
2. The growth of the multinational Enterprise and HRM
3. The cross border alliances and HRM
4. IHRM Staffing : Recruitment , Selection and Transfers
5. Training and Development
6. Compensation
7. Performance Management
8. Re-entry and career issues
9. Global HR issues
10. International Industrial relations
11. Cross Cultural Management
12. IHRM Trends and future challenges
PEDAGOGIC TOOLS
The sessions will provide a platform for each participant to understand International
Human Resource Management and develop their viewpoints and its application in an
organizational context. The course will employ methods such as project work, group
presentation, articles, guest speaker and case studies.
The Recommended Textbooks are:
1. International Human Resource Management : Peter J. Dowling , Marion Festing
and Allied D. Engle , Sr.
2. Cross Cultural Management : Shobhana Madhavan Oxford University Press
Reference Text Books are: International Human Resource Management: Text And
Cases by K. Aswathappa, Sadhna Dash
SESSION 1 & 2
Reference Book: “International HR Management”
 Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 1
Introduction
Case study
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 Foreign Nationals in the Chinese market
Classroom Session
Introduction to IHRM
 Definition, Meaning and scope
 Introducing the historically significant issue of Expatriate Management and
concepts like Parent Country National , Host Country National , Third
Country National , Home Country , Host Country and Other Countries
 Outlining the difference between domestic HRM and IHRM
 Variables influencing domestic and international HRM
SESSION 3 & 4
 Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 2, 3
 Case of Daimler Chrysler Merger : HR activities and phases of Cross Border
M&A
 HBR Article on Multinational corporations and Global Assignments: Developing
Your Global
Know-How: by Siegfried Russwurm, Luis Hernández, Susan Chambers, and
Keumyong Chung
Classroom Session
 The Growth of Multinational Enterprises and HRM

 Introduction to the process of internationalization
 Mode of operation of a firm in international context and path taken by the firm
to global status : Export , Sales Subsidiary , International Division , Global
Product /Area Division (Matrix , Mixed Structure , Hetrarchy , Transnational
,Multinational network , Metanational)
 Control mechanism in an organization: Formal (reporting, structure, etc)
and Informal (Personal Relationships and Culture, etc)
 Broad understanding how international growth affects the HRM activities
SESSION 5 & 6
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 4,5
Classroom Session
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 IHRM: Staffing : Recruitment , Selection and Transfers
Introduction: Staffing and importance of international assignments for an
organization
 Approaches to staffing: Ethnocentric, Polycentric, Geocentric, Regiocentric
 Expatriates and their roles
 Role of non – expatriates
 Role of inpatriates
 The role of Corporate HR function in Multinational Enterprise
 Recruitment methods and techniques for international workforce
 Issues in staff selection and selection criteria
 Dual career couples and staff mobility
 Female expatriates and whether they are different than their male counterparts
 Performance of expatriates: Influencing factors
Group Work
 Discussion on the case: Talent Management across borders – Sloan Business
School
SESSION 7 & 8
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 6
 Case : IBM and its HR practices
Classroom Session
 Training and Development
 Introduction: International Training as a vehicle for training and development
 Role of expatriate training
 Components of effective pre departure training programs – cultural awareness
training , preliminary visit , language training and day to day assistance
 Effectiveness of pre departure training
 Development of staff through international assignments
Group Work
 Discussion on the case study
 Evaluation of Training Modules
SESSION 9, 10 & 11
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Classroom Session
 Compensation
 Introduction: Objectives of international compensation
 Key components of an international compensation program
 Approaches to international compensation
 Issues of taxation, obtaining valid international cost of living data and problems of
managing compensation for TCN.
SESSION 12
 Performance Management – An expat case study
Classroom Session
 Performance Management
 Introduction: Performance management and appraisal
 Multinational performance management as a tool of control
 Factors associated with expatriate performance
 Performance appraisal of non- expatriates , non-standard assignment and
host country nationals (HCN) employees : who conducts the appraisal ,
frequency of appraisals , standardized or customized performance appraisal
forms
 Issues and cross cultural challenges in international performance
management
SESSION 13
 Case study: The global war for Talent – Fox School of Business
Classroom Session
 Re-entry and Career Issues
 Introduction: The repatriation process
 Individual reaction to re-entry
 Multinational responses
 Designing a repatriation program
 Group Work
Discussion on case study
SESSION 14
cci
 HBR Article on Globalization of (HRM) : Convergence and Divergence in Asian
Human Resource Management by Chris Rowley, John Benson
Classroom Session
 Global HR Issues
 Introduction: Standardization and adaptation of HRM practices
 Creating a balance between standardization and localization
 Managing human resources in off shoring countries like India and China
SESSION 15 & 16
Classroom Session
 International Industrial relations
 Key Issues in International Industrial Relations
 Trade Unions and International Industrial Relations
 Response of Trade Unions to multinationals
 Group Work
 Citibank case study
SESSION 17 & 18
 Case Study on Cross Cultural Relations
Classroom Session
 Cross Cultural Management
 Introduction to Cross-cultural Management
 Influence of culture on people management function
 The Global Manager and Management of Global Teams
 Group Work
 Discussion on case
 Video clipping and discussion on Cross Cultural Issues and Management
SESSION 19 & 20
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 Case study:
 The recovery of trust – Institute of Business Ethics
Classroom Session
 International HRM and Business Ethics
 Ownership issues related to family owned businesses and NGO’s
 Safety and Security of employees when dealing with Global Terrorism
 Group Work
 Field Project Presentation and Guest Seminar
 Assignments
 Presentation of the group field project work
 End Term Exam
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PGDM Trimester 05
MEASURING HR
Human Resources at the Center Stage:

Human Resources function and professionals have come a long way in establishing their
credibility to the business. As the rules of the business game changed, HR professionals
recognized the need for re-architecting their roles and responsibilities. In the knowledge
economy where human capital plays a deterministic role for organization’s success,
effective Human Capital Management became very pronounced. HR professionals are
called upon increasingly to contribute to strategy execution, operational excellence, culture
change & transformation as well as creating the necessary commitment and competence on the
part of the talented workforce.
Inevitably, the focus moved from Return on Investment to Return on Intangibles! Intangibles
such as leadership brand, widely shared strategic intent, culture, execution focus,
collaboration, innovation and the like became invaluable for organizations to compete
successfully in the fiercely competitive globalized environment. HR professionals had
to recognize that they needed to move from a “doables orientation” to “deliverable
orientation”. Value creation on the part of HR broke out of the traditional mindset
associated with “containing costs” to “contributing to the top-line.”
Around the time the HR roles were getting redefined and HR professionals gearing up
to create value for corporations, newer measurement tools in the form of Balanced
scorecards started to emerge. These tools also proved immensely valuable to the
business since they brought a much needed long-term orientation to building and
sustaining a business. Importance of leading indicators of corporate success as much as
the lagging indicators became more and more evident even as the corporate world
witnessed many a mayhem in corporate collapse world over. Corporations became not
only aware of the power of human capital, but they also started to pay the attention it always
deserved. Long live New HR!
Measuring HR: Many Frameworks, but do these frames work?

HR professionals in the past have invested time and techniques to measure their
contributions. They measured and reported hiring efficiency, training results,
absenteeism, labour costs and a whole lot of such measurements. This paradigm focused
on measuring the efficiency of the function was fine when HR was viewed as a support function.
The new paradigm that calls for HR to play the Strategic Partner role for the business will find
the above measurements grossly inadequate.
Pretty much on the lines of Business Balanced Scorecards, HR scorecards and such other
frameworks became popular. Many of these frameworks left the HR professionals with
even more confusion and anxiety rather than being of any help. The root cause of this
has been lack of understanding as to what HR measures matter for the Company as
much as how to measure them. Before putting together a robust HR Scorecard, little
attention was paid to what people-related leading indicators mattered for the Company
and its successful execution of the strategy. This course will facilitate a deeper
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understanding of what it means to measure HR for efficiency, effectiveness and business
impact.
LEARNING OUTCOMES:
Participating and learning this elective will help students to appreciate the need for and
systems for measuring the impact of HR so that the business understand the value HR
function creates. In short, the following learning outcomes will result:
 Understanding why HR function must become result-oriented
 How HR function adds value and demonstrating the value in business terms
 Approaches to measurement: Scorecards, Benchmarking, metrics and
measurement
 Measuring the value of Intangibles that HR helps build for the organization
PEDAGOGY:
The teaching methodology for this course will be a blend of lectures, reading
assignments guided class room discussions, case study analysis and best practices
sharing. Evaluations will be based on demonstrated understanding of the concept,
methods, frameworks and processes associated with PMS and through Quiz,
presentation, group work and exams.
SESSION 1 & 2
THEME 1: HR – PAST, PRESENT & FUTURE
 Topic & Objectives: Overview of the HR journey and current state
 Understanding the history and development of HR
 Proactive & Reactive side of HR
 HR & business interface
 Changing face of HR
SESSION 3 & 4
THEME 2: UNDERSTANDING MEASUREMENT AND METRICS
 Topic & Objectives: Metrics & Measurements: issues and opportunities
 Simple to Complex measurements
 Challenges in measurements
 Difference between benchmarking & strategic Metrics
 Limitations of benchmarking as a tool
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SESSION 5 & 6
 Topic & Objectives: Understanding HR Deliverables
 Capabilities
 Culture
 Systems & Processes
 HR Architecture that delivers
SESSIONS 7 & 8
 Topic & Objectives: New Age competencies for HR professionals
 University of Michigan Study & Framework
 CII-NHRD Framework
SESSION 9 & 10
 Topic: Talentship as a decision science
SESSION 11 & 12
 Topic: Understanding the Balanced Scorecard & Strategy mapping
SESSION 13 & 14
 Topic: Constructing a robust HR Scorecard
SESSION 15
 Topic: HR Maturity Framework and implications
SESSION 16 & 17
 Topic: Creating & Sustaining HR delivery vehicles that deliver value
SESSION 18 & 19
 Topic: Redefining value creation in the context of unique business strategy
SESSION 20
 Topic: Next Practices in measurement- HR Analytics
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PGDM Trimester 05
HR LAWS –ER & COMPLIANCE
 Human Resources at the Center Stage

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

In spite of a recent wave of gloom and doom headlining the newspapers, it is very
clear that the Indian economy is on a renewed growth path, post the liberalisation
of the early 1990s. The first wave of the liberalisation give a fillip to the services
sector, led by the software industry which has created a huge middle class.
However, we are now on the threshold of a second wave of growth, and experts
are increasingly talking about the coming of age of the bottom of the pyramid,
and the huge rural economy of India. This points to the imminent growth of
sectors such as manufacturing, organised retail, and other sectors of the services
like insurance, etc. This will also generate employment for a new class of people-
mostly in the category called the 'union-isable' employees. The need for HR
professionals who can then help businesses manage the dynamics of this category
of employees will be felt more than ever before. Hence there will be a large need
for HR professionals who are conversant with labour laws and processes.
This course will focus on ensuring that students appreciate the practical elements
of the employment laws as they apply to day-to-day business situations. It will
also have the necessary rigour of understanding the laws per-se, and the legal
process of dealing with unionisable employees.
 Learning outcomes of the course : Participating and learning this elective will
help students to
 Appreciate the key elements of the Employee Relations System
 Elements of managing a unionisable work-force & the standard processes
followed
 The main laws and their key features applicable for all categories of employees
 Managing the dysfunctional aspects of unionisable employees & their legal
impact
 Compliance requirements for both blue and white collar workforce
 Creating a maintaining a positive employee relations (ER) climate
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 Pedagogy
The teaching methodology for this course will be a blend of Lectures, reading,
assignments, case-lets (that will help students to appreciate the application of
law), guided class room discussions, and legally oriented academic debates, case
study analysis and best practices sharing
 Reference Books : Employment Laws: ER & Compliance, NMIMS, Bangalore.

Krishna Setlur: October 2013
 Book: Industrial Relations
 Author: Arun Monappa
 ISBN-13: 978-0074517703
 Pub Date: MAY-85
 Book: Industrial Relations and Labour Laws
 Authors: Arun Monappa, Ranjeet Nambudiri, and Patturaja Selvaraj
 Publisher: Tata McGraw-Hill Publishing Company; 2 edition (27 April 2012)
 ISBN-10: 1259004929
 ISBN-13: 978-1259004926
 Book: Labour Laws – Everybody Should Know
 Author: H L Kumar
 Publisher: Labour Law Reporter
 Book: Employer’s Rights under Labour Laws
 Book: Obligation of Employers under Labour Laws
 Book: HRD & Labour Law Referencer cum Diary 2014
 This is a practical guide for effective management with readymade drafts for
office orders, letters, notices, memos, charge-sheets, warnings, etc.)
 Book: Digest of Labour Cases: 1990-2012
 Book: Labour and Industrial Law with Seven Year Digest + CD (in 2 Volumes)
 This has cases from 2003 to 2012
 Book: Dynamics of Industrial Relations in India
 Author: Mamoria, Mamoria, Gankar
 Publisher: Himalaya Publishing House (2010)
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 Book: Industrial Relations: Emerging Paradigms
 Author: B. D. Singh
 Publisher: Excel Books (2008 edition)
Journals
 Labour Law Reporter (LLR)
 Access to LLR Database of Articles, Cases, and Judgements
TOPICS TO BE COVERED
 PART- A: INTRODUCTION TO EMPLOYMENT LAW
 The Legal Framework of Business
 The Industrial System- Concept and Evolution
 PART- B: PERSPECTIVES IN WORKMEN RELATIONS
B1: Trade Unions
 History and evolution of IR in India
 Role of trade unions
 Managing union relations
 Current State of unionsiation in India
 A union-free organisation
B2: Employee Relations- Concepts and Processes (in managing unionisable
employees)
 Concept of Employee Relations
 Evolution of Industrial Relations (IR) to Employee Relations (ER)
 Collective Bargaining & Dispute Resolution Mechanisms
 Grievance Resolution
 Workforce Discipline
 Compliance and Legally Correct Responses to Day-to-day situations in a
unionised/ unionisable work-place
 Part- C: MAIN EMPLOYMENT LAWS - THEIR KEY CLAUSES- APPLICATION
IN CORPORATE CONTEXT
C1: Introduction
 Framework of Labour Legislation
 Constitution of India
C2: Laws related to recruitment, and their applications
 Apprentices Act,1961
 Employment Promotion Program
 Contract Labour Act
 Maharashtra Regularisation of Contract Labvour
 Job Reservation – SC/ST Act
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 Discrimination & EEOC Norms
 Immigration
C3: Laws on Direct Compensation
 Payment of wages Act,1936
 Minimum wages Act,1948
 Payment of Bonus Act,1965
 Equal Remuneration Act,1976
C4: Laws Related to Indirect Compensation
 Workmens’ Compensation Act,1923
 Maternity Benefits Act,1961
 ESI Act
 Employee Provident Fund Act,1952
 Payment of Gratuity Act,1972
C5: Laws Related to Engagement & Termination
 The Contract Act (for white collar workers)
 Trade Unions Act
 Industrial Disputes Act
 Industrial Employment(Standing Orders) Act
 Shops & Establishments Act,1948
 The Factories Act,1948
 The Sexual Harassment of Women at Workplace (Prevention,
Prohibition and Redressal) Act, 2013
C6: International Employment & Safety Laws and its Impact on India
 Indian Income Tax Laws relating to international operations
 Tax structure of different countries- overview
 US Social Security - an overview
 European Social Security- overview
 FLSA
 OSHA/ European Safety Standards
 Foreign Corrupt Practices Act
 SARBANES-OXLEY
 Part- D: PUTTING IT TOGETHER
 The compliance check-lists
 The different practical scenarios in business and the HR professionals
response
 Future of ER in India
SESSION 1
 Introduction to the course
 Introduction to Employee Relations (ER)
 Case : The Mayhem at Manesar
 Employment Relations- back on the centre stage!
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 The Industrial Revolution & the evolution of the industrial system
SESSSIONS 2 & 3
 The concept of Employee Relations (ER)
 The Role of Capital, Labour and the Government
 Evolution from Industiral Relations (IR) to Employee Relations (ER)
 Key Concepts in ER an Overview:
 Unionisation and Collective Action
 Employer Federations
 Regulatory Frameworks
 Industrial Discipline
 Collective Bargaining
 Grievance Handling Mechanisms
 Wage Determination Mechanisms
SESSIONS 4 & 5
 History of the Labour Movement- Global Perspective
 History of the Labour Movement- Global Perspective
 Evolution of Employment Law
 Constitution of India
 Indian Labour Conference
 ILO
SESSIONS 6 & 7
 Laws of Engagement & Termination- Main Features & Applications
 Trade Union Act
 Industrial Disputes Act
 Industrial Employment Standing Orders Act
 The Karnataka Shops and Commercial Establishments Act
 The Contract Labour Act
 The Maharashtra Regularisation of Contract Labour Act
 Factories Act
 Sexual Harassment Act
 Law of Contracts
 Assignment : Drafting of Standing Orders for a Commercial
Eastablishment
SESSIONS 8 & 9
 Quiz
 Grievance Handling: Concepts, Procedure, and Case Study
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 Collective Bargaining: Concepts, Procedure, and Case Study
SESSIONS 10 & 11
 Industrial Discipline: Concepts, Procedure, and Case Study
 Exercises:
 First response to an act of indiscipline
 Mock Enquiry Proceedings
 Assignment: Prepare a show cause notice, charge sheet, suspension
order, dismissal order
SESSION 12
 Quiz
 Laws of Direct Compensation - Main Features & Applications
 Payment of wages Act
 Minimum Wages Act
 Payment of Bonus Act
 Equal Remuneration Act
SESSIONS 13 & 14
 Quiz
 Laws related to indirect compensation - Main Features and Caselets
 Workmen's Compensation Act
 ESI Act
 Maternity Benefit Act
 Provident Fund
 Gratuity
 Medical Insurance
 Group Personal Accident Insurance
 Assignment: Prepare an appointment letter
SESSIONS 15 & 16
 Quiz
 Other Main Laws- Main Features and Applications
 Pharma Sales force act
 Income Tax Act
 Employment Exchanges - notification of vacancies act
 International IR & Compliance
 Double Taxation Avoidance
 Handling Foreign Workers in India - FRRO and other
requirements
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 USA: Visas, and Social Security
 Europe: Visas and Social Security
 Routine Compliance Requirements
 Overview and guidelines
 Assignment: Prepare a Compliance Check List (Retail, Software
Company, Textile Mfg Unit)
SESSIONS 17 & 18
 Exercise: Analysis of an appointment letter
SESSIONS 19 & 20
 Future of IR
 IR in the IT & ITES industries
 New age employee collectives
 Technology, social media and the future of IR
 Course Wrap-up
PGDM Trimester 05
ANALYTICS FOR FINANCE – BFSI SECTOR II
COURSE OBJECTIVE
The objective of this course is to provide the participants with the essential hands on
skills, tools and techniques required to identify themselves as analytics professionals in
the finance domain. This course will give a broad idea about the application of analytics
in the banking, investment and insurance areas within the finance domain. The course
will focus primarily on risk management concepts, credit scoring models, insurance
pricing models, customer acquisition / attrition based models and fraud detection apart
from discussing the scope of analytics in wealth management. We will use tools like SAS,
SPSS, Excel and R to demonstrate the concepts. Candidates who complete this course
are expected to have job ready skills in financial analytics.
LEARNING OBJECTIVES:
1. Understand the role and application of analytics in the finance domain
2. Understand how various tools like Excel, SAS, SPSS and R are used in financial
analytics
3. Understand the various risk types and how to measure and manage the same.
4. Measure the model performance and build optimized models
5. Implement a credit scoring model from the consumer finance perspective.
6. Build a basic health insurance pricing model and interpret the same.
7. Understand the different sub areas within customer analytics for finance
8. Understand the various avenues of fraud and the techniques of fraud detection.
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9. Build a model to implement a simple pair trading strategy.
10. Understand the Basel norms and their relevance for a sound financial system.
SCOPE OF THE COURSE

 The study plan covering readings, classroom sessions, group work and
assignments corresponding to each session are outlined below.
 It is mandatory to go through the ‘Pre-session readings’. You may expect surprise
quizzes on the same.
 The course consists of 5 broad themes spread over 20 sessions. Each session will
be of 90 minutes. The themes that would be covered in the course are under:
o Theme 1: Insurance Analytics
o Theme 2: Risk Management
o Theme 3: Credit Scoring for Consumer Finance
o Theme 4: Application of Analytics in Fraud Detection and Trading
o Theme 5: Application of Customer Analytics in Finance
1. Developing Credit Risk Models using SAS Enterprise Miner and SAS / STAT –
Brown (2014)
2. Machine Learning with R – Brett Lantz (2013)
3. Asian Financial Statement Analysis: Detecting Financial Irregularities –Tan &
Robinson (2014)
The coursework encompasses some/all of the following activities:

 Class participation
 Post-class repetition of in-class model building exercises
 Final Project (Group)
EVALUATION PATTERN
1. Assignments (Group) - 15%
2. Project Work (Group) - 30%
3. Quizzes - 15%
4. End Term Exam - 40%
 Assignments will be in the form of completing the in-class models and making a
presentation of the ideas learnt in the session. This will be a group work and there
will be a 5 minute presentation of any one group (chosen at random) in the next
class.
 Project Work may involve end to end model building. The activities involved in
the project are as follows.
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o Business Problem Identification
o Data Acquisition
o Data Cleaning
o Descriptive Statistics
o Hypothesis Description
o Model Discussion
o Model Building
o Model Evaluation
o Model Implementation
o Pros and Cons of the model
o Comprehensive Report Writing
o Presentation of the Report
 There will be 3 surprise / announced quizzes each carrying equal weightage.

These are a mix of concept and hands on based questions, directly linked to the
class room discussions and learning objectives.
 End term will have two components with equal weightage – A written exam and
a model building exercise. The model building exercise will now be an individual
task and can be a take home activity or in class exercise. The written exam will
focus on core concepts and applications and will be directly linked to the learning
objectives and class room discussions.
SESSION PLAN
THEME 1: INSURANCE ANALYTICS
SESSION 1
 Insurance Business
 Understanding risk
 Types of Insurance
 Application of Analytics in Finance
SESSION 2
 Health Insurance Pricing
 Model Building and Implementation
THEME 2: RISK MANAGEMENT

SESSION 3
 Define Credit Risk, Market Risk and Operations Risk
 Types of Market Risk and Example
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SESSION 4
 Measuring Market Risk
 Managing Market Risk
 RBI Guidelines
SESSION 5
 Introduction to Credit Risk
 Probability of Default
 Loss Given Default
 Exposure at Default
SESSION 6
 Credit Risk Measurement Case Study
SESSION 7
 RAROC
 Credit Risk Management
SESSION 8
 Introduction to Credit Derivatives
 ABS,CDS
SESSION 9
 Basel Norms
 RBI guidelines for Basel Implementation
SESSION 10
 Introduction to Operations Risk
 Basel guidelines for Operations Risk
THEME 3: CREDIT SCORING AND CUSTOMER ANALYTICS

SESSION 11
 Credit Scoring Case Study
 How to optimize the model for large and small banks differently.
SESSION 12
 Decision Trees Vs Logistic Regression
 Ensemble Models
SESSION 13
 Performance of Scoring Models
 Application of Scoring Models in Wealth Management
THEME 4: APPLICATION OF ANALYTICS IN FRAUD DETECTION & TRADING

SESSIONS 14
 Framework for Credit Card Fraud Detection
SESSIONS 15-16
 Visualizing Stock Price Information
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 Pairs Trading
THEME 5: APPLICATION OF CUSTOMER ANALYTICS IN FINANCE

SESSION 17-18
 Cross –Selling and Up-selling
 Measuring CLTV
 Database marketing
 Product Development
SESSION 19-20
 Project Review and Presentations
PGDM Trimester 05
QUANTITATIVE TECHNIQUES FOR DECISION MAKING
Objectives:-
We will look at some additional techniques to enable solving deterministic and

probabilistic problems. Some challenging problems in analytics require application of
Operations Research. We will also explore machine learning techniques to enable an
overall understanding of how to develop and understand these models. We will also
look at an overview of network models from a real world application perspective.
Reference Books:-
1. Wayne L. Winston, Operations Research Applications and Algorithms, Thomson

Brooks / Coles
2. Brett Lantz, Machine Learning with R, PACKT Publishing
3. David Easley, Jon Kleinberg, Networks, Crowds, and Markets: Reasoning About
a Highly Connected World, Cambridge University Press
4. Frederick S. Hillier, Gerald J. Lieberman, Introduction to operations

research, McGraw-Hill.
5. Seila, A.F., P.R. Tadikamalla, and V. Ceric: Applied Simulation Modeling, Brooks
Cole (2003).
6. Trevor Hastie, Robert Tibshirani, Jerome Friedman, The Elements of Statistical

Learning: Data Mining, Inference, and Prediction, Second Edition
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7. Hand , D . J . , Mannila , H . and Smyth , P . ( 2001 ) Principles of Data Mining ,
MIT Press, Cambridge, MA .
The course grades break up is as follows

 In-class tests 5%
 Home-works (2) 15%*2
 Mid-term 15%
 Final Exam 50%
Ses
sio Topic Class room Session Pre Session Readings
n
Linear Algebra / - Basics of Matrix Theory
1 Book 1, Chapter 2, 12
Probability - Probability Theory
Linear Programming
Linear Programming -
2 Problem Book 1, Chapter 3
1
- Graphical Solution
- Simplex Algorithm
Linear Programming -
3 - Application of Linear Book 1, Chapter 4
2
Programming using Excel
- Graphical Analysis Book 1, Chapter 5, 6
4 Sensitivity Analysis
- Duality
- Solving Integer Problems
Integer Programming - Book 1, Chapter 9
5 - Managing various
1
constraints
6 Game Theory - Zero Sum Games Book 1, Chapter 14
Transportation - Transportation Problem
7 Book 1, Chapter 7
Problem - Assignment Problem
Shortest Path Problem Book 1, Chapter 8
8 Network Flow
- Maximum Flow Problem
9 Stochastic Models - Markov Processes Book 1, Chapter 17
10 Simulation Basics of simulation Book 1, Chapter 21
Classification Problems - K Nearest Neighbors
11 Book 2, Chapter 3, 4
-1 - Naïve Bayes Classifiers
Classification Problems - Decision Trees
12 Book 2, Chapter 5
-2 - Rules from Decision Trees
Classification Problems
13 - Regression Trees Book 2, Chapter 6
-3
14 Neural Networks Neural Networks Book 2, Chapter 7
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Support Vector
15 - Support Vector Machines Book 2, Chapter 7
Machines
16 Association Analysis - Market Basket Analysis Book 2, Chapter 8
- Introduction to Networks
17 Graph Models - 1 Book 3, Chapter 1-2
- Graph Models
- Strong and Weak Ties
18 Graph Models - 2 Book 3, Chapter 3-5
- Surrounding Context
- Information networks
Graph Models -
19 - Link analysis and Web Book 3, Chapters 13, 14
Applications - 1
search
- Auction Theory
Graph Models -
20 - Application in Display Book 3, Chapter 9, 15
Applications - 2
Ads
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PGDM Trimester 05
MARKETING ANALYTICS
COURSE OBJECTIVE
Marketing professionals increasingly encounter intense competition in almost every
market. The burgeoning number of channels that are available to marketers to reach out
to customers offer unprecedented opportunities to communicate with customers and
allow customers to participate like never before in creating product and service
offerings. However, this plethora of options makes it more difficult to determine the
most desirable strategies and the most effective and efficient portfolio of marketing
alternatives – whether for product, pricing, promotion or place decisions. Competitive
advantage will depend increasingly on marketing professionals’ ability to wring
information from data, and to harness that information to enhance practical, real-world
marketing decision making. This course is designed to equip marketing professionals
with the skills to use and to apply quantitative models to marketing problems.
LEARNING OUTCOMES
On successfully completing the course, students will be:
 Familiar with analytics techniques used to extract information from marketing
data, and will be able to select those most appropriate to the context
 Able to interpret the output of commonly used analytics software
 Able to analyse the information contained in computer output, and apply this
information to address, among others, marketing problems such as identifying
market segments, classifying customer profiles, positioning, selecting product
features to offer, designing marketing campaigns, and allocating resources to
marketing inputs to maximise returns on marketing investments
SCOPE OF THE COURSE

 The study plan covering recommended reading, classroom sessions and group
activity corresponding to each session are outlined below.
 It is expected that the material in “Recommended Reading” be studied, preferably
before the session. Quizzes and examinations may include questions on this
material.
 The course is spread over 20 sessions. Each session will be of 90 minutes duration;
the course duration is 30 hours.
 In addition to class room teaching and discussion, the following academic
involvement is essential for an effective learning of the course:
o Average pre-session reading per theme – 2 hours
o Average group activity time – 3 hours
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PEDAGOGIC TOOLS

 Handout of lecture material
 Exercises involving the use of computer software, and related data sets
 Reference books
 Recommended reading
 These books are recommended as reference books:

 Rajkumar Venkatesan, Paul W. Farris, and Ronald T. Wilcox. Cutting
Edge Marketing Analytics. Pearson Education, Upper Saddle River, New
Jersey, July 2014.
 Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, and David J. Reibstein.
Marketing Metrics: 50+ Metrics Every Executive Should Master, Pearson
Education, Upper Saddle River, New Jersey, 2006
 Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E.
Anderson, (2010). Multivariate Data Analysis, 7th Edition, Pearson
Prentice Hall.
 Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining
Techniques: For Marketing, Sales, and Customer Relationship Management,
3rd Edition, Wiley.
GRADING
o Class participation - 10%
o Group activity / presentation - 10%
o Quizzes (objective tests; best 2 of 3) - 30%
o End Term Exam - 50%
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SESSION 1
THEME 1: Introduction to Marketing Analytics
Recommended reading
3. William J. Hauser, (2007) "Marketing analytics: the evolution of marketing research in
the twenty‐first century", Direct Marketing: An International Journal, Vol. 1 Iss: 1, pp.38
– 54
4. Browse reference, “Marketing Metrics: 50+ Metrics Every Executive Should Master”
Classroom Session
(90 min*1)
 An overview of marketing analytics

 Some key marketing metrics
 Commonly used multivariate data analysis techniques
 Data sources in India
SESSIONS 2, 3 & 4
THEME 2: Marketing Mix Modelling
Recommended reading
3. Tellis, Gerard J. (2006), “Modeling the Marketing Mix,” Handbook of Marketing
Research, ed Rajiv Grover, Thousand Oaks: Sage Publications, p 506-522.
4. Joseph, Joy V., Understanding Advertising Adstock Transformations (May 15, 2006).
Available at SSRN: http://ssrn.com/abstract=924128
Classroom Session
(90 min*3)
 Multiple regression: A quick review
 Response variables in MMM
 Explanatory variables in MMM
 Building an MMM
 Validating the MMM
 Regression and time-series data
 Contribution of marketing inputs to sales
 Marketing inputs and ROI
 MMM and resource optimisation
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Group Assignments
Exercise 1: Building a marketing mix model

Exercise 2: Optimizing marketing resources given a marketing mix model
SESSIONS 5 & 6
THEME 3: Cluster Analysis for Market Segmentation
Recommended reading
Chapter 11.
4. Claudia Jurowski and Allen Z. Reich, (2000) “An Explanation and Illustration of
Cluster Analysis for Identifying Hospitality Market Segments”, Journal of
Hospitality & Tourism Research”. Vol 24. pp. 67 – 91.
Classroom Session
(90 min*2)
 Data-driven marketing segmentation

 What is cluster analysis?
 Clustering vs classification
 Clustering methods
 Hierarchical agglomerative clustering
 K-Means clustering
Group Assignment
Exercise 3: Exercise on identifying market segments using cluster analysis
Quiz 1
Topics: Introduction, Marketing Mix Modelling
SESSIONS 7 & 8
THEME 4: Discriminant Analysis for Classification
Recommended reading
(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Chapter 5
4. Carl J. Huberty (Jan 1984). “Issues in the use and interpretation of discriminant
analysis.” Psychological Bulletin, Vol 95(1), pp 156-171.
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Classroom Session
(90 min*2)
 What is discriminant analysis?

 The discriminant function
 Estimating the multiple discriminant model
 Interpreting weights and loadings
 Validating the model
 Territorial map
Group Presentation
Group 1: Exercise on building a marketing mix model
Group Assignment
Exercise 4: Exercise on classifying customer profiles using discriminant analysis
SESSIONS 9 & 10
THEME 5: Factor Analysis for Simplifying and Understanding Marketing Data
Recommended reading
3. Lindsay I Smith (2002). “A Tutorial on Principal Components Analysis.”
http://www.cs.otago.ac.nz/cosc453/student_tutorials/principal_components.pdf
4. Andy Field. "Factor Analysis" http://www.statisticshell.com/docs/factor.pdf
Classroom Session
(90 min*2)
 Factor analysis: Dimension reduction and structure detection

 Correlation among analysis variables
 Number of factors to extract
 Factor loadings
 Communality
 Factor rotation
 Factor scores
Group Presentation
Group 2: Exercise on optimising marketing resource allocation, given a marketing mix
model
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SESSION 11
THEME 6: Multidimensional Scaling for Positioning
Recommended reading
(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Chapter 8.
4. C. Carl Pegels and Chandra Sekar (1989).”Determining Strategic Groups Using
Multidimensional Scaling”, Interfaces, Vol. 19, No. 3, pp. 47-57
Classroom Session
(90 min*1)
 Creating a map of India

 What is multidimensional scaling?
 Obtaining a solution with paired comparisons
 Obtaining a solution with attribute ratings
 Validating and improving the model
 Interpreting the map
Group Assignment
Exercise 5: Exercise on classifying brand/product positioning using multidimensional
scaling
Quiz 2
Topics: Cluster analysis, discriminant analysis
SESSIONS 12 & 13
THEME 7: Conjoint Analysis for Product Decisions
Recommended reading
3. Joseph Curry (1996). “Understanding Conjoint Analysis in 15 Minutes”, Sawtooth
Software. RESEARCH PAPER SERIES, Sawtooth Technologies, Inc.
4. Paul Green, Abba Krieger, and Yoram Wind, “Adventures in Conjoint Analysis:
A Practitioner’s Guide to Trade-off Modeling and Applications” Chapter 12,
https://marketing.wharton.upenn.edu/faculty/green/monograph/
Classroom Session
(90 min*2)
 Data-driven product design
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 What is conjoint analysis?
 Calculating part worth utilities
 Interpreting conjoint analysis results
 Simulating market share
Group Presentation (Session 13)

Group 3: Exercise on conjoint analysis
Group Assignment
Exercise 6: Exercise on product features decisions using conjoint analysis
SESSIONS 14
THEME 8: Customer Relationship Management: RFM Analysis
Recommended reading
3. T.H.A. Bijmolt, P.S.H. Leeflang, F. Block, M. Eisenbeiss, B.G.S. Hardie, A. Lemmens,
and P. Saffert, (2010) ``Analytics for Customer Engagement,'' Journal of Service
Research, vol. 13(3), pp. 341-356.
4. Ron Kahan, (1998) "Using database marketing techniques to enhance your one‐to‐one
marketing initiatives", Journal of Consumer Marketing, Vol. 15 Iss: 5, pp.491 - 493
Classroom Session
(90 min*1)
 What is RFM analysis?

 Creating RFM scores
 Identifying the target audience
Group Assignment
Exercise 7: Exercise on RFM analysis / Association analysis
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SESSIONS 15 & 16
THEME 9: Customer Relationship Management: Association Analysis
Recommended reading
Chapter 9
4. Kardi Teknomo, (2008) "Market Basket Analysis",
http://people.revoledu.com/kardi/tutorial/MarketBasket/
Classroom Session
(90 min*2)
 Market basket analysis

 Association rules
 Evaluating rules
 Application
Quiz 3
Topics: Factor analysis, multidimensional scaling, conjoint analysis
SESSION 17
THEME 10: Household Panel Analysis
Recommended reading
3. An Overview of Methods for the Analysis of Panel (Nov. 2006). NCRM Methods Review
Papers, NCRM/007, ESRC National Centre for Research Methods
4. Oscar Torres-Reyna (Dec 2007). “Panel Data Analysis Fixed and Random Effects using
Stata (v. 4.2)”, Data and Statistical Services, Princeton University.
Classroom Session
(90 min*1)
 Introduction to Household panels

 Structure of Panel Data
 Data Elements
 Penetration Reports
 New Acquisitions
 Repeat Purchase
 Migration
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SESSIONS 18 & 19
THEME 11: Analyzing Social Media
Recommended reading
3. Stefan Stieglitz and Linh Dang-Xuan (2012). “Social media and political
communication: a social media analytics framework”, Social Networks Analysis and
Mining, Springer-Verlag. DOI 10.1007/s13278-012-0079-3
4. Bogdan Batrinca, and Philip C. Treleaven (2014). “Social media analytics: a survey of
techniques, tools and platforms”, Artificial Intelligence and Society, Springer-Verlag.
DOI 10.1007/s00146-014-0549-4
Classroom Session
(90 min*2)
 Introduction to Text Mining

 Parsing
 Applications
o Spam emails
o De-duplication
o Social Media Analysis
 Scraping Websites
 Comments, Tweets, Retweets, Likes
 Fans, Followers & Engaged users
 Viral Impressions
 Analysing the comments
o Language
o Aspect
o Tonality
o Emotion
o First Person
o Slang or Profanity
o Cultural use of Slang & Profanity
o Sentiment Analysis – Positive, Negative, Neutral or Irrelevant
o Linking to Business KPI’s
SESSION 20
Group Presentations
 Groups 4, 5 and 6 will present their assignments.

As with all group presentations, the rest of the class will critique the presentation,
while the group presenting it will defend its positions.
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PGDM Trimester 05
BIG DATA & STRATEGIC MANAGEMENT ANALYTICS
OVERVIEW OF COURSE
 Background
 In a business organization, MBA students can play different roles in an Analytics team.
It could be hands on involvement in delivery or as a part of team mainly as an interface
between practitioners and analysts. In both cases, they will be expected to manage a
team sooner or later. At even higher level, they will be required to think strategically
about the role of Analytics. This course is intended to teach the effective management
of an analytics team both tactically and strategically.
 Specific Objectives
o To educate students about the importance of Analytics as a Strategic tool.
o Cover various dimensions of designing and structuring an Analytics team.
o Take various management decisions like build or buy, motivating employees,
pricing etc.
o Understand the term big data and its various dimensions. Evaluate it from
management angle that is relevant for Analytics
LEARNING OUTCOMES
 The student should be able to understand and appreciate Big data and its applications in
management. They will understand nuances of managing Analytics function strategically.
They also will understand effective management of an analytics team.
SCOPE OF THE COURSE

 The study plan covering readings/handouts, classroom sessions, Group Work sessions
and Assignments corresponding to each session are outlined below.
 For post contact reading, please refer to the handouts that will be provided at the end of
each session.
PEDAGOGIC TOOLS
 Study Hand-outs
 Reference books
 Reference Books
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 Davenport, Thomas H., and Jeanne G. Harris, Analytics at work: Smarter
decisions, better results (Cambridge, MA: Harvard Business Press, 2010).
 Davenport, Thomas H., and Jeanne G. Harris, Competing on analytics: The

new science of winning (Cambridge, MA: Harvard Business Press, 2007).

GRADING
 Assignments - 20%
 End Term Exam - 50%
Please come prepared with the handout readings as specified for each session
and bring this study plan booklet in class
SESSIONS 1- 3
MANAGING ANALYTICS AS A BUSINESS PROCESS
Readings
Davenport, Thomas H., and Jeanne G. Harris, Analytics at work: Smarter

Davenport, Thomas H., and Jeanne G. Harris, Competing on analytics: The new
science of winning (Cambridge, MA: Harvard Business Press, 2007).
Classroom Session
Managing Analytics as a business process

Nature and metrics / Buy or Build decision
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SESSIONS 4- 6
MANAGING ANALYTICS PROJECTS
Readings
Davenport, Thomas H., and Jeanne G. Harris, Analytics at work: Smarter decisions,
better results (Cambridge, MA: Harvard Business Press, 2010).
Davenport, Thomas H., and Jeanne G. Harris, Competing on analytics: The new science
of winning (Cambridge, MA: Harvard Business Press, 2007).
Classroom Session
 Managing Analytics Projects
 Building Analytic Capability
 Analytics as part of an organizationDecomposing the effects
 Generalized Linear Model
SESSIONS 7-10
MODELS OF ENGAGEMENT
Readings
Classroom Session
Analytics as offshore process
Models of Engagement
Pricing
Communication and security challenges
Strategic importance of Analytics
Competing based on Analytics
Ethical and Privacy Issues
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SESSIONS 11-12
WHAT IS BIG DATA
Readings
Classroom Session
What is Big Data

 4 V dimensions of Big Data
 Sources of Big Data, growth and Prevalence
 Why Big Data – influence on business outcomes
 Use cases across industries
Big Data technology framework
 Components of framework across storage, analysis, visualization and deployment
SESSIONS 13- 16
KEY BIG DATA TECHNOLOGIES
Readings

Classroom Session
 Hadoop (HDFS and MapReduce)
 NoSQL data stores
 Columnar data stores
 Unstructured data analysis
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SESSIONS 17- 20
INDUSTRY AND MARKET TRENDS
Readings

Classroom Session
Industry and market trends
 Adoption of Big Data technologies
 Key trends, market share etc.
Integrating a Big Data technology framework
 Key considerations while selecting technology components

 Integration with existing IT infrastructure
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PGDM Trimester 05
KNOWLEDGE MANAGEMENT
COURSE OBJECTIVE
 To familiarize the students with the concepts of Knowledge and Knowledge
Management in organizations.
 To identify the steps involved in developing a knowledge management system and
discuss methods /tools available to achieve this.
 To identify the various risks and challenges in implementing a Knowledge
Management System.
 THEME 1: Introduction To Km
 THEME 2: Km – Basics & Km Framework
 THEME 3: Km Strategy & Distributed Km
 THEME 4: Km Tools
 THEME 5: Km Tools
 THEME 6: Management Of Sustained Km
 THEME 7: Km Case Study From St.Gallen
 THEME 8: Intelligence Analysis & Intellectual Property Rights
LEARNING OUTCOMES
 Understand fundamental concepts and principles of Knowledge management
 Understand the evolution of the Learning Organisation;
 Appreciate the role of technology and culture in building a ‘Learning Organisation’
and identify the relevant tools;
 Be aware of the challenges and issues in implementing a knowledge management
system
SCOPE OF THE COURSE

 The course discusses difference between information and knowledge and broadly
covers the various aspects of knowledge management from evolution of a KM
strategy to implementation. The course focuses on the cultural orientation in KM
and highlights the role of IT only as a facilitator.
PEDAGOGIC TOOLS
 Power Point presentations for session, case discussions and group assignments
SESSION 1
THEME 1: INTRODUCTION TO KM
 Study Plan Folder
 Additional Readings
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 POWERPOINT PRESENTATIONS - INTERACTIVE
SESSION 2 & 3
THEME 2: KM – BASICS & KM FRAMEWORK
SESSIONS 4 & 5
THEME 3: KM STRATEGY & DISTRIBUTED KM
 Group Work
 CONCEPT REVIEW – PRESENTATION BY STUDENT GROUPS
SESSION 6
THEME 4: KM TOOLS
 Assignments
 AN ASSIGNMENT TO BE SUBMITTED
SESSION 7
THEME 5: KM TOOLS
 Pre-Session Readings
 Additional Readings
 Classroom Session
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 DISCUSSION ON K-MANAGER & WEBEX
SESSIONS 8 & 9
THEME 6: MANAGEMENT OF SUSTAINED KM
 POWERPOINT PRESENTATIONS – INTERACTIVE
 Group Work
 CONCEPT REVIEW – PRESENTATION BY STUDENT GROUPS
SESSION 10
THEME 7: KM CASE STUDY FROM ST.GALLEN
SESSIONS 11 & 12
THEME 8: INTELLIGENCE ANALYSIS & INTELLECTUAL PROPERTY RIGHTS
 Group Work
 PRACTICAL PROJECT PRESENTATION BY STUDENT GROUPS
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PGDM Trimester 05
CORPORATE TURNAROUND
COURSE OBJECTIVE
Organizations are not static. They change continually within themselves as well as in
response to the environment. Very few organizations remain consistently profitable.
Almost every organization including those in the Fortune 500 list have faced threats to
survival/viability. Managers must learn to grapple with the downsides and related
problems. Accordingly, the objective of the course is to enable students to comprehend
the factors that lead to organizational decline and failure ending up in sickness and how
can ‘turnarounds’ be effected.
LEARNING OUTCOMES
The broad learning outcomes of the course are given below:
As Is Analysis
1. To understand the causative factors that lead to a company’s decline/
Sickness/Failure
2. To understand the symptoms that trigger decline leading to Sickness/ Failure
3. To make an analysis of the condition of a company that is under decline from
Management perspectives of Finance, Operations, Marketing, Human Resources
and overall Business strategy.
SCOPE OF THE COURSE

The course consists of four (4) broad THEMEs spread over 10 sessions each. Each session
will be for 90 minutes. The THEMEs that would be covered are:
THEME 1: How does decline/sickness of companies occur?
THEME 2: Extricating from management mess
THEME 3: Anatomy of a turnaround cycle
THEME 4: Leadership in turnaround situations
PEDAGOGIC TOOLS
 Readings from the Book titled : Corporate Turnaround by: Donald B. Bibeault
 Group Work to analyse cases
 Case Analysis in class
 Presentation
SESSION 1 & 2
THEME 1: HOW DOES DECLINE/SICKNESS OF COMPANIES OCCUR?
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Extracts from Corporate Turnaround by Donald B. Bibeault Pgs 7 to 15
Pgs 23 to 26
Pgs 27 to 33
Pgs 35 to 46
Classroom Session
 What connotes Failures/Decline/Sickness
 Are they caused Externally/Internally
 Internal Reasons for Decline
Group Work / Assignment

Read the case “Corporate Restructuring of Gujarat State
Road Transport Corporation” and answer the following questions:
1. How can Rajgopal increase the corporation’s revenues and contain the
expenditures for the next five years?
2. How can Rajgopal contain the opposition of the trade unions in his revenue-
enhancing initiatives?
3. How can Rajgoapal manage his own peers in the bureaucracy to prevent a sub-
optimal combination of options?
SESSION 3 & 4
THEME 2: EXTRICATING FROM MANAGEMENT MESS
Extracts from Corporate Turnaround by Donald B. Bibeault. Pgs 49 to 60
Classroom Session
 Common shortcomings of Poor Management
 Environment related
 Over expansion
 Leverage
Group Work/Assignment
1. Read the case Mobil USM&R (A1) and answer the following questions: What
objectives and measures should the two customer teams (consumer sub-team,
dealer sub-team) select for their core customer outcomes. How can these teams
measure what the dealer and Mobil must do well to achieve the desired customer
outcomes?
2. What should be the objectives and measures for the internal business processes
at USM&R? Remember, these objectives and measures must drive the desired
performance in the financial and customer objectives.
3. Comment on the scorecard development process. Why did Bob McCool initiative
yet another initiative, the Balanced Scorecard project? What elements seem
critical to the success of a Balanced Scorecard project?
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SESSIONS 5, 6 & 7
THEME: ANATOMY OF A TURNAROUND CYCLE
Extracts from Corporate Turnaround by Donald B. Bibeault. Pgs 91 to 109
Classroom Session
 Management Change Stage
 Evaluation Stage
 Emergency Stage
 Stabilization Stage
 Return to Normal by Normal Growth stage
 Read the case “Renault – Nissan, Alliance in 2008. The potential of a Novel
Organization” and answer the following questions:
1. Critically evaluate the financial status of Nissan and Renault before the alliance took
shape.
2. Critically evaluate the financial status of Nissan and Renault after the alliance.
3. What is rationale for the alliance and what strategic Value does each side bring to
the table.
4. Critically assess the ‘Execution’ of the Alliance and why was it successful.
SESSIONS 8, 9 & 10
THEME: LEADERSHIP IN TURNAROUND SITUATIONS
Extracts from Corporate Turnaround by Donald B. Bibeault. Pgs141 to 162
Classroom Session
 Styles of Leader
 Required Skills
 Motivations and Characteristics
 Turnaround Leader’s Style
 Read the case IBM’s Decade of Transformation: Turnaround to Growth

and answer the following questions:
1. What factors led to IBM’s success during the 1960’s and 1970’s and its
problems during the late 1980s and early 1980’s?
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2. What did Gerstner do when he assumed the role of CEO in April 1993? Evaluate
Gerstner’s approach to crisis management.
3. How well did he perform as a turnaround manager? What challenges did he face
as he attempted to position the company for growth?
SESSIONS 8, 9 & 10
THEME: LEADERSHIP IN TURNAROUND SITUATIONS
Group Work/Assignment (cont’d.)
1. Why do large established companies, like IBM, find it so difficult to build

successful and sustainable new businesses?
2. Evaluate IBM’s approach to leading mature, high growth, and emerging business
opportunities. What are the organization design and leadership models required
to manage each type of business?
3. How should a company like IBM (or AT&T, for example) manages the innovation
process?
PGDM Trimester 06
INTERNATIONAL BUSINESS
COURSE OBJECTIVE
 Businesses today have an increasing array of choices regarding a) markets, b) locations
for key activities, c)outsourcing and ownership modes and d) organization and processes
for managing across borders.
 This course provides students with the conceptual tools necessary to understand and work
effectively in today's interconnected world by developing strategic perspectives that link
this changing environment, the state of the global industry, and the capabilities and
strengths of the firm.
LEARNING OUTCOMES
At the end of this course, the students are expected to understand the factors for taking effective
decisions in the multi-layered world of international business. There are three sections
 The first section of the course provides frameworks for identifying and taking
advantage of the opportunities presented in a dynamic global environment at the level
of the country and industry.
 The second section of the course focuses on firm-level strategic choices regarding
where to engage in which activities.
 The third section focuses on the challenges of integrating the multiple perspectives,
functions, and interests that constitute the multinational firm.
SCOPE OF THE COURSE
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 The study plan covers readings and classroom sessions.
 In addition to traditional case/class discussions, students will work in groups that are
randomly chosen and will make two presentations in the context of an integrative
"deep dive."
ATTENDANCE FOR THE COURSE:

 Attendance is crucial and so is class participation. The final exam is largely dependent on
our discussions in class. I urge you to therefore prepare for the classes, attend and
participate and share ideas through the class room sessions. While 10 marks provided for
class attendance, it is really a 25% block of marks for class attendance and participation.
PEDAGOGIC TOOLS
 Text Book - Ghemawat, Pankaj. Redefining Global Strategy: Crossing Borders in a World
Where Differences Still Matter. Boston, MA: Harvard Business School Press, 2007. ISBN:
9781591398660.
Readings - Case Study – Discussion Items

1. NATIONS, IBIQ Self Evaluation Quiz, Field of Dreams HBS reinvents MBA
INDUSTRIES AND Course, Admissions Office changing requirements for MBA, Hot
FIRMS- hog sales raise spectre of inflation, Mandarin on menu at B School,
The changing global What’s Strine for “ Asian Century”
landscape Internationalizing India – Performance and Potential -Pew research
of 47 countries
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2. NATIONS, Defining the purpose of a Business – Delivering Earnings Growth
INDUSTRIES AND based on a) a foundation of values b) identifying elements of
FIRMS- success c) working on strategic levers – A Cabot template.
Linking National and
Firm level advantage Reference Book – Pankaj Ghemawat. Value in a world of
differences -Semiglobalization and Strategy, Chapter 1, The coke
example
Case 1 – Airtel’s linking national and Firm level advantage
 Leveraging Strengths and seizing an opportunity- Bharti
Airtel’s acquisition of Zain Telecom
 TELECOM The hopeful continent Africa rising
:http://www.economist.com/node/21541015
 Africa’s hopeful economies – The sun shines bright
http://www.economist.com/node/21541008,
 http://www.businessworld.in/en/storypage/-/bw/one-year-
after/326968.0/page/0
 http://www.medianama.com/2010/06/223-live-airtel-
completes-zain-acquisition-nigeria-issues-resolved/
 http://www.livemint.com/Companies/HK80ffTfxi0cPnONNU
y0bI/For-Airtel-Africa-operations-are-in-stark-contrast-to-
home.html
3. BUILDING A Ghemawat. Value in a world of differences - Similarities and

GLOBAL differences across countries, The CAGE distance framework -
ENTERPRISE- Chapter 2.
Local strength to  Case 1- Tata Chemicals- Going where the global advantage
global advantage lies
http://www.tatachemicals.com/investors/downloads/annual_reports/
annual_report2011-12.pdf
Please refer only to page 24 of the annual report
4. BUILDING A Ghemawat. Value in a world of differences- Global Value Creation
GLOBAL – The ADDING Value Scorecard- Chapter 3
ENTERPRISE –  Case 1 - Lessard, Donald, and Cate Reavis. "CEMEX:
Building a global Globalization 'The CEMEX Way'." MIT Sloan School Case 09-039,
business March 5,
 C
Case 2 – Reliance Industries -
http://economictimes.indiatimes.com/opinion/special-
report/mukesh-ambanis-ril-not-buying-despite-its-huge-
pile-of-cash/articleshow/11087027.cms
 http://articles.economictimes.indiatimes.com/2011-10-
29/news/30336542_1_ril-shares-valero-energy-corp-foreign-
acquisitions
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5. Presentations by 3 minutes, Groups of 2 – 60 minutes – Stock taking
Students  Intercompany pricing and profitability options
 . Land of Wasted
Talenthttp://www.economist.com/node/21536543, Japanese firms
face a demographic catastrophe. The solution is to treat women
better
 http://www.economist.com/node/21538733 - The French
Way of Work
 http://www.economist.com/node/21528979 A game of
catch up
6. BUILDING A Ghemawat – Strategies for Global Value Creation – Adaptation,
GLOBAL Aggregation and Arbitrage
ENTERPRISE – http://www.business.uzh.ch/professorships/som/stu/Teaching/FS
Cross Border, 10/MA/som/Ferdows_1997_Factory.pdf, Ferdows Kasra “ making
Arbitrage and the most of Foreign factories” Harvard Business Review March-
Outsourcing April 1997:3
 Case
1 -“IBM and Globalization” Hungry Tiger, Dancing Elephant”, The
Economist, April 4, 2007
 Case
– Discussion on Cross Border Arbitrage and Outsourcing –
Comparison of Infosys, Wipro, TCS and Cognizant on key
parameters.
7. BUILDING A
GLOBAL Bartlett, Christopher, and Sumantra Ghoshal. "Going Global:
ENTERPRISE – a) Lessons from Late Movers." Harvard Business Review (March-April
Expanding from new 2000): 133-142.
regions Dawar Niraj and Tony Frost “ Competing with giants- survival
b) Responding to strategies for local companies in emerging markets, Harvard
strategic threats from Business Review, March- April 1999, 119-129
late movers  Case 1 – http://hbr.org/product/icici-s-global-
expansion/an/706426-PDF-ENG
 http://forbesindia.com/article/cross-border/starbucks-india-
isnt-celebrating-yet/34105/1
8. INTEGRATING
THE GLOBAL Case 1 –Cipla -
ENTERPRISE- http://articles.economictimes.indiatimes.com/2012-01-
Integrating global 19/news/30643229_1_cipla-chairman-md-amar-lulla-
manufacturing and kamil/2
product development Case 4- Ranbaxy -
http://articles.economictimes.indiatimes.com/2011-12-
08/news/30490322_1_atul-sobti-japan-s-daiichi-malvinder-singh
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9. INTEGRATING
THE GLOBAL Ghosal Sumantra and Lynda Gratton, “ Integrating the Enterprise”
ENTERPRISE- Sloan Management Review, Fall 2002 ( 31-38)
Integrating Global  Case 1 – Apple’s approach to supply chain -
Supply and marketing http://www.businessweek.com/magazine/apples-supplychain-
Chains secret-hoard-lasers-11032011.html
 Case 2- Zara: Fast fashion, HBS 9-703-497
10. INTEGRATING Ghosn, Carlos. "Saving the Business Without Losing the
THE GLOBAL Company." Harvard Business Review (January 2002): 3-11.
ENTERPRISE- Discussions on a) The perceived crisis at Infosys and what Murthy
Global Leadership is doing b) The change of guard at igate and some steps being taken
by the new CEO
PGDM Trimester 06
ALTERNATIVE INVESTMENT MARKETS
COURSE OBJECTIVE
 Surveys conducted in recent times have indicated increased willingness among investors
to assign a higher allocation to alternative assets in their portfolio. This is due to the poor
returns generated by traditional asset class in the recent past. In the light of the increased
interest among investors, this course equips candidates with the current practices in the
alternative investment space. It enables the candidates to explore careers in hedge funds,
private equity, real estate and commodity brokerage firms.
LEARNING OUTCOMES
 After this course work, the candidates can do the following:
 Explain the importance of alternative assets in an investment portfolio
 Construct hedge fund strategies
 Analyze private equity and real estate investments
 Understand credit derivatives and managed futures
READINGS
 The course will draw extensively from the Handbook of Alternative Assets by Mark
Anson. Additional reading material will include journal papers from Journal of
Alternative Investments, Financial Analysts Journal and Journal of Portfolio
Management.
NOTE: The session duration as mentioned in the session plan is for 60 minutes
THEME 1: INTRODUCTION TO ALTERNATIVE INVESTMENTS

SESSION 1
Classroom Session
 Defining alternative investments
 Importance of alternative investments
 Need for alpha-beta separation
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Readings: Anson Chapters 1 & 2
THEME 2: HEDGE FUNDS INTRODUCTION

SESSIONS 2-3
Classroom Session
 Hedge Funds Vs Mutual Funds
 Demand for hedge funds
 Hedge fund styles
Readings: Anson Chapters 3-7
HEDGE FUNDS- INVESTMENTS
SESSIONS 4-5
Classroom Session
 Hedge funds in a portfolio context
 Hedge fund evaluation
 Hedge fund collapses
THEME 3: REAL ESTATE

SESSION 6
Classroom Session
 Introduction to real estate investments
 CMBS
 REITs
THEME 4: COMMODITIES AND MANAGED FUTURES
SESSION 7
Classroom Session
 Exposure to commodities
 Economics of commodity markets
 Commodity prices compared to financial asset prices
Readings: Anson Chapters 12
SESSIONS 8 & 9
Classroom Session
 Investing in commodity futures
 Commodity futures indexes
 Commodity indexes
 Comparison of commodity futures indexes
SESSION 10
Classroom Session
 Commodity futures in a portfolio context
 Economic summary of commodity futures
 Commodity futures as a defensive investment
MANAGED FUTURES: SESSIONS 11 & 12
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Classroom Session
 History of Managed futures
 Managed futures in agricultural commodities
 Managed futures in currency markets
 Managed futures in the financial and Metals markets
 Managed futures in a diversified trading strategy
 Managed futures in a portfolio context
 A review of Alpha and Beta drivers
 Managed futures and downside risk protection for stocks and bonds
Readings: Anson Chapter 15
THEME 5: CREDIT DERIVATIVES

INTRODUCTION: SESSION 13 & 14
Classroom Session
 Three sources of credit risk
 The effect of credit risk
 Credit option derivatives
 Credit put options
 Credit linked notes
 Credit default swaps
 CDS spread
Readings: Anson Chapter 23
PRESENTATIONS
SESSIONS 15-16
THEME 6: PRIVATE EQUITY

INTRODUCTION: SESSION 17
Classroom Session
 Stages of financing
 Venture capital
 LBOs
PRIVATE EQUITY – DEBT: SESSION 18

Classroom Session
 Mezzanine debt
 Distressed debt
PRIVATE EQUITY- TRENDS: SESSIONS 19 - 20
Classroom Session
 Analyzing private equity investments
 Trends in private equity
Reference Material:
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1. Mark J.P. Anson. 2006. Handbook of Alternative Investments, 2nd Edition. Hoboken, NJ:
John Wiley & Sons.
2. Other readings will be distributed in the class.
PGDM Trimester 06
INVESTMENT BANKING + M A
COURSE OBJECTIVE:
 Indian financial markets are seeing continuous process of transformation since 1991, the
post liberalization era. Systemic changes in the Indian capital market have put it into the
ivy league in terms of infrastructure and process. The tremendous growth in the Indian
corporate sector over the last several years has made the capital market more broad based
with participation from different investor class. This helps in better pricing. More retail
investors are serious investors by learning through the hard way.
 Investment banks in India, during this phase have unfolded into full-fledged service
industry.
 Investment banking as an industry is going through challenging times. Probably, never in
the history there was a question mark on this industry- its relevance and its practices.
 Hopefully it will ride through these times and will play more role in the development of
economies.
 An attempt is made through this course to make the participant understand the need of IB
industry, its evolution, structure, portfolio of services and various process involved.
LEARNING OUTCOMES
 Recognize the role of Investment Banks as a Financial Intermediary
 Explain the concept of Underwriting
 Understand the process of Issue Management
 Analyze financial restructuring
 Appreciate M&A as a Corporate Strategy
 Recognize the legal & regulatory factors in M&A
 Apply the concept of Exchange ratio in M&A Pricing
SCOPE OF THE COURSE
 It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise tests would
be conducted on the same. For post contact reading, please refer to the handouts listed
under ‘Additional Readings’.
 The course consists of ----8---- THEMEs spread over 20 sessions. Each session will be
 THEME 1: Overview of Investment Banking
 THEME 2. Regulation of securities industry
 THEME 3: Financings
 THEME 4: Mergers and Acquistions
 THEME 5: LBO
 THEME 6: Asset Management, Wealth Management and Research
 THEME 7: International Banking
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 THEME 8: Convertible securities and Wall Street Innovation
PEDAGOGIC TOOLS
 Textbook
 An Introduction to Investment Banks, Hedge Funds and Private Equity , The New
Paradigm by David P Stowell , Elsevier Publishing
SESSION 1
THEME 1: OVERVIEW OF INVESTMENT BANKING
Reference Book
An Introduction to Investment Banks, Hedge Funds and Private Equity, The New
Paradigm by David P Stowell
Chapter 1: Overview of Investment Banking pgs 3 to 20
Classroom Session
 Investment Banking Evolution
 Global Industry Structure
 Business Portfolio
 Indian Scenario
SESSION 2 & 3
THEME 2: REGULATION OF SECURITIES INDUSTRY
Reference Book
An Introduction to Investment Banks, Hedge Funds and Private Equity , The New
Chapter 2: Regulation of the Securities Industry pgs 21 to 40
Classroom Session
 US History and Regulations
 Securities Act of 1933
 The Glass-Steagall Act
 Securities Act of 1934
 Recent developments in Securities Regulations
 Case: Investment Banking in 2008: Rise and Fall of the Bear
 Reference book Page 381
 Case: Investment Banking in 2008: A Brave New World
 Reference book Page 403
SESSION 4 TO 6
THEME 3: FINANCINGS
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Reference Book
An Introduction to Investment Banks, Hedge Funds and Private Equity, the New Paradigm
by David P Stowell
Chapter 3: Financings pgs 41 to 62
Classroom Session
 Financing Considerations
 Financing Alternatives
 Case: Freeport-Mc MoRan: Financing and Acquisition
 Reference book page 419
SESSION 7 TO 9
THEME 4: MERGERS AND ACQUISITIONS
Reference book
Chapter 4: Merger & Acquisitions pgs 63 to 96
Classroom Session
 Corporate Strategy and M&A
 The different types of corporate restructuring activities
 Due Diligence
 Merger Waves, Reasons for Mergers, Legal and Tax Issues, Cost and Benefits
 Purchase of a Plant
 Takeovers, Regulations, Anti takeover defenses
Assignment - 1
SESSION 10 TO 13
THEME 4: MERGERS AND ACQUISTIONS
Reference book
Chapter 4: Merger & Acquisitions pgs 63 to 96
Classroom Session
 Divestitures – Sell offs, Demergers, Equity Carve Outs
 Motives, Managing a Divestment
 Exchange Ratio
 Case: The Best Deal Gillete Could Get? Procter and Gamble’s Acquisition of Gillete
 Reference book: Page no: 435 to 450
SESSION 14 TO 16
THEME 5: LBO
Reference book
Chapter 17: LBO Financial Model pgs 307 to 324
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PE Boom & Bust (Handout)
Classroom Session
 LBO – Advantages & Disadvantages
 Case: The Toys “R” Us LBO
 Reference book: page 521
SESSION 17
THEME 6: ASSET MANAGEMENT, WEALTH MANAGEMENT AND RESEARCH
Reference book
Chapter 6: Asset Management, Wealth Management & Research pgs 115 to 124
Classroom Session
 Wealth Management
 Paying for research
 Regulation FDs
Test/Quiz
SESSION 18
THEME 7: INTERNATIONAL BANKING
Reference book
Chapter 8: International Banking pgs 137 to 154
Classroom Session
 Financial Markets: Japan & China
 IPO Market : Russia, India & China
SESSION 19
THEME 8: Convertible Securities and Wall Street Innovation
Reference book
Chapter 9: Convertible Securities & Wall Street Innovation pgs 155 to 172
Classroom Session
 Zero Coupon Convertibles
 Mandatory Convertibles
 Nikkei Put Warrants
SESSION 20
STUDENT PRESENTATION
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PGDM Trimester 06
FINANCIAL ANALYTICS
 Business Analytics is a specialized domain that has been growing at an annual rate of
about 30 per cent. Companies incur significant expenditure on business intelligence.
Analytics include complex statistical analysis, computational modeling and data mining.
The domain encompasses enterprise decision management, predictive science, strategy
science, fraud analytics, credit risk analysis, marketing analytics, and so on. The domain
of financial analytics is a more specialised version of this since financial data are very
different from other types of data, due to their series characteristics.
 The course provides a preview of econometrics and time series analysis required to
analyse financial data.
COURSE OBJECTIVE
 At the end of the course, the participant should be able to
 Understand the characteristics that make financial data different from other data.
Identify the characteristics of financial data with reference to autocorrelation,
heteroscedasticity, time series properties. Understand the aspects of ARIMA,
GARCH and ARCH processes and the statistical background to these models and
use such techniques in building financial models.
 Compute and interpret correlations between financial time series data, and identify
the model to be used as a function of the hypothesis being tested and the data being
analysed.
 Build models for default probabilities, predictive models for retention, Churn
Analysis, Length of Service, Customer Equity, Delinquencies, Defaults &
Prepayments
 Using SAS functionality to do the above.
 Understand the underpinnings of finance theory in terms of random walks,
martingale processes, stochastic processes, etc. to interpret the results of models.
PEDAGOGIC TOOLS
 The teaching environment will cover lectures, case discussions, and discussion on project
assignments. Group activity and class participation is expected to be the key in this course.
 The Recommended Text Book to be followed is:
 Basic econometrics by Gujarati
 The Reference Text Book to be followed is:
 Introductory econometrics for Finance by Chris Brooks 2nd Ed.
INSTRUCTIONS TO STUDENTS
 This course is heavily mathematically oriented and required a basic level of comfort with
higher-order math and calculus.
SESSIONS 1 & 2
THEME 1: SIMPLE REGRESSION – ASSUMPTIONS AND TROUBLE SHOOTING
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 Pre Session Readings
 Reference Book
 Chapters 1 and 2 of Damodar Gujarati
 Chapter 1 and 2 of Chris Brooks
 Learning Outcomes
 Understand the assumptions in simple linear regression that make it BLUE
 Understand the concept of linearity in parameters and in variables, the role of the
error term
 Assess the data for the assumptions of simple linear regression – tests for normality,
for linearity, for homoscedasticity, for multicollinearity.
SESSION 3 & 4
THEME 2 : EXTENSIONS AND GENERALIZATIONS OF THE CLRM

 Reference Book
 Chapter 4 of Gujarati, Chapter 3 and 4 of Chris Brooks
 To understand the various types of model specifications and when to use each type
of model specification.
 to indentify the relationship between variables and an appropriate model based on
data – logit, probit, linear, or other GLM models
 To fit in commonly used models such as factor and cluster analysis to the model
specification
 To assess the data for assumptions underlying GLM models and perform the tests for
the same.
SESSION 5 & 6
THEME 3: ASSUMPTIONS OF CLRM
 Reference Book
 Units 10, 11, 12 of Damodar Gujarati
 Assess the data for the assumptions of the CLRM
 Ability to generate and read plots, graphs and test results for autocorrelation,
heteroscedasticity
 Identify the binding assumptions of normality of variables and error terms and
test for the same interpret results from SAS /other econometric software
output for assumptions and fit of model.
SESSION 7 - 10
THEME 4: UNDERPINNINGS OF FINANCIAL MATHEMATICS

 Reading attached on mathematical concepts of finance
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 Understand financial mathematics – random walks, martingales, discrete and
continuous processes, stochastic processes – weiner process , ito’s lemma, and
identifying these from data
 Obtain a feel for the mathematical functional form of the various econometric models
that are used.
 Introduction to time series elements – forecasting, smoothing, AR and MA models
 identifying fat tails
SESSION 11 - 14
THEME 6: BUILDING PRACTICAL ECONOMETRIC MODELS

 The little SAS book – SAS help files – as required
 To appreciate the various kinds of econometric models that can be built in SAS, and the
procedures that may be used for each.
 Use SAs as a tool: to import a data set in SAS, hypothesize a relationship and build a
model with data. To test for the various assumptions in SAS and interpret SAS output.
 To build a full scale credit scoring model. including - Score card development
methodologies, Target / Risk / Default definition, Observation and performance
window, Information value -Predictive ability of the variable, Score card performance
measures, Population stability index and characteristic stability index
SESSIONS 15 – 17
THEME 7: EXTENDING THE FINANCIAL FRAMEWORK
INTRODUCTION TO ARCH, GARCH, T-,M- GARCH, BAYESIAN FILTERS

 Distributed in class
 Understand the time series elements of modeling heterosceadsticity especially in
relation to volatility models.
 To identify which time series model is best to use in which situations.
 Usage of markov chain analysis in binomial trees and continuous time models
SESSION 18
THEME 8: MONTE CARLO SIMULATION
 Distributed in class
 Learning outcomes
 understand methods of simulation
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 use specialized simulation software eg. @Risk, etc.
 Simulation of asset prices exercise
SESSIONS 19 & 20
STUDENT PRESENTATIONS
PGDM Trimester 06
WEALTH MANAGEMENT
COURSE OBJECTIVE
 The basic objectives of the course are: to equip the participants with strong fundamental
knowledge in the field of Wealth Management and Personal Financial Planning process
and enable them to take up financial advisory services for their clients.
SCOPE OF THE COURSE

 The study plan covering readings, classroom sessions, Group Work and problem solving
corresponding to each session are outlined below.
 The total course is spread over 20 sessions. Each session will be of 90 minutes duration
and thus the course duration is 30 hours.
LEARNING OUTCOMES
 Understand the basics of Wealth Management and Relationship management process
 Know the basics of financial advisory, steps in the advisory process, making and
implementation of financial plan
 Understand how to evaluate different products, their suitability and how the
recommendation of the same can impact investment risks, returns and strategies in a
personal finance environment for investors and prospective investors in the market
 Get oriented to the Income tax and legalities of Estate planning in personal finance, and
regulatory aspects underlying advisory
 Get acquainted with financial planning as an approach to investing, insurance, retirement
planning and an aid for advisors to develop long term relationships with client.
NO ANCHOR BOOK PRESCRIBED. FACULTY WILL PROVIDE THE NECESSARY

RESOURCES.
CHAPTER SCHEME
Session TOPIC
Wealth Management – Introduction, Meaning, What HNI expect? World
1 Wealth Report 2013, HNI’s Investment behavior, Wealth Management
Services – Categories
Relationship Management Process – Segment, Profile, Expose, Strategize,
2
Execute, Monitor and Review
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Personal Finance – Basics, Human Life Cycle - Goals, Need for financial
3 advisory services, Scope of financial advisory services, Financial Planning
process, etc.
Financial Instruments – Bank Deposits, Post Office Instruments, Mutual
4&5 Funds and its varieties, Exchange Traded Funds, Company Deposits,
Equities, Derivatives and Alternative Investments
6 Using MS Excel in Personal Financial Planning
Retirement Planning – Why? Steps, Defined Benefit Plans and Defined
7 Contribution Plans, Post Retirement Survival - Reverse Mortgage and
Annuities
Insurance Planning - Meaning - Premature Death - Costs of Premature
death - Financial impact on different types of families - Calculation of
8 amount of insurance needed – HLV Method, Needs approach and Capital
retention approach - Types of Insurance policies - Understanding the costs
of Insurance - Points to look in Health Insurance
Tax Planning - Basic jargons – AY & PY – Assesse - Residential status -
Basic exemptions - Heads of Income – Salaries, Income from house
9,10,11
property, Capital gains and Income from other sources – Deductions -
& 12
Gross total income and tax calculation - Set off and carry forward -
Clubbing of income – Assessment - TDS and Preparation of Returns
Portfolio Evaluation – Treynor’s Ratio, Sharpe’s Ratio, Jensen’s Measure

13
and Fama’s measure, Fama’s Break up and other measures
Strategies – Value Averaging Investment Plan Vs SIP & Class room
14 & 15
assignment
16 Estate Planning – Basics - Wills, Trusts, Mutation, etc
17 & 18 Cases - Discussion
19 Internals - MCQ Test
20 Internals – Cases
PGDM Trimester 06
DIGITAL MARKETING
COURSE OBJECTIVE
 Introduction to Digital marketing & learn how Information Technology can aid in
choosing, creating, communicating, delivering & sustaining value to the customers
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LEARNING OUTCOMES
 Appreciate transformation of businesses to e-business
 Understand how digital marketing allows for more effective and efficient marketing
strategy and tactical implementation
 Demonstrate understanding of various digital media tools & Analyze which tool suits best
which communication objective
 Apply relevant tools & concepts from this unit to design a digital marketing plan on
current industry verticals ( banking/automobile/retail/education)
SCOPE OF THE COURSE

 The New E-Environment
 E Business Models
 Marketing Mix
 E Tools
 E consumer: Post PC Customer
NOT COVERED
 Basic Marketing Concepts
 Strategy (Business Strategy, Marketing Strategy)
 Integrated Marketing Communication (AIDA model, Promotion Objective Adoption
Process)
 Detail Discussion on E- Business Concepts
PEDAGOGIC TOOLS
 The Textbook to be followed is:
 E-Marketing (Fifth Edition) Prentice Hall by Judy Strauss, Adel El-Ansary &
Raymond Frost {Text book}
 The Reference Textbook to be followed is:
 eMarketing eXcellence, Third Edition by Dave Chaffey and PR Smith
o Understanding Digital Marketing: Marketing Strategies for Engaging the Digital
Generation by Damian Ryan, Calvin Jones
 HBR Case Studies
o The Institutional Yes (An Interview with Jeff Bezos )HBR Case Oct 2007
o The Long Tail? HBS
o Social media: The New Hybrid Element of the Promotion Mix HBS July 2009
 Faculty Presentation, classroom discussions, real-world case studies & end project
SESSION DETAILS
Sessi Main Sub Topics Learning Objectives
ons Topic
1. Introducti Overview of Digital Marketing
on
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 Changing Business Trends  Outline characteristics
 Transformation Business to of the new market
e-Business place, business models
 E-Business Classification  Describe differences
2-3 The New  E-Business Models (Value b/n E- definitions
E- Chains, Production  Compare & contrast
Environ ,Procurement , Distribution , Traditional & E-
ment Service) Marketing
 E Business Models
(B2B,
B2C,B2G,C2B,G2C)
 The old 4 Ps Product, Price,  Appreciate how 4 Ps
Place & Promotion in the have transformed in
Marketin New world the new world
4-6 g Mix  The new 3 Ps: People ,  Impact the new Ps on
Process , Partnership of the Marketing
new World
 Beyond the marketing mix
 Case Discussions
 Email Marketing  Demonstrate
 Affiliate marketing understanding of
 Search Engine Marketing various digital media
Integrate  Search Engine Optimization tools
d  Pay Per Click advertising  Analyze which tool
Marketin  Viral Marketing suits best which
7-12 g communication
 Online Advertising
Commun objective
 Mobile Advertising
ication –
E: Tools  Analytics & Conversion
optimization
 Case Discussions
Social  Successful Case Studies  Learn about what
13- Media  Global companies /
16 Marketin  Local organizations doing
g well leveraging social
media
 Social & Cultural Context  Appreciate Today’s
 Expectations / Phobia / Consumer a
17- E- Expectation of today’s participant & not
18 Consume consumers audience
r  Relationships/Communities/
Loyalty
 The post-PC customer
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Project  Apply Above concepts in an  Project Discussion &
19- Presentati domain – (Health Care/ Evaluation
20 ons Banking/ Education)
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PGDM Trimester 06
MARKETING STRATEGY
INTRODUCTION
 Our economy is turning increasingly competitive and complex. While this has improved
the prospects of marketing functionaries, it has increased the pressure on marketing
managers. More specifically, from the perspective of this course, one of the ways
marketing managers can respond to this pressure is - rise above the details of day-to-day
operating decisions about the four or seven Ps and think strategically about several
marketing issues1
LEARNING OUTCOMES
a) Exemplify Marketing Strategies and their linkages with other organizational strategies –
Corporate, Business & Functional Strategies
b) Describe the process of Marketing Strategy formulation / formation
c) Walk through the steps of Marketing Strategy
d) Apply the concepts & tools of Marketing Strategy to real-life and simulated situations
e) Formulate & Execute Marketing Strategy over the long-term
PEDAGOGY
a) Lecture / Discussion
b) Case Analysis
c) Presentations by students
d) Research on the Internet
READING MATERIAL
 Text Book - Marketing Strategy , a Decision-focused Approach , Walker , Boyd,
Mullins , Larreche , 5th Edition , TMG , India.
 Marketing Strategy, Planning, Implementation and Control by Subhash Jain, Cengage
Learning
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Reading
Module Topic Remarks
Materials
Module 1 Structure of Strategy

• Course Introduction
• Corporate –Business- Product /
Market Strategy • Quiz1 –
• Marketing Strategy: Definition, based
Structure & Components on the famili
1- 3
• Markstrat Simulation: arity with the
Sessions
Introduction-I Markstrat
• Understanding the Marketing Participant
Variables Handbook
• Decision Making for Practice
Period-1 &2
Marketing Strategy –
Module 2
Formulation & Formation
• Opportunity Analysis – STP • No

• Target Market Strategies Chapters – R&D &
4 to 8 of Perceptual
4 - 11 • Building a Market Attractiveness – the Objectives in
Session Competitive Position Matrix & Portfo Pd. 1&2
Reference
lio Book
• Quiz - 2
• Marketing Plan in session 5
Module 3 Strategic Options across PLC
• New Market Strategies

Chapters –
• Growth Market Strategies •
12 - 17 9 to 11 of
Assignment
Session • Mature Market Strategies Reference
1&2
• Decision-‐Making for Period 7 to Book
12
Module 4 • Group Presentations
18 - 20
• Course Integration
Session
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MODULE 1: STRUCTURE OF STRATEGY
SESSION-1 -3
Pre - discussion Readings

Chapters – 1 to 3 of the Reference text
Class Room Session
- Corporate Strategy – Business Strategy – Product/Market Strategy linkages
- Definition of Marketing Strategy
- The Structure and Components of Marketing Strategy
- Understanding the Marketing Variables
- Markstrat Simulation: Introduction -I
Application Exercise
The teams practice Decision Making for Period- 1&2
MODULE 2: MARKETING STRATEGY – FORMULATION & FORMATION

SESSION- 4-11
Chapters – 4 to 8 of the Reference textbook
Class Room Session
- Rising Above the Marketing-Mix
- Opportunity Analysis – STP
- Target Market Strategies
- Building a Market Attractiveness – Competitive Position Matrix & Portfolio
- Marketing Plan
- Markstrat Simulation – Introduction-II
The teams engage in Decision Making for Period- 1-6
MODULE 3: STRATEGIC OPTIONS ACROSS PLC

SESSION- 12-17
Chapters – 9 to 11 of the text book
Class Room Session
- New Market Strategies
- Growth Market Strategies
- Mature Market Strategies
Decision--‐Making for Period--‐ 6 to 12
MODULE 4 – TEAM PRESENTATION

SESSION- 18-20
Class Room Session
- Groups share their strategic journey through the 12 periods of the simulation
As above
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PGDM Trimester 06
RURAL MARKETING
INTRODUCTION TO THE COURSE:

The financial success of any business depends greatly on effective and efficient Marketing
management.
MARKETING MANAGEMENT:
Marketing is ‘meeting needs profitably’. Marketing deals with identifying and meeting human
and social needs – says the Guru, Philip Kotler.
The formal definition of Marketing from the American Marketing Association reads like this:
Marketing is an organizational function and a set of processes for creating, communicating, and
delivering value to customers for managing and for managing customer relationships in ways that
benefit the organization and its stake holders.
Note the key words in the above definition – creating, communicating and delivering. Marketing
Management deals entirely with these three key processes in relation to the customer or consumer
or end user of the product or service being marketed.
Marketing generally involves a series of planned activities involved in moving goods from the
point of production to the point of consumption. It starts with human needs, wants and demands,
substantially met with the availability of goods, services and ideas.
Kotler has defined ‘marketing’ as: “a social and managerial process by which individuals and
groups obtain what they need and want through creating, offering and exchanging products of
value with others”
RURAL MARKETS:
The Indian Census of 2001 defined ‘urban’ society as:
 All places with a municipality, corporation, cantonment board or notified town area
committee
 All other places satisfying the following conditions are also urban:
 Minimum population of 5000
 At least 75% of the male working population engaged in non-agricultural pursuits
 Density of population of at least 400 persons per sq. km.
All other places in India other than the above are all Rural.
 Rural India has been defined by default.
 Some other definitions of ‘rural’ also include:
 The FMCG sector considers all places with a population of up to 20,000 as rural
 Some companies also consider as rural the rural as the area that usually begins
where organized distribution and media reach ends.
RURAL ENVIRONMENT:
The environment is all the tangible and intangible factors which surround an organisation. This
environment influences the marketing efforts. Rural marketing environment is complex and keeps
changing continuously.
Rural marketing environment changes are influenced by social, economic, ethical, political,
physical, and now, technological changes.
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Rural marketing is the focused marketing activities of any organisation directed at rural
India.
 The National Commission on Agriculture says: Rural Marketing is a process which starts
with a decision to produce a saleable farm commodity and involves all aspects of market
structure or system, functional and institutional, based on technical and economic
considerations, and includes pre- and post- harvest operations, assembling, grading,
storage, transportation and distribution.
 The Rural Marketing course focuses on understanding the basic concepts of marketing
and the buying behavior of individual consumers in the rural areas.
OBJECTIVES OF THE COURSE:

 Understand the need and importance of marketing for Rural areas
 Understand how the marketer identifies the needs of consumers in order to develop a
suitable offering
 Get to know the methods of estimating demand
 Understand the psychology of individual consumers
 Learn about the aspects of segmenting markets and creating the right positioning
statements for the organization
LEARNING OUTCOMES OF THE COURSE:

 Get a first-hand knowledge of marketing related strategic or long term planning
 Develop knowledge and skills to understand the customer perspective and act on it
 Learn some basic marketing tools for application in business decision making for rural
markets
 Learn through examples the practical aspects of sustaining a marketing effort
PEDAGOGY
Prescribed text book:

 Rural Marketing – Text & Cases by U C Mathur, Excel Books
Reference text book:

 Rural Marketing -Text & Cases by CSG Krishnamacharyulu & Lalitha Ramakrishnan
published by Pearson Education
RECOMMENDED READING: Article to be read

1. Colas’ countryside crusade – Ajita, Shashidhar, Business Line, Jul 03, 2003
2. Evolving optimum media mix and communication strategies for rural markets- R K Aneja,
Economics and Political Weekly, p 75, May 1992
3. Rural Markets – who is winning and how? – SuchiBansal, Joseph Sandeep and Pallavi
Bhattacharya – Business World, Oct 11, 1999 (to refer from internet)
4. Rural Markets for Consumer Durables – Rama Bijapurkar& M Ravi, the Economic Times,
Aug 16, 1999 (to refer from internet)
5. Big brands innovate to tap rural market – Business Line, Jul 3, 2002 (to refer from
internet)
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6. The new rules of Rural marketing – Aparisim Ghosh, Business World, Apr 6-19, 1994 (to
refer from internet)
7. Picking rural pockets – Anil Jacob, Business Standard- the Strategist, Apr 22, 2003
8. Transforming rural India, the Hub way – Rajesh Jain, Business Standard, Jun 16, 2004
9. Gattu perks up – Manish Khanduri, Business World, Jul 17, 2000 (to refer from internet)
10. Rural India rings a bell for mobile users – Vivek Law, the Economic Times, Dec 21, 2000
(to refer from internet)
11. Penetrating the rural market for consumer durables – time for companies to think out of
the box: Study – PreetiMehra&Neha Kaushik ,Business Line, Aug 11, 2003
12. It’s a different ball game for rural markets – Richa Mishra, Business Line, Sep 29, 2003
13. Selling in rural India – P Balakrishna& B Sidharth, Business Line, Feb 16, 2004
14. Rural marketers need to look beyond short-term gains – ChallapalliSravanthi, Business
Line, Oct 02, 2001 (to refer from internet)
15. Regional Rural Banks need a shot in the arm – V Jagan Mohan, Business Line, Mar 19,
2004
 Session Plan:
Session
Topic for Discussion
No.
Rural Marketing – definition and environment
1&2
Rural India – some salient numbers
3&4 Structure of rural markets Rural demand characteristics
Rural market potential. Rural Market Index. Issues, concerns in
5&6
rural markets
7&8 Rural Market development programs
9 & 10 Marketing of Agricultural inputs
11 & 12 Marketing of consumables and consumer durables
Marketing of Agricultural Produce
13 & 14
Marketing of rural industry, craftsmen and artisans
15 & 16 Rural Marketing Strategies
Role of financial institutions in rural marketing Co-operatives
17 & 18
in RM
Rural marketing communication. IT enabling RM.
19 & 20
Social marketing
 Case Discussion:
There are 35 students in the course. We will form 10 groups of 3 / 4 students each. These groups
will work on both the case studies and the Project mentioned later in the outline. List of the groups
should be forwarded to the Course coordinator before the start of the course.
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Sl No. Case for discussion Groups to present
1 Bajaj discovers new opportunities 1& 10
2 Marketing of DTH Services 2&9
3 Strategy of ACE 3&8
4 ASHA – Nourishing new hope 4&7
5 An all- weather friendship 5& 6
6 Heroes for a cause 10 & 1

Snow White Paper Co (1) ALL
7 Doctors’ Choices 9&2
8 Marketing of TV Channels 8&3
9 Nutrine – leading the rural market 7&4
10 Concrete Ambitions 6&5

Biostadt’s big leap ALL
 Sources of Case Studies:

All case studies are from the prescribed Reference Book except Snow White
PGDM Trimester 06
CUSTOMER RELATIONSHIP MANAGEMENT
INTRODUCTION
 In today’s complex and competitive business environment, managing Customer
relationships is vital to an organization’s success. Organizations can build and sustain a
long term, mutually beneficial customer relationship by embracing a Customer
relationship strategy which is a key component of overall business strategy. A strong,
differentiated CRM that is well executed will help organizations to achieve a huge
competitive advantage thereby resulting in business growth and profitability
improvements.
 Objective of the CRM Course is to provide an insight into the following key aspects viz.,
CRM as a Business strategy, different types of CRM, CRM’s role in sales management,
marketing and customer support, CRM analytics, Customer value measurement,
Customer loyalty programs, CRM system selection and successful implementation to
achieve business goals.
cclxv
LEARNING OUTCOMES
The CRM course aims to help the students learn the following
 Strategic CRM : Understand CRM Vision, Strategy and Concepts in line with
Overall Business Strategy – specific to the organizations Customer / marketing /
branding strategies
 Customer focused business strategy – How it can contribute to the Growth,
Success and Survival of an organization
 Customer acquisition, Customer retention, Customer loyalty, Customer
Success, Customer profitability, Customer value, Customer experience
 Customer view 360 degree integrated view
 Understand CRM - Best Practices and Processes, CRM Value
 Types of CRM : Strategic CRM, Operational CRM, Analytical CRM,
Collaborative CRM and ; Others like eCRM, mCRM, SRM, PRM, etc.
 Various components of CRM and its interface with different parts of an enterprise
 CRM and Sales Management : Sales activity and process automation
(Contact, Opportunity, Quota, Forecast, Competition, Partner, Pricing,
Collaterals), Sales Force Automation (Lead routing / assigning, territory
management, Pricing, Task and activity scheduling and managing, Mobile
CRM, Field support and services automation; MIS, trending, decision
support and reporting : Pipeline / forecast, sales performance analysis,
variance analysis, win-loss analysis, Channel performance
 Enhancing Marketing effectiveness using CRM : Gaining insight into
Customer Behavior, Campaign management, Customer segmentation,
Customer loyalty programs, Customer interaction modelling, Customer
profitability and value measurement / metrics, Channel decisions, event
based marketing, personalization, Cross selling and upselling, Customer
preferences, Customer data privacy
 Improving Customer Service, Support and Communication using
CRM : Customer care centre automation, Optimizing call centre staffing,
Customer self-service, CSR effectiveness, C-Sat measurements
 CRM in e-Business and e-Commerce : Multichannel CRM, Integration
and Interface with ERM, SCM; SRM (Supplier Relationship
Management), PRM (Partner Relationship Management)
 Knowledge and Learning Management and CRM : Sales collaterals,
market intelligence and competition information, Information and content
delivery just in time, training, eRepository of all information, best
practices, re-use components,
 Analytical CRM / Business Intelligence : Integrating data and analysis
for single integrated info of Customer (Customer 360), Multiple systems
and sources of Customer data, Types of data analysis. Data mining,
Clickstream analysis, Data slice and dice for Customer (or Channel or
partner) insight, intelligence, inference.
 Customer Value, Customer Loyalty and Loyalty Programs
 Measuring Customer value and Customer satisfaction
 Customer loyalty programs
 CRM Systems
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CRM Systems and Tools in the Market, Core capabilities and functionality
Analyst views from Gartner, Forrester, etc on CRM systems
System selection; Vendor Evaluation and selection
CRM System Technology and infrastructure - Build vs. Buy, Inhouse /
ASP / SAAS / Cloud models
 CRM Project Implementation
 Project goals, CRM Business Plan, Business Requirements and System
functionality, Business Justification, Buy-in, Executive sponsorship, CRM
adoption : Enterprise and Departmental approaches
 Business Process and System alignment,
 CRM Implementation
 Phases in Implementation, Preparation, Training, Configuration,
Customization, Data migration,
 Project Management; Challenges, Best practices, Critical success
factors
 Interface with other systems ERP, SCM, Call centre
 Business process reengineering
 Org change management, Cross functional / Interdivisional coordination,
and conflict management
 Large enterprise and SME : Approach differences
 Trends in CRM technology and business practices : Cloud CRM, CRM 2.0,
Mobile CRM
SCOPE OF THE COURSE

 The Course consists of the following THEMEs
 1. CRM strategy, concepts and components
 2. CRM in Sales management, Marketing and Customer service and CRM
Analytics
 3. CRM System selection, implementation, challenges, best practices and
criticl success factors
 4. Managing Customer relationships - Customer loyalty, Customer value
metrics, Customer satisfaction measurement, Customer interaction
modelling
 5 CRM Tools and Systems
 The above THEMEs will be covered in 20 sessions of 90 minutes each.
PEDAGOGIC TOOLS
 Textbook
 CRM Handbook by Jill Dyche
 Reference Textbook
 CRM at the speed of light
Study Plan Folder (includes handouts)
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SESSION 1 AND 2
THEME 1: CRM 101, CRM VISION AND STRATEGY, CRM VALUE DRIVERS, CRM
STRATEGY ALIGNMENT WITH BUSINESS GOALS AND BUSINESS STRATEGY
 Readings
 Course Material (Black Board)
 CRM Finding value drivers
CRM Finding value drivers Keith A Richards and Eli Jones
http://le-marketing-pour-ous.6mablog.com/public/Customer_relationship
management_Finding_valuedrivers.pdf
 Developing a CRM Vision and Strategy Developing a
CRM Vision and Strategy J Kirkby Gartner Research
http://www.mycustomer.com/files/siftmedia-mycustomer/gartner-005.pdf
 The CRM Handbook : A business guide to CRM By Jill Dyche (chapter 1)
SESSIONS 3
THEME 2: CRM COMPONENTS AND CRM IN MARKETING; CRM FOR MARKET
SEGMENTATION
 Readings
 Course Material (Black Board)
 CRM Enterprise Marketing Automation
 CRM Enterprise Marketing Automation - Architecture_Whitepaper_HPC
Rose Janjicek
http://h71028.www7.hp.com/enterprise/downloads/CRMArchitecture_Whi
tepaper_HPC.pdf
 The CRM Handbook : A business guide to CRM (Chapter 2)
SESSION 4 & 5
THEME 3: CRM IN CUSTOMER SERVICE AND SUPPORT, SALES FORCE
AUTOMATION COMPONENTS OF CRM
 The CRM Handbook : A business guide to CRM by Jill Dyche Chapter 3 –
Customer service and support
 The CRM Handbook : A business guide to CRM by Jill Dyche Chapter 4 –
Sales Force Automation
 Readings
Integrating the value of sales people and systems
http://www.bryanfoss.com/Images/CRM%20B2B%20sept2108%20V2.pdf
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SESSIONS 6
THEME 4: ANALYTICAL CUSTOMER RELATIONSHIP MANAGEMENT
 Readings
 Analytical Customer Relationship Management
 Analytical Customer Relationship Management - Frank Teklitz and Robert L.
McCarthy, Sybase
http://www.tcnet.com.cn/tcsite/idnptech/CRM_WRITE_BOOK/crmd.pdf
 Customer Intelligence and Analytical CRM
http://www.customers-
na.com/files/Presentations/Customer_Intelligence_in_A-CRM.pdf
 The CRM Handbook : A business guide to CRM by Jill Dyche Chapter 6 –
Analytical CRM
SESSION 7
THEME 5: CASE STUDY AND DISCUSSIONS ANALYTICAL CRM
 Readings
 Case: Harrah’s Entertainment Inc
Case Discussion
SESSION 8
THEME 6: BRAND DIFFERENTIATION THROUGH CUSTOMER RELATIONSHIP
MANAGEMENT
 Readings
 Case: Hilton Hotels
 Case discussions
SESSION 9
THEME 6: CUSTOMER VALUE MEASUREMENT
 CRM ROI Measurement Concepts and challenges
 Customer satisfaction measurement
 Other issues like customer trust and data privacy
 Readings
cclxix
 Measuring and Tracking Customer Satisfaction
Measuring and Tracking Customer Satisfaction
http://www.zoomerang.com/whitepapers/customersat.pdf
 Making Customer Relationship Management Work
Making Customer Relationship Management Work: The Measurement and
Profitable Management of Customer Relationship By Lynette Ryals
shttp://www.marketingpower.com/ResourceLibrary/Publications/JournalofMar
keting/2005/69/4/jmkg.69.4.252.pdf
SESSION 10
MID-TERM RECAP AND REVIEW AND MID-TERM EXAMINATION
SESSIONS 11 & 12
THEME: CRM SYSTEM SELECTION AND DEPLOYMENT MODELS
 System Selection,
 Business Case Preparation,
 CRM Project Planning and Implementation,
 Readings
 CRM Excellence at KLM Royal Dutch Airlines
CRM Excellence at KLM Royal Dutch Airlines Stijn Viaene and Bjorn Cumps
http://mis.ucd.ie/courses/KLMCRMcase.pdf
 A framework for successful CRM implementation
A framework for successful CRM implementation Mohammad Almotairi
http://www.iseing.org/emcis/CDROM%20Proceedings%20Refereed%20Pap
ers/Proceedings/Presenting%20Papers/C31/C31.pdf
 A dozen myths about Customer Relationship Management
http://www.1st-resource.com/A_Dozen_Myths.pdf
 The CRM Handbook : A business guide to CRM by Jill Dyche (Chapter 8)
SESSIONS 13 ANd 14
THEME: CRM SYSTEMS
High level overview of one or two leading CRM systems and tools available
in the market like Oracle Siebel, Microsoft Dynamics, SAP CRM or
Salesforce.com;
 Readings
 The websites of the following CRM system suppliers can be referred
 www.microsoft.com
http://www.microsoft.com/en-in/dynamics/default.aspx Microsoft
Dynamics CRM
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 www.oracle.com Siebel CRM
http://www.oracle.com/us/products/applications/siebel/overview/index.
html Siebel CRM
 www.sap.com SAP CRM
http://www.sap.com/pc/bp/customer-relationship-management.html
www.salesforce.com Salesforce.com CRM
 www.sugarcrm.com Sugar CRM
SESSIONS 15
THEME: CUSTOMER CENTRICITY, CUSTOMER LOYALTY AND
LOYALTY PROGRAMS
 Customer Loyalty
 Loyalty Program – Design Principles
 Readings
 Developing an effective Loyalty Program
http://www.nuigalway.ie/bis/mlang/readings/CRM/Berman%20(2006)%20D
eveloping%20an%20Effective%20Customer%20Loyalty%20Program.pdf
SESSION 16
THEME: CRM TRENDS
 Trends in CRM,
 Social CRM,
 Mobile CRM,
 CRM 2.0
SESSIONS 17 & 18
THEME: FINAL PRESENTATION – INDIVIDUAL PRESENTATION
Individual Presentation on any one of the following THEMEs for a period of 10 -
15 minutes; The presentation should be relevant to the CRM course and will be
evaluated based on the understanding of the key concept, quality of contents,
presentation effectiveness and application of the learning
 Unique CRM Concept
 A company that has achieved success thru an effective CRM strategy and
execution
 Book summary / review – Book relating to a company’s success thru
outstanding customer focus and strategy
SESSIONS 19 AND 20
THEME: OVERALL RECAP, REVIEW, WRAP-UP AND Q & A
THEME: TEAM PRESENTATION
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PGDM Trimester 06
NEW MODELS OF ENTERPRISE ARCHITECTURE
COURSE OBJECTIVE
 To introduce the need and concept of Enterprise Architecture.
 Bring together Business and Information Systems on a common platform to facilitate
understanding of how people, process, data and technology must converge to take the
business strategy from vision to reality.
 Familiarise the students with various models and frameworks that can be used to manage
the complexity and how to build the capability within an organisation.
LEARNING OUTCOMES
 Understand what is meant by Enterprise Architecture and the benefits an Enterprise
Architecture can bring to an organization.
 Learn about the Enterprise Architecture process and its applicability to project portfolio
management.
 Become familiar with various models and frameworks that can be used to manage the
complexity. Appreciate the various frameworks like TOGAF and why it should be used
as a framework for Enterprise Architecture.
 Understand how to establish and maintain an Enterprise Architecture Capability within
an organization.
SCOPE OF THE COURSE

The course will cover the basic concepts related to Enterprise Architecture (EA), the various
models and frameworks of Enterprise Architecture, usage of architectural artifacts and building
blocks to radically improve executive and business analysis through tools such as strategy maps,
capability assessment, gap analysis, value chains and portfolio management. It will cover the
implementation process and the key success factors.
PEDAGOGIC TOOLS
 Case analysis, presentations, case discussions and assignments.
Session Plan
Sessio Topic covered Suggested reading

n No.
1,2 Introduction / Foundational Concepts http://www.enterprise-
 What is an enterprise and architecture? architecture.info/EA_Links
 Drivers and value proposition of EA .htm
– Data and Infrastructure
– Software Applications http://www.sparxsystems
 Types of Systems .com/resources/whitepap
ers/
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3,4 Organizational Alignment & Enterprise http://www.ciber.com/sta
Architecture te-local-
 The Enterprise Life Cycle government/organization
 Organizational strategies and the role of al-alignment/
IT in achieving them
http://www.bptrends.co
m/publicationfiles/11-05-
ART-
EAinContextofOrgStrategy
-Vaidyanathan.pdf
5,6 Strategic planning http://organizational-
 Frameworks and methodologies economics.blogspot.com/
 Understanding the use of frameworks to 2011/04/enterprise-
support consistency architecture-chaos-
 Architectures theory.html
http://en.wikipedia.org/wi
ki/Zachman_Framework
EA Frameworks and Processes
 Stakeholders, Views, Frameworks & http://pubs.opengroup.org
Methodology /architecture/togaf8-
 Documentation & Components doc/arch/
7,8  Repository, Tools & Best Practices
 Systems/practices maturity models:
http://www.ibm.com/deve
CMM- PCMM- CMMi
loperworks/library/ar-
togaf1/
http://www.sterlinghoffm
an.com/cgi-
bin/index.pl?p=newsletter
/articles/article138.html
Business Implications of EA
Approaches
9,10  Overview of TOGAF, Zachman
Framework (ZF), FEA, Gartner, RUP/EUP,
DoDAF.
 Comparative Analysis of Popular EA
Frameworks and Methodologies
Architectural Principles http://www.ibm.com/dev

 Characteristics of Architecture Principles eloperworks/library/ar-
 Components of Architecture Principles archprinc/
11,12  Developing Architecture Principles
 Qualities of Principles
cclxxiii
 Applying Architecture Principles http://pubs.opengroup.or
g/architecture/togaf8-
doc/arch/chap29.html
Building and Deploying of Enterprise

Architecture
 Stages theory: Initiative-growth-control- http://tetradianbooks.com/
maturity ebook/9781906681197_doi
 Collect Information & Build EA ng_SMP.pdf
13,14 Repository
 Integration of the different business
viewpoints
http://www.snyders.us/ta
 Gap Analysis
ngible_trm.htm
 Project and Program Management
 Control and Oversight of EA Program
Maintaining an Enterprise Architecture

 Enterprise Architecture Governance
Process
15,16  Organizational Change for Enterprise
Architecture
 Change Management
Enterprise Architecture Success Factors http://msdn.microsoft.co

 Importance of Success Criteria & Metrics m/en-
 Internal and External Metrics for EA us/library/bb220803.aspx
17,18  Funding and cost justification
Project Presentations
19,20
PGDM Trimester 06
ADVANCED SUPPLY CHAIN & OPERATIONS ANALYTICS
CONTEXT & COURSE OBJECTIVE

Having done a course in Supply Chain Management (SCM) and Business Analytics (BA), this
course namely ‘Advanced Supply Chain and Operations Analytics’ aims to bring out
contemporary issues in Supply Chain Management and insights from analytics interventions at
various stages across the value chain. The course is designed into eight THEMEs that are
aggregated into two Modules.
This course assumes that the participants have gone through the earlier course ‘Supply Chain
Management (SCM)’ and ‘Business Analytics (BA)’.
LEARNING OUTCOME
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 Learn how to apply frameworks and models to contextualize and configure a supply chain
 Have a basic understanding on integrated logistics such as transportation, warehousing and
incoterms
 Build a comprehensive understanding of supply chain measures and be able to choose a set
of performance measures based on the need and the purpose
 Appreciate how analytics tools are leveraged for supply chain insights that often remain
obscure otherwise and learn analytical techniques often used by supply chain managers
 Understand the basic concept and scope of supply chain reporting and dashboards
 Build a conceptual view of supply chain data and its attributes
SCOPE OF THE COURSE

 The study plan covering Readings, Classroom sessions, Group work sessions and
 It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise tests may be
conducted on the same.
 The course consists of two Modules, each module carrying about 5-6 THEMEs. Each
session will be of 90 minutes duration. The THEMEs that are covered in the course are as
follows
 Module 1:
o THEME 1: Strategic frameworks of SCM
o THEME 2: Supply chain models and its application
o THEME 3: Comprehensive measures of supply chain performance
o THEME 4: Supply chain reporting and dashboard
o THEME 5: Unlocking value through supply chain analytics
 Module 2:
o THEME 1: Warehousing
o THEME 2: Transportation and Logistics
o THEME 3: Logistics relationship and logistics performance measures
o THEME 4: Customer service and logistics analytics
o THEME 5: Procurement and spend analysis
o THEME 6: Logistics data mining and analytics
PEDAGOGIC TOOLS
 Class hand outs
 Self notes
 Reference Books
Note: This being a course on advanced and contemporary topics there is no single text
book that may cover the entire course content and hence a text book is not prescribed
whereas various books and published papers have been leveraged to build the course
content. Participants are requested to refer to these reference books, distributed hand-outs,
and self-notes; it is hence important to make notes during class discussions to complement
the limited information on the hand-outs. Below references are recommended
1. Operations Management for Competitive Advantage - by Chase, Jacobs &
Aquilano
2. A Logistics Approach to Supply Chain Management - by Coyle, Bardi and
Langley
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3. Sourcing and Supply Chain Management - by Monzca, Handfield, Guinipero, and
Patterson
4. Designing & Managing the Supply Chain – by David Simchi Levi, Philip
Kaminsky & Edith Simchi Levi
5. Supply Chain Management – by Sunil Chopra & Peter Meindl
6. SCOR model from supply-chain.org
7. The New Science of Retailing – by Marshall Fisher and Ananth Raman
8. Other handouts as required
 Group Presentation
 Case analysis
MODULE 1
SESSION 1
THEME 1: STRATEGIC FRAMEWORKS OF SUPPLY CHAIN
Main Reference book
Operations Management for Competitive Advantage - by Chase Chapter 9
Designing & Managing the Supply Chain - by Simchi Levi Chapter 5
Class room session (topics covered)

 Contextualizing the Supply chain – relevance of identifying supply chain nucleus and
choosing the boundary and number of tiers/
entities
 Strategic frameworks
 Uncertainty principle and framework
 Push/ Pull model (recap)
Case
 Vee Pee Yes
Assignment
 Analysis of an organization’s supply chain based on uncertainty principle/ push pull
model
Post-session readings
 Discussion PPTs used in the class / handouts/ self-notes
MODULE 1
SESSIONS 2 - 4
THEME 2: SUPPLY CHAIN MODELS
 Main Reference book
 Supply Chain Management - by Sunil Chopra Chapter 5
 SCOR model from supply-chain.org
 Product centric supply chain models
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 Service centric supply chain models
 Supply chain diagnosis and configuration
Group work/ Workshop
 Modeling using SCOR
Assignment
 Services supply chain
 Discussion PPTs / handouts used in the class; self-notes
 SCOR model (refer: supply-chain.org)
MODULE 1
SESSIONS 5 - 6
THEME 3: SCM PERFORMANCE MEASURES AND ANALYTICS
 Classical performance measurement of Inventory/Customer
 Service/ Distribution,SCOR, and Balanced Scorecard that the students have learned
earlier (courses in ISCM and Operations Management)
 Classical supply chain metrics and modern thinking
 Traditional supply chain measures of performance
 SCOR measures
 Other measures
 Concept of metrics hierarchy and data dimensions
Group presentation/ Assignment

 Supply chain risk
 How to choose a set of supply chain performance measures
Post-session Additional
Readings
 Class discussion PPTs/ self-notes
MODULE 1
SESSIONS 7 - 8
THEME 4: SCM REPORTING AND DASHBOARD
 Business Analytics fundamentals (previous course)
 Management Reporting
 SCM Reporting and types
 Dimensions of Supply Chain Visibility
 Supply Chain Dashboard
 Supply Chain Data and Sources
Group work
 Sample Supply chain report layout
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 Sample Supply chain dashboard wireframe
Assignment/ Group discussion
 Supply chain data challenges
MODULE 1
SESSIONS 9 - 10
THEME 5: UNLOCKING VALUE THROUGH SUPPLY CHAIN ANALYTICS
 Limitations of transactional systems
 Statistical tools for insights from Supply chain data
 Supply Chain Analytics maturity framework
 How to unlock hidden values - examples
Group discussion
 Advanced analytics – functional perspective (Procurement, Manufacturing,
Inventory etc.)
MODULE 2
SESSIONS 1 - 2
THEME 1: WAREHOUSING
 Main Reference Book. Book given as recommended text. Chapter 11
 A logistics Approach to Supply Chain Management, John J. Coyle, Brian J. Gibson,
Robert A. Novack, Edward J. Bardi, India Edition, Cengage,
Additional Readings
 Reference Book. Logistics journals, websites, WMS
Classroom Session
 Define Logistics, and scope—customer service, supply management, transportation,
warehousing, and distribution
 Introduction to Warehousing
 Warehouse performance measures
 Materials handling
 White paper on warehouse management.
Assignments
 Case for Analysis. Participants to come prepared with case presentation
 Case: Warehouse Efficiency.
MODULE 2
SESSIONS 3 - 4
THEME 2: TRANSPORTATION SYSTEM AND MANAGEMENT
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 Main Reference Book. Book given as recommended text. Chapters 8 &9
Additional Readings
 Reference Book. Logistics journals, websites, TMS
Classroom Session
 Role of transportation in Logistics Management
 Modes of transport
 Carrier selection
 Documentation
 Incoterms
 Vehicle types and routing
 Insurance
Assignments
 Case: 8-1 Double D Trucking from the recommended text
MODULE 2
SESSIONS 5 - 6
THEME 3: LOGISTICS RELATIONSHIPS AND 3PL, AND LOGISTICS PERFORMANCE
MEASUREMENT
 Main Reference Book. Book given as recommended text. Chapter 4 and 5
Additional Readings
 Reference Book. Logistics journals, websites, Relationships
Classroom Session
 Relationship types
 Strategic Alliances
 Performance measures can be segregated into: Financial, Quality, Productivity
and Response Time measures.
Group Work
The class will be expected to derive the above measures as applied to Logistics
Management
Assignments
 Case: 4-2.Ocean Spray Cranberries
MODULE 2
SESSION 7
THEME 4: CUSTOMER RESPONSE AND LOGISTICS ANALYTICS
 Main Reference Book. Book given as recommended text. Chapters 2, 7 and 13.
 Sourcing and Supply Chain Management, 5 E, Monzca et al. Chapters 2, 6, 18
Additional Readings
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 Reference Book. Logistics journals, websites,
Analytics have always played an important role in supply chain and operations in the
form of demand forecasting and planning, transportation routing, inventory
optimization and network design. Analytics are also widely applied in related areas
such as manufacturing, procurement and pricing. More recently analytics have been
applied to supply chain segmentation, risk management, complexity reduction and
manufacturing flexibility
In the area of logistics comprising the activities of customer service, inventory
planning, supply management, transportation and warehousing it is proposed to study
the activity profiles under each of the above heads and selectively examine use of
mathematical/statistical programs to help decision making. This exercise is closely
linked to the use of performance metrics and understanding critical processes in each
segment to evolve models.
Classroom Session
 Customer service as an output of Logistics
 Elements of customer service
 Customer value
 Logistics analytics linking customer, inventory and logistics
MODULE 2
SESSION 8
THEME 5: PROCUREMENT AND SPEND ANALYSIS
Additional Readings
How technology and use of tools such as LP, Assignment, Regression and other
statistical approaches can be combined with human efforts to identify trends,
perform comparisons and highlight opportunities in Procurement functions even
when large amounts of data are involved.
Classroom Session
 Procurement management
 Global sourcing
 Customs and regulations, Trade documentation and finance
 Spend analysis
MODULE 2
SESSIONS 9 -10
THEME: 6: LOGISTICS DATA MINING AND ANALYTICS
Pre-Session
Readings
Additional Readings
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Classroom Session: Supply Chain Analytics
 Logistics Data Mining
 Customer Activity Profiling
 Identification of logistic element costs and deriving Mathematical modeling for
minimizing total logistics cost
Assignments
 Customer service /procurement activity profiling.
 Procurement spend analysis
Case for Analysis.
Strategic Sourcing: Spartan Heat Exchangers. United Express.
PGDM Trimester 06
MODELLING FOR DECISION MAKING
LEARNING OUTCOMES
 To familiarize students on the following:
 The concepts involved in Optimizing Models and Decision Models
 Need for Optimizing Models & Decision Models in solving business problems
 Scope and limitation of use
SCOPE OF THE COURSE

 The course consists of 6 THEMEs spread over 20 sessions. Each session will be of 90
minutes. The THEMEs that would be covered in the course are under:
 THEME 1: Integer Programming
 THEME 2: Goal Programming
 THEME 3: PERT AND CPM
 THEME 4: Inventory Control Models
 THEME 5: Queuing theory
 THEME 6: Decision Theory
PEDAGOGIC TOOLS
 Textbook
 Operations Research – Theory & Applications by J K Sharma
 The Reference Text Book to be followed is:
 Operations Research by Taha & TORA software
 Quantitative Analysis for Management by Render, Ralph, Hanna
 Management Science by Anderson, Sweeney, Williams
 Problems in Operations Research by Hira & Gupta
 Quantitative Techniques in Management by N D Vohra
SESSION PLAN
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1. Integer Programming
a. Introduction
b. Types of integer programming problems
c. Gomory’s cutting plane method
d. Branch and bound method
e. Applications viz, Capital budgeting problem, Fixed cost(or charge) problem,
Plant location problem
2. Goal Programming
a. Introduction
b. Difference between LP and GP Approach
c. Goal programming model formulation
i) Single goal with multiple subgoals
ii) Equally ranked multiple goals
iii) Ranking and weighting of unequal multiple goals
iv) Goal programming applications
3. PERT And CPM

a. Introduction
b. Basic differences between PERT and CPM
c. Phases of Project Management
d. Critical path analysis
i) Forward pass method(For earliest event time)
ii) Backward pass method(For latest allowable event time)
iii) Float (slack) of an activity and event
iv) Critical path
Inventory Control Models

a. Deterministic Inventory problems
i) Single item Inventory Control Models without Shortages
ii) Single item Inventory Control Models with Shortages
iii) Multi Item inventory models with Constraints
iv) Single item inventory control models with quantity discounts.
b. Probabilistic Inventory problems

i) Instantaneous inventory control problems without set-up cost.
ii) Continuous demand inventory control problems without set-up cost.
4. Queuing theory
i) Introduction
ii) Essential features of a queuing system
iii) Probability distributions in a queuing system
iv) Single server queuing problems
v) Multiple server queuing problems
5. Decision Theory
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i) Decision making under risk
ii) Posterior probabilities and Bayesian Analysis
iii) Decision Tree Analysis
Inventory Control Models

c. Deterministic Inventory problems
v) Single item Inventory Control Models without Shortages
vi) Single item Inventory Control Models with Shortages
vii) Multi Item inventory models with Constraints
viii) Single item inventory control models with quantity discounts.
d. Probabilistic Inventory problems

iii) Instantaneous inventory control problems without set-up cost.
iv) Continuous demand inventory control problems without set-up cost.
6. Queuing theory
vi) Introduction
vii) Essential features of a queuing system
viii) Probability distributions in a queuing system
ix) Single server queuing problems
x) Multiple server queuing problems
7. Decision Theory
iv) Decision making under risk
v) Posterior probabilities and Bayesian Analysis
vi) Decision Tree Analysis
PGDM Trimester 06
BUSINESS PROCESS MODELING & MANAGEMENT
COURSE OBJECTIVE
 To learn how business processes are modeled, designed and managed.
 At the end of the course, students would be able to understand the requirements of a
business process, identify the elements that build the process, design the process, set
performance parameters for monitoring its operation and manage the process.
LEARNING OUTCOMES
 A clear understanding of how to design and manage various types of business
processes.
SCOPE OF THE COURSE
 Detailed understanding of business process conceptualization, user requirements to
be met, design of the process, performance parameters to be monitored and continual
improvement of the process’ performance.
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 Theoretical learning supported by classic case studies.
 TOPICS COVERED UNDER THIS COURSE:
 Basic understanding of processes
 Characteristics of processes and design considerations
 Processes for Lean Management
 Applying principles of process management to one-off projects
 Metrics for evaluating process performance
 Process improvement frameworks
 Building a model for designing and managing processes
PEDAGOGIC TOOLS
 Reading from textbooks and articles, classroom discussion, case analysis, exercises,
simulation and video-clips.
PRESCRIBED REFERENCE BOOK

 Project Management: The Managerial Approach
 By Gray, Larson and Desai McGraw Hill, Fourth Edition
LINK FOR 5TH EDITION.
 http://www.engr.sjsu.edu/fayad/current.courses/cmpe203-
fall2013/docs/Articles/Project%20Management%205th%20Edition.pdf
PLAN FOR 20 SESSIONS OF 90 MINUTES EACH
 Sessions 1 to 3
Topic: Basic understanding of processes.
Pre-session reading: The Principles of Scientific Management by Frederick
Taylor
 Sessions 4 & 5
Topic: Characteristics of processes and design considerations
Pre-session reading: Ford versus GM: The Evolution of Mass Production
 Sessions 6 & 7
Topic: Processes for Lean Management
Pre-session reading: Highlights from The Machine that Changed the World
 Sessions 8 to 14
Topic: Applying principles of process management to one-off projects
Pre-session reading: Highlights from Project Management by Gray, Larson &
Desai
 Sessions 15 & 16
Topic: Metrics for evaluating process performance
Pre-session reading: Handout on selecting the right metrics for processes
Topic: Process improvement frameworks
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Pre-session reading: Handout on process improvement
Topic: Building a model for designing and managing processes
Pre-session reading: Handout
PGDM Trimester 06
EMOTIONAL INTELLIGENCE & DEVELOPING COMPETENCIES FOR
ORGANIZATIONAL PERFORMANCE
EMOTIONAL INTELLIGENCE
An individual’s personal intelligence is essentially made of two significant components. IQ or
Intelligence Quotient refers to ones cognitive abilities. EQ or Emotional Quotient on the other
hand is about awareness of self and others. EQ has 5 dimensions- namely self-awareness, self-
regulation, motivating oneself, recognizing emotions in others and handling relationships.
Emotional Intelligence governs individual effectiveness in both personal and professional arenas
of one’s life. As much as cognitive learning can be acquired, the behavioral experts say that one
can also learn to be more emotionally effective.
Emotional Intelligence has become highly relevant in the work place today. Talent acquisition,
management and retention define businesses today. Diversity of work force & high reliability on
technology brings with it both opportunities and challenges.
Today organizations are certainly looking at innovative ways of keeping their work force
engaged, and enhance productivity. Creating and building a high performance culture also calls
for high levels of employee loyalty and result orientation. This in turn makes it imperative for
organizations to work on the wellbeing of the individual, the teams and the work environment at
large. An emotionally responsive leadership is successful in delivering the results and harnessing
the buy in from the varied stakeholders – namely employees, customers and shareholders.
LEARNING OUTCOMES
Hence, this course aims to equip the budding managers to appreciate Emotional Intelligence and
look at its impact in both their personal and professional lives. The students will understand and
assimilate Emotional Intelligence and its dimensions to be able to impact:
 Their Personal Effectiveness
 Relationship with Others
 Organizational / Work place effectiveness
KEY OBJECTIVES OF THE COURSE
The key objective of the course is to share with students, conceptual knowledge and practical
insights in the following areas:
 Introduction to EQ and its components
 Emotional self-awareness and accurate self-assessment
 Building Self confidence
 Self-Control, Conscientiousness and adaptability
 Trustworthiness,
 Achievement Orientation and Initiative
 Empathy
 Service orientation
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 Organizational Awareness
 Social intelligence
 Visionary leadership and Influence
 Developing others
 Communication, Building bond, conflict management, team work and collaboration
COURSE OVERVIEW
 Students will be taken through a series of 20 sessions. (30 hours of learning). These
sessions will be divided into Part A, B, C & D.
 Pre session readings, class activities, home assignments will enable assimilation of
learning.
 Total session or classroom time to be 30 hours with approximately 20 hours of pre work
and post work.
METHODOLOGY
A healthy mix of:
 Case based sessions with conceptual inputs using presentations
 Use of educational films and Video presentations
 Use of psychological tests selected for self-development
 Group work, Role plays, assignments and experience sharing
 Article reviews
PEDAGOGIC TOOLS
 HBR and ICFAI Cases, handouts, psychometric tools, reading material
 Recommended readings from well-known authors in this area like:
1. Emotional Intelligence & Working with Emotional Intelligence by
DanielGoleman
2. 21 Irrefutable Laws of Leadership (2009) by John C Maxwell (Pages 11-21; 87-
101;113-125;169-178)
3. Choosing Success, Transactional Analysis on the Job by Dorothy Jongeward &
Philip Seyer (Chapter6 - Pages 108-114;123-128)

 Cases or readings assigned for corresponding classes have to be first prepared individually
and then discussed in groups prior to the class. Come to the class with well thought out
recommendations or opinions.
 Groups or individuals may be picked up at random to present the main points of the case
or readings assigned.
 Students are expected to be interactive and participate in all class activities.
PART A: SELF AWARENESS

Component
 Session 1,2,3: Introduction to EQ and its framework (Daniel
Goleman)
 IQ versus EQ
 Caselet on IQ versus EQ (To be handed over in Class)
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 Debate on case let-which is more important for success
 HBR article on Emotional Intelligence (What Makes a Leader? by
Daniel Goleman ( Nov-Dec 1998)
 Viewing of the video by Daniel Goleman-Introduction to EQ
 Session 4 and 5: Emotional self-awareness and accurate self-

assessment
 Article review ‘Managing Oneself’ by Peter F. Drucker (Best of HBR
1999)
 Self-Evaluation of EQ
 Analyzing the EQ questionnaire-gaps between self and others
PART B: SELF MANAGEMENT

Component
 Session 6, 7 and 8: Self Confidence, Self-Control,

Conscientiousness and daptability
 Self confidence
 ‘Who am I’ the exercise
 Reasons for lack of confidence
 Ways to build self confidence
 Managing emotions-Self Regulation
 Session 9,10,11 : Trustworthiness,

 Achievement Orientation
 Taking the MBQ instrument
 Trust Fall-Management game
 Trust and its importance in EQ
 Tower building exercise
 Pygmalion in management (HBR article)
 Viewing of the CD, “You can if you think you can” by Dr.
Kiran Bedi
PART C: SOCIAL AWARENESS

Component
 Session 12,13 Empathy ,Service Orientation

 Test of empathy
 Importance of empathy
 Customer Centricity
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 Session 14,15: Organisational awareness
 Social intelligence
HBR Articles
1. Social Intelligence and the Biology of Leadership
2. Competent Jerks, Lovable Fools, and the

Formation of Social Networks’ by Tiziana Casciaro and Miguel Sousa
Lobo (HBR June 2005) (Pages 1 to 8)
PART D: SOCIAL SKILLS

Component
 Session 16,17 : Visionary leadership and Influence
1.Leadership that Gets Result-Daniel Goleman (HBR March-April

2000)
2. Seth Kahn’s Article
 Session 18,19,20: Communication, Team Work, Managing &

Developing others
 Transactional Analysis
 Games people play (Select readings)
 Manager wanted
 Giving and receiving feedback (Exercise, Mirror Mirror on the wall)
 Orientation to coaching
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PGDM Trimester 06
TALENT MANAGEMENT
Managing in the Talent Era:
Globally, quite a transition is happening in terms of the economy moving from services dominated
to what may well be described as “experience economy”. This represents a dramatic shift in the
way customers value the offerings and products they buy from service providers or suppliers.
This represents an era where consumers and customers are willing to pay a premium for the
experience of buying and consuming a service or product. Singapore Airlines charges a premium
fare for its flights and customers are willingly paying for the same. Starbucks coffee does not
come cheap, but its customers pay a premium for the experience of being there – ‘third place to
go’ as their tagline describes Starbucks outlets! Creating an ethereal experience and doing so
consistently has become the secret sauce for success and market leadership. And this experience
is not created by the fixed assets, but the human assets. Welcome to the Talent Era!
Talent management has therefore become a item on the Corporate agenda for leaders across the
globe. Shortage of talent is giving leaders sleepless nights for their ambitious growth charter from
their Boards and their own can hardly be realized without talent people on board at the right time
and in right numbers. Hiring talent from competition has been a mantra at work for many years,
but does not seem to serve the ever growing needs of the organizations. The ‘buy strategy’ has
run into serious challenges as there just does not seem to be sufficient talent anywhere. The
alternative is to embrace a “build strategy.” Build strategy involves investment and cannot be
‘microwaved’ to meet the immediate and burning needs of the companies. It is fairly long term
strategy calling for a visionary leadership at the helm and commensurate investment in the whole
cycle of talent management
Talent Management is misunderstood as much as understood:

Management of talent is often misunderstood as workforce management and as a latest flavour of
the same old stuff of hiring, inducting, performance-managing and rewarding people. While
there is nothing wrong with interpretations, the focus of this course will be different and will
encompass our understanding of talent as critical to success and strategy execution. This will
envisage how organizations are grooming talent, investing in their capability building and
preparing them leadership responsibilities via succession planning.
Talent management is also not without its share of critics! There are equally valid perspectives
coming from learned management Gurus that ‘talent is over-rated’ and “talent myth” and such
others. Excessive attention to a handful of people identified as top talent can have a lasting and
not necessarily a positive impact on the vast majority of employee base that often times constitute
the backbone of the organization. When we discuss the ‘flight of talent’, we often recognize that
the so called ‘ crème de la crème” of the talent has shown consistent tendencies to look out for
greener pastures leaving the corporate talent plans in shambles!
Therefore a balanced perspective has to be developed by the leaders of tomorrow so that
investment is talented manpower is well placed helping organizations to realize a decent return
on this investment.
Learning outcomes of the course

Students will understand the talent management from many different viewpoints and perspectives
in order to be able to appreciate its nuances and implications for the organizations. In short, the
following learning outcomes will result:
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 Understanding Talent and that it is contextual for different organizations
 Deliberating on different frameworks of talent framework and appreciating their strengths
and limitations
 Recognizing emerging approaches to managing talent in growth and sluggish economies
 Building a talent pipeline for future leadership needs of the organizations and home-
growing this talent
 Retaining and motivating talent for sustained competitive advantage
Pedagogy
The teaching methodology for this course will be a blend of lectures, reading assignments guided
class room discussions, case study analysis and best practices sharing. Evaluations will be based
on demonstrated understanding of the concept, methods, frameworks and processes associated
with PMS and through Quiz, presentation, group work and exams.
SESSION 1& 2
MANAGING TALENT- FRAMEWORKS AND APPROACHES
Objectives:
 What is Talent?
 Who owns talent?
 Frameworks on managing talent
SESSION 3 & 4
POINTS AND COUNTER POINTS FOR TALENT MANAGEMENT
Objectives:
 Is Talent a myth?
 Is talent management hazardous to organizations?
 Is talent overrated?
 Is war for talent over? Who won? Who lost?
SESSION 5 & 6
SIX B’S OF TALENT MANAGEMENT – AN OVERVIEW
 Buy
 Build
 Borrow
 Bind
 Bounce
SESSIONS 7 & 8
EMPLOYER BRANDING & EVP
 Employer Branding approaches
 Employee Value Proposition for attracting and retaining talent
SESSION 9 & 10
TALENTSHIP
 Talentship as a decision science
 Efficiency, Effectiveness and Impact framework
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SESSIONS 11 & 12
COACHING & MENTORING
 Coaching Framework and exercise
 Mentoring as a helping relationship
SESSION 13 & 14
DERAILMENT IN CAREER
 Understanding derailment of careers
 Managing difficult career situations
SESSION 15
GENERATIONS AT WORK
 Dealing with multiple generations at work
 Managing Engagement of the new age workforce
SESSION 16 & 17
TALENT SEGMENTATION AND MANAGEMENT
 Managing A Players
 Managing B players
 Dealing with C Players
 Market driven approach to managing Talent
SESSION 18 & 19
Topic & Objectives
 Succession Planning and leadership development
 Approaches to succession planning
 Developing leaders for tomorrow
SESSION 20
Topic & Objectives
 Role of HR in Talent Management
 Drawing the line- responsibility for talent management for HR and line managers
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PGDM Trimester 06
HR TECHNOLOGY & ANALYTICS
 Contextual Background and Relevance for Human Resources Technology

Technology is continuing to evolve at what can seem like an ever-increasing rate. Human
Resources technology, which started out as “simple,” mainframe-based systems with
limited capabilities, are now complex, Web-enabled enterprise systems that are increasingly
integrated with all HR and organizational processes. For example, at the dawn of the
millennium, few could have imagined that our phones would become a major source of our
daily information or that Web-enabled social networking tools would become an important
component of an organization’s HR strategy.
According to a recent report by the Society of Human Resource Management (SHRM), this
technological evolution is driving several key trends in HR delivery and practice, such as
the increased use of social media, a shift from “on-premise” software solutions to cloud-
based solutions, the growth in compliance, and the use of business intelligence tools
(Johnson & Gueutal, 2011).
To these trends, we would add the increasing adoption of HRIS by smaller organizations.
Whereas on-premise solutions were often too expensive for smaller firms, the growing
popularity of Software-as-a-Service (SaaS) and cloud computing means that even
organizations with fewer than 10 employees are able to quickly gain access to capabilities
that they previously could not afford. More employees, HR professionals, and organizations
are now affected by HRIS than ever before. In response to these changes, additional roles
are emerging for HR professionals. These new roles focus on tasks such as aligning HRIS
services with HR and organizational strategies, managing technological change and
software implementations, managing vendor and outsourcing relationships, and ensuring
that software applications are regularly updated to support compliance with ever-changing
state and federal regulations such as the new health care laws(Gueutal, Marler, & Falbe,
2007). To perform these new roles, HR professionals will need additional HRIS-related
skills. Moreover, because these skills will continue to change as technology evolves, HR
professionals will need to be adaptable and committed to continuous learning.
This course enables the students to investigate the complex field of Human Resource
technology including how communication in organizations is facilitated or impeded by
existing structure and processes, methods for improving communication flows and
facilitating technology implementations and change management. Emphasis is placed on
rational decision making, diagnosing the relationship between an organization's mission and
culture, facilitating system-wide change, and improving organizational effectiveness
through the use of technology.
g) Define and Human Resources Technology/HRIS and how the field evolved and shaped over
time
h) Who is an HR Technology consultant or Practitioner and kind of abilities are needed to be
a successful HRIT/HRIS professional.
i) Understand the processes of HR Technology and the various tools, procedures and
techniques used by practitioners in the field.
j) Understand how HR technology can influence organizational change at various levels.
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k) Emerging Paradigms and Trends in Human Resources Technology
l) Apply typical techniques relevant for HR management
m) Understand the application of analytics in various areas of HR
 Pedagogy
The emphasis in the course is not on lecturing, but on facilitating a learning environment in
which each person can develop their own view of the relevance and usefulness of Human
Resources Technology to organizations. The course will employ methods such as group
work, self-driven project work, reading outside the prescribed texts, guest speakers, films,
and case studies illustrating the changing nature of the field.
orientation, and the extent to which a person has developed internal resources to continue
one's education beyond the classroom.
 Reference Book to be Followed (Compulsory Requirement)

 Human Resource Information Systems: Basics, Applications, and Future Directions;
2nd Edition ISBN: 978-1412991667. Authors: Michael J.Kavanagh & Mohan Thite
Session Plan Details
Session (Time) Topic & Readings

The need for HRIS systems and evolution of HRIS
Read chapter 1 & 2
Session 1 & 2 http://rphrm.curtin.edu.au/1997/issue1/taiwan.html
(1.5 Hours each) Systems considerations in the design of an HRIS: Planning for
Implementation
Read Chapter 3
Doing a Needs Analysis for HRIS
Read Chapter 4
Session 3
System Design & Acquisition
(1.5 hours)
Read Chapter 5
Justifying the costs of an HRIS investment
Session 4
Read Chapter 6
(1.5 hours)
Project Management Development and HRIS Acceptance
Session 5 Read Chapter 7
(1.5 Hours) Change Management: Implementation, Integration and
Maintenance of the HRIS
Read Chapter 8
HR Administration and HRIS
Read Chapter 9
Session 6
Job Analysis & HR Planning
(1.5 Hours)
Read Chapter 10
Recruitment & Selection in an Internet Context
(1.5 Hours) Training & Development: Issues and HRIS Applications
Read Chapter 12
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Performance Management, Compensation, Benefits and Payroll and
the HRIS
Session 8 & 9 Read Chapter 13
(1.5 hours each ) International HRM and HRIS
Read Chapter 14
Information Security and Privacy in HRIS
Read Chapter 15
Session 10
Case Study - “Transforming Human Resources at Novartis: The
Human Resources Information Systems.”
by Stanford Graduate School of Business
Introduction to Application of Analytics in HR
Session 11&12 Techniques relevant for HR Analytics – Hypothesis Testing
Read: HR Metrics and Workforce Analytics
Techniques for HR (Regression Analysis)
Session 13 Read:- HR outsourcing: threat or opportunity?
Techniques for HR (Factor Analysis and SEM)
Read:- IT Human Resource Management Configurations and IT
Session 14 &15 Turnover: Theoretical Synthesis and Empirical Analysis/ Using
sequential tree analysis to search for 'bundles' of HR practices
Analytics for Talent Decision

Session 16 Read:- Talent and analytics: new approaches,
higher ROI
Human Capital Management
Session 17 Read:- Human Capital Analytics/ Connecting People Investments
and Business Outcomes at Lowe’s
Employee Turnover Management
Read:- Predictive Models Of Employee Voluntary Turnover In A
Session 18 North American Professional Sales Force Using Data-Mining
Analysis/ Validation And Initial Test Of The Employee Equity
Model For Predicting Employee Retention
Employee performance evaluation/ Employee compensation
management
Read:- Developing an employee evaluation management
Session 19
system: the case of a healthcare organization / Optimizing fixed and
variable costs for employee productivity/ Toward a general model
for executive compensation
Session 20
Project Presentation and discussion
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PGDM Trimester 06
DIVERSITY MANAGEMENT
Today organizations across the globe have a realized that a highly diverse workforce is a reality.
Diversity was previously believed to be a problem that had to be managed but today it is
recognized as an opportunity that must be leveraged by organizations for business success.
COURSE OBJECTIVE
The Global Managers of today must understand, accept and capitalize on differences among their
employees. This course will enable students to understand and respond to workplace diversity
issues with openness and trust. It aims to help students to appreciate that diversity management
is about more than legal or ethical compliance – it is about good business sense. Diversity
management helps an organization to locate itself within a diverse market and thereby increase
its market share.
The course traces the legal developments in the area of diversity and understands the specific
groups and categories of diversity. It tries to understand diversity in an Indian context and equips
students with the knowledge of how Diversity has affected the workplace and the increasing
emphasis of Diversity Management Programs in corporations today.
LEARNING OUTCOMES
Upon successful completion of this course, the participant will be able to :
 Describe Diversity and traces the historical and legal aspects of workplace diversity
 Understating of diversity at a personal level (prejudice , stereotyping ,discrimination and
privilege )
 Understand and assess Race and Racial disparities through discussions on African
Americans , Hispanics and Asian Americans
 Examine women in workforce and the Gender Equity issues
 Appraise the role of Social class on diversity
 Understand the different generations of people in the workforce today and issues in
Generational Diversity
 Identify the innovative policies of organizations for older workers
 Examine the role of religion and culture on diversity management
 Appraise the efforts to creating an enabling work environment for the differently -abled
 Describe and discuss issues on sexual orientation and appearance in workplace
 Understand the business case for diversity and inclusions and its implications
 Understanding of Workplace Diversity in the Indian Context and how its different from
the other countries
SCOPE OF THE COURSE:

1. Introduction to Diversity
2. Understanding individual perspective of diversity
3. Understanding diversity at interpersonal level
4. Examining Specific Groups
 African Americans
 Hispanics
 Asians
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 Sex and Gender
 Age
 Class and Religion
 Physical and Mental Ability
 Weight and Appearance
5. Understanding diversity at an organizational level
 Unleashing the power of diversity
 Management commitment to Diversity in Organizations
 Recommendations for change at individual , societal and organizational level
6. Diversity in the Indian Context
 Diversity Issues in India
PEDAGOGIC TOOLS
The course provides interesting readings, articles, cases , exercises and project work that will
help clarify the complexity of managing and working in a changing and increasingly diverse
workplace.
 REFERENCE TEXT BOOK:
 Diversity in Organizations : By Myrtle P. Bell
 Understanding and Managing Diversity: Readings, Cases and Exercises by Carol P.
Harvey and M. June Allard
Expectations from participants

You are expected to
1. Come prepared with the pre-session readings (as specified for each session).
2. Be on time for the sessions.
3. To ask questions and positively contribute to the class discussions.
4. Share experiences relevant to the topic being discussed in the class.
5. To know and observe “Academic Integrity” while submitting any assignment or
presenting a case. Academic Integrity includes – forbidding from cheating, fabrication or
falsification of information, plagiarism, abuse of academic materials, and complicity in
academic dishonesty. If a participant is found not to have adhered to this expectation, the
assignment/presentation in question would not be graded.
6. Switch off your cell phones or any other communication devices during the class. In an
event where you are expecting a call/communication please inform the faculty in advance.
7. Use of laptops during the classes is not permitted, unless otherwise specified by the
faculty.
 Goal 1 session 1
 Pre-session read:
 Page 1 of the handout diversity workshop.pdf
 Classroom session:
 Definition of diversity
 Trends that resulted in the importance to diversity
 Goal 2 Session 2 and 3

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 Discover the dimensions of diversity
 Inclusion and its dimensions
 Assignment 1:
http://hbr.org/2012/11/how-hard-should-you-push-diversity/ar/1
20 marks
 Goal 3 Session 4
 Define cultural diversity
 Stereotypes

 Pre session read
 Cultural competency model by TCM
 Cultural rules
 Cross cultural competencies
 Cultural filters
 Cultural Competency model

 Pre session assignment
 Group 1 and 2 to research the different generations as they perceive
it in India
20 marks
 Presentation of the research findings
 Concept of generational diversity
 Western definition of generations
 Communication challenges
 Additional reading
 Case_Agediversity pdf

 Definition of gender diversity
 Patriarchal society
 Communication styles

 Pre session read Guidelines and Bill
 Vishaka guidelines
 Understanding of Sexual Harassment Bill 2013
 MCQ on Bill 20 marks
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 Goal 6 Session 13, 14 and 15
 Assignment Case study of IBM 20 marks
 Classroom session
 Discussion of case studies
 Understanding of workplace diversity
 Discussion on how each aspect of diversity affects the workplace
 Goal 7 Session 16 to 18
 Pre session read – Intercultural communication note
 Understanding the relevance of culture
 Preparing for specific cultural differences
 Discovering successful approaches
 Session 19
 Presentation of workplace disability and LGBT diversity 20 marks
 Session 20
 Wrap up and closure
PGDM Trimester 06
HR TECHNOLOGY & ANALYTICS
 Contextual Background and Relevance for Human Resources Technology

Technology is continuing to evolve at what can seem like an ever-increasing rate. Human
Resources technology, which started out as “simple,” mainframe-based systems with
limited capabilities, are now complex, Web-enabled enterprise systems that are increasingly
integrated with all HR and organizational processes. For example, at the dawn of the
millennium, few could have imagined that our phones would become a major source of our
daily information or that Web-enabled social networking tools would become an important
component of an organization’s HR strategy.
According to a recent report by the Society of Human Resource Management (SHRM), this
technological evolution is driving several key trends in HR delivery and practice, such as
the increased use of social media, a shift from “on-premise” software solutions to cloud-
based solutions, the growth in compliance, and the use of business intelligence tools
(Johnson & Gueutal, 2011).
To these trends, we would add the increasing adoption of HRIS by smaller organizations.
Whereas on-premise solutions were often too expensive for smaller firms, the growing
popularity of Software-as-a-Service (SaaS) and cloud computing means that even
organizations with fewer than 10 employees are able to quickly gain access to capabilities
that they previously could not afford. More employees, HR professionals, and organizations
are now affected by HRIS than ever before. In response to these changes, additional roles
are emerging for HR professionals. These new roles focus on tasks such as aligning HRIS
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services with HR and organizational strategies, managing technological change and
software implementations, managing vendor and outsourcing relationships, and ensuring
that software applications are regularly updated to support compliance with ever-changing
state and federal regulations such as the new health care laws(Gueutal, Marler, & Falbe,
2007). To perform these new roles, HR professionals will need additional HRIS-related
skills. Moreover, because these skills will continue to change as technology evolves, HR
professionals will need to be adaptable and committed to continuous learning.
This course enables the students to investigate the complex field of Human Resource
technology including how communication in organizations is facilitated or impeded by
existing structure and processes, methods for improving communication flows and
facilitating technology implementations and change management. Emphasis is placed on
rational decision making, diagnosing the relationship between an organization's mission and
culture, facilitating system-wide change, and improving organizational effectiveness
through the use of technology.
n) Define and Human Resources Technology/HRIS and how the field evolved and shaped over
time
o) Who is an HR Technology consultant or Practitioner and kind of abilities are needed to be
a successful HRIT/HRIS professional.
p) Understand the processes of HR Technology and the various tools, procedures and
techniques used by practitioners in the field.
q) Understand how HR technology can influence organizational change at various levels.
r) Emerging Paradigms and Trends in Human Resources Technology
s) Apply typical techniques relevant for HR management
t) Understand the application of analytics in various areas of HR
 Pedagogy
The emphasis in the course is not on lecturing, but on facilitating a learning environment in
which each person can develop their own view of the relevance and usefulness of Human
Resources Technology to organizations. The course will employ methods such as group
work, self-driven project work, reading outside the prescribed texts, guest speakers, films,
and case studies illustrating the changing nature of the field.
orientation, and the extent to which a person has developed internal resources to continue
one's education beyond the classroom.
 Reference Book to be Followed (Compulsory Requirement)

 Human Resource Information Systems: Basics, Applications, and Future Directions;
2nd Edition ISBN: 978-1412991667. Authors: Michael J.Kavanagh & Mohan Thite
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Session Plan Details
Session (Time) Topic & Readings

The need for HRIS systems and evolution of HRIS
Read chapter 1 & 2
Session 1 & 2 http://rphrm.curtin.edu.au/1997/issue1/taiwan.html
(1.5 Hours each) Systems considerations in the design of an HRIS: Planning for
Implementation
Read Chapter 3
Doing a Needs Analysis for HRIS
Read Chapter 4
Session 3
System Design & Acquisition
(1.5 hours)
Read Chapter 5
Justifying the costs of an HRIS investment
Session 4
Read Chapter 6
(1.5 hours)
Project Management Development and HRIS Acceptance
(1.5 Hours) Change Management: Implementation, Integration and
Maintenance of the HRIS
Read Chapter 8
HR Administration and HRIS
Read Chapter 9
Session 6
Job Analysis & HR Planning
(1.5 Hours)
Read Chapter 10
Recruitment & Selection in an Internet Context
(1.5 Hours) Training & Development: Issues and HRIS Applications
Read Chapter 12
Performance Management, Compensation, Benefits and Payroll
and the HRIS
Session 8 & 9 Read Chapter 13
(1.5 hours each ) International HRM and HRIS
Read Chapter 14
Information Security and Privacy in HRIS
Read Chapter 15
Session 10
Case Study - “Transforming Human Resources at Novartis:
The Human Resources Information Systems.”
by Stanford Graduate School of Business
Introduction to Application of Analytics in HR
Session 11&12 Techniques relevant for HR Analytics – Hypothesis Testing
Read: HR Metrics and Workforce Analytics
Techniques for HR (Regression Analysis)
Session 13 Read:- HR outsourcing: threat or opportunity?
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Techniques for HR (Factor Analysis and SEM)
Read:- IT Human Resource Management Configurations and IT
Session 14 &15 Turnover: Theoretical Synthesis and Empirical Analysis/ Using
sequential tree analysis to search for 'bundles' of HR practices
Analytics for Talent Decision

Session 16 Read:- Talent and analytics: new approaches,
higher ROI
Human Capital Management
Session 17 Read:- Human Capital Analytics/ Connecting People
Investments and Business Outcomes at Lowe’s
Employee Turnover Management
Read:- Predictive Models Of Employee Voluntary Turnover In
Session 18 A North American Professional Sales Force Using Data-Mining
Analysis/ Validation And Initial Test Of The Employee Equity
Model For Predicting Employee Retention
Employee performance evaluation/ Employee compensation
management
Read:- Developing an employee evaluation management
Session 19
system: the case of a healthcare organization / Optimizing fixed
and variable costs for employee productivity/ Toward a general
model for executive compensation
Session 20
Project Presentation and discussion
PGDM Trimester 06
ANALYTICS FOR PHARMA AND HEALTHCARE
COURSE OBJECTIVE
The course will provide an understanding and hands on experience of data analytics used in the
Pharmaceutical industry and related fields. This course will cover potential use of data analytics
across the different phases of pharmaceutical development. Emphasis will be on the use of data
analytics for both pre and post launch activities of a drug.
LEARNING OUTCOMES
The students will have an overview of some of the critical areas in pharmaceutical industry in
which data analytics plays a crucial role.
SCOPE OF THE COURSE

The course will cover the following topics from the perspective of data analytics
 Drug Development.
 Clinical trial operations.
 Health Economic Modeling
 Targeting and Segmentation
 Sales Force effectiveness & Incentive compensation
 Promotion Mix Modeling.
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PEDAGOGIC TOOLS
It will be a mix of theory and related hands on building of models.
Reference Text Books:
Health economic Modeling
 http://www.amazon.in/Decision-Modelling-Economic-Evaluation-
Handbooks/dp/0198526628/ref=sr_1_1?ie=UTF8&qid=1420006644&sr=8-
1&keywords=Andrew+Briggs
Sales Force Effectiveness

 http://www.amazon.com/Complete-Guide-Accelerating-Sales-
performance/dp/0814420141/ref=asap_bc?ie=UTF8
 http://www.amazon.com/Sales-Force-Design-Strategic-
advantage/dp/1403903050/ref=asap_bc?ie=UTF8
 http://www.amazon.com/Complete-Guide-Sales-Incentive-
compensation/dp/0814473245/ref=asap_bc?ie=UTF8
Session Details
Day Sessions Topics
1 2 Ice breaker and Introduction

1 Introduction to Pharma development
Healthcare Data Landscape:

2 Data Standards Public and Private Data, Types Data Identity, Velocity,
2
Aggregation Unstructured Data & Use cases Clinical Development
Problems
Introduction to Data Analytics and Management for Clinical
1
Operations
3
Using Structured and Unstructured data for optimization.
2
Hands on examples of building machine learning algorithms in R.
1 Introduction to Biostatistics & Programming
4 Statistical methods used in development - Survival Analysis and

2 Discrete analysis
Hands on examples of building statistical algorithms in R.
1 Introduction to Health Economic Modeling
5 Concepts of QALY, Utility, Scoring an EQ-5D.

2
Concepts of Cost Effectiveness, Cost Utility analysis
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Decision Tree Models, Markov Models
Monte Carlo Simulations and Probabilistic Sensitivity Analysis
1 Introduction to Brand Insights

6
2 Analytics required post launch
7 2 Sales force effectiveness
8 2 Sales Force Effectiveness
9 2 Promotion Response Modeling
PGDM Trimester 06
ADVANCED SUPPLY CHAIN & OPERATIONS ANALYTICS
CONTEXT & COURSE OBJECTIVE

Having done a course in Supply Chain Management (SCM) and Business Analytics (BA), this
course namely ‘Advanced Supply Chain and Operations Analytics’ aims to bring out
contemporary issues in Supply Chain Management and insights from analytics interventions at
various stages across the value chain. The course is designed into eight THEMEs that are
aggregated into two Modules.
This course assumes that the participants have gone through the earlier course ‘Supply Chain
Management (SCM)’ and ‘Business Analytics (BA)’.
LEARNING OUTCOME
 Learn how to apply frameworks and models to contextualize and configure a supply chain
 Have a basic understanding on integrated logistics such as transportation, warehousing and
incoterms
 Build a comprehensive understanding of supply chain measures and be able to choose a set
of performance measures based on the need and the purpose
 Appreciate how analytics tools are leveraged for supply chain insights that often remain
obscure otherwise and learn analytical techniques often used by supply chain managers
 Understand the basic concept and scope of supply chain reporting and dashboards
 Build a conceptual view of supply chain data and its attributes
SCOPE OF THE COURSE

 The study plan covering Readings, Classroom sessions, Group work sessions and
 It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise tests may be
conducted on the same.
 The course consists of two Modules, each module carrying about 5-6 THEMEs. Each
session will be of 90 minutes duration. The THEMEs that are covered in the course are as
follows
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 Module 1:
o THEME 1: Strategic frameworks of SCM
o THEME 2: Supply chain models and its application
o THEME 3: Comprehensive measures of supply chain performance
o THEME 4: Supply chain reporting and dashboard
o THEME 5: Unlocking value through supply chain analytics
 Module 2:
o THEME 1: Warehousing
o THEME 2: Transportation and Logistics
o THEME 3: Logistics relationship and logistics performance measures
o THEME 4: Customer service and logistics analytics
o THEME 5: Procurement and spend analysis
o THEME 6: Logistics data mining and analytics
PEDAGOGIC TOOLS
 Class hand outs
 Self notes
 Reference Books
Note: This being a course on advanced and contemporary topics there is no single text
book that may cover the entire course content and hence a text book is not prescribed
whereas various books and published papers have been leveraged to build the course
content. Participants are requested to refer to these reference books, distributed hand-outs,
and self-notes; it is hence important to make notes during class discussions to complement
the limited information on the hand-outs. Below references are recommended
9. Operations Management for Competitive Advantage - by Chase, Jacobs &
Aquilano
10. A Logistics Approach to Supply Chain Management - by Coyle, Bardi and
Langley
11. Sourcing and Supply Chain Management - by Monzca, Handfield, Guinipero, and
Patterson
12. Designing & Managing the Supply Chain – by David Simchi Levi, Philip
Kaminsky & Edith Simchi Levi
13. Supply Chain Management – by Sunil Chopra & Peter Meindl
14. SCOR model from supply-chain.org
15. The New Science of Retailing – by Marshall Fisher and Ananth Raman
16. Other handouts as required
 Group Presentation
 Case analysis
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MODULE 1
SESSION 1
THEME 1: STRATEGIC FRAMEWORKS OF SUPPLY CHAIN
Main Reference book
Operations Management for Competitive Advantage - by Chase Chapter 9
Designing & Managing the Supply Chain - by Simchi Levi Chapter 5

 Contextualizing the Supply chain – relevance of identifying supply chain nucleus and
choosing the boundary and number of tiers/
entities
 Strategic frameworks
 Uncertainty principle and framework
 Push/ Pull model (recap)
Case
 Vee Pee Yes
Assignment
 Analysis of an organization’s supply chain based on uncertainty principle/ push pull
model
Post-session readings
 Discussion PPTs used in the class / handouts/ self-notes
MODULE 1
SESSIONS 2 - 4
THEME 2: SUPPLY CHAIN MODELS
 Main Reference book
 Supply Chain Management - by Sunil Chopra Chapter 5
 SCOR model from supply-chain.org
 Product centric supply chain models
 Service centric supply chain models
 Supply chain diagnosis and configuration
Group work/ Workshop
 Modeling using SCOR
Assignment
 Services supply chain
 Discussion PPTs / handouts used in the class; self-notes
 SCOR model (refer: supply-chain.org)
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MODULE 1
SESSIONS 5 - 6
THEME 3: SCM PERFORMANCE MEASURES AND ANALYTICS
 Classical performance measurement of Inventory/Customer
 Service/ Distribution,SCOR, and Balanced Scorecard that the students have learned
earlier (courses in ISCM and Operations Management)
 Classical supply chain metrics and modern thinking
 Traditional supply chain measures of performance
 SCOR measures
 Other measures
 Concept of metrics hierarchy and data dimensions
Group presentation/ Assignment

 Supply chain risk
 How to choose a set of supply chain performance measures
Post-session Additional
Readings
MODULE 1
SESSIONS 7 - 8
THEME 4: SCM REPORTING AND DASHBOARD
 Management Reporting
 SCM Reporting and types
 Dimensions of Supply Chain Visibility
 Supply Chain Dashboard
 Supply Chain Data and Sources
Group work
 Sample Supply chain report layout
 Sample Supply chain dashboard wireframe
Assignment/ Group discussion
 Supply chain data challenges
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MODULE 1
SESSIONS 9 - 10
THEME 5: UNLOCKING VALUE THROUGH SUPPLY CHAIN ANALYTICS
 Limitations of transactional systems
 Statistical tools for insights from Supply chain data
 Supply Chain Analytics maturity framework
 How to unlock hidden values - examples
Group discussion
 Advanced analytics – functional perspective (Procurement, Manufacturing,
Inventory etc.)
MODULE 2
SESSIONS 1 - 2
THEME 1: WAREHOUSING
 Main Reference Book. Book given as recommended text. Chapter 11
 A logistics Approach to Supply Chain Management, John J. Coyle, Brian J. Gibson,
Robert A. Novack, Edward J. Bardi, India Edition, Cengage,
Additional Readings
 Reference Book. Logistics journals, websites, WMS
Classroom Session
 Define Logistics, and scope—customer service, supply management, transportation,
warehousing, and distribution
 Introduction to Warehousing
 Warehouse performance measures
 Materials handling
 White paper on warehouse management.
Assignments
 Case: Warehouse Efficiency.
MODULE 2
SESSIONS 3 - 4
THEME 2: TRANSPORTATION SYSTEM AND MANAGEMENT
 Main Reference Book. Book given as recommended text. Chapters 8 &9
Additional Readings
 Reference Book. Logistics journals, websites, TMS
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Classroom Session
 Role of transportation in Logistics Management
 Modes of transport
 Carrier selection
 Documentation
 Incoterms
 Vehicle types and routing
 Insurance
Assignments
 Case: 8-1 Double D Trucking from the recommended text
MODULE 2
SESSIONS 5 - 6
THEME 3: LOGISTICS RELATIONSHIPS AND 3PL, AND LOGISTICS PERFORMANCE
MEASUREMENT
 Main Reference Book. Book given as recommended text. Chapter 4 and 5
Additional Readings
 Reference Book. Logistics journals, websites, Relationships
Classroom Session
 Relationship types
 Strategic Alliances
 Performance measures can be segregated into: Financial, Quality, Productivity
and Response Time measures.
Group Work
The class will be expected to derive the above measures as applied to Logistics
Management
Assignments
 Case: 4-2.Ocean Spray Cranberries
MODULE 2
SESSION 7
THEME 4: CUSTOMER RESPONSE AND LOGISTICS ANALYTICS
Additional Readings
Analytics have always played an important role in supply chain and operations in the
form of demand forecasting and planning, transportation routing, inventory
optimization and network design. Analytics are also widely applied in related areas
such as manufacturing, procurement and pricing. More recently analytics have been
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applied to supply chain segmentation, risk management, complexity reduction and
manufacturing flexibility
In the area of logistics comprising the activities of customer service, inventory
planning, supply management, transportation and warehousing it is proposed to study
the activity profiles under each of the above heads and selectively examine use of
mathematical/statistical programs to help decision making. This exercise is closely
linked to the use of performance metrics and understanding critical processes in each
segment to evolve models.
Classroom Session
 Customer service as an output of Logistics
 Elements of customer service
 Customer value
 Logistics analytics linking customer, inventory and logistics
MODULE 2
SESSION 8
THEME 5: PROCUREMENT AND SPEND ANALYSIS
Additional Readings
How technology and use of tools such as LP, Assignment, Regression and other
statistical approaches can be combined with human efforts to identify trends,
perform comparisons and highlight opportunities in Procurement functions even
when large amounts of data are involved.
Classroom Session
 Procurement management
 Global sourcing
 Customs and regulations, Trade documentation and finance
 Spend analysis
MODULE 2
SESSIONS 9 -10
THEME: 6: LOGISTICS DATA MINING AND ANALYTICS
Pre-Session
Readings
Additional Readings
Classroom Session: Supply Chain Analytics
 Logistics Data Mining
 Customer Activity Profiling
 Identification of logistic element costs and deriving Mathematical modeling for
minimizing total logistics cost
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Assignments
Customer service /procurement activity profiling.
Procurement spend analysis
Case for Analysis.
Strategic Sourcing: Spartan Heat Exchangers. United Express.
PGDM Trimester 06
ANALYTICS FOR RETAIL
Objectives:-
Retailers have been in the forefront of analytics for long. However, the sophistication of the
application was seriously affected by availability of computing power. Currently, even complex
analysis can be conducted on PCs. This helped accelerated penetration of such techniques widely
across retail industry. This course will cover analytic techniques and applications that are
commonly applied in Analytics industry.
Reference Books:-
Emmett Cox, Retail Analytics: The Secret Weapon, Wiley and SAS Business Series.
Marshall Fisher, The New Science of Retailing: How Analytics are transforming the Supply Chain
and Improving Performance, Harvard Business Review Press.
Robin Lewis, The New Rules of Retail: Competing in the World's Toughest Marketplace, Palgrave
Macmillan.
Cases:-
Competing in the Age of Omnichannel Retailing, by Erik Brynjolfsson, Yu Jeffrey
Hu, Mohammad S. Rahman, Source: MIT Sloan Management Review.
Session Topic
1 Overview about Retail, Metrics, KPIs & Indian Retail
2 Overview about Retail, Metrics, KPIs & Indian Retail
3 Retail Strategy, Go to Market, Shopper Behavior & Store Design
4 Complete Merchandising Management including Space planning
5 Overview about Retail Marketing
6 Overview about Store Operations
7 Assortment Optimization
8 Merchandising Planning/ placement
Pricing Analytics
9
Evaluating pricing strategies
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10 Discounts
11 Everyday Low Pricing
12 Location Analytics Overview
13 Modeling Approaches
14 Retail Forecasting Approaches
15 Retail Forecasting Models
16 Retail Forecasting Models
17 Retail Analytic Techniques – Data Envelopment Analysis
18 Retail Analytic Techniques – Collaborative Filtering
19 Shrinkage Analytics
20 Project Presentation
PGDM Trimester 06
BUSINESS CONTINUITY PLANNING
COURSE OBJECTIVE
 Provide participants with a working knowledge of Business Continuity Management
Systems (BCMS) and understand the methodologies followed for implementing BCMS
in organizations
LEARNING OUTCOMES
 The following are the key learning outcomes of the course:
 Obtain an overview of Business Continuity Management (BCM) and its
necessity in the current environment
 Understand the evolution of Business Continuity Management and future trends
 Define a Business Continuity Management System (BCMS) and its constituents
 Arrive at a methodology for defining, implementing and maintaining a Business
Continuity Management System in an organization
 Understand and articulate the challenges faced by practitioners of Business
Continuity Management
SCOPE OF THE COURSE

 The course will cover the following aspects of Business Continutiy Management
 Overview of Business Continuity Management and Business Continuity
Management Systems
 The Business Continuity Management Pyramid
 Business Impact Analysis – Definition and Methodology
 Risk Assessments – Definition and Methodology & Risk Treatment Plans
 Business Continuity Plans/Arrangements including Crisis Management Plans
and Disaster Recovery Plans
 BCMS Testing & Exercising & BCMS Awareness & Training
cccxi
PEDAGOGIC TOOLS
 Case studies & Discussions on the same
 Creation of workable business continuity plans for organizations in various industry
sectors – in groups
 Course material
SESSION 1
THEME 1: INTRODUCTION AND OVERVIEW OF THE COURSE AND A BRIEF
HISTORY OF BUSINESS CONTINUITY MANAGEMENT DISCIPLINE
Classroom Session
 Introduction of Faculty
 Discussion on learning outcomes
 Course Outline and grading
 Definition of Business Continuity
 Evolution of the Business Continuity Management discipline through the years
 The Business Continuity Management System
Group Work
 Division into organization groups based on industry
SESSION 2
THEME 2: OVERVIEW OF THE BUSINESS CONTINUITY MANAGEMENT
CONCEPT
Classroom Session
 Discussion on what should a business continuity management program cover
 Typical Business Continuity Management Cycle utilized in organizations
 Key Products and Services
 Who should be doing what?
 What are the key challenges envisaged during a Business Continuity program
Group Work
BCM Overview Case
Assignments
For the Selected organizations groups to perform research on
 Key Products and Services
 Key Departments delivering these
 Key support Departments
 Key Suppliers
 Key Stakeholders
 Customers
cccxii
SESSION 3
THEME 3: BUSINESS IMPACT ANALYSIS
Classroom Session
 Recap of Last Session + presentation by the groups on assignment
 The impact graph - Definition of Key Terms: RTO, RPO, MTPoD, MALO
 Definition and Objective of Business Impact Analysis
 Connect between BIA and the IT disaster recovery plan
 Groupwork break of 20 mins
Group Work
 Develop the Business Impact Analysis for your selected organization. Focus on:
 Uncovering of key first level processes involved in provision of key products and
services
 For each of these, we capture Business as Usual Workloads, RTO and RPO, system and
workplace requirements during a disaster
SESSION 4
THEME 4: CRITICALITY RATINGS AND INTERDEPENDENCIES
Classroom Session
 Recap of last session – Questions & discussions
 Presentation of the BIA results by the groups and class discussion (20 mins)
 Review of BIA results
 Creation of the Interdependency Matrix – Presentation of the the results in groups
SESSION 5
THEME 5: RISK ASSESSMENT – METHODOLOGY
Classroom Session
 Recap of last session
 Risk Assessment definition and objectives
 Difference between RA and BIA
 Threat database and Asset Classes - dependence on type of business and
locations being covered
 LHO, Vulnerability, Controls and Residual Risks
 Concept of Risk Exposure
 Group work break of 30 mins (including the break)
Group Work
 Develop a representative Risk Assessment for an organisation.
RA should contain:
 Confirmation of Threat Database and Asset Classes
 Perform Risk Assessment of one asset class, identification of controls, vulnerabilities
and hence exposure of asset class to risk
cccxiii
SESSION 6
THEME 6: RISK ACCEPTANCE CRITERIA AND RISK TREATMENT PLANS
Classroom Session
 Recap of Last Session + Presentation of the RA results by the groups and class
discussion (20 mins)
 Risk Acceptance Criteria - Strategic and Tactical Risk Acceptance
 Risk Treatment Plan Discussion - SMART
SESSION 7
THEME 7: SELECTION AND IMPLEMENTATION OF RECOVERY OPTIONS
Classroom Session
 Definition and structure of Recovery Options
 The recovery option playbook
 Cost benefit analysis of various recovery options
 Technology recovery options - Disaster Recovery Plans
 Trends in current Disaster Recovery Plans
SESSION 8
THEME 8: DISASTER RECOVERY AND CRISIS MANAGEMENT PLANS
Classroom Session
 Contents of a typical Business Continuity Management Plan
 Discussion on the important aspects of the Plan - Critical personnel, Call Trees, RTO
and RPO data
 How to ensure that the plan is current and available when required
 Integration with other stakeholders and suppliers
SESSION 9
THEME 9: BCMS AWARENESS AND TRAINING
Classroom Session
 Discussion on why Awareness and Training is necessary
 Different Modes of Training and Awareness – Examples
 Training for different groups within an organization
 Group work break of 30 minutes (including the break)
Group Work
 Work in Groups to identify which Training and Awareness modes you would use
with the different stakeholders in your chosen organisation.
cccxiv
SESSION 10
THEME 10: BCMS TESTING AND EXERCISING
Classroom Session
 Presentation by groups and discussion (20 mins)
 Discussion on the importance of BCM Testing
 Different types of tests that organisations can pursue
 Mapping of test type to requirements
 Discussion on testing frequencies
PGDM Trimester 06
ENTERPRENEURSHIP
COURSE OBJECTIVE
 To give exposure to students to the nuances of entrepreneurship.
LEARNING OUTCOMES
 To encourage ‘Entrepreneurial’ thinking. It is not about making students entrepreneurs
but getting everyone to ‘think’ like one, as if they own the road map even if they don’t
own the biz. This is a win-win for them, for their alma mater, for the organizations they
work in and for society at large.
SCOPE OF THE COURSE
 The course consists of 4 THEMEs spread over 10 sessions. Each session will be of 80
minutes. The THEMEs that would be covered in the course are under:
 THEME 1: why you should become an entrepreneur.
 THEME 2: crafting the biz plan.
 THEME 3: Strategies for customer acquisition
 THEME 4 : Social Entrepreneurship
PEDAGOGIC TOOLS
 Textbook: Entrepedia : A step by step guide to becoming an entrepreneur in India
by Prof Nandini Vaidyanathan
 Reference books are:

 The Art of the Start by Guy Kawasaki
 Finding fertile ground by Dr. Scott Shane
 Entrepreneur magazine
 Class room presentation of assignments and discussions with the faculty
cccxv
SESSION 1 & 2
THEME I: START UP IS NOT A CONDENSED VERSION OF A BIG FIRM!
Pre-session Readings
 The Alchemist by Paulo Coelho
 Effectual thinking 101 and what makes entrepreneurs entrepreneurial? Prof.
Sarasvathy
Classroom Session
 Journey of entrepreneurship redefined. The importance of vision
 Traditional management and entrepreneurship: Causal versus Effectual thinking
SESSION 3 & 4
THEME II: EFFECTUATION LOGIC BASED MARKETING! THE WORLD IS
SMALL INDEED!
 Chapter 3, Six degrees of separation
 Chapter 2, Social structure of competition
Classroom Session
 The world is small! How to speed up venture creation using your own network?
Six degrees of separation
 Role of structural hole in entrepreneurial marketing; strength of weak ties
SESSION 5 & 6
THEME III: IT IS CUSTOMER DEVELOPMENT, NOT PRODUCT DEVELOPMENT!
 Steve Blank: Chapter 1-3, Four steps to Epiphany
 Lean Startup by Eric Ries
Classroom Session
 Hypothesis testing in entrepreneurship
 Speed is the essence!
 Effectual thinking 101 by Sarasvathy
SESSION 7 & 8
THEME IV: SMALL THINGS WITH BIG IMPACT
 The Tipping Point: by Malcolm Gladwell
 How to create a multi dollar business? Noah Kagan’s blog post
Classroom Session
 Understanding tipping point
 Just do it! Entrepreneurship is all about action!
cccxvi
SESSION 9 & 10
THEME V: THEORY MEETS PRACTICE
 Blue Ocean Strategy (HBR article): by R. Mauborgne and W. C. Kim
Classroom Session
 How to create a new market and thrive without competition
 Presentation on Marketing plans for ventures created by students.
cccxvii

PGDM 2nd Year Detailed Syllabus

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PGDM Trimester 04

CORPORATE GOVERENCE & ETHICS

o Tone at the Top

A broad understanding of how corporates function and current state of corporate

Assignments Marks Weightage

Broad Session Outline

Sessions 1-3: Introduction to Corporate Governance: Six Packs of CG

 Introduction to the basic concepts and terms of CG

Sessions 4-6: The background to CG theories, philosophy and CG in other countries

Session 12-15: Corporate Social Responsibility/ Sustainability

Sessions 16-17: Risk Management/ Audit

Sessions 18-21: Presentations on Individual and Group Assignments/ Projects

Assignments: Broad overview: (Detailed assignment to be circulated later)

5. Field Work: On need basis, will be informed in the class

 Reference Text Book

SCOPE OF THE COURSE

 THEME 1 : Overview of Financial Statement Analysis

 The study encompasses the following:

SESSION 11, 12 & 13

Assignments / Group Work

SCOPE OF THE COURSE

 Understand the functioning of foreign exchange markets and apply the

Post-session Additional Readings

 Study Plan Folder

SESSION 16, 17, 18

Student Presentation and Discussion

SCOPE OF THE COURSE

COURSE OVERVIEW AND OBJECTIVES

STUDENT ROLES AND RESPONSIBILITIES

In the current context of globalization, multi-national businesses, shortened product life

Definition of distribution management:

Channel management is an integral part of sales management. It is the heartbeat of sales

SCOPE OF THE COURSE

The study encompasses the following:

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

(The project is for each of the 15 groups only)

Source of information: (Please clearly indicate the source)

COURSE METHODOLOGY / PEDAGOGY

THEME 1: OVERVIEW ABOUT RETAIL

THEME 3: MERCHANDISING MANAGEMENT

THEME 4: SHOPPER BEHAVIOR & RETAIL MARKETING

THEME 6: OTHER SUPPORT FUNCTIONS, RETAIL IT AND CRM

SCOPE OF THE COURSE AND SESSION PLAN

3. Organizing for Promotion - Role of Advertising and Other Communication

4. An understanding of Consumer Behavior

6. Source, Message Channel Factors

7. Establishing Communication Objectives and Budgets

8. Creative Strategy Planning and Implementation

9. Creative Strategy Implementation and Approval

10. Media Planning

12. Direct Marketing

13. Internet and Interactive Marketing

14. Sales Promotions

15. Public Relations, Publicity, Corporate Advertising

16. Measuring the Effectiveness of the Promotional Program

17. Social, Ethical and Economic Aspects of Advertising. Regulation of Advertising

 The study encompasses the following:

Pre –session Reading

Pre –session Reading

Pre –session Reading

Pre session Readings:

Refer to class notes and presentation print outs

Refer to presentation print outs