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The Perspective
IMT……....Lead the Future
January 2011
Corporate Communications &
Media Relations Committee
IMT Ghaziabad
The Perspective 2011
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With every New Year come new challenges, new opportunities and new ideas. It's critical to reassess one's goals, objectives and strategies in order to keep pace with the changing nature of the world in order to remain relevant. IMT and its students are no exception.
It‘s true when we say that “Leadership is not in our curriculum, it’s in our philosophy”. We learn not only from our esteemed faculty but also from the way things work out in IMT.
To address the requirements of today's environment, education, advocacy and standards are continually served by the students of this institute. This premier institute can gladly boast of 17 committees and clubs as a part of its family. The year 2010 saw an enormous number of events being organized by such committees.
Where on one hand the sports committee was trying its best to keep the students fit with its plethora of events, our mess committee also ran in the league in testing the culinary skills of our students with its grandeur “Mess day”.
IMT consistently strives for the best as was seen in the two successful events Marketing World Cup and Start-up fair being organized by Mark-up and E-cell respectively. These two events garnered huge appreciation and pride of the students. Our college fest “Passion” was unmatched in its appeal and performance.
Last but definitely not the least, we are happy to announce that from this year onwards we shall be including the activities of PGDM (Executive) program in all our issues. Their valuable support and experience will be our guiding light.
We hope this year brings you good luck and happiness. We really look forward to your feedback to make this newsletter much more enjoyable and entertaining.
Happy Reading!
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Contents
Article Page No
Editorial 2
A walk with our faculty 4-7
A world of diversity called PGDM-
Executive @ IMT
8-9
Bridging the Gap…… 10-11
Connexions 12-15
League of Titans 16-17
Pearls of Wisdom 18-19
The Future of Search 20
MFI’s in India 21-23
Chakravyuh XI 24-26
Quiz-O-Mania 27-28
Life @ IMT Ghaziabad 29
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A walk with our Faculty
Dr. Sita Mishra is a strong proponent of andragogy as a prerequisite for
developing educational leadership through efficient academic delivery.
She has more than 15 years of experience in industry as well as
academics. At present, she is working as an Associate Professor in IMT,
Ghaziabad.
Her research interests include consumer behavior, marketing
communication, retail marketing and brand management. She has published more than 40
research papers in international/national journals/book chapters and presented papers in
international/national conferences, besides being on the reviewing board of a few.
Dr. Sita Mishra has conducted a number of Executive and Faculty Development Programs in
the area of retail management. She is currently Chairperson -Executive and part time
programs at IMT.
Excerpts of the interview, her take on PGDM Executive Program
Q 1: How long you have been associated with IMT and how is the experience teaching
in IMT?
I’ve completed four years in IMT. Teaching in IMT is a fantastic learning experience. IMT
focuses not only on teaching but it also emphasizes research, training, and consultancy. It
provides avenues for faculty developments. Faculty members can pursue research and
knowledge co-creation without any interference.
Q 2: What are the subjects you are teaching here?
My area of specialization includes retail management, consumer behavior and brand
management. Apart from this I take core marketing courses for first year students.
Q 3: Which is the thing you like most about IMT?
As a faculty, the best think I like is academic freedom which entails the freedom to engage in
the entire range of activities involved in the production of knowledge, including choosing a
research focus, determining what to teach in the classroom, presenting research findings to
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colleagues, and publishing research findings. IMT provides full support and committed co-
operation in actualizing these pursuits.
Q 4: What is your take on PGDM (Executive) program of IMT?
PGDM (Executive) program of IMT is a 15 months specialized course for working
professionals which provides diverse learning opportunities in a short span. This program
enables these professionals to augment their careers and growth prospects. This course is
apposite for professionals who feel the need and the significance to continuously reinventing
themselves with the aim of keeping up with the dynamic global economic scenario.
Q 5: What was the motive of IMT starting the executive MBA program?
Keeping in mind the significance of continuing education for working professionals, IMT has
started PGDM (Executive) program, so that these professionals can upgrade their managerial
skills for handling the challenges of real business world in better ways. The course enhances
their analytical and decision making skills so that they can efficiently deal with various
aspects of business and handle roles and responsibilities of senior management effectively.
Q 6: Why only elite ‘B’ schools are offering this course in India?
The level of knowledge and experience that these working professional bring into this
program makes it different from the two years MBA program. In India, only selected few B-
schools identify the requirements of working professionals in better ways and are well
equipped in terms of intellectual capital to handle these professionals. These institute can
design and customized course as per the requirements of these working professionals and
industry.
Q 7: Do you think India should have more institutes running executive MBA program?
Yes, keeping in mind a large no. of working professionals who are interested in upgrading
their managerial skills to handle various challenges in this global scenario.
Q 8: Initially when IMT started this program it was an 18 month course, currently it is
a 12+3 month course. Would you suggest for 12 month program since most of the
institutes follow one year model?
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To me, additional three months period wherein the students are required to accomplish
industry specific project is an USP of IMT’s PGDM (Executive) program.
Q 9: What is the perception of the corporate world regarding executive MBA program?
In corporate world, this program is highly recognized. Given the value creation of this
program, both the government and the private sectors are sponsoring their candidates for the
same and collaborating with premier management institutes to design the specialized course
for their employees.
Q 10: Being Area Chair of this program what would you recommend to enhance the
visibility of this program?
PGDM (Executive) program is catering to specialized needs of working professionals who
are coming from diverse organization and with rich functional experiences and knowledge of
working of corporate world. The visibility of this program can be increased through different
steps such as increasing the industry interaction face in terms of seminars, invited lectures
from senior executives of organizations, live projects and strengthening the alumni
networking. IMT has taken many of these steps; we need to do them on more frequent basis.
Q 11: How different are the students between Executive MBA and two year MBA?
For two year management students having work experience is optional but for PGDM
(Executive) it is mandatory. These students share their work experience across different
streams and industries in class-room discussion which adds value to their leanings. These
students understand the relevancy and importance of various issues in a better way.
Q 12: What method of pedagogy the institute employs to bring the best in both the
courses?
In IMT, the learning model encompasses a broad ground of concepts with case studies and
real life projects. Apart from this, IMT focuses on Students Exchange programs with reputed
B-schools worldwide to enable student develop cross cultural insight and perspective for the
better understanding of global business.
Q 13: When most of the Executive programs in India offer General MBA, What makes
IMT to offer electives across all verticals so effectively in such a short span?
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By offering electives across all verticals IMT provides opportunity to specialize in single or
dual areas which helps students to strengthen their prior knowledge or facilitates them to
amend their career.
Q 14: Anything would you like to say about current the batch?
I think a few qualities are common in our PGDM (Executive) students- sincerity, rigor and
discipline. My best wishes for their future …..
By Arunendra Pandey
The Perspective 2011
January Edition Page 8
A world of diversity called PGDM-Executive @ IMT
The new mantra to an exhilarating MBA experience at IMT-Ghaziabad is assortment or
diversity. Having completed half the journey of my PGDM-Executive program, I have learnt
to put myself in the right frame of mind: success inspires success. Not only is the outcome of
pursuing Executive MBA thrilling, but the journey itself is elating and life-changing. I aspire
to complete this journey as a wealthy folk; not only in terms of subject matter proficiency,
but also because of the networking with some of the best brains who will become part of my
network for years to come.
The Executive MBA is an exciting journey not only because you are back in the classroom
revisiting business fundamentals and picking up new skills, but also because you are
constantly working on group assignments and case studies with participants from diverse
backgrounds. The PGDM-Executive class of 2011 has people who are from sales, marketers,
engineers, financiers, entrepreneurs, mid-managers, senior executives. The sheer experience
of working with such a diverse set adds many perspectives to what we do and how we do
things.
The core focus is on soft skills, which in point of fact are not so soft. But since, case studies
and presentations are the pedagogy at the PGDM-Executive program at IMT, the person gets
more comfortable in standing in front of the entire class, having an experience range of 5 to
18 years, and giving those creative presentations. Not only do you present but you also raise
your opinions as a group leader. This process increases self-awareness and creates personal
action plans which can be transformational. The one year duration of the program makes time
management of utmost importance for the participants. The courses just come and go and at
times you feel as if getting bombarded with mortar shells. It is the subjective opinion of an
individual that which stream of business excites him to the core and which courses he would
like to opt in turn.
Howsoever difficult the program may be, it has turned out to be a joy ride so far. The
journey that started with a dilemma at the time of applying for this program, whether leaving
employment at a stable point of 5 years in the industry, has been transformed in a decision
that could be life changer.
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I could have given up on my dream and gone back to the security of a successful career in the
Telecom industry. But if I had done that then, I wouldn’t have had the pleasure today of
knowing that I have helped in the fructification of many unique and worthwhile ideas which
might otherwise have died in the many-a-time unequal struggle against the vagaries of the
government and economy. And I certainly wouldn’t have had the pleasure of being invited by
the editor of the prestigious IMT newsletter to pen my experience before you!
It’s also about the pursuit of glee and accomplishment. In short, carry the spirit of IMT with
you - always.
By Ankur Girdhar
The Perspective 2011
January Edition Page 10
Bridging the Gap........
It all began with the storm of appraisal process when my Manager said “I don’t see any
outstanding achievement for a promotion this year but I would like to give you more
responsibilities, more growth in terms of work and definitely I hope you will exceed my
expectations as you always have”. As each year of my work life passed by I was expecting
things to happen, but this year I have decided to let this storm become a Tsunami inside me
and change the things the way I wanted it to be. The relief came at big time in PGDM-
Executive, IMT-Ghaziabad where my dreams of being a future leader came live.
A batch of 60 students having 5 to 17 years of experience from diverse backgrounds and
masters in their domains was around me for the next 1 year to seal the world. Already I
started hearing the talks of various sectors, varied companies, and how exactly the process is
executed in retail chain to a core manufacturing unit. Being a software guy, sitting in an AC
cubicle I was excited to hear to those shop floor happenings, auto parts designing and telecom
structure complexities. I said to myself in my Heart, “Dude, you are at the right place”.
Executive MBA curriculum gave me the idea of learning the practical perspective by relating
to my past work and analyzing it. From Group presentations to case study discussions, every
person has his own way of shaping the things meticulously and it’s been a wonderful journey
when compared to what I would have been doing in the same work environment, doing
impassive work.
My passion had no bounds when I started liking Marketing. I never knew that there was
something like Consumer behavior which plays an important role for any company to
strategize its theories. I have decided to do a Marketing majors and dared to compete in
various B-school competitions and to my delight I won an IIM- Lucknow Marketing Event,
where my unconventional and offbeat promotion strategies were rewarded. I realized the
effectiveness of case studies and the discussions we used to do in the class which made my
thought process run an extra mile.
Gone are the days when the Executives were not seen in the Cricket ground, Badminton and
Tennis courts. IMT has a wonderful campus to pursue all the interests which I have never
ventured. This reminded me of my HR once saying in the company “Always balance your
work life with your personal life because you never know one can eat up the other”. To be
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frank, there was very less scope of balance in corporate life for me but true to heart I have
been following it since the time I have stepped in to IMT.
Having covered half of the journey and destined to phase out the remaining in next 6 months,
IMT Executive Program has been a learning experience so far and I want this to continue in
the future as well, feeling that the learning curve should never end. It has been a privilege
since I was able to strike a balance that is so diverse in its disciplinary focus yet inherently
bound together by issues that are fundamental to bridging the gap between theory and
practice of doing research. I would like to be a next generation Entrepreneur and this gap has
given me immense strength in terms of knowledge to face the world confidently.
By Pranith Raj
The Perspective 2011
January Edition Page 12
Connexions
“To be a successful strategist, you got to keep your head in the sky, but feet on the
ground”, was one of the spellbinding quotes delivered by the power speakers at Connexions
2011. The weather was perfect and vibrancy was at the vanguard on the morning of January
22nd, 2011 as the roads led to Kapil Mohan at IMT Ghaziabad. After all, it was the time for
“Connexions”, the annual industrial conclave of PGDM-Executive program of IMT,
Ghaziabad. The theme of the summit was one of the most relevant topics for future managers,
“Turning strategies into results”, on which a panel discussion was hosted. The esteemed
panelists included corporate honchos from different industrial spheres, and the diversity they
represented is reflected below.
Keynote Speaker Mr. Aquil Busrai CEO Aquil Busrai Consulting Former Executive Director Human Resources, IBM Panel 1 Panel 2 Moderator Moderator
Dr. Omkumar Krishnan Mr. Rajat Gera
Associate Professor, IMT Ghaziabad Associate Professor, IMT Ghaziabad
Panelists : Panelists : Mr Aquil Busrai Mr. Chander Sabharwal
CEO Aquil Busrai Consulting Director, Oriental Bank of Commerce
Former Executive Director Human Resources, IBM
MD, Crop Health Products Ltd
Mr. Naveen Luthra Mr. Suresh Tiwari
Vice President - Strategic Alliances Founder and CEO- Corporate Spectrum
GETIT Infoservices
Mr. Amit Roy
Mr. Rohit Sinha CFO NIIT Technologies
Head HR, L&T- Faridabad, Delhi NCR
Smita Sondhi
Head CSM- Symbiotic
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The lamp was lit by the Director, Dr. Bibek Banerjee and the panelists. In his speech, Dr.
Banerjee emphasized on the need to distinguish between the two different mindsets- the one
of planning and the other of execution. He cited the case of a batsman in cricket who has
various strategies in mind while the bowler is running towards him. But it is his execution
that fetches him maximum rewards and brings him to the record books. Thus, preparing
strategies is a core ingredient of the success story, but of utmost importance is to choose the
best alternative to achieve the desired result. Turning strategies into results, is at the top of
minds during discussions at headquarters. Nobody wants to share the jealously guarded
success formula, as optimum strategy has been the differentiator in leapfrogging ahead of
competition. It has never been more difficult than it is in today’s volatile environment. The
executives not only must be agile in responding rapidly to changes and dynamics in the
marketplace, but also must align and adapt their organization to actively produce the desired
results in an uncertain business environment.
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In the panel discussion, Mr. Busrai reminded everyone of the stark reality that in
organizations, strategy goes hand in hand with seniority. People who have been with
organizations for years and have got higher experience are believed to be good strategists.
Though it is true to an extent but keeping the enthusiastic minds at tactical and operational
levels away from strategic decision making is about marginalizing them. Disconnect between
operational planning and organizational strategy is harmful in the long run. According to him,
strategy is about things which are unseen and unforeseeable. This is the reason that Shell’s
international scenario planning has always been doing well in forecasting. This is a team of
diversity that plans and anticipates what could happen in the coming 20 years. The breakup of
USSR into independent states was predicted in the scenario planning in 1978 and it is
because of this that Shell’s plant at Sakhalin in Russia was re-operated within 3 weeks of
split. The team had strategized and contingency planning was already there in the record
books. Companies fail as they don’t learn from the market signals and thus need to challenge
what is happening at present and adapt accordingly.
The winning formula by Mr.Luthra consisted of aligning yourself with the following three
dimensions; the 3 As.
i.) Action: The torchbearer and the most critical part of the strategy
ii.) Adherence: Time-bound action plan i.e. faithfulness in a process
iii.) Accountability: End to end ownership
Documenting the backup plan is a noteworthy aspect of execution.
A thought provoking point put across by Mr. Sinha was the importance to understand the
“why”ness of the cause i.e. the logic behind your action, and not it’s “what”ness i.e. merely
the operational task in hand. According to him, self trust is the most important aspect of
turning strategies into results, as a confident leader is the one who leads by example and in
process gains support of his peers and subordinates. His mantra was to aspire to be an
Alchemist.
The house was mesmerized by the power talk of Mr. Sabharwal. He stated that the strategy to
be adopted should be the one whose present value of future returns is measurable and
quantifiable. Strategy, according to him, is not a rocket science but a bottom up approach of
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getting the fundamentals correct. It is about preparing the grass root solutions that help to
map the future. On the same lines, he stressed on the need to introduce anticipatory
management as a subject in business schools. As per him, aligning strategies with
organizational values and percolating it down to the lower levels so that everyone is focused,
is of paramount significance.
In sum, the conclave was an incredible value addition for the participating student managers.
It enticed them to nurture strong beliefs to be carried forward to the corporate arena.
Everyone appreciated the fact that planning coupled with meticulous execution is the way
forward for a falcon to move ahead, unperturbed.
Compiled by Nishant Singh Gahlot
The Perspective 2011
January Edition Page 16
League of Titans: Aces High and Shuttle Up
As the year drew to a close, so did the ‘League of Titans’ (LoT), a five-month long sports
competition organized by the Sports Committee,IMT-Ghaziabad. In case you haven’t been
following the competition, LoT is a section-wise sports competition that includes both the
batches.
After the success of football, cricket, table tennis and throw ball matches, LoT saved its best
for the last events. Nail-biting finales, unbelievable intensity, incredible crowd support and a
good run by the minnows characterized the last few events.
Basketball has always been a glamorous sport, and it further cemented its reputation. The
final of the Basketball event, ‘Hoop La’, between favorites B1 and the challengers IB, was
the icing on a truly memorable cake. It started with a display of fireworks, but who would
have thought the real fireworks were yet to be seen? The general perception was that
defending champions B1 would steamroll any team in this tournament with players like
Apoorv and Abhishek in their team. Although the result was expected, any number of
accolades that IB received for their fighting spirit could never be enough. In the tight game,
the score read 33-32 in favour of B1. Apoorv Sharma, stepped up and sunk in two back-to-
back 3-pointers to stretch B1’s lead to an unassailable one.
While the champions were B1, Rahul Anwala from IB was the major reason of his team’s run
to the finals and an almost-win situation. He was rightly judged the ‘Player of the
Tournament’. One of the earlier matches of ‘Hoop La’ saw sections A and G play the match
of the tournament – going into overtime at 25-25. Section G held their nerve , and came out
as winners 27-25.
The Sports Committee simultaneously organized the last two events which were Badminton’s
“Shuttle Up” and Lawn Tennis’s “Aces High”. Badminton has always been the most popular
sport to be played in IMT with the courts rarely empty at any point of time and the standard
of players better than the that of players in other sports. It wasn’t a surprise that it was a real
crowd puller, a tense affair and characterized by closely fought contests. On the other hand,
due to the location of the tennis court and space constraints, “Aces High” came about
relatively quietly though brilliantly.
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One thing was common between the two tournaments. Shuttle Up final saw the best players
in college involved in a head-to-head clash in the final, while Aces High saw an epic final
that summed up a wonderful sports competition in a grand way.
The Shuttle Up final was contested in the dawn by B2 and B3. The most eagerly awaited
match of the tournament saw Nishant coming from one set down to beat Sushant. That set the
tone for the final, and Rahul and Renuka from B2 wrapped up the tournament in the next two
singles.
The final of Aces High saw the first junior section A, to enter the final of this season’s LoT.
They were against hot favourites B1. The key match of the tie was Akash vs Atmdeo.
Although Akash raced to a huge lead and was on the verge of a win, Atmdeo made a
sensational comeback to win it after a nail-biting tie-breaker. The rest of the matches went to
both team alternately in a topsy-turvy final, but the mixed doubles pair of B1 overpowered
their section A counterparts to wrap up a memorable final. Akash Jain was adjudged to be the
Best Emerging Player of The Tournament and his bold approach almost paid off in the final.
With IMT’s trademark sports event, Chakravyuh 2011, around the corner, the LoT was just a
prelude to some great heroics by the sportspersons at IMT Ghaziabad.
The same faces will definitely be in amidst the action come February 11, 2011. This time,
though, they will join hands to fight other b-schools in an attempt to become the pride of
IMT.
By Akarsh Sharma
The Perspective 2011
January Edition Page 18
Pearls of Wisdom The Annual Conclave of PGDM Executive, IMT-Ghaziabad
On a windy and foggy morning of January 8th, 2011 the roads led to Kapil Mohan at IMT Ghaziabad. After all, it was the time for “Pearls of Wisdom”, the annual alumni summit of PGDM-Executive program of IMT, Ghaziabad. The theme of the summit was “3 BL (People, Planet and Profit): Strategy in the new era”, on which a panel discussion was hosted.
The esteemed panelists had a diverse representation going back as far as to Mr.
Rajesh Sehgal, from the pioneer batch of the PGDM-Executive program. Mr. Sehgal is COO, Caretel Infotech Ltd. To grace the occasion were Mr. Pronoy Dutt, Lead Resource- People & Organization Development at Costa Coffee (India), and Mr. Ashish Gupta, General Manager at VSK Associates, Delhi. Our Batchmate Mr.Sunil Prabhu, Formerly Group Project Manager, Infosys was also part of the panellists.
The discussion was moderated by Dr. Om Kumar Krishnan, associate professor of Marketing Management at IMT, Ghaziabad. The lamp was lit by the director, Dr. Bibek Banerjee and the panelists. In his speech, Dr. Banerjee cited the noteworthy example of his stint with Coca-Cola. There leaders were not only intellectually and rationally motivated but were also inspired to connect with 3Ps (people, planet, profit) as they connected with finance .According to him, If India and China were to live the way the U.S. lives then perhaps they will require another planet to dispose of their waste of sorrow and unhappiness. According to the dean academics, Dr. R K Chakraborty, people are the human capital and the profit they create is their economic value. It is of utmost importance, that this value is engendered in a standardized, globally accepted manner.
Triple bottom line, is a term widely in use in industrial arena today. It captures an expanded spectrum of values and criteria for measuring organizational (and societal) success: economic, ecological and social. The esteemed panelists came up with varying school of thoughts on this theme. Everyone agreed on the pale fact that exploitation of humans brains has set into the minds of the people. Mr. Rajesh Sehgal quoted the example of Handkerchiefs having given way to paper napkins, but no active units for recycling those used napkins. The short-sighted profit driven approach has been the key factor for majority of the
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companies where they have done away with the importance of sustaining the planet with growing green initiatives. The stark reality that came out as a result of the discussion was that 44,000 million hectares of green forest land has been destroyed for people’s needs. Here, the thought given by Mahatma Gandhi, “Mother Earth has given sufficient to cover everyone’s needs but not enough to cover even a single person’s greed”, is a best fit.
A thought provoking question raised by one of the participants was whether it is possible for such a huge population to sustain without exploiting the natural resources. One of the panelists answered it beautifully by saying, “Yes, I agree that it is not possible but the human minds have to acknowledge the fact that you should do what you are best at and leave the rest as an opportunity for others, at which they are best at i.e. recycling the waste. This will gradually reduce the use of natural resources as inputs for industrial processes”.
Mr. Ashish started the discussion by stressing that the top most priority of a sustainable business is profit. The need of the hour is to innovate in order to connect the disconnected link between people and planet. The companies should not only focus on the tip of the iceberg i.e. tangible financial benefits but also the huge intangible benefits of green environment. According to him, sustainability is a differentiator at present but a license to
operate for future.
The house was lit on fire when Mr. Anurag compared the human desires with FM radio. According to him, the most widely heard FM nowadays is “WIIFM” – What’s in it for me? It demonstrated that the materialistic tangible benefits overpower the social benefits of adopting sustainable development. Greed, according to him, is that catalyst that drives future growth and also caters to the needs of the future
generations. He strikingly illustrated that it is our parents’ greed to sustain the green environment that has enabled us to live a happy life and now we have to carry the baton forward for our future generations. Mr. Pronoy said “profit is important for any industry to survive but corporate social responsibility is a great opportunity to give back to the society for future business”.
Over all, the event was a great success and hugely appreciated by one and all. The batch is enlightened and enthused by the Pearls of Wisdom shared by eminent panelists. Everyone appreciated that sustainability is a never ending journey on the path of happiness and prosperity.
Compiled by Nishant Singh Gahlot
The Perspective 2011
January Edition Page 20
The Future of Search For a long time now, Google has become synonymous with search on the internet. Google has managed to take the market leader position with more than 50% of the market share in all country in which it operates except China where Baidu rules the roost. Google algorithms and search methods have started powering once archrivals Yahoo and Bing. The once considered infallible Giant of Search is now failing in its core mission of keeping search results relevant to the Search Query. This has mostly been blamed on the usage of SEO techniques in vogue and also the usage of Content Farms.
Content farms are companies (or their divisions) that employ large numbers of (often freelance) writers to generate large amounts of textual content. The content created by these content farms has already spelled trouble to media generated by traditional journalism houses and blogs. This threat has also caused mayhem in the Google’s search results by lowering the quality of results significantly.
The Tech start-up Blekko has started emerging as a strong contender to Google on the basis of its new search mechanism and also the ban on content from Content Farms. Blekko also enables its users to generate tags to classify and curate their search results with options to mark irrelevant results as Spam, thereby increasing the relevance of the results. The fact that Blekko has managed to raise $14million through VC funding elicits interest in the start-up. The only obstacle that prevents Blekko from matching Google is the enormous amount of data that Google has access to but this may soon cease to be a major obstacle with the progress that Blekko seems to be making.
Not one to remain silent in the face of competition, Google has fired a warning at Content Farms namely Demand Media and Answers.com to stop spamming the search results. This move is also being augmented by newer search algorithms that specifically targets content farms but may take some time to be implemented. this may lead to loss of market share to Blekko, Yahoo or Bing.
With Yahoo and Bing out of contention as the challenger to Google, the mantle might fall on
Blekko to take up the challenge and might result in Google losing serious market share to
Blekko which is not a situation Google wants to see itself in. In a repeat of the Smartphone
wars of late 2000 with Microsoft losing its market dominance to RIM and Palm from nearly
100% market share to 9% now, Google might see its user base erode due to poor quality
search results to start ups like Blekko which challenge its might in the realm of Internet
Search with 2011 proving a year of reckoning for both companies
By Nikhil G. Pai
The Perspective 2011
January Edition Page 21
MFIs in India
The burning topic of today’s time had its roots in the Indian economy since 2004 when the
Saritha Foundation started the microfinance schemes.
Globally a total of 1905 microfinance institutions are present of which 148(the registered
ones) are present in India which accounts to approx. 7% of the total (source: mixmarket.org).
So a handful of 148MFIs caters to a borrowing population of over 25 million. MFIs charges
around 24-30% but after the regulation the maximum rate they can charge is 24%
Now the onus lies in the hands of Government to decide the regulatory bodies. If RBI is
given the responsibility of regulating then keeping a check on their transactions will be a
tough job for them, especially when they have the mammoth task of tackling inflation. If the
responsibility is taken by the State then these MFIs will not have a centralized system.(Rules
will vary with the State) Furthermore, in India we also have a problem of Money lenders,
who have direct contact with the farmers and charge very high interest rate
First of all we need to clarify the basic difference between the two.
Difference between them is
1. The rate of interest which is by far much more in later case. So whether it is to be
regulated by RBI or by state or some external agency is to be decided to provide with
the regulatory authority.
2. The MFIs loans are unsecured whereas the moneylenders usually lend against some
security in the form of land or cattle.
3. Moneylenders use their own funds whereas MFIs leverage borrowed funds.
4. Usually MFIs do not employ goons; it’s the moneylenders who employ them to
recover the amount forcefully.
5. Moneylenders are regulated by State Money Lending and Usurious Loans Laws,
which states that the interest charged cannot exceed the principal amount. Whereas
the rate of interest guidelines in case of MFIs are done by RBI.
.
The Perspective 2011
January Edition Page 22
Let’s go through the money lent by MFIs- 85 -90% of the MFI costs is returned back to the
bank, then some operational expenses are taken out of the rest of the amount along with a
meager profit. It has to cover the risk associated with the defaulted loans, an army of sleuths
to get back the money from the borrowers and with the 24% binding over the interest rate it is
too difficult for the MFIs to sustain.
The current outstanding balance is over 8000cr. If central bank is thinking of closing down
these MFIs it would add to their CAR (capital adequacy ratio which might rise above the 9%
mark). This will affect the present market condition of the bank. Even with the so called
MFIs stating to have an average return rate of 99%, the govt. and RBI are of the view that
not more than 60% is returned back which is a very less figure compared to the loan amount.
Now coming to the topic of rural India, it’s a highly opportune time to capture this market.
Many companies (like HUL, Airtel etc) are trying to step into this market. Similarly even
Government is of the view that there should be some banks to start operating in these areas..
Recently RBI has come up with a new guideline where it will bear the burden of the
operating cost of any bank’s branch in rural sector for 2 years and the branch will get a tax
waver for 5 years. Along with this we need to take into account the marketing cost,
employees cost (which will obviously be charged higher for the rural sector) etc.
Furthermore, MFIs and moneylenders have already captured the market. So they have the
first mover advantage. To penetrate the rural market, the banks will take at least a decade or
two. A proper strategy has to be adopted to ensure sustainability and success.
Now if the RBI regulates these MFIs in accordance to their need then many purposes will get
solved. Firstly, these MFIs can act as a subsidiary. So giving them the banking rights will
help them to build a stronger base. They will fall under the RBIs guidelines and so in this
way RBI will not have its power cut short and the banking sector can reach the rural India.
Furthermore, already the Banks have given a debt of over 8000cr to the MFIs. On building a
new establishment in the rural sector will ultimately increase the liabilities in their balance
sheet. And not to forget, if the banks fail in their strategy (of building banks in rural) then it
will further shoot up the debt component. Supporting MFIs may not have that risk or at least
the add on risk. Moreover, the way the bank is offering the other banks to land in the rural
sector (in the form of tax evasion) is severely going to affect the liquidity of the system.
The Perspective 2011
January Edition Page 23
Through this way, it would be easy for the Government to throw out the illegal moneylenders
and make it an organized sector.
So if given a roadmap along with directions these MFIs can be a blessing in disguise for the
rural sector. Also the burden of the Government to develop the rural sector will get fulfilled.
By Raman Duggal
The Perspective 2011
January Edition Page 24
Chakravyuh XI
In 1993, deriving its name from the roots of Indian history
symbolizing the very intention of its inception – competition,
bravery and glory – an event in its infancy made it into the
academic calendar of IMT Ghaziabad.
18 years on, becoming the envy of over 30 participating B-
schools, an attraction to over 50 participating alumni each
year, that infant has grown to undoubtedly take its place as the
Big Daddy of B-School sports events.
IMT Chakravyuh isn’t just any sports event. It is a 72 hours non-stop celebration of a long-
lasting culture at IMT Ghaziabad; an encapsulation of a tradition of unconfined boldness,
indomitable spirit, grand organization and a hunger for competition.
It is a blend of intense round-the-clock competition producing a war-like atmosphere, off-the-
field events testing your sporting intellect, entertaining activities recreating the air of
childhood and DJ nights providing a festive ambiance. It remains the ultimate test of an
athlete’s skill, stamina, passion, strength, agility and the ability to endure pressure and come
out victorious.
The objective of Chakravyuh is simple – ‘Form a team of 25 players that accommodates all
sports in a way to target the overall trophy based on a points system’. While it seems simple
and straight-forward, the amount of strategy that goes into the formation of a team is nothing
short of a managerial ordeal.
For IMTians, mission Chakravyuh usually begins five or six months prior to the big event.
By then, team captains are already running around to recruit players for their teams and
players have multiple offers from different teams to decide upon. First-mover advantage,
formation of cartels, players jumping ships between rivals and the use of marketing concepts
to sell your team; Chakravyuh witnesses all these elements of the ruthless competition of the
business world.
The Perspective 2011
January Edition Page 25
Apart from a fixed number of teams from IMT Ghaziabad, the mega event hosts teams from
B-Schools such as IIM Bangalore, IIM-Lucknow, MDI, IIFT, MICA, SPJAIN, FMS, IIT
Kanpur, IIT Delhi and several other top B-schools in India. It also welcomes teams composed
of alumni of IMT Ghaziabad.
While the bells of success of last year’s Chakravyuh are still ringing throughout the Indian B-
School community, this year the Sports Committee of IMT Ghaziabad plans to take the event
one notch higher. The uniqueness of this event will further be enhanced by the introduction of
activities like Paintball and Betting Station. So, while the extravaganza is all about sports and
sportspersons, Chakravyuh 2011 will make sure it serves the people who miss out due to the
cut-throat competition.
“Chakravyuh XI” will also have a huge cash prize for “best marketing” – thus, laying the
foundation for all the teams to express, innovate, improvise and paint this event in their own
style to make it even more special.
In addition to all this, Chakravyuh’s cash-strapped online competitions and promotions had
already started at the turn of the year, on its facebook page:
http://www.facebook.com/Chakravyuh11
It promises to be another significant milestone in the competition’s eighteen-year rich history.
It is a legacy that each and every IMTian is proud of and looks up to. From Feb 11-13, 2011,
IMT Ghaziabad throws down the gauntlet to all competing B-Schools…
You may have run a marathon, but can you run a Chakravyuh?
Compiled by Nishant Singh Gahlot
The Perspective 2011
January Edition Page 26
Chakravyuh Mascots
The Perspective 2011
January Edition Page 27
Quiz-O-Mania
1. Which MNC has hived off its stainless steel and specialty steels business into Aperam, a
newly created company?
2. The secret and focused group research wing of which company is now generically called as
the Shrunk Works?
3. On which product would you find the initials of the brothers William Day and Henry
Overtone Jr?
4. Ruben Rausing invented the 'tetrahedron-shaped' cardboard carton for holding liquids in
the year 1952.Identify the company run by Rausing's.
5. In business context what is claimed to the fame of Ahus, a town in Sweden?
6. Republic Day special: Which song is played during the 'Beating the Retreat' ceremony
during the Republic Day?
7. Name the brand which is the first to sponsor a farm in the hugely popular social game
Farmville.
8. England's football and cricketing hero Denis Compton was the first and currently it is
Kevin Pietersen. What?
9. On which FMCG brand's website can one play the game Connect 4 to outplay the
computer?
10. What is common to the brands Ravi, Cultus, Bolan and Mehran?
The Perspective 2011
January Edition Page 28
Answers:
1. Arcelor Mittal
2. Lockheed Martin
3. Wills cigarettes
4. Tetrapak
5. Manufacturing base of Absolut Vodka
6. Abide With Me written by Scottish Anglican Henry Francis.
7. McDonald's
8. The Brylcreem Boy
9. Nivea
10. All are Suzuki's vehicles made in Pakistan. Mehran is the equivalent of the Alto.
Compiled by Vineet Sehgal
The Perspective 2011
January Edition Page 29
Life @ IMT Ghaziabad