Domination Dec 2013

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3 NEWSLETTER FROM DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE

VOLUME-III ISSUE-09

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Editorial ………………………………………………………

02 | DOMINATION, DECEMBER 2013 DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE

Dear Readers,

It's January, a fresh start of a

new year. We are looking for-

ward for a new session with lot

of curiosity. Amidst all fun and

excitement, we present you

another edition of the Domina-

tion. We hope you would find it

interesting.

This month’s edition fea-

tures articles from a diverse

range of topics. The cover story

for this edition features exten-

sive study on “Brands that lost

their way” by Mr. Madar

Chaulkar. The author has won-

derfully pointed out disappear-

ance or weakening of once

dominant and strong brands.

This brands were household

names during there heydays

and have been forgotten, dead

or have lost the brand equity

and goodwill which was once

associated with them. We also

have another topic which make

us think if corruption is in-

grained in our society.

“Ingrained Corruption” is aptly

written article by Mr. Nilaya

Shanker and Mr. Abhinav Ku-

mar Singh. In economic section

Mr. Sharad Srivastava talks

about Microfinance in India

with detailed scenario and

problems.

Domination has always

welcomed creative things and

this edition has another round

of quiz section for quiz maniacs

and also a heart touching short

story by Mr. B. Vignesh. It also

contains interview of the Mr.

Arun Shakya, a 2001 batch

alumnus of DoMS. Additionally,

we have success story of bril-

liant comedian and actor Jim

Carrey.

This edition contains re-

port on “Shaping the Future” –

A panel discussion with IIT

Roorkee alumnus held at our

department. Your suggestions,

reviews and comments are al-

ways welcome to improve our

efforts. With this hope we wish

you a very Happy Reading and

Happy New Year !!!

………………………………………………………

- Regards

Team DoMination

Contents

Faculty Adviser

Dr. R.L. Dhar

Team DoMination

Mehul Lala

Arun George

Nilaya Shankar

Sudeshna Naskar

Rohan Krishnan

Vignesh B

Apurva Sood

Gaurav Mittal

Designing Team

Ashish Kumar Jaiswal

Dhruv Kadian

Rakesh Ranjan Kumar

Roorkee- 247 667, India Tel: +91-1332-285014, 285617 Fax: +91-1332-285565 Email: [email protected] Website: www.iitr.ac.in/departments/DM/Pages/

DEPARTMENT OF MANAGEMENT STUDIES INDIAN INSTITUTE OF TECHNOLOGY ROORKEE

04

26

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15

Brands that lost their way

Micro Finance in India

Ingrained Corruption

Qutopia

DoMS da Evince

20

DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE

Success Story

16

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16

11

Chlorophyll

13

18

Spotlight

23

mailto:[email protected]?subject=Feedback

http://www.iitr.ac.in/Departments/DM/Pages/Index.html

………………………………………………………

With the impending tax issue con-

cerning Nokia’s Chennai plant,

and the repeated requests by

Nokia to the Government of India

to have a quick resolution for the

same, considering the Microsoft’s

deal to acquire Nokia, you can’t

help but reminisce about brand

Nokia and the several conditions

over time which led them to con-

sider a sellout.

Nokia at its peak dominated the

cell phone market with a massive

global market share of 41%.

As per the contours of the deal,

Nokia can neither license the

'Nokia' brand for use in connec-

tion with mobile device sales nor

has use the brand on its own mo-

bile devices for a specific period.

Microsoft also agreed to a 10-year

license arrangement with Nokia

to use the Nokia brand on current

and subsequently developed

phones.

Will Microsoft kill brand Nokia or

continue it, needs to be watched,

but it’s a good time to look back

and see some of the other disap-

pearance or weakening of once

dominant and strong brands. This

brands were household names

during there heydays and have

been forgotten, dead or have lost

the brand equity and goodwill

which was once associated with

them.

In the following cases, the main

reasons can be attributed to:

Weak Management.

Lack of focus in Marketing.

Change in basic characteristics

of product.

Change in taste of consumers

over time.

1. Ambassador Cars

Manufacturer: Hindustan Mo-

tors, Kolkata, India.

Ambassador cars were once syn-

onymous with prestige, status,

BRANDS THAT LOST THEIR WAY


Cover Story

Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight

………………………………………………………

04 | DOMINATION, DECEMBER 2013

http://economictimes.indiatimes.com/topic/Nokia

class and pioneers of Indian car

manufacturing as part of the gi-

gantic Birla Empire. It was based

on the Morris Oxford of UK(1948),

and very popular among the up-

per and upper middle classes for

the space and the comfort the

cars offered often lovingly re-

ferred to as ‘Amby’.

The company failed to take into

account the changes in consumer

preferences after the launch of

small cars by the then Maruti

Udyog in collaboration with Suzu-

ki of Japan. The Maruti 800

launched had unmatched fuel effi-

ciency, driving ease, superior en-

gine and latest technology as per

the times.

The company’s management

failed to respond to the competi-

tion by improving technology, fea-

tures, and engine and lacked a

marketing strategy so as to keep

the the brand relevant to the

changing times.

Currently the Ambassador Car is a

fast disappearing for streets of

major cities where it was last used

for cab services. Even the biggest

consumer of the ‘Amby’, the gov-

ernment has switched to other

car manufacturers swanky mod-

els.

2. Bajaj Chetak

Manufacturer: Bajaj Auto, Pune,

India

Bajaj Chetak is perhaps the most

successful scooter brand pro-

duced in India till date and was a

highly aspiration product for the

middle classes most notably gov-

ernment employees. It was run by

a 150cc two stroke engine. The

huge demand and supply gap

meant it had a waiting period of

months.

Still the waiting period did not act

as deterrent for the enthusiastic

buyers. The scooters were per-

ceived to be highly efficient relia-

ble and durable.

Huge popularity of Chetak made

Bajaj Auto one of the largest 2-

wheeler manufacturers in

world. In the face of rising compe-

tition from bikes (Hero, Honda,

and TVS), gearless scooters

(Honda Activa) and cars, Chetak

lost ground in India, and produc-

tion was discontinued in 2009 by

its young MD Rajiv Bajaj.

3. Tortoise

Manufacturer: Bombay Chemi-

cals, Mumbai, India

Tortoise is 30 year old brand syn-

onymous with mosquito repellant

coils. Such was the popularity of

the brand that consumers used to

demand a “Tortoise” as a generic

product and not as a coil of a par-

ticular brand.

Once a dominant player in 90’s

with a large market share , the

brand has slid to a market share

of 2% due to heavy marketing

efforts by rivals both Indian and

foreign. Most of the market has

been captured by Godrej’s Good

Knight, Jyothy Labs’ Maxo and

MNC Reckit Benckiser’s Mortein.

The rest of the market share has

been taken by smokeless prod-

ucts lik mats and sprays viz. Go-

drej’s Jet and All-Out by Karam-

chand Industries.

4. Vimal

Manufacturer: Reliance Indus-

tries, Mumbai, India

Vimal, led by the late Dhirubhai

Ambani had one of the largest

and best facilities in the country

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Brands That Lost Their Way



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for the manufacturing of man-

made fibers and fabrics. It was a

strong brand with ‘Only Vimal’ as

its very popular tagline.

Later, Reliance decided to focus

on its core business of petro-

chemicals, refining and natural

gas and oil exploration and poly-

mers. As a result, the brand was

neglected and over the years lost

its brand equity. The perception

of the brand changed that from a

premium offering to a cheap, en-

try level offering. Reliance is plan-

ning to sell the ‘Vimal’ brand as

per unconfirmed news reports.

5.Margo

Manufacturer: Calcutta Chemi-

cals Company, Kolkata, India

Margo has existed in the Indian

marketplace since 1920.The most

recognizable associations of the

Margo brand were the dark green

color, the use of Neem leaves

know for its medicinal properties.

The brand suffered to large extent

due changes in management and

lack of focus on marketing. Cal-

cutta Chemicals had sold the

brand to Shaw Wallace Group

which in turn sold it to German

company Henkel. Lastly, Henkel

itself has sold its business to

Jyothy Labs, an Indian FMCG play-

er.

Now, let’s consider some of the

brands which were so popular,

profitable that they were prompt-

ed an acquisition by much larger

companies. But eventually these

brands found themselves to be

losing market share and brand

equity. What can be the reasons

for the same? Let’s look at some

of the examples and possible

causes.

The main reasons can be noted

as:

The new owners did not want

to

Or failed to

Or had change of plans

“It’s unfortunate that a lot of

companies acquire brands and

then don’t know what to do with

them,” says Mr Ramesh Chauhan,

chairman of Parle Bisleri. Parle

Bisleri had all its popular brands

viz. hums Up, Gold Spot, Limca

and Citra and Rim-Zim-to Coca-

Cola. Almost all the brands except

Thums Up have been killed or lost

their popularity they once com-

manded.

1. Goldspot:

Sold by Parle Bisleri to Coca Cola.

Coca-Cola bought Goldspot and

Limca and Citra and Rim-Zim in

1994 from Parle Bilseri. This four

brands commanded a market

share of 70%.As a prt of its India

strategy, Coca-Cola wanted to kill

Thums Up and Gold Spot to give

its own competing brands — Coke

and Fanta — greater space to

grow. Due to their massive popu-

larity, Thums Up and Limca were

retained while the rest were given

a slow death. Presently, Thums

Up remains the country’s largest

aerated drink with a share of

about 15% of the 13,000 crore

category.



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2.Dalda:

Sold by HUL to Bunge India

Dalda was once a highly iconic

and highly popular brand and was

part of every household irrespec-

tive of the geography till

1980’s.Bu a rising awareness

about health and perception and

upcoming research of carcinogen-

ic properties of Dalda due to use

of certain chemicals during its

manufacturing process led to de-

cline in sales of Dalda and rise in

sales of edible oils.

Bunge India a American MNC ac-

quired the brand from Hindustan

Unilever with the hope of reviving

the brand and sales. But by then

edible oils and the corresponding

brands had become an integral

part of Indian cooking.

3. Hamam:

Sold by Tata Oil Mills to HUL

Hamam brand of soaps was

launched in 1931.Hindustan Uni-

lever purchased the very popular

brand from Tata Oil Mills Compa-

ny, usually referred to as TOMCO.

With ever evolving change in con-

sumers and to avoid cannibaliza-

tion of its other soap brands, HUL

downgraded brand Hamam from

a national brand to a regional

one.

4. Uncle Chips:

Sold by Amit Agro to PepsiCo

Uncle Chips was the largest selling

chips brand in India till 2000. Pep-

siCo acquired it from Amrit Agro

in 2000 to drive its own growth in

snack foods.

Considering, PepsiCo’s own Lays

brand of chips need for promo-

tion, Uncle Chips was downgrad-

ed from national popular brand to

a regional one to take on smaller

rivals.



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By-

Mandar Chaulkar

DoMS, IIT Roorkee (2013-2015)

[email protected]

mailto:[email protected]

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“Power Corrupt and Absolute

Power Corrupt Absolutely “

Indian Penal Code of 1960 defines

corruption as “ Any gratification

whatever, other than legal remu-

neration, as a motive or reward

for doing or forbearing to do any

official act or for showing or for-

bearing to show favour or disfa-

vour any person, or rendering or

attempting to render any service

or disservice to any person.

Santhanam Committee defines

corruption as “Any action or fail-

ure to take action in the perfor-

mance of duty by a Government

servant for some advantage is

corruption. “ Krishna K Tummala

observes that in the wider inter-

pretation of corruption even in-

efficiency in performance would

be considered as corruption.

Corruption in common parlance

can be defined as” Moral negli-

gence or fall from probity “ Cor-

ruption thus involves:

1) Abuse of authorized position.

2) Digression from system.

3) Non-Action when action is nec-

essary.

4) Private gain for self-seeking

motives.

5) Financial or non-monetary

forms

6) Damage to community good.

Corruption in India is prevalent

since time immemorial. Kautilya

in Arthashastra has devoted one

chapter titled “ Detection of what

is Embezzled by Government

servant out of state revenue . In

this Kautilya talked about the all

pervasive culture of corruption,

40 ways of misappropriation of

public funds. How difficult it is to

obliterate it. How and Why in

spite of all checks and balances

people will indulge in corruption

and the ways to ameliorate cor-

ruption. In fact Ashoka applied

Kautilyas principle which assisted

him to lessen corruption in his

regime. But, During Mughal Peri-

od, The famous BAKHSHISH cul-

ture blatantly legitimized corrup-

tion. Moreover, during the East

India rule, there were numerous

incidence of authority indulging in


Perspective

INGRAINED CORRUPTION


………………………………………………………

Ingrained Corruption ………………………………………………………corruption e.g. Warren Hasting,

Paul Banfield etc. Edward Gibbon

said “ Rome rose to great height

when roman and their leaders

wanted to give their best to Rome

and Rome fell when the Romans

and their leaders began to take

best from Rome”

Problem of corruption in India is

mounting since Independence.

With Independence came the par-

tition, assimilation of princely

state, License Raj etc. All these

provided ample opportunity to

corrupt people to siphon away

money which ultimately resulted

in scandals starting from Jeep

Scandal to CWG, 2G spectrum,

Illegal mining etc. According to

Swiss Banking Association report

Indian national have deposited

1456 billion in Switzerland. Ac-

cording to Mr Bimal Jalan, India’s

growth rate would have been

around 8% between 1980’s to

1990 if there would have not

been any corruption. In fact as per

UNDP report for South Asia, if In-

dia’a corruption would decline to

level of Scandinavian country, Its

GDP would increase by 1.5Percent

and FDI by 12%.

Cause of corruption in India is the

Ingrained Corruption culture cou-

pled with low awareness, red-

tapism, misgovernance, Illiteracy,

Constitutional corruption etc. Cur-

rently, India is witnessing the on-

slaught of Materialism, Westerni-

zation etc. which has filled the

‘animal sprit’ of corruption in In-

dia people as they aspire for

more, which has resulted in ‘ liv-

ing beyond the means culture’.

Corruption problem has aggravat-

ed in recent times because of cor-

porate-bureaucratic-politician

nexus which culminated into huge

source of Black Money. In fact

corruption is so omnipresent at

the top echelon that at lower lev-

er people see corruption as “ Low

risk and high award action”.

Containing corruption in coeval

world is of paramount im-

portance. We have to keenly lis-

ten to kautilya to obliterate cor-

ruption. Kautilya in his Ar-

thashastra stated “ Cases of cor-

ruption should be examined by

the investigation committees ap-

pointed by the king. Those proven

should be expelled from the ser-

vices and their property confiscat-

ed. Moreover, corrupt person

should be publicly paraded with

cow dung stuck on their faces and

their head shaven, and they must

be banished from the kingdom.”

DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 09 | DOMINATION, DECEMBER 2013


………………………………………………………

………………………………………………………This approach was popularly

known as Kautilya’s dandaniti.

Kautilya’s dandniti in contempo-

rary world means taking strict

possible legal, administrative, ju-

dicial action against the corrupt.

Thus to contain corruption, as per

report of Santhanam Committee,

CVC,CBI,SVC were set up. Corrup-

tion can be reduced by decentrali-

zation, competition, good govern-

ance, transparency backed by

strong civil society, judiciary, so-

cial audit and media. But the hin-

drances to contain corruption are

umpteen viz. coterie of dishonest

officers, excessive job security to

civil servant, lack of evidence, per-

vasive corruption at lower levels,

protracted inquiry lower the mor-

al of officers investigating the

case.

A country is known by its human

resources. People make institu-

tion and institution the nation.

Thus probity of individuals in soci-

ety plays vital role in building the

character of country, which ulti-

mately affect the economic

growth of the country. The com-

mittee on Standard in Public Life,

a UK based organization gave sev-

en principal which a public serv-

ant must follow to contain corrup-

tion. These seven principals are

Selflessness, Integrity, Objectivity,

Accountability, Openness, Hones-

ty, and Leadership.

Education is the best medium to

obliterate corruption. Education

will bring awareness thus citizen

will demand accountability from

office holder. Besides education,

speedy trial, systemic reform, civil

society, Transparency, E-initiative,

liberalization, adopt a public serv-

ant, accountability, maintaining

probity by civil servant will go

long way in solving problem of

corruption.

The above analysis makes it ap-

parent that corruption is in-

grained in our society. In order to

alleviate it we need both short

and long term solution. The most

lethal weapon against corruption

can be education followed by suc-

cessive reform. In fact social cli-

mate needs to be cultivated so

that corrupt person, however suc-

cessful may be needed to suffer

social opprobrium. This led us to

create culturally homogeneous

society, where there is consensus

on values thus diffusing corrup-

tion. In the last two decade coun-

tries have made herculean effort

to contain corruption otherwise

because of globalization and liber-

alization, corruption can dent the

image of country and thus ad-

versely affecting investment. APJ

Abdul Kalam said “ If we can’t

make India Corruption free, then

the vision of making the nation

develop by 2020 would remain a

dream “

“Be the Lamp unto yourself”- Lord

Buddha.


Ingrained Corruption


By-

Nilaya Shanker

DoMS, IIT Roorkee(2012-2014)

[email protected]

Abhinav Kumar Singh

TCS

[email protected]


mailto:Nilaya%20Shanker


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Chlorophyll ………………………………………………………Its wise to learn, its GOD like to create


My Souvenir


My paternal grandfather passed

away in the year 1994.He died of a cardiac

arrest .I was only five years old back then. I

don’t remember much about him but from

whatever I can recollect and have been told,

I establish that he was a strict disciplinarian.

Every time when we used to visit our native,

I remember him sitting on his easy-chair in

the verandah waiting our arrival. He was

never mawkish in his welcome. In fact, I

can’t recollect any instance of him fondling

with me or giving me a ride on his back. But

then you can’t remember much of your

childhood, can you?

Having been with him only during the

occasional holidays I suppose I wasn’t that

attached to him. As he wasn’t around much

while I was growing up, over the years I had

come to peace with the fact that I never got

the grandpa’s love that my friends speak

about and is often portrayed in Ads, movies

etc. I never had a grandpa to walk me home

from school or to recite me interesting anec-

dotes from his youthful days.

Once during our visit to our village,

my grandma took out some letters my dad

had written to my grandpa and read out its

content to me. My father had written about

me securing 2nd rank in school. My grand-

ma also told that my grandpa was extremely

happy with this news and that he wanted to

gift me a pencil-box the next time we visit-

ed them. That unfortunately never hap-

pened .

Years passed by. I was 18. I had gone

to visit my grandma from my college when

some renovation work was going on in the

house. All documents and files were scat-

tered around. I sat down with my grandma,

helping her sort them out when we found

the medical reports of my grandpa. I start-

ed browsing through the reports. My grand-

ma is a pretty stolid woman and while I was

looking at the reports she did not display

any emotion. Suddenly her eyes caught a 2

inch long roll of a paper. We both glanced

at its label: ECG. She started opening the

By-

B. Vignesh

DoMS, IIT Roorkee (2013 - 2015)

[email protected]

Chlorophyll Its wise to learn, its GOD like to create ………………………………………………………

………………………………………………………DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 12 | DOMINATION, DECEMBER 2013


roll and materializing in front of our eyes

were the last few heartbeats of my grandpa

recorded in that cardiograph. Her hands start-

ed trembling as the roll became thinner. I too

started shivering within. When she reached

the end of the roll, we saw a big black blot

on the cardiograph.

A tear drop fell on precisely the exact

black spot and the next second my grandma

tore the whole ECG and put it along with the

other wastes. I slowly raised my eyes to see

her moist eyes. But there awaited a surprise.

I was spellbound when I saw that her eyes

were as dry as ever. Then suddenly the hor-

ror struck me. The tear drop had been from

my eye and there were more rushing to

flow. To surface came to my feelings for

my grandpa that I never knew even existed .

Over the years I have won many cer-

tificates and cash prizes but at that moment

my heart ached for a pencil-box; a pencil-

box that would have been my grandpa’s gift

to me. A pencil-box that would have been


………………………………………………………

Qutopia ………………………………………………………

It’s Exquizite, Kills your Quriosity and adds to your Quizdom. Need we say more? ‘Qutopia’ – A Utopia of the best Biz Quiz Tidbits to wreck your brains! Rush in your answers to [email protected] before 21st January, 2013. The winner will have their names published in the next issue. Also, person getting the highest score in the current quarter will get a gift voucher. Answers in the next issue of DoMination.

Section A (1 Point for each correct answer)


1. ____________ is an open source peer-to-peer electronic money and payment network intro-duced in 2008 by pseudonymous developer Satoshi Nakamoto. 2. Who is the current chairman of ISRO, the man behind ‘Mangalyaan’? 3. Name the AD agency behind the Google’s Reunion AD. 4. Viacom18 recently issued a notice stating that it had ‘sole, exclusive, absolute and unlimited ownership rights of all the intellectual property rights of the artiste associated with the pro-gramme’. Name the artist and the character behind this controversy. 5. Name the 80s action star featured in the viral AD of Volvo Trucks that has an epic ‘split’

stunt.



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Qutopia ………………………………………………………


Section B (2 Point for each correct answer)

1) A Company recently used this AD for launching a new service.

Identify the Company and the funda.

2) Identify the logo.

3) Identify this movie.


Qutopia ………………………………………………………

Section A 1. Robert Shiller

2. 94

3. France (Christine Lagarde)

4. 1977 5. Usha Sangwan

1. Dilma Rousseff, President of Brazil

2. Infinity

3. The Economist

4. Lebanon

Answers for October edition

Winner of October edition

Kumar Gaurish DoMS, IIT Roorkee (2013-15)

15 | DOMINATION, DECEMBER 2013 DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE

Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight ………………………………………………………

………………………………………………………

DoMS-da-Evince

Arun is a 2001 batch pass out of DoMS and presently

working as Group IT Head for Bhartiya Group.

1. Please give us a little insight

about your journey prior to join-

ing DoMS?

Well, I am a Nepalese national

coming from a middle class fami-

ly. My father is a silversmith

which is traditional family busi-

ness from past few generations. I

did my schooling from Nepal and

then came to India for my gradua-

tion in 1994. I completed my pro-

duction engineering from BIT

Mesra in 1998 and headed back

to Nepal. There I joined a Japa-

nese consultancy firm which was

into preparing AutoCAD drawings

for Toyota. Worked there for

about an year. I managed to get

silver Jubilee Scholarship for MBA

course and landed up at DOMS,

IIT Roorkee in 1999.We were the

2nd batch of DOMS.

2. What different type of roles

have you played after your

journey from DoMS?

It has been 12 plus years of jour-

ney after DOMS and have worked

in different kinds of assignments.

Currently I am working as Group

IT Head for Bhartiya Group. Here I

am responsible for defining and

executing the full IT strategy for

the group which includes, IT poli-

cies & processes, IT Infra revamp

and set up for future needs, ERP

implementations for all business

units, security, mobility solutions

and solutions for extended enter-

prise.

Prior to this, I was heading region-

al IT for Volvo Eicher Commercial

Vehicles Ltd, Pithampur. In this

role, I handled greenfield IT set up

for 2 plants and managed multiple

application roll outs, Shop floor

automation and MES implemen-

tation and complex integration

with VOLVO systems. I joined

VOLVO Eicher in 2010 and was

with Britannia Industries between

2005 to 2010. In Britannia I was

heading SAP practice for the

group, including overseas loca-

tion. I carried out multiple SAP

implementations, roll outs, up-

grade and Process Improvements

projects. Also worked out full IT

outsourcing model for the organi-

sation.

Prior to Britannia I was with TCS

for brief period of 15 month

around, where in I handled the

role of Project lead for TCS inter-

nal applications in TCS north re-

gion. I joined TCS in 2004, before

which i was with Eicher

Goodearth Ltd, where i joined

through DOMS campus place-

ment. During my stint with Eicher,

I worked on projects related to

web based applications, SAP inte-

grations, workflows, HR processes

etc.

3. What are the benefits that

company gets by implementing

ERP?

In today's world, companies

needs to use IT as a tool for busi-

ness processes efficiency, faster

pace to reach to markets, ability

anaylse business data for key de-

cisions and identify trends etc.

This is basic necessity for any suc-

cessful and progressive organisa-

tion. The foundation for such IT



………………………………………………………

………………………………………………………

DoMS-da-Evince ………………………………………………………

landscape is the ERP system

which stands the key information

backbone of the company. What

successful ERP implementation

provides, are:

- Efficient transactional processing

system in the company, auto-

mating & interconnecting pro-

cesses across various functions.

- Transparency across the enter-

prise for the data reference

- Robust data reference for analy-

sis and plotting trends and KPIs

- Opens up avenues for collabora-

tion with suppliers, customers

and external partners

- ERP represents central kernel of

the information ecosystem of the

organisation which interconnect

other key solution areas like PLM,

MES, automation layers, portals,

HR systems, EDI etc.

4. Does implementation of

ERP always helps organization or

does it also depends on the size

of organization (for example, for

small organization cost of imple-

menting ERP may outweigh its

benefits)?

ERP implementation definitely

helps any organisation to realise

the benefits of process visibility

across its entire supply chain and

associated functions. The key lies

in selection of appropriate ERP

software, extent of processes de-

tailing done, data accuracy and

how well change management is

handled. Today, in market, there

are various category of ERP soft-

ware solutions available suiting

the cost and specific industry do-

mains. There is some suitable size

for all, regardless of size of the

organisation as such.

5. What advice would you like

to give to students who are inter-

ested in joining this field?

Of course, ERP is one interesting

and good option to pursue for

ones' career. You can pursue as

specialist in any of the various

ERP software products available.

Further on, you can upgrade your

knowledge from base ERP soft-

ware to collaboration and other

related application areas also.

One also has option of developing

into functional area as process

champions and driving the de-

tailed process requirements

which is to be mapped onto the

ERP software. With more experi-

ence in the field, one can get into

lead roles where you become the

architect or solution leads. The IT

industry does have good demand

of specific ERP resources always.

6. How has IIT Roorkee and in

particular DoMS has helped in

your career?

2 years at DOMS, while studying

MBA i could pursue my dream to

get as much exposure as possible

into SAP. I wanted to build my ca-

reer into SAP. I spent most of my

time, in library, and computer

labs going through whatever pos-

sible texts or material related to

SAP. This helped me set up my

base for teh career i was going to

pursue.In fact, during campus

placement, I got selected in Eicher

as their SAP head and HR head

were quite impressed with my

SAP knowhow. Carrying the IIT

brand definitely is a plus whenev-

er your profile is scanned, be it for

a job position or visits to other

institutions, organisations. You

always belong to and viewed as

the elite group.

7. Which thing do you miss

the most about IIT Roorkee?

We were the 2nd batch and the

department, faculty, our founda-

tion was getting built. Recalling

now, every bit of it was memora-

ble which went into this. It was

like learning basics of start up.

Personally, I miss the computer

labs sessions in the night, opera-

tions management class by Prof.

Bhattacharya, trips to Haridwar.



Success Story ………………………………………………………

………………………………………………………

Born in Newmarket, On-

tario, Canada to Kathleen and

Percy Carrey, an accountant

and a musician, James Eugene

Carry came from a modest

background. He has three older

siblings and his father took up a

regular job to support the fami-

ly. Jim Carrey has a learning

disability, dyslexia and strug-

gled at school. To overcome

this setback he developed an

extraordinary memory. In his

early school years Carrey was

very quiet and did not have

many friends. He compensated

for this by making people

laugh. The family had to go

through a lot of hardships after

his father lost his job. By the

time Jim was in 10th grade he

was working in the steel facto-

ry at night and going to school

during the day. At the age of 15

he dropped out of school to

help his family out with the fi-

nancial troubles and started

working as a janitor. He never

graduated from high school.

Percy Carrey encouraged his

son to pursue his dreams and

tried to help him put together a

stage act. After a few unsuc-

cessful attempts, Carrey gradu-

ated from open-mic nights to

regularly paid shows and was

soon noticed by comedian Rod-

ney Dangerfield, who signed

the young Carrey to open his

tour performances. From there

on Carrey moved to Hollywood

and began performing at The

Comedy Store and soon debut-

ed his act on The Tonight Show.

Despite the accolades he got

for his stand-up act, Carrey de-

cided to turn his attention to-

wards acting and starred in

several low-budget films. After

not landing the audition for be-

coming a cast member of Sat-

urday Night Live, Carrey got his

break soon and was cast as the

lead in the sitcom The Duck

Factory. However, the show

was cancelled during its first

season. Despite the cancella-

tion, the show helped Carrey

land several supporting roles in

movies like Peggy Sue Got Mar-

ried and The Deal Pool. On re-

turning to stand-up, Carrey re-

tired his old act and wrote new

acts with comedian Damon

Wayans, who introduced him

to his brother Keenen who at

that time was creating a come-

dy show called In Living Color.

Carrey eventually landed a part

in the show, which helped him

in landing lead roles in major

Hollywood movies.

Jim Carrey rose to star-

dom with the lead role in the

comedy Ace Ventura: Pet De-

tective, which was a box office

success and established Carrey

Jim Carrey is one of the most successful stand-up comedian and actor today. But his struggle and

rag to riches story is one that has inspired millions of people.



Success Story

………………………………………………………DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE

………………………………………………………as a bankable star. Carrey fol-

lowed up its success with The

Mask and Dumb and Dumber.

He garnered his first Golden

Globe Award for the Best Actor

nomination for his role in The

Mask. After the initial hiccups,

Jim Carrey continued with giv-

ing stellar performances and

received his first Golden Globe

Award for his role in The Tru-

man Show, in which he played

a serious role.

Despite his emotional baggage

and tough childhood, Jim Car-

rey rose above his struggles

and established himself as a

successful actor and comedian.



“In order to succeed, your desire for suc-

cess should be greater than your fear of

failure.”

Bill Cosby

http://www.brainyquote.com/quotes/authors/b/bill_cosby.html

………………………………………………………

Regardez I’economie ………………………………………………………

Microfinance is an expression to

depict financial services to low-

income people or to those who

do not have access to usual bank-

ing services. It also supports the

idea that low-income individuals

are capable of lifting themselves

out of poverty if provided access

to financial services. Microfinance

is defined as a development tool

whose purpose is to aid the poor

to work their way out of poverty.

It involves a range of services

which include, apart from the pro-

vision of credit, many other ser-

vices such as insurance, counsel-

ling, money transfers, savings etc.

It consists of poverty alleviation

and the broader impact of im-

proving livelihood opportunities

through the provision of capital

for micro-enterprise, and insur-

ance & savings for risk mitigation

and consumption smoothing.

Some of the salient features of

microfinance are as follows:

Beneficiaries belong to low

income group.

Loans are of small amount.

Short duration loans

Loans are offered without col-

lateral.

High frequency of payment.

Loans are normally availed for

income generation purposes.

The earliest microfinance initia-

tive in India was the establish-

ment of SEWA Bank in 1974. It

was started by the Self-Employed

Women Association of India

(SEWA) to provide loans to poor

women. The Regional Rural Ordi-

nance was passed in 1975 and

subsequently Prathama Bank, the

first RRB of India, came into exist-

ence in the same year. It was

owned by the Central Bank (50%),

Syndicate Bank (35%) and Uttar

Pradesh Government (15%). The

RRB Ordinance was later replaced

by Regional Rural Bank Act 1976.

NABARD originated in 1982 out of

the RBI; the chief institution for

the development of the rural and

agriculture areas was constantly

challenged to fortify the credit

Microfinance in India



………………………………………………………

Microfinance in India ………………………………………………….

delivery system in order to enable

the poor to access small loans

from financial institutions. To sup-

plement credit provision in the

rural areas, Regional Rural Banks

(RRBs) were established across

the country in 1975, apart from

the already existing institutional

infrastructure of the cooperative

and land development banks. In

the year 1990, SIDBI was estab-

lished through Small Industries

Development Bank Act 1989. In

1992, NABARD launched its SHGs-

Bank Linkage Program in order to

promote financing self help

groups. SIDBI on its part estab-

lished Micro Credit (SFMC) was

created in Jan 1999.

India is said to be the home of

one third of the world’s poor; offi-

cial estimates range from 26 to 50

percent of the more than one bil-

lion population. About 87% of the

poorest households do not have

access to credit. The demand for

microcredit is approx. $30 billion;

the supply is less than $2.2 billion

combined by all involved in the

sector. The situation in rural areas

is more worrisome as only 5%

people have access to micro-

finance. Even a deposit account

facility is not availed by 70% of

the rural poor. This has led to

large sections of poor borrowing

from informal sources. These in-

formal sources constitute of unor-

ganized lender who charge an ex-

traordinary interest rates of 2-4%

per month. Therefore the person

is caught into a debt trap and

would never be able to come out

of that. On another front too, the

situation is equally bad. For exam-

ple, less than 15% of people have

access to insurance. Access to

healthcare is negligible. According

to Microfinance Institution Net-

work, total user base for 2011-12

is 22.56 million.

The microfinance services are pro-

vided to the users through Micro-

finance Institutions (MFIs). A mi-

cro finance institution (MFI) is de-

fined as an organization, other

than a bank, providing micro-

finance services. MFIs in India are

registered as one of the following

5 entities:

Non Government Organiza-

tions engaged in microfinance

(NGO-MFIs), comprised of So-

cieties and Trusts

Cooperatives registered under

the conventional state-level

cooperative acts, the national

level Multi State Cooperative

Legislation Act (MSCA 2002),

or under the new state-level



Source: NABARD

Table 1: Overall progress under bank-SHG Linkage for last 3 years

………………………………………………………

Microfinance in India ………………………………………………………

Mutually Aided Cooperative

acts (MACS Act)

Section 25 Companies (not-for

-profit)

For-profit Non-Banking Finan-

cial Companies (NBFCs)

NBFC-MFIs – This sub-

category was created by RBI in

May 2011 as a way to classify

NBFCs operating as micro-

finance institutions which

meet certain requirements.

Most of the microfinance services

are delivered through Self Help

Groups (SHGs). The SHG-Bank

Linkage Model was pioneered by

NABARD in 1992. In this, women

in a village are encouraged to

form a Self help Group (SHG) and

members of the Group regularly

contribute small savings to the

Group. It is a well established fact

that Microfinance is an essential

requirement in India. It has

evolved over the years and now

India is a flag bearer of micro-

finance among developing na-

tions. Let’s look at the current

state of affairs in this field:

As on Mar 31 2012, total em-

ployee strength of MFIs was

72765, 11% of them being

women.

Around 97% of MFI clients are

women.

Average loan outstanding in

FY 2011-12 was Rs. 7509, up

by 10% from previous year.

As on Mar 31 2012, there

were 9743 MFI branches

across 26 states. One micro-

finance branch served 2070

clients on average. There were

307 clients per employee.

In percentage terms NPA

against loans to SHGs in-

creased from 6.09% in 2011-

12 to 7.08% during 2012-13.

Overall the need for microfinance

in India is huge and more and

more such initiatives are required.

Additionally private sector contri-

bution should also be increased to

ease off the pressure from the

government. In the past we faced

some unhappy incident like An-

dhra Pradesh crisis of 2010 yet

private sector should be encour-

aged to do more and more.



By-

Sharad Srivastava

DoMS, IIT Roorkee (2012-2014)

[email protected]


………………………………………………………

Spotlight

To visit the alma mater again after

a long time is an emotional issue

for everyone. While the alumni

gets a chance to see the develop-

ment, refresh their old memories

and share them with others, the

current students always look for-

ward to listen to their seniors and

learn from them. We at Depart-

ment of Management Studies, IIT

Roorkee had this opportunity on

Nov 18, 2012. The occasion was

its silver jubilee alumni meet

when the department got a

chance to meet their ex-students

and now industry stalwarts. This

was organised by alumni team of

the department. The alumni as

well as students both were excit-

ed and ecstatic about the event

and waiting eagerly for the mo-

ment. There was an aura of ex-

citement in the department about

the interaction. A total of eight

distinguished personalities from

the business world interacted

with us, deliberated about the

current scenario and shared their

wisdom and vision about the fu-

ture.

Their brief profiles are

mentioned below:

Mr. Sandeep Doshi – Senior

Global Director, Johnson &

Johnson, New York

Mr. Sharad Mitra – Founder &

Chief Operating Officer, aMind

Solutions, LLC, San Francisco

Mr. Sandeep Sachdeva – Glob-

al Head, HSBC, London

Mr. Sunil Chandiramani –

Global Business Ink Opera-

tions, Hewlett Packard, Singa-

pore

Mr. Mukundan Ramakrishnan


Shaping the Future


………………………………………………………

A Panel Discussion

………………………………………………………

Shaping the Future – Managing Director, Tata

Chemicals Ltd.

Mr. Nirbhay Salar – Chief, Pro-

ject Planning, Tata Steels Ltd.

Mr. Siddhesh Jere – Sr. Direc-

tor Engineering, SAP Business

Objects

Mr. Ajay Agarwal – Head and

GM RES Operations, Alcatel-

Lucent, Gurgaon

There expert are a 1988

batch pass out of IIT Roorkee

(then University of Roorkee) who

visited the institute after a long

gap of 25 years. The engaged with

students of Department of Man-

agement Studies though a panel

discussion. The theme of the dis-

cussion was “shaping the Future”

in which the alumni expressed

their viewed and how the current

situation is and how it can be fur-

ther improved, especially in the

context of the department.

The event saw the enthusiastic

participation from both batches of

students, research scholars as

well as our head of the depart-

ment Dr. Santosh Rangnekar. The

session started with welcoming

our guests for the session which

followed by an introduction of the

department where the vision, ac-

tivities, progress and strengths of

the departments was presented.

Then brief profiles of the speakers

were presented. The alumni ex-

pressed their positive opinions of

the progress made by the depart-

ment wished us a good luck for

the future. They recognised the

need and importance of manage-

ment education in the contempo-

rary business world. This marked

the beginning of the panel discus-

sion on the mentioned topic

where guests were requested to

share their vision and understand-

ing on various related subjects.

The discussion dealt with their

experience with IIT Roorkee, man-

agement education, skills re-

quired for a successful manager

and leader and recommendations

for the future. The conversation

also included analysis of these

mentioned topics on entrepre-

neurship. The panel discussion

was held in form of a question-

answer round which is detailed

below.

Question: How do you feel com-

ing to IIT Roorkee and what

changes you see in the institute?

The question drew a num-

ber of nostalgic responses from

the alumni. While on one hand

they were appreciative about the

institute as well as department

and started that we have made a

good progress, they also recalled

and cherished some of the old

memories. They mentioned

“Bhatia Tea Point” as a place

where they used to eat snacks.

The alumni also shared some of

the jargons that they used to

speak at that time. The alumni

also talked about the improve-

ment in infrastructure, particular-

ly the technology related ones.

The guest gave a reference of in-

ternet connection in all hostels

which was not the case their time.

Overall they were satisfied with

DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 24 | DOMINATION, DECMBER 2013

Perspective| Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight

………………………………………………………

………………………………………………………

Shaping the Future the progress made so far.

Question: What are the things

you miss about IIT Roorkee?

These again extracted

emotional recollections from the

speakers and guests went back to

the reminiscence. They said that

is IIT Roorkee is all about place

and people. However it is the

people who make this place won-

derful. The alumni said that it is

usually the first place for a 16-17

year old student when he joins

the institute. The bond he devel-

ops here lasts throughout his life.

The speakers said they them-

selves hold the relationship close

to their hearts and meet their

friends whenever they get a

chance. They guests repeated

some of the things like Bhatia’s

tea point and how this has

changed over the years. They

were both nostalgic as well as ap-

preciative about how the institute

have come forward to meet the

need of changing times. 25 years

is significant time and it certainly

reflects the ever-changing dynam-

ics of cultures, lifestyle and atti-

tude. The guests summed it as

new generation. They also re-

ferred to the liberalization and its

impact on the society by drawing

a comparison between now and

then. At their time, the institute

was not an IIT (though always

considered at par). Therefore the

signboards have been changed

and it is pleasant to see “Indian

Institute of Technology” across

the campus.

Question: What qualities and

skills industries look into a candi-

date while recruitment?

The question evoked di-

verse responses. According to the

alumni, one of the most im-

portant qualities is Passion which

is must-have for any job. A con-

cept of “ABC” was introduced

which is a short form of Aware-

ness, Belonging and Commitment.

Apart of that, there is a difference

between the qualities/traits what

are looked into a job interview

and what is required for a long

term career. Two common quali-

ties for long term career is prob-

lem solving ability and commit-

ment. The person, in addition to

being problem solver, should also

be a problem definer. The value

system and willingness to learn is

integral component. it is also seen

whether the person is making any

effort to present or package him-

self/herself in a good way. Lastly

person should act genuine and be

authentic. These qualities are only

learnt over a period of time. In

context for job interview, the per-

son should look into one particu-

lar area and concentrate on the

industry or sector. For India, some

of the required things are prob-

lem solving ability, integrity and

commitment. Team building is

also what a company looks for.

Question: In the context of socio

economic challenges, what

changes are required in the man-

agement curriculum?



………………………………………………………

………………………………………………………

Shaping the Future Problem solving ability is

the Achilles Heel of Indian educa-

tion system, especially when com-

pared to western nations. In India,

we follow a single answer based

system which should be convert-

ed into case based learning. Roor-

kee particularly lacks in soft skill

which demands immediate atten-

tion. We should also focus on the

“Jugaad”. As per alumni, the word

is grossly misused. It is not a short

cut but an innovative solution.

Additionally we should look at

global perspective since MNCs

now look at India not only for fi-

nancial reasons but also as a tal-

ent pool and reservoir for innova-

tion. Entrepreneurship is the need

of the hour.

Question: What is in for the En-

trepreneurship?

The alumni quoted a fig-

ure that our country is having 65%

of people below 30 years of age

and this young population should

be leveraged. Though innovation

is a pre-requisite for any job how-

ever is a basic ingredient for en-

trepreneurship. Before moving on

this path, one should have thor-

ough understanding of the mar-

ket. This path has greater return

coupled with higher level of risks.

Therefore one should make a cal-

culated move. The person should

not worry too much about the

future. Additionally, an entrepre-

neur should also get involved in

philanthropy and community ser-

vice as it is both satisfying as well

as rewarding in long run. Lastly

entrepreneurship is not for those

who want to make a lot of money

but for those who really want to

do it.

This marked the end for

the panel discussion. A note of

thanks was delivered to our

guests for their insightful views

and valuable experiences.



………………………………………………………

Department of Management Studies, IIT Roorkee

Roorkee - 247667, INDIA

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