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Department of Management Studies, IIT Roorkee -- monthly news magazine
Citation preview
DOMINATION D
EC
EM
BE
R 2
01
3 NEWSLETTER FROM DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
VOLUME-III ISSUE-09
………………………………………………………
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: domination.doms.iitr@gmail.com Website: www.iitr.ac.in/departments/DM/Pages/
DEPARTMENT OF MANAGEMENT STUDIES INDIAN INSTITUTE OF TECHNOLOGY ROORKEE
04
26
08
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
…………………03 | DOMINATION, DECEMBER 2013
………………………………………………………
16
11
Chlorophyll
13
18
Spotlight
23
………………………………………………………
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
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Cover Story
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
………………………………………………………
04 | DOMINATION, DECEMBER 2013
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
………………………………………………………
………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Brands That Lost Their Way
05 | DOMINATION, DECEMBER 2013
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
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.
Brands That Lost Their Way
06 | DOMINATION, DECEMBER 2013
………………………………………………………
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
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.
Brands That Lost Their Way
07 | DOMINATION, DECEMBER 2013
………………………………………………………
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
By-
Mandar Chaulkar
DoMS, IIT Roorkee (2013-2015)
mandar.c@outlook.com
………………………………………………………
………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
“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
08 | DOMINATION, DECEMBER 2013
Perspective
INGRAINED CORRUPTION
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
………………………………………………………
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
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
………………………………………………………
………………………………………………………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.
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Ingrained Corruption
10 | DOMINATION, DECEMBER 2013
By-
Nilaya Shanker
DoMS, IIT Roorkee(2012-2014)
nilayamitashshanker@gmail.com
Abhinav Kumar Singh
TCS
abhinavkumar.singh@tcs.com
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
………………………………………………………
Chlorophyll ………………………………………………………Its wise to learn, its GOD like to create
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 11 | DOMINATION, DECEMBER 2013
My Souvenir
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
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)
reachvigneshb@gmail.com
Chlorophyll Its wise to learn, its GOD like to create ………………………………………………………
………………………………………………………DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 12 | DOMINATION, DECEMBER 2013
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
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 domination.doms.iitr@gmail.com 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)
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 13 | DOMINATION, DECEMBER 2013
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.
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
………………………………………………………
Qutopia ………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 14 | DOMINATION, DECEMBER 2013
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.
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
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
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 16 | DOMINATION, DECEMBER 2013
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………………………………………………………
………………………………………………………
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.
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 17 | DOMINATION, DECEMBER 2013
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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.
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 18 | DOMINATION, DECEMBER 2013
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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.
19 | DOMINATION, DECEMBER 2013
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
“In order to succeed, your desire for suc-
cess should be greater than your fear of
failure.”
Bill Cosby
………………………………………………………
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
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 20 | DOMINATION, DECEMBER 2013
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………………………………………………………
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
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 21 | DOMINATION, DECEMBER 2013
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
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.
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 22 | DOMINATION, DECEMBER 2013
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By-
Sharad Srivastava
DoMS, IIT Roorkee (2012-2014)
sharad.iitr@gmail.com
………………………………………………………
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
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 23 | DOMINATION, DECEMBER 2013
Shaping the Future
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………………………………………………………
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
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………………………………………………………
………………………………………………………
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?
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 25 | DOMINATION, DECEMBER 2013
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………………………………………………………
………………………………………………………
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 26 | DOMINATION, DECEMBER 2013
Perspective| Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie | Spotlight
………………………………………………………
Department of Management Studies, IIT Roorkee
Roorkee - 247667, INDIA
Comment/Feedback Mail to : - domination.doms.iitr@gmail.com
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