Second Year Courses


Business Environment

Econometric Methods:

The discipline, Econometrics, represents the 14interface between economic theory and the real world. It provides the tools with which to test hypotheses and to generate forecasts of economic activity. Started with this humble objective, Econometrics has developed a full subject that encompass the space related to all categories of empirical problems relevant in social sciences.

The skills students develop in this course are vital in any applied empirical work, and will constitute an essential ingredient in most jobs in the field of economics and other social sciences, wither in the public, private or academic sector. More immediately, econometrics may prove very useful for empirical research.

International Economics:

International economics has two constituents in international trade and open-economy macroeconomics. First part will cover pure international trade theories including modern theories of trade with a management focus to derive the implications for business. The open-economy macroeconomics will examine the theoretical and empirical issues on balance of payment mechanism with reference to India’s BoP position in the post-reform policy change and trends in foreign trade, exchange rate mechanism – determination and systems, and exchange rate dynamics in monetary and fiscal policy formulation in an open-economy under both fixed and flexible exchange rate systems. India and WTO discussion will throw up evolving Trade and Competition Policy.

Industrial Economics and Business Strategy:

The objective of this course is to acquaint students with the important theoretical concepts of industrial economics and explain the relevance of these concepts for developing effective business strategy. Industrial economics deals with the economic problems and behaviour of firms and industries. It examines the famous structure- conduct – performance paradigm according to which market structure (the number of sellers in the market, their degree of product differentiation, the cost structure, the degree of vertical integration with suppliers and so on) determines conduct (which consists of price, R and D, investment, advertising and so forth) and conduct yields market performance (efficiency, ratio of price to marginal cost, innovation rate, profits, distribution). This link gives the basic framework for the study of economic behaviour of the firm and industry in the market. It need not be unidirectional running from the structure to the performance but may also operate in the reverse way or may be segmented showing cross links between any two of the three aspects – structure, conduct and performance. The course would cover topics like product differentiation; advertising strategy; pricing decisions; growth of the firm; diversification, vertical integration & merger; market structure and profitability; R & D and innovation etc. The aim of the course would be to familiarise prospective managers about the importance of knowledge of these concepts in successful business decision making.


Effective Writing Skills (EWS):

Organizations feed on ‘information’ and the written word is a powerful tool to communicate that information. Sensitizing the students on this very important issue, the course will equip them with necessary skills so that they appreciate when and how to communicate most successfully in writing. They will be able to prepare winning documents (reports, proposals, research papers, policy papers, in particular), reflecting on sound and logical ‘information management’. The documents will be: (i) crafted to fit the minds of the intended audiences; (ii) complete and based on sound research, organization, analysis, and interpretation of data; and (iii) in accordance with universally accepted standard practices, especially in areas like abstracting/summarizing as well as in citations, references, and bibliographies.

Advanced Oral Communication (AOC):

This course is designed to help students develop oral communication skills required for the global business environment and to wield them with power and effect. The main objective of AOC is to help students develop assertion, confidence and felicity in oral communication such that they are able to realize their true potential as future managers and leaders. The major components of the course are Influencing and Persuasion Skills, Brainstorming and Group Discussion, Communication skills for Entering the Job Market, Feedback Communication, Gender Sensitive Communication, Informative and Persuasive Presentations.

Decision Sciences

Quantitative Models for Transportation and Telecommunications: This course introduces the students to a variety of quantitative models that are useful for solving managerial problems in Transportation and Telecommunications area. Although Transportation and Telecommunications seem to have little in common from a layman’s perspective, a closer look at the optimization problems encountered in both areas reveals that the underlying mathematical structures and models are quite similar and very often lend themselves to the same set of tools and techniques.

In this course we study a number of optimization models based on combinatorics, graph theory, mathematical programming, and heuristics that are applicable for solving optimization problems arising in Transportation and Telecommunications areas. These include Spanning Trees, Shortest Paths, Network Flows, Traveling Salesman Problem, Plant Location Problem, Bin Packing Problem, Vehicle Routing Problem, Graph Coloring, Chinese Postman Problem, Multi-commodity Network Design etc.

Finance & Accounting

Commercial Bank Management:

The course aims to provide sound understanding of Financial Management of Commercial banks. The course covers the following topics: Banking Sector reforms and contemporary issues in Commercial Banking. Bank Balance sheet: An Analysis. Capital Planning and Capital Adequacy of Banks, Liabilities Management (including NRI deposits), Cost of Funds and Transfer pricing. Credit Management: Loan Policy of Banks and Exposure norms, Credit Management: Credit Appraisal, Assessment of Credit Requirements (including Export Finance), Credit Rating, and Pricing of Loans. Loan Delivery and Monitoring of Accounts, Management of Guarantees and other Fee based business. Prudential Accounting Norms Management of NPAs: Legal and Non-legal Measures, Credit Risk Models and Credit Derivatives. Investment Management in Banks: Management of SLR and non-SLR securities, Dealing Room Operations and Integrated Treasury Management. Asset-Liability Management, Liquidity Risk Management, Interest Rate Risk Management, VaR Models and Applications in Banking Evolvement of Risk Management Systems and Assessment of Capital Requirements.

Corporate Valuation: With a large number of our students seeking careers in security analysis and consultancy organizations, it is imperative that they acquire a deep understanding of the importance, mechanics, uses and implications of firms/corporate value. Though basically rooted in the Finance stream the course would strive to build the natural linkage with corporate strategy. The course covers the following topics: Shareholder Value Maximisation and Corporate Strategy; Frameworks for Valuation; Estimation of Cash Flows; Estimation of discount rates; Special Cases in Valuation: Cyclical firms, firms in financial distress; private firms, technology firms etc.; Application of Option Pricing Theory to Valuation; Use of Valuation for Acquisition decisions, Valuation of Intangibles.

Applied Theory in Strategy & Competition:

The core aspect of strategy is to make a company deliver superior customer value, which becomes a measure of its competitiveness. In becoming competitive, firms create Competitive Advantage. The concept of Competitive Advantage is synonymous with superior performance. The theories of firms can be classified based on the external and internal dimensions of the firm; the environmental theories and the resource based theories. Understanding the intellectual and applied aspects of these theories would help one appreciate different ways through which firms acquire and sustain competitive advantage. In an increasingly competitive world, ability to apply robust theoretical constructs to real world problems, such that threats are neutralized and opportunities exploited; require firms to dynamically acquire, develop and leverage resources and capabilities, often create opportunities. This course on Applied Theory in Strategy and Competition traces the very roots of a firm and would give a platform for discussing rigorous and useful frameworks for understanding competition that effectively bridge the gap between theory and practice. The cases selected for class discussions relate to and demonstrate the applied aspects of theories such as Transaction Cost Theory, Industrial Organization Theory, Resource Based Theory, Knowledge Based Firm Theory, Game Theory, Theory of Commitment and Options Theory.

Corporate Restructuring:

The objective of the course is to make the students aware of the various strategic ways to achieve superior corporate performance. Many Indian companies have adopted ‘maximising long-term shareholder value’ as the central corporate objective. Enhancing long-term shareholder value involves managing costs, driving margins, managing capital structure, and inorganic growth through acquisitions and divestiture. The coverage of the course includes the following topics: Agency theory and problem of free cash flows; Value chain analysis; Debt restructuring; Share buy back and corporate performance;

Financial Derivatives:

Financial derivatives are the instruments that are quite new to the Indian financial market. However, in the context of the changing financial environment and the consequent increase in the nature and quantum of financial risks a finance professional cannot ignore these. A good working knowledge of instruments like options, futures, forwards and swaps is a pre-requisite for managing risks in the present-day financial world. In addition to providing an understanding of the nature, trading and pricing of derivative instruments this course also provides an exposure to the mechanism of hedging involving positions in these. The coverage includes: nature and markets of derivatives; valuation of forward and future agreements; properties of option prices; valuation of options using binomial and Black and Scholes approaches; sensitivity of option prices; trading strategies in options; interest rate swaps; forward rate agreements and interest rate futures.

Project Finance (*):

Project financing often referred as non-recourse or limited resource financing, is the basis for introducing private sector finances into traditionally public sector funded projects. The emerging trend in financing the large capital investment projects is, financing through off-balance sheet sources instead of traditional sources. Both the corporates and governments have switched over to the new concept of project finance in funding the large investments. This course aims to provide grounding on basics of project finance, valuation of large investment projects, sources of project finance funding and risks of project finance. This course also covers certain policy issues on Infrastructure Financing in India.

International Finance:

With increasing liberalisation of the Indian economy and its growing links with global economy, finance mangers need to understand the international dimensions and implications of finance. Coverage includes: international financial flows; currency trading and arbitrage; parity relationships; international working capital management; understanding options and swaps; accounting for international operations; concept and management of foreign exchange exposure; investment in foreign operations; international capital budgeting; country/political risk; international equity and bond markets; international equity portfolio diversification; designing an international financial structure; mechanics and financing of foreign trade and Indian institutional and legal framework.

Management of Financial Services:

The course aims at acquainting the students with the latest developments in the field of financial services in India. The focus is on the emerging constituents of financial service industry and their management. The topics covered are: Financial Services Industry in India-An Overview; Role of SEBI, RBI in Financial Sector; Insurance Sector-Role, Pricing, Problems and Issues; Mutual Funds; Venture Capital and Bought Out Deals; Consumer Finance; Merchant Banking Organisations; Credit Rating.

Taxation and Tax Planning:

This course is designed to provide an understanding of corporate taxation in India and to introduce the concepts of tax planning. Topics covered include: Constitutional Provisions; Direct and Indirect Taxes; Capital vs. Revenue, Tax Incidence; Exemptions; Income from Salaries and Securities; Income from Business, Depreciation, Investment Allowance, Capital Gains/Losses, Set-off/Carry-forward, Deductions; Advance tax, Return Filing and Appeals; Tax Planning, Tax Audit and Long Term Fiscal Planning; Chelliah Committee on Taxation; Wealth Tax and Gift Tax; Customs Act; Central Excise Act, VAT.

Human Resource Management

20Recruitment and Selection:

Objective of the course is to help students learn developing recruitment and selection policies and procedures and develop competence to carry out duties related to recruitment and selection with in organizations. Themes to be covered in the course are: Human Resource Planning and HR needs; Staffing Models; Legal Issues in Recruitment and Selection; Job Analysis; Internal and External Recruitment; Competency Modeling and Analysis; Internal Selection; External Selection; Selection Tools- Biographical Data, Application Forms, Reference Checks, Psychometric Tests- Ability Testing, Personality Testing and Aptitude Testing; Interviews- Types of Interviews, Preparation for Interviews, Techniques of Interviews; Assessment Centres- Requirements, Expectations and Implementation; Reliability and Validity and Other Measurement

Team Building:

Interdependence is a common feature of large and complex organisations. Effectiveness of organisations, therefore, depends on team work at different levels. This course is designed to explore the various facts of team work and to acquire understanding and skills for development of effective teams in organisations. This course will explore factors which determine effectiveness of teams; understand the concept of team leadership, skills needed for team effectiveness e.g. problem solving, decision making, communication and conflict resolution, the role of empowerment; culture for team building inter-departmental coordination with a focus of internal customer orientation and diagnosing the team effectiveness and strategies for improving team effectiveness.

Compensation Management (*):

Objective: Compensation is a key strategic area for organizations, impacting an employer’s ability to attract applicants and retain employees as well as to ensure optimal levels of performance from employees. Compensation is also a key economic issue as compensation programs continue to assume an increasing larger share of an organization’s operating expenses. This is particularly true in service industries.

The three separate components of an organization’s compensation system like 1) the base compensation or salary system, 2) the incentive system & 3) indirect compensation system, some legally required and others provided at the discretion of the employer, will be dealt with.

Issues of Equity will then be explored which will include all the three components like Internal Equity, External Equity & Individual Equity

Latest international trends in this field will be explained.

Cross – Cultural Management:

This course aims to examine the intercultural issues of Human Resource Management in the modern global work by focusing on the management of cultural differences in modern organization. After taking this course student are expected to be more aware of the cultural diversity in organizational settings and further develop the ability of intercultural sensitivity and intercultural competence that will help them better manage and adapt to the future organizational life. The coverage of the course includes following topics: Conceptualizing Contextualizing Organizational Culture, Assessing Culture, Issues in Organizational Culture, Cultural Diversity at Work, Cross-Cultural Dynamics (Multi Cultural Leadership & Decision Making), Inter Cultural Communication, Business Negotiation in Multicultural Organization, Changing Culture and Culture for Change. The learning/facilitation process will involve lectures, reflections, case studies, exercises and real life experience sharing.

Leadership Development:

The course is designed to explore what leaders really do to meet adaptive challenges in their environment. It looks at leadership as a process of self-transformation and organizational renewal. Taking a descriptive as well as prescriptive approach, the course distinguishes between leadership and management. Building on shared leadership experiences of students, this course will create a model of leadership that addresses key competencies required to succeed in a complex, knowledge driven environment. At the end of the course students are expected to gain insight into the foundational values that determine the leader- behaviour; action choices for leaders who have to engage in adaptive work in organizations; and development and dispersal of leadership within organization and community. The course would have inputs on themes such as, leadership versus management; technical versus adaptive challenges of leadership, value-based leadership model, leadership evolution, converting knowledge into action, creating synergy, transformational leadership, development and dispersal of leadership, Indian leadership experiences.

Performance Appraisal & Management:

This course examines the performance appraisal and management processes from beginning to end-giving students the basis for making sound decisions regarding overall plan design, appropriate methods, linking employee and corporate goals, and implementation training. The learning/facilitation process will involve lectures, reflections, case studies, exercises and real life experience sharing. The course includes following topics: Understanding the difference between performance appraisal & performance management, Developing and implementing a performance management system, Linking the employee goals and performance to the company’s goals, Setting and communicating objectives and performance standards, Understanding the various issues in performance appraisal, Appraisal interview, Performance feedback, counseling & coaching, Linking performance management system to other systems at work.

Strategic Human Resource Management:

To develop a theoretical and practical understanding of the role of HR professionals as a strategic partner in organizations. The course shall focus on various HR issues that are inextricably associating with different organizational strategies as also on the options and choices available to deal with them.

This course will take a Strategic Perspective of HR. Adopting a strategic view of HR, in large part, involves considering employees as human “assets” and developing appropriate policies and programs as investments in these assets to increase their value to the organization and the marketplace.

Viewing human resources from an investment perspective, much as physical assets are viewed, rather than as variable costs of production, allows an organization to strategize how to best invest in its people. While the other physical assets such as facilities, products and services, technologies, markets, etc. can be readily cloned or imitated by competitors, the human resources are the only assets which appreciate in value, at the same time being very difficult to imitate or clone by the competitors. Thus, they provide the most sustainable competitive advantage to any company.

An investment perspective is also increasing in importance as the skills required for most jobs become less manual and more cerebral or knowledge-based in nature. Rapid and ongoing advances in technology are one of the factors which have influenced this shift.

Technology is also becoming more invested in people rather than capital because critical areas of thought and decision-making processes as well as skills in analyzing complex data are not “owned” by an organization but by individual employees. To tap this hidden pool of resource fully for organizational benefits is the greatest challenge which any top HR professional has to face.

Training and Development:

This course is intended to provide students with an understanding and appreciation of training and development as a function.

The course will be taught in six modules.

  • Capacity building: This module will focus on the need for capacity building at both the individual and organizational levels

  • Competency mapping: This module will familiarize students with the concept of competency mapping, in terms of knowledge, skills, attitude, and aptitude across various levels, roles, functions, units, and businesses.

  • Competency assessment and training needs analysis: This module will focus on the operationalization of the competencies, their measurement, and identification of the specific training needs at the individual, group, and organization levels.

  • Design and conducting a training programme: The focus of this module would be on issues related to designing a training programme, the various pedagogies like outbound, simulation, case method, management games, role plays, psychometric tests, group activities, etc., issues related to sourcing the programme (outsource/ insource), identification of the relevant experts/ institutes/ agencies, etc.

  • Assessing the effectiveness of training: This module will focus on developing the parameters for measuring the effectiveness of the training programme.

  • Roles and functions of the training system: This module will highlight the role of the training department/ function, role of the HR department, grooming of trainers, etc.

Information Technology & Systems

Information Systems Analysis and Design: All businesses and organizations develop and use information systems. Every employee necessarily plays a role in some stage of the IS development either as a customer, a user or a developer of those systems. Information Systems Analysis and Design (ISAD) deals with development of computer-based applications to enable business problem solving. The objective of this course is to introduce ideas, tools and techniques in the context of system analysis and design.

The course contents can be divided into three mutually reinforcing sections. The first part introduces general systems thinking and the qualities of good design in general. The second part consists of ideas pertaining to systems analysis and tools required for the same. The third and final part deals with structured systems design in detail. The subject matter includes basics of structured design, tools used in design such as structure charts, and qualities of good design. The emphasis is more on Systems Design rather than Analysis. At the end of the course, the objective is to enable a student appreciate the fundamental ideas behind information systems analysis and design, its impact on management and equip him/her to use the common tools in a typical systems development project.

Business Intelligence and Data Mining:

Business Intelligence and Data Mining is an applied course introducing popular data mining methods for extracting intelligence from business data. Cases from Marketing (and a few cases in finance) would be used to illustrate applications of a number of data mining methods, tools and techniques. Topics to be covered include Overview of Business Intelligence, Data Mining and Business Analytics; Data Mining Process and Methodology, SAS SEMMA (Sample, Explore, Modify, Model Assess) Process and Methodology for Data Mining; and Data Mining methods, tools and techniques such as regression, decision trees, neural networks, clustering, market basket analysis, association rules, fuzzy inference systems, genetic algorithms, and rough sets. Business applications to be covered include Database marketing applications like Target Marketing and Customer Relationship Management (especially in banking/ financial services/ retailing/ telecommunications), financial time series prediction, retail banking applications like credit risk management & credit scorecards and even sports. The course includes hands-on exposure to SAS Enterprise Miner, the leading Business Intelligence and data mining software (IIML has signed an academic alliance agreement with SAS India for SAS E-Miner) . The course is suitable for students interested in working with and getting the most out of data and acquiring hands-on skills and/or interested in conceptual understanding of data mining from a strategic business perspective.

Database Management Systems:

Database Management Systems (DBMS) technology is a key technology used worldwide for data management and system integration. Client-Server architecture based RDBMS and Object Oriented Databases are the new paradigms for data management as newer forms of data invade the corporate world. Applications created from distributed objects are the leading edge of technology pushed by the powerful surge of the Internet. The course provides all these inputs of designing a business application in a distributed database environment using Oracle 7.3.1 as RDMS and Power Builder as front end tool. The objective of this course is to provide an in-depth knowledge of database technology for system design and implementation. The topics covered are: Database Management Concepts and Architecture; Data Organization and Data Models; SQL Query Language for Data Creation, Retrieval and Manipulation; Database Administration. Concepts of Distributed Databases for designing a database application in networking environment such as Internet, Object Oriented Databases, Visual Databases and Knowledge-based Databases are covered in detail.

Enterprise Resource Planning Systems:

Enterprise Resource Planning (ERP) Systems introduces students to the main ideas and fundamental technology underlying the development of the integrated enterprise information systems and the issues that managers will need to consider in planning, design and implementation of cross-functional integrated ERP systems; and seek to provide a comprehensive managerial perspective on Enterprise Systems. Topics to be covered include Overview of Enterprise Systems; Overview of SAP, my SAP, Microsoft Navision and other ERP Software Solutions; BPR, Business Engineering and Best Business Practices; Business Process Management; Overview of ERP modules (Sales and Marketing, Accounting and Finance, Materials and Production Management); Planning, Evaluation and Selection of ERP Systems; Design and Implementation of ERP Systems; ERP Implementation tools, Methodology and Framework; Extended ERP Systems and ERP bolt-ons (CRM, SCM, Business Analytics etc) and Future Trends in ERP Systems. The course includes hands-on exposure to Microsoft Business Solutions – Navision ( IIML has signed an academic alliance agreement with Microsoft ). The course is suitable for students interested in working with and acquiring hands-on skills on ERP Systems and/ or interested in conceptual understanding of ERP/ Enterprise Systems from a business perspective.

Internet Commerce:

The role of internet commerce can not be overemphasized in coming decades especially at a time when the connectivity to Network and the number of people with access to Internet is growing at astonishing pace. The transition from traditional commerce to the electronic commerce improves the efficiency of both the internal and external processes, and hence the advantages offered are applicable to almost every organization. In order to transition the current businesses from traditional to Internet era, it becomes imperative to understand not only what Internet commerce is all about advantages, caveats and business models, but, also the complete framework and technologies that are required for enabling the transition to internet commerce. The course covers the framework of electronic commerce and examines the exposes students to various technologies. Network, Information Distribution, Multimedia Publishing, Security and Payment- that enable the electronic commerce.

Data Communications and Networking:

Data Communications and Networks (DCN) are an integral component of any modern information system (IS). In today’s world the success or failure of the organization, is solely dependent on DCN. Starting from intranet in small offices to the global Internet, data communication and networking play an important role in driving most business solutions. This course aims to disseminate practical and theoretical information, which will enable students to understand, manage, use and maintain business data communication networks more effectively. The DCN course would be accessible to students without technical backgrounds, yet provide substance to challenge more experienced readers. Students will be exposed to necessary background principles, different types of communication media, LAN/MAN/WAN, Internet, mobile wireless communication, fibre optics, guided and wireless communications of voice, data, images and video and their impact on the organizations in which they are used, and relevant case studies on the state-of-art networking solutions. At the end of the DCN course the students should be aware about issues related to: (A) Background: Current and Future technologies: Evolution of DCN up to the mobile Internet ;Mobility and wireless issues; Virtual Private Networks (VPN), MPLS, Voice over IP (VOIP.) ; RFID, Intelligent networking (IN); Data centre ; Security issues ; Standards and network interoperability issues; Emerging networking trends. (B) Business implication of DCN: Strategic use of DCN technologies; Business applications of DCN; Management of organizational networks to efficiently automate and streamline business processes; Impact of congestion on e-commerce. (C) Performance indicators for DCN contracts: Quality of Service (QoS) issues associated with networked systems; Service level agreements (SLA); Success factors of networked systems. (D) Impact of Legislation, Auditing, and Compliance on DCN: Compliance to Acts such as SOX, HIPPA, GLB etc; IT Audit: COBIT, BS7799; IT Governance; Indian Telecom Act. (E) Social and collaborative impact of DCN: Network economics; m-commerce; Blogs, Wikis, Group Decision Support Systems (GDSS)


Advanced Marketing Research:

The objective of this course is to make the students familiar with advanced marketing research tools commonly used in marketing and consumer behaviour research. The contents include: Advertising Budget Decisions (Regression Analysis); Marketing Strategy Formulation (Discriminant Analysis); Questionnaire Development and Advertising Theme Decisions (Factor Analysis); Market Segmentation (Cluster Analysis); Brand and Product Line Decisions (Conjoint Analysis); Strategy Formulation (Multidimensional Scaling).

B2B Technology Marketing:

Technological developments and innovation are engendering new business, transforming old ones, and redefining the rules of competitive success. To respond to these changes in the business to business (B2B) context, a thorough understanding of the essential concepts related to technology and its marketing is a must. With this in perspective, this elective course titled B2B Technology Marketing has been designed for the students of marketing. This course deals with the strategic issues posed by technology marketing companies in a Business-to-Business context. The focus is on two issues: (1) How pioneering firms manage the initial exploitation of technology products to create business value and to establish enduring competitive advantage; and (2) how established firms cope with an emerging technology product that threatens to diminish their competitive advantage or to displace demand for physical products or services. Throughout the course, the discussion will deal with managerial, rather than technical choices.

The topics covered in this course include:

Introduction to the concept of B2B Technology Marketing, Generic Technology Marketing Strategies, Customer-company-competitor analyses, Forecasting of Technology Product, Technology Product Acquisition by R&D and Transfer, Integrating Role of Promotion in Technology Product Marketing, Technology Marketing Plan, Process of bringing Technology product from Laboratory to the Market, and Technology Commercialization Process.

Consumer Behaviour:

The objectives of this course are to provide an in-depth knowledge of consumer behaviour concepts and theories, and to illustrate the applicability of these concepts with the help of real life examples. The topics covered are: Theories of Consumer Behaviour; Consumer Needs and Motivation; Personality and Consumer Behaviour; Consumer Perception; Consumer Learning; Consumer Attitudes and Attitude Formation; Information Processing; Group Dynamics; Cultural Influences; Diffusion of Innovation; Post Purchase; Consumer Behaviour and Marketing Strategy.

New Product Development:

Product innovation is one of the key for sustaining competitive advantage. However new product success rates are not very encouraging. This course is aimed at the research methodologies and customer based decision making processes for increasing the success of the new product innovations.

New Product Development course will help the participants in developing knowledge and skills in new product development management with a strategic perspective. The course would expose the students to various decision making situations in new product development, test marketing, and product launch. The project component of the course would provide an opportunity for the students to learn experientially by generating product ideas and concepts based on their Consumer Behavior and Advance Marketing Research course projects and testing them in the field setting.

Promotional Strategy:

The Promotional Strategy course will focus on the dual aspects of promotion and advertising decisions and the strategy issues related to these areas. Ad campaign planning will emphasize the creative strategy and media issues. The course will focus on advertising as a medium of communication used by advertisers to increase the persuasive effect of their messages on consumer markets. To this effect, ad copy appeals will be analyzed in detail to ensure that the student of advertising understands the dynamics of ad messages.

Media characteristics will be discussed for their relevance to media selection and scheduling campaigns. The sales promotion component will highlight the promotional techniques used in promoting to consumers and dealers, namely exhibitions, contests, use of coupons, packaging and point-of-purchase displays.

Customer Relationship Management:

The emerging business logic – be it in the Indian or the global environment – has distinctly moved towards underscoring a never before importance of delighting the customer. Bonding with them at every step of the way, and retaining them for a greater profitability has become an organizational priority. The premise is that to earn profit and to sustain competitiveness, a firm does not need to seek a large number of customers. A smaller base of loyal but profitable customers is all that it takes to stay competitive, relevant and commercially profitable. The strategic approach to make this happen is through Customer Relationship Management. The objectives in this courses are:

  • To offer an understanding of customer relationship management and its growing importance in the current business logic,

  • To integrate understanding of such items as customer service, customer delight, relationship building, information technology and a memorable buying experience,

  • To provide a holistic view of the emerging patterns of doing business through IT and relationship building, and

  • To analyze CRM strategies and approaches practiced by a range of corporations in India and overseas.

    Brand and Product Management: In competitive markets the role of brands in obtaining competitive advantage has become increasingly important. The objective of this course is to look at brands in the context of what they are and how they are used to gain competitive advantage.

    This course is aimed at providing a learning opportunity on the following areas.

  • To develop an understanding the concept of brands, branding and creating brand equity in the domestic and international markets.

  • Developing a brand and understanding the issues involved in developing brands in different contexts.

  • To learn about the role of brands in the marketing strategy and developing competitive advantage.

  • To develop skill in brand management decision making for establishing relationship with customers and gaining competitive advantage.

Sales and Distribution Management:

The objective of the course is to familiarize students with theories, concepts, techniques and practices related to Sales and Distribution Management. The first part of the course covers Selling and Sales Management, and consists of three modules which deal with selling skills, mid-career sales challenges and advanced sales management.

The second part covers Distribution management and also consists of three modules dealing with the decisions relating to the retail front end, channel intermediaries, and company objectives. The course is aimed at participants who desire to take up a career in marketing, although it will also be very useful for those considering careers in finance and systems. Customer Relationship Management.

Services Marketing:

Interest in improving the management of service businesses continues to accelerate. As a result, there is a larger store of knowledge available on service management, not only in marketing but also in functions that necessarily interact with marketing, such as human resources and operations. The economies of the world are now dominated by services. Furthermore, manufacturing companies recognize the potential of services as one of the few sustainable competitive advantages they can develop. The course focuses on the customers, listening to customer requirements and developing customer-defined services standards, aligning strategy and service design, delivering and performing service and managing service promises. The broad topics covered are: The Challenge of Services; Understanding Services; Designing and Delivering Services; Managing Capacity and Managing Demand; The Search for Service Quality; Customer Service; The Human Dimension in Services Managing; Organization and Integration.

Retailing Management:

From the neighbourhood grocery shops to the present state of malls and multiplexes, retailing in India has undergone a sea change. The liberalization of economy has provided a proper thrust to the evolution of this industry. Newer formats, categories and players are emerging fast. A retailing professional has to play a multifarious role: an economist, a fashion expert, IT manager, financial analyst, good HR manager and a real estate manager apart from being a competent marketing person. No other occupation, perhaps, offers such a wide array of opportunities and challenges as retailing does. This course aims to provide students the skills, creativity and knowledge to understand retailing as a business management discipline.

Operations Management

Managerial Applications of System Dynamics:

The course is designed to provide the concept and methodology of System Dynamics (SD); to acquaint students with SD model building; and expose them to the application areas of SD such as manufacturing, Marketing & Distribution, R&D, Management Control & Finance and Social Systems. Coverage includes SD Fundamentals; Analytical Equations for SD; Casual Loop Diagrams; Table Function; Flow Diagrams and DYNAMO; Delays; Exponential Smoothing; Noise Response; Model Validation; Forecasting through SD; SD Application Areas; Model Building Exercises and Computer Simulation.

Manufacturing Systems Design:

The purpose of this course is to familiarise students with issues pertaining to contemporary manufacturing systems, and acquaint them with the tools, techniques and technologies used in the analysis and design of different types of manufacturing systems. The contents include: Manufacturing Systems Types, Features and Applicability based on Manufacturing Strategy; Factory Physics Concepts; Flow Line and Assembly Systems; Group Technology and Cellular Manufacturing; Flexible Manufacturing; Responsive Manufacturing – Mass Customization, Time Based Manufacturing and Agile Manufacturing; Computer Integrated Manufacturing; Material Flow Systems, Facilities Planning & Material Handling; Evaluation, Selection & Implementation of Manufacturing Systems, and Manufacturing Systems “classics”.

Supply Chain Management:

In recent years it has been realized that substantial market benefits and cost savings can be achieved by effective planning and management of the supply chains. This course seeks to provide the key concepts and solutions in the design, operation, control and management of supply chains as integrated systems. It builds upon functional issues covered in the first year of the programme, and explores operational linkages and inter-functional coordination issues across the chain. The course coverage includes: Supply Chain Management Concepts and Evolution Modeling and Application; Choice of Supply Chain Strategy & Structure; Sourcing Strategy & Vendor Management; Inventory Management in Supply Chains; Dynamics of Supply Chains; Supply Chain Integration and Transformation using Information Technology; Customer Value & Focus; Global Supply Chain Management; and Innovations & Best Practices in Supply Chain Management.

Manufacturing Planning & Control:

The objective of this course is to provide students with the knowledge of advanced concepts relating to planning and control issues in the management of manufacturing operations. It also seeks to familiarise students with issues of contemporary interest in production and inventory management. The topics covered are: Manufacturing Planning & Control frameworks specifically MRP-II; Capacity Planning Techniques; Advanced Concepts in Tactical Production Planning; Production-Inventory Management and Batch Production Systems; Distribution Inventory Systems; Operations Scheduling & Control; Manufacturing Planning & Control in the OPT/ Drum Buffer Rope/ Theory of Constraints approach; Manufacturing Planning & Control in JIT Systems; Manufacturing Planning & Control in specific scenarios such as Highly Repetitive systems, Flow Lines, Cellular Manufacturing, Job Shops, and Projects; Integrated and Computer based MPC systems; Current Themes and Integrative Issues in Production/ Operations Management.

Project Management:

The course is designed to provide an understanding of different types of projects and the total approach for project management; to understand the reasons for project failures; and to familiarise students with recent advances in project management tools and techniques including computers. The topics covered are: Project Management Concepts; Establishing the Project and Goals; Organising Human Resources and Contracting; Organising Systems and Procedures for Implementation; Project Direction, Coordination and Control; Project Management performance; Project Management Case Studies; Project Information Systems; Computer Based Project Management; Future of Project Management.

Operations Strategy:

The Operations function can provide significant competitive advantage in the contemporary business environment. This course introduces the various strategic aspects in design and management of operations in an integrative fashion. The learning objectives of this course are: To understand the strategic role of Operations; to appreciate the linkages between different decision areas in Operations, and between Operations and other areas; to explore the process of formulating and implementing Operations policies consistent with objectives; and to understand the importance and methods of building capabilities in Operations. The broad contents of the course are: Concept of Operations Strategy; Capacity and Facilities Strategy; Product/ Process Development and Technology Strategies; Manufacturing Organisation & Workforce Issues; Service Operations Strategy; Building Operations Capabilities and Managing Improvement Strategies; and Competing through Operations.

Strategic Management

Managing Strategic Innovations:

Managing Strategic Innovation (MSI) is an interdisciplinary course, which analyzes the different managerial areas of strategy, organization, technology, and marketing as integrated with the innovation process in a global context. While this course primarily draws examples from the contexts of new product development, marketing, and knowledge management, the insights generated apply to all disciplines and organizations facing the problem of routine innovation and change.

This course focuses on the strategic management of innovation in established firms (rather than entrepreneurial new ventures). The conceptual framework of the course is based on an evolutionary process perspective on innovation. The fundamental ideas underlying this evolutionary perspective are 1) that a firm’s innovation strategy emerges from its internal (technological and organizational) competencies and capabilities, 2) that innovation strategy is shaped by external (environmental) and internal (organizational) forces, and 3) that the enactment of innovation strategy, through the experience it generates, serves to further develop the firm’s innovation competencies and capabilities.

Applied Theory in Strategy and Competition:

The core aspect of strategy is to make a company deliver superior customer value, which becomes a measure of its competitiveness. In becoming competitive, firms create Competitive Advantage. The concept of Competitive Advantage is synonymous with superior performance. The theories of firms can be classified based on the external and internal dimensions of the firm; the environmental theories and the resource based theories. Understanding the intellectual and applied aspects of these theories would help one appreciate different ways through which firms acquire and sustain competitive advantage. In an increasingly competitive world, ability to apply robust theoretical constructs to real world problems, such that threats are neutralized and opportunities exploited; require firms to dynamically acquire, develop and leverage resources and capabilities, often create opportunities. This course on Applied Theory in Strategy and Competition traces the very roots of a firm and would give a platform for discussing rigorous and useful frameworks for understanding competition that effectively bridge the gap between theory and practice. The cases selected for class discussions relate to and demonstrate the applied aspects of theories such as Transaction Cost Theory, Industrial Organization Theory, Resource Based Theory, Knowledge Based Firm Theory, Game Theory, Theory of Commitment and Options Theory.

Corporate Governance & Strategy (*):

It is our firm belief that a deep understanding and appreciation of corporation governance related issues are now essential for all managers. This foundational course is designed to sensitize students to the importance of fundamental core issues of corporate leadership and strategic decisions, social responsibility, and regulatory compliances in a market capitalization and knowledge-driven global economy. Students are exposed to concepts relating to Board of Directors, ethical dilemmas and choices, credibility management, shareholder value vs. stakeholder value, moral issues in insider trading and ownership, setting corporate vision and strategic direction, top-management evaluation and compensation, etc. CG&S is an integrative course and students will be encouraged to bring in various perspectives from the disciplines of law, economics, finance, OB, ethics and psychology into the classroom. The course seeks to prepare students to provide strategic and ethical leadership in their executive careers.

Managing Global Competition:

This advanced seminar course in international business management devotes time to how global corporations go about creating suitable global strategies, conduct organized innovation, take steps to retain talent and knowledge, and design appropriate structures and systems. We spend time on New Economy companies to understand how such businesses alter industry in various other courses and enhance their ability to integrate the various management theories, tools and techniques learnt during the past one year or more

Structure of the course:

We discuss the paradigm shifts and study the emerging global business macro-environment and global industry structures. Subsequently, we elaborate on the firm-level strategic competences, resources and structures necessary to compete successfully in global contexts. We go beyond the conventional thinking of treating global competition merely in terms of raising quality and reducing costs – in fact, these firm-level attributes are treated as given.

Mergers and Acquisitions:

Industrial maps across the market economies around the world have been constantly redrawn over the years through mergers, acquisitions, divestments, and other forms of corporate restructuring. The pressure to globalize and internationalize, emergence of economic unions like the EU, NAFTA, maturing markets, and intense competition have given a fresh fillip to M&A activity around the globe. As the Indian industry opens up to the global competition, we are witnessing a spate of mergers, acquisitions, and strategic alliances for corporate restructuring and renewal. The ease of policy regimes like the FERA, the MRTP Act, and large scale FDI into the country has also facilitated the growth of M&A activity in the Indian industry.

It is in this context that this course is being offered. The course is multi-dimensional in nature covering the strategic, financial, human and legal aspects of mergers and acquisitions. The course would refrain from dealing with the macro-economic effects of mergers and acquisitions on the industrial structure, but rather restrict its focus on the firm level issues


Strategic Management

The purpose of the course is to sensitize the students towards the overall business environment in the Indian economy within which an organization has to function. The course has an integrated nature with inputs ranging over social, political and economic systems of the country. The course also emphasizes implications of these aspects for decision making by individual managers. In view of the growing trend towards globalisation, special stress is put on the geo-political considerations while discussing the emerging business environment.

Strategic Management

The objectives of Strategic Management course are to introduce the students to the concept of Strategic Management, to develop in them a corporate perspective, to provide them with one integrative skills to identify and address the inter-functional problems/issues in organisations of different complexities, and to provide them with the conceptual and analytical frameworks available for the purpose. The course is in two parts, covering strategy formulation and implementation issues respectively. The first part focusses on: Concept of Corporate Strategy; Role of General Manager in Strategy Formulation; Organisational Mission, Objectives and Strategies; Environmental Analysis; Internal Appraisal; Personal Values; Social Responsibility of Business; Strategic Options; and Strategic Choices. The second part of the course covers: Resource Allocation; Organisation Structure, Systems, Skills, Functional Policies; and Leadership Styles. (1.5 Credit)