Paridhi The GBO Newsletter
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CWG Medal Crisis
Shamed by vigilant media exposures of
the abysmal state of preparations for the
Commonwealth Games, the government finally
woke up and with a Herculean effort averted a
disaster. A totally unnecessary crisis and adverse
publicity was caused by shoddy management.
Finally, the positive elements such as the lavish
food arrangements for visitors, the rousing
opening ceremony, and above all, the splendid
performance by our sportsmen saved the day.
The spectacle of filthy toilets and rooms,
flooded basements, and a collapsing bridge
shown on global television screens did no credit
to India's reputation as a business destination
and a country which can deliver complex
projects. The unusually heavy rains in Delhi
exposed the shabby state of our capital city's
drainage and sewerage systems. The Yamuna,
long abused by Delhi's untreated sewerage found
its revenge as its waters rose and flooded large
areas near the capital. The dengue outbreak this
year coming at the time of the Games posed a
severe challenge, considering that hospitals in
Delhi were overcrowded with cases, and the
Games village itself was sited in a flood-prone
area.
Security preparedness was extraordinary
to the point of overkill, but this must be
considered necessary and despite the
inconveniences, the citizens of Delhi cooperated.
Our Union home minister displayed sterling
leadership qualities in this effort. Traffic
regulation in Delhi during CWG 2010 used the
reserved lane system that was used in the Athens
Olympics. Its success was assured by a
combination of strong publicity and police
presence to ensure that violators were swiftly
dealt with. Even Delhi's normally unruly traffic
was brought under control.
The CWG project was a complex one, and
demanded from the start an integrated and
determined effort under a single command to
enable it to be completed. The Delhi Metro,
another complex urban project, is a shining
example of how under a single authority
outstanding results can be achieved. But CWG
2010 became a pie for many agencies to put their
fingers into, a battleground for turf and ego wars,
and not the least, a cow to be milked through
patently corrupt procurement practices. Despite
six years of lead time, the scenario was of
frequent reports of slippages and roadblocks in
implementation of various components of the
project, for reasons that could only be attributed
to lack of unified authority.
The hapless citizens of Delhi were never
asked whether they would like to have the CWG in
Delhi, and if so what it would cost them in terms
of money, and inconvenience. A business-as-
usual approach was visible right up to 2009 when
it was realised that time was running out, and
international criticism of the preparations began
to be articulated.
Unfavourable comparisons were made
between Delhi's CWG 2010 and the preparations
for CWG 2014 in Glasgow. Though last-minute
efforts salvaged the CWG,there were several
glitches in the various systems that have not
been properly tested.
Editor-Ravi Shankar
October 2010
Page 8
For example, ticket sales were a disaster,
with empty stands for many events, while people
were being turned away with the message that no
tickets were available for sale. While
sportspersons, officials and VIPs were well taken
care of, the ordinary spectators were given no
priority and were nowhere near the centre of the
planning process, and were left to their own
devices. Even heads of diplomatic missions were
not properly handled during the opening
ceremony — a serious lapse of protocol. Gaffes by
one of the leading members of the OC became
part of the humour component of the coverage of
the Games.
The shining stars were of course our
sportsmen. They showed how individual grit and
perseverance can win despite numerous
obstacles and deficiencies due to the way our
sports federations, under the guise of autonomy,
perpetrate mediocrity and mismanagement. But
to take our performance to the level of Australia or
China, we need to do much better. The dedication
of individual sportsmen must be matched by the
dedication of those who administer sports. Sports
bodies must no longer be parking slots for political
patronage. Autonomy is a good thing, but there
must be minimum guiding principles and
standards to be met, and where they are not met,
government must play the role of regulator and
take corrective action.
On a broader level, we need to realise that
in a globalised world, we have to meet global
minimum standards. The shameful example of an
official who said that hygiene standards are lower
in India should give us pause for thought.
Everyday we come across examples of
unacceptable situations — traffic violations going
unpunished, building contractors cutting corners,
garbage lying around, open drains and sewers,
animals, particularly cattle, wandering around the
streets and on so-called express highways, and
most visibly people using public spaces as toilets.
Some of these could be called the revenge of the
poor, arising out of poverty and deprivation, but
most of these are simply due to lack of education
and consciousness. It is time to recognise these
as a disease, and not pass them off as an amusing
transition phase in our development process.
Our political leadership had shown a lack of
vision, courage and determination in the run-up
to CWG 2010. Failure cannot be passed on to so-
called autonomous sports bodies, or individual
ministries or a state government. Now that the
Games are over, it is time for accounts to be
rendered to the nation for failures and corruption
in the system and wastage of public money. The
leadership must deliver on its promise to conduct
a thorough investigation of all aspects of the
management of the Games identify and
investigate lapses, so that they are not repeated,
and learn lessons for the future. As for our
sportsmen, the nation salutes their sterling
performance and encourages them to scale new
heights.
By Abhishek (giBS)
October 2010 VOL 2 ISSUE 2 A monthly production by Global Business Operations students of SRCC
Insidestory GBO needs CHANGE ?
Marketing
Page 2
Spirit Of
GBO/Poem
Page 3
Finstrument
Page 4
Events
Page 5
Faith Pays
Page 6
Just Chill...
Page 7
CWG Medal Crisis
Page 8
Upcoming Events
NOSTALGIA’10
GBO Alumni Team is organizing Annual Alumni Dinner Nostalgia'10.
Venue- SRCC College
Timing-23rd October,1830 Hrs
. different monthly challenges, leading small groups through
After the successful organization of the HR Summit and the
Marketing Summit-Navyam, The GBO community came up with
its next mega event, FINIESTA'10- The Annual Finance Conclave,
organized by FINOCRATS- The Finance Society.
Finiesta was a pan India event inviting participants from the
best Bschools in the country. The event spanned for around two
weeks through online and onsite activities. The first 10-12 days
were on an online platform, wherein, willing participants got to
participate in a host of events such as BrainWatch-The Kick-off
series, The Indian Stock League and The Strategist. The next part
of the event were onsite events where the participants had to be
present at the venue of the competition. The onsite event
comprised of events such as Cognizance, Strategist, and the
Annual Finance Summit’10. The final day of the conclave will
culminate at The Grand, New Delhi on the 31st October, 2010.
The theme of the discussion would be 'Sustainability in the New
Normal', where stalwarts of the industry would provide students
with their experienced insights into the topic.
The event proved to be immensely successful with student from
institutes all over the country actively participated and got to win
a lot of attractive prizes, worth around Rs. 1 Lacs. The event
marked a new era for GBO by taking it to a complete new level.
The amazing response not only testified the hard work put in, but
also set a benchmark for the coming years. The FINOCRATS team
really worked hard to realize this event successfully and we wish
them luck for their future endeavors.
Over the past few years it has become
increasingly evident that constant academic,
athletic and cultural improvement requires
change in how we view a B-school and the B-
school environment. As a B-school
community, GBO has always maintained a goal
of being on the forefront of improvement .
Inculcating House system in such goal
intended course structure will allow our B-
school to grow academically, foster individual
and community spirituality as well as
motivating greater B-school involvement by
both students and teachers. For students, this
system will provide a "best start" by creating
smaller communities within the larger GBO
team with the single aim of generating greater
B-school spirit and the skills to achieve their
own personal level of excellence.
The goal is to provide a system by which students can
internalize the core values of Honesty, Sincerity, Integrity,
Commitment to Excellence, Equity, Dignity and Respect,
Continuous Improvement, Passion for Learning, and
Compassion for Life into their everyday lives to carry with
them beyond the four walls of SRCC.
In the House System at GBO, all students will
participate, however each students has a different role to
play. Juniors will be the main participants -- competing
against other Houses for "House" supremacy! Experienced
students will volunteer to participate as leaders over a House.
For example, say in a year, we will have 5 prominent students
leading different Houses.
The specific tasks leaders will play vary from creating
House Day activities to taking time out to mentor other
students during House Days and throughout the year. Senior
students need to realize that junior students are the future of
our B-school, and so as leaders they are expected to take
time out to touch base and connect juniors to the greater B-
school community and at the same time junior students with
huge experience needs to act as contributors to the learning
environment which I emphasize here. This will be an
excellent mentoring opportunity and will be a new feature
here at GBO.
We are very proud of our GBO but…………..as is the case
every year, we miss the opportunity to even know our own
batch mates and students from other batch. A House system
will provide a structure within the College which will allow
students to be known more closely and therefore cared for
more effectively. It is a way of fostering sound pastoral care
in a large scale.
Each House will consist of approximately thirty students
and 2-3 staffs. Students may be cared for by the same House
Leaders and staffs for their entire time at the College.
Consequently, a healthy interaction will also be there
between staffs and students. The students can further be
grouped into tutor groups, under the care of one or two
teachers. Tutors are most immediately responsible for the
academic and general progress of the students and may
continuously remain in contact with a group for some time as
they move through the College.
The system will encourage a sense of belonging and
continuity among many College families and staff. Loyalty
and commitment to Houses will foster over time and will be
an added advantage to this dynamic course structure .
By Ravi Shankar Upadhyay

Marketing
Hardware vs Software Marketing
Can They Co-Exist?
The debate over hardware vs. software vs. services has
always been a fascinating discussion . Many companies
don't face this problem because they are either a
hardware company or a software company by design.
However, others find themselves wrestling with this
challenge because they either acquire technology that
thrusts them into “the dark side” or they add new
technology through organic growth that creates the
conflict.
Many companies fail to make the transition because they
underestimate the true impact of trying to transition from a
hardware company to a software company or vice versa.
This is a left-brain/right-brain issue. Hardware companies
are typically very analytical. Their development cycles
take longer – often measured in years, but their sales
cycles are shorter – often measured in days. They are
focused on speeds-and-feeds, and their competitive
analysis is based on specifications from data sheets
(often referred to as “specmanship”).
Software companies, on the other hand are highly
creative. Their development cycles are shorter.
Software-as-a-Service (SaaS) architectures have
exaggerated this issue by allowing companies to release
software in real-time. It is very common for software
companies to have a weekly (or even daily) release cycle,
but their sales cycle could take months. Software
companies rarely focus on specmanship, but rather on the
“solution” and “user experience” of the product.
Much of this issue is due to where the products fit into the
solution food chain. Most users don't think about the
hardware that much. Customer is less aware of the
hardware part, but keenly aware of the software features.
The hardware products are simply a layer removed from
the user experience.
It is very common for high-tech companies to grow
Paridhi
October 2010
Page 2
By Tusar Verma
through acquisition. In an effort to out-flank the
competition or to gain market share, a company will
acquire new technology to fill the gap. Relatively speaking,
the acquisition is the easy part. Integration of the new
company into the larger organization is the difficult part.
This can be particularly tricky if a hardware company is
acquiring a software company or vice-versa. Management
teams often underestimate the challenge of bringing the
teams together. Hardware and software businesses are
completely different and employees at all levels think,
execute and manage differently. Engineers, marketing
managers, sales executives, support staff and even
finance managers work completely differently. Asking a
hardware sales person to sell software is like asking a
Spanish teacher to give a lecture on Italian. They know the
process, but not the domain expertise.
There are many examples where companies have been
able to market and sell hardware, software and even
professional services. However, in each case they were
very strategic and diligent in there execution. Companies
usually rely on focused strategies to create focused
hardware and software groups. They developed
“solutions-marketing” strategies to bring the elements
together into an end-user experience that exceeded their
competition's value proposition.
“The difference between hardware and software is that
eventually all hardware will fail, and eventually all software
will work.” This statement is humorous because it is so
accurate. It reminds us of how inherently different the two
worlds are. They approach the market from opposite ends
of the spectrum. If you are trying to manage, market or sell
products that are at their core uniquely different, then
recognize the challenge and don't fight a losing battle.
Position them differently. Apply the right talent and leave
your competition behind.
Paridhi
October 2010
Page 7 JUST CHILL ...
Wandering And Discovering
Over the small hill near the river the voices of chatting with
occasional laughter can be heard. Few friends have gathered
for a fun & frolic evening. This has been their general routine
over the last three years to gather every weekend with only one
exception so far. Although little tension is in the air they know
in their heart that together they can overcome any obstacle in
life.
Jai laying there on the sloping hill and looking at sky asked
'Jiggi yaar tu itna chup kyon hai?'
Alok said ' mmmoth…er ina' mouth being full of snacks.
'What????' asked Aditi.
Jignesh said in a sad voice 'For last two days I am spending my
nights in office building'.
Turning his face towards Jignesh Jai asked 'Kyy…yyon.
Meetings…….. …… project deadline'.
Having munched his snacks by now Alok said 'arre iske boss ki
mother-in-law ayi hui hai'.
'So what?' Jai asked being confused.
Then Alok said ' Arre when boss gets his own boss then he turns
monstor. His boss has not seen his own home for past three
days. Waise Jiggi is getting a 30% raise for being with his boss
in this eeee….motional need of hour.' Then everybody breaks
into laughter.
Jai having tears in his eyes and still not able to control his
laughter said 'Jiggi note my words he will not forget your this
help even in his grave.'
'But now I am not interseted anymore in my job or my work'
Jiggi said in a serious tone looking away from his friends.
'Arre tu to serious ho gaya' Jai said now sitting cross legged.
'Because I am serious about it. Since last one year everytime I
came here I want to share this with all of you but everytime
there were one or the other important issue.' Jignesh said.
'I mean this is not what I have planned for myself .'
'I have already switched my career thrice and is on the verge of
doing it fourth time in three years. When I look back some 6-7
years, those days were good. Every thing seems to be planned
out.'
'But what you want that is important. No one design their life.'
Aditi said in her self proclaimed fashion.
'What? You don't want him to plan for future.' Alok asked being
somewhat irritated.
Then Jai said 'No no. Do plan but I think we should give ourself
enough freedom to experiment'.
Aditi trying to make it simple said 'I will suggest you that if you
still don't feel settled in your life. Don't rest until you get what
you want because this is the time to search and discover what
you like or not. Everyone has to discover…………..'
Intrrupting Aditi Alok said 'Discover …... search……
experiment ….. Are we in Nuclear Physics class or what? Jiggi
don't listen to them. You just need a breeee…eeeak. That's it. I
will book our tickets for Goa. We will have fun'.
'Waise bhi 30% increase ke bad break to banta hai' Alok said
By Dhawal Chawla
smilingly.
'Alok why are you so afraid of having doubts?' Jai asked.
'Exaaaaaaaaactly. Having doubts & fears is not bad unless you
allow them to overtake.' Aditi said as if she has won the battle
of Krukshetra.
'My point is we are already living our life in intense competitive
pressures chasing relatively few opportunities. And I fear that
he doesn't do something wrong in confusion.' Alok said
clearing his point.
Jignesh having listen to his friend's suggestions and then
timidly said 'Sometimes I feel lonely and confused making
important choice'.
Alok was thinking that he feel so crowded in traffic jam when he
make important choice of what he will have in his lunch.
'The problem is that you think that in the past everything was
alright when actually it was not. And now you want to match
your present with your supposedly perfect past with concious
decision making with loads of expectations'. Jai said feeling
elated as if he has explained Stephen Hawking what happened
before Big Bang.
Aditi opening another packet of snacks said 'There is no success
recipie for making good choices. Establish your own new
norms. Today there is so much diversity that it is absolutely
alright to search & tinker with your options.’
I have already delayed so many important decisions of my life
and I don't know how much more time I require.' said Jignesh.
Then Jai said 'But that is a difference in perspective. What you
take as delay Aditi is taking as an opportunity to discover more
about herself and the world around her.'
'Am I right Aditiii…iii?' Jai asked having a mischievous smile on
his face.
I think it's time we should leave now. It's already late and
weather is also uncertain' Aditi said looking at her watch.
All of them started to get up. Jai put his ipod in his bag. Aditi put
her water bottle in her bag.
Alok who was still sitting there said ' I think you should take
uncertainty in life as an opportunity rather than to feel tense
about it. And get yourself settled, as future borrows it strength
from present.’
Suddenly everyone started to look at Alok with their mouth
wide open.
'Whaaaat? You think only you people can preach.' Alok said
dusting off grass from his bag.
Then Jai putting his arms around Alok's shoulder and making a
crying face said ' Look what you have done to my friend. Don't
worry. We are definitely going to Goa and then everything will
be OK. '
And then everyone again breaks into laughter.
'I will try to get myself engage in the business of living.' Jignesh
said being happy to share his problem with his friends.
Then suddenly it started to rain heavily. Initially Aditi and Alok
tried to run for cover but seeing their friends enjoying this
sudden down pour they also stop there to enjoy.
 Paridhi
Faith Pays Paridhi
October 2010
Page 6
October 2010
Page 3 SPIRIT OF GBO
It's no secret that millions of rupees are spent during the major festivals in India.
Often it's criticized that it's blasphemous to spend so much money in a poor
country like us for things of entertainment and fun. People tend to point out that
such huge amount of money be better spent on other more constructive things
like health and education. Yes, there's no debate on the point whether we need
more expenses on education and health care. We know very well that effective
spending in health and education has to be done by the governments. The NGOs
and the private parties can't cover the length and breadth of such a big country
like India. The huge amounts of money that are spent in the Indian festivals don't
come from the government's fund. People may argue that much of the black
money is also spent in such events. But then that money won't have gone to
government anyway. So even if this huge amount of money is not spent in the
festivals our governments won't have spent more amounts for health care and
education. On the contrary this huge expenditure that India does on these
gallery
festivals is actually a direct channel through which a large amount of money
reaches the relatively financially weaker sections of the society very fast from the
comparatively richer people. I don't see any other channel through which money
River of Ambrosia
can change hands so fast from the rich to poor in so less time. So from that point of Unseen, by eyes of mortal men,
view, these festivals – which are manifestations of our devotions, actually pay off In realms, beyond our ken,
in distributing wealth in otherwise financially skewed society. Are folk, the like of which, we've never viewed,
Who live, in secret, solitude,
inseparable part of the festivities in Bengal. You can't
Faeries, elves, dwarves, and gnomes,
There are some realistic estimates of the amount that may imagine a Durga Puja without the sounds of the dhaak beat.
Under wise old trees,
be spent during Durga Puja just in Calcutta by the various The people who play these instruments are surely as
And under stones,
clubs that organize the Pujas. This expenditure doesn't declining as the Royal Bengal Tigers. Lack of proper
Play, gaily amongst the leaves,
include any of the spending that the people do in terms of opportunity is killing these people who have been
buying new clothes. A very pessimistic estimate would arrive playingdhak for centuries. If it's not for the Durga Puja, they
at a figure of $250million. An optimistic estimate can very would have been a Dodo by now. This place, not tarnished, by the likes of men,
well reach close to $1billion for greater Calcutta. For the time Finally, Durga Puja is also a cultural festival. Almost all the Filled, with charm and grace,
being we can stick to this figure of $1billion. It's true that a big Pujas have back-to-back cultural programs for all the four or Since ancient times, a home to them,
chunk of this amount may be black money spent by five days. These give opportunity to many artistes from Bound in magical, embrace,
politicians or local 'dadas' (the Bong equivalents of the Bhais various fields of performing arts. Even the highest paid singers
of Bombay) who patronize many of these Pujas. That in Calcutta await these few days of Durga Puja for a good The river, of ambrosia flows,
shouldn't bother us because at least the money is coming remuneration. There are many artistes who may hope to get To nurture, all those here,
out into the Indian economy rather than being stashed some work only during Durga Puja. Their numbers may not be Its water, sparkling, glows
away in Swiss Banks. huge, but still Durga Puja plays a critical role in patronizing art Pure, and crystal clear,
Now let's see how this $1billion is being spent and where the – something that has been in a phase of decline since the
money is actually flowing. The first name that comes to my death of royalties in India. Protected, by this river bright,
mind is Kumortuli – the traditional Bengali name for the place A very crude estimate says that there may be roughly 5000 These, creatures, know no fear,
where the idols are made by highly skilled people who have Durga Pujas in Calcutta. Even by the most pessimistic They sing and dance, throughout the night,
been doing this job for generations. Without creating the estimate, each Puja requires the involvement of at least 20 Within, this realm, held dear.
idols all these people would have had absolutely no other people for at least a month. This means Durga Puja in By Ravinder Bairagi
job, because the only thing that they know is to create these Calcutta creates employment for at least 100K people
highly artistic idols. This form of folk art is one of the few belonging to 100K households, which translates into at least
surviving old arts in India. Even if the number of people 600K people - a better estimate may put this figure close to a
involved in this occupation is not something big compared million (160K households), which is almost 10% of the
to the 1.2 billion people of India, still it's not very insignificant population of Calcutta. This figure doesn't include the many
also. More over from the cultural point of view it's very more thousands of the vendors that put up temporary shops
important to preserve the heritage of any form of art. A good outside the pandals and even thousands more people
portion of this $1billion goes to these sculptors. involved in the industries (mainly cottage and small scale)
Next comes the thousands of laborers who get that supply the raw materials for putting up the pandals and
employment for close to 100 days just for putting up the setting up all other logistics involved. Taking the example of
pandals. Employment for 100 days for something one Durga Puja in Bangalore where I'm personally involved, I
constructive is something that even the National Rural can say that out of the estimated $1billion spent in Calcutta,
Employment Guarantee Scheme fails to provide in many close to 60-70% actually goes towards the wages of the
cases. I'm not aware of anything else where people pull in people (estimated at 150K – belonging to 150K households
money to create guaranteed employment for so many of 1million people) directly working for the Pujas and buying
people. You have to just see the creations of these people to raw materials, and 30-40% goes for cultural programs and
believe what's the level of skills and creativities they have. entertainment – which in turn impact many thousands of
Undoubtedly the pandals created during Durga Puja are households which are not that easy to estimate.
folk art, technology and creativity at their zenith. Had it not been for the Puja, almost this entire amount of
Then there are the people involved in setting up the $1billion would have been either not spent at all or spent for
fabulous lighting. People who have seen the Durga Puja in something else which would have taken much longer to
Kolkata and around would know how fantastic and terrific percolate to these 1million people. For example, say you
the lighting is. There also a huge number of people are pay Rs.1000 towards a particular Puja. Had there not been
involved who don't have much to do otherwise throughout this Puja then you would have either saved this money or
the year. Each of them has some specific skill which can be spent on eating out or buying some CDs, or watching a
exploited to its maximum only during the Durga Puja. movie or just chilling out in a pub. In all these cases also your
The millions of people who throng the various Puja venues 1000 bucks would have percolated to few of these 1 million
are catered to by few thousands of small time vendors who people, but off course not at the rate at which it does in the
sell snacks, handicrafts etc. Never ever do they get so many case of Durga Puja.
customers. They wait for this period of the year for the most By Deepak Singh (DIAS)
brisk business.
Dhak, a form of drum (dhol), very specific to Bengal, is an

FINSTRUMENTS
Say No To DERIVATIVES....
Since the stock market crash of 1987, the
scandals in trading pits of the late 1980s, and
financial debacles such as those involving P&G
and Barings in the 1990s, many critics have
questioned the raison d'être of derivatives and
have called for their abolition. After the fall of
Lehman brothers, 158-years old finance giant
employing more than 25,000 people, this
question has gained momentum: Do derivatives
serve any purpose or are they merely gambling
instruments that have created speculation-
based price volatility?
Derivatives are used by three types of users
Hedgers, Speculators, and arbitrageurs.
Hedgers face the risk that changes in price will
hurt their financial status; they use derivatives
to protect, hedge, insure themselves against
harmful movement in prices. Speculators, who
think they know the future direction of prices,
use derivatives to try to profit from their beliefs.
Arbitrageurs trade derivatives to take
advantage of times during which prices are “out
of sync”: that is, one asset or derivative contract
is mispriced relative to another. Of these,
hedging will continue as long as people or
institutions want to minimize losses, and
arbitraging as long as people want to make
profits out of inefficient markets. It is only
speculation that is affected by the investors'
confidence in the economy.
Derivative market is a zero sum game i.e.
gain of one party is the loss of the other party. In
other words derivatives does not create wealth,
it merely transfers wealth from one party to the
other. The winning party is one that had more
information, or could make a better prediction
about the future, or someone who simply got
lucky.
But the needs of derivatives exist for several
Paridhi
October 2010
Page 4
October 2010
Page 5
Annual Marketing Summit 2010
reasons:
· The transaction costs of trading
derivatives are minuscule related to the amount
of asset underlying most of the contracts. Also,
both speculators and hedgers transact with
derivatives when speed is important.
· Derivatives especially futures allow inform
individuals to act on their superior information.
In this way prices becomes more efficient and
result in optimal allocation of resources.
· Derivatives allow to hedge against
undesirable price changes and transfers price
risk to speculators.
· Derivatives can do price discovery
function. In so doing, they can make better
production and storage decision.
Looking deeply into the anti derivative
sentiments created after the recent financial
crisis, we see that the main problem was the
wrong modeling assumptions of the derivatives
(Example-the assumption of no correlation
between the risks faced by an individual with the
other).
So we can say that had the derivatives been
prudently used and had they not been used to
excessively leverage the banks' balance sheets,
the situation wouldn't have been uncontrollable.
The need for financial derivatives still exists, in
the sense that their use should and can reap
benefits not only to the financial institutions but
also to the end consumers. And all that is needed
from our part is to be wise enough so that the
capabilities of these derivatives are not misused.
By Ravi Shankar Upadhyay
Paridhi
Marketing has assumed a vital
position in this ever cluttering
m a r ke t . To g e t a s t r a t e g i c
recognition in the market place
companies stir up its marketing
effort. In this era of consumerism
companies are finding it difficult
retain the old customer and attract
the new ones. How we can do it, how
we can hook up into the psyche of
the customer was the theme of the
Annual Marketing Summit 2010.
Well to hook up this grand event of
ours into the minds of outside world
and the speakers of the summit we
have christened the summit as
NAVYAM '10 and the legacy will be
carried on.
We have invited the stalwart from
the industry to throw light on the
topic which was “BRAIN TATTOOS:
C R E AT I N G A N D S U S TA I N I N G
POWERFUL BRANDS”
The summit was conducted in two
sessions comprising of 6 speakers
each.
Following were the speakers for the
first session:
· Mr. NITISH MUKHERJEE, MD,
Leo Burnett India
· Mr. DHRUV GUPTA, Business
Head, Social Media/Fire-fly e-
ventures, HT Media
· Mr. NARESH GUPTA, Director -
Strategic Planning, Dentsu
· Mr. SACHDEV RAMAKRISHNA,
Director - Marketing, Steria
· Ms. MEENAL PUNHANI, VP -
Branding, Religare Enterprises
· Mr. P. Sam, NIIT
And the speakers for the second
session were:
· Mr. JOSY PAUL, Chairman &
NCD, BBDO India
Events
· Mr. ALOK SUD, VP - Marketing,
Reliance Industries
· Mr. DEEPAK MOWAR, VP
(Hotels, Retail, Cinemas & Strategic
Planning), Parsavnath Developers
· Mr. YOGESH BANSAL, CEO,
Apnacircle.com
· Mr. ASEEM HANSPAL, VP -
Marketing, MaxNewYork Life
· Mr. SUMIT SAXENA, Head -
Marketing, Jubilant Group
In both the session we were shown
by these eminent speakers how we
can distinguish ourselves from the
rest. Though sometimes it's very
difficult to differentiate ourselves but
it's the need of hour. Mr. Josy paul
told us how the “women against the
lazy men” won accolades world over
and it also helped Gillette to shoot up
its sales. Great wall of book from
Aviva was another example.
Mr. Alok Sud has described how
Reliance has been able to distinguish
itself in the oil retail business and
thus going into the minds of its
customer. Every speakers in the
summit was unanimous on one thing
“be different or get out.” Well this is
the message we are going to keep in
mind when we go into the real world.
The summit was also represented by
the students from other B-schools.
Overall the summit was a grand
success. We carried the legacy
forward and we hope that it will be
carried on for innumerable time with
more enthusiasm and with great
success.
By Alakh Sundram