Detailed Course Outlines of Term IV - 2019-20

Detailed Course Outlines of Term-IV (2019-20)
1. Advanced Analytical Skills in Communication (BC-203)
Advanced Analytical Skills in Communication

2019
Course Name: Advanced Analytical Skills in Communication
Course Code: BC-203
Credit: 3
Course Coordinator: Pragyan Rath
Course Instructor: Pragyan Rath
Course Pre-requisite: The course would attract students who have genuine interest in philosophy,
visual arts, culture industry, history, and alternate ways of analysis, apart from presentations and
writing assignments.
Restrictions on Course Registration: 90 (45 + 45) (two sections)
Course Overview: This course attempts to use traditions of interpretation in managerial situations;
traditions which have come from the Humanities discipline (philosophy, arts, literature, and history).
The primary job of a manager is to understand a situation in a way that helps him/her take the best
decision for that particular situation. The question would then be: why is there a need to know the
Humanistic traditions of interpretation. The knowledge of such traditions is important for future
managers, because these various traditions under consideration have themselves been strategic
responses to changing social conditions of systems. The Structural School of Thought attempted to
understand every structure as having a basic underlying grammar; the Marxist School of Thought was
the first to understand even artistic phenomena as product of economic conditions; Critical Theory
developed as response to popular culture reproduced and transmitted through technologies; Semiotics
as a discipline responded to modern sign systems as producers and not merely representations of
meanings; the Postmodern Theory of simulations was a response to strategic creation of plural
possibilities of meanings through visual communication, particularly through advertisements.
It is in the process of analysis that a manager is able to strategise how to position one’s service or
product in a competing market. Hence, for this course, the Analytical Skills have basically been drawn
from such larger intellectual movements of thought that have played an indomitable part in the shaping
of the modern market itself. The compulsory courses in Communication concentrated on the practice
of logical argumentation as one of the basic skills of diagnosis in written case analysis framework. The
elective goes a step further to help students acquaint themselves with more complex techniques of
analysis and interpretation; techniques of diagnosis that decipher deeper motives in an otherwise
seemingly simple managerial proposition. The knowledge of the existence of philosophical
complexities in managerial decisions has maximum practical implications: there is enhancement of the
manager’s propensity to not merely handle a situation for a short term, but also establish profitable long
term goals for his/her service/product by strategic prediction of, response to, or intuition of changing
managerial situations, and by extension, changing socio-cultural-political conditions.
Course Objectives
The course is spread over 3 major sections. In each section, students will be equipped to use analytics
to diagnose
Myth Markets (Section I)
➢ underlying cultural grammar/s in managerial structures
Political Software (Section 2)
➢ conflicting complexities in seemingly unified propositions
Visual Cultures (Section 3)
➢ intermediating cues in symbolic narratives that construct/distort managerial structures in
competing markets.
Course Content
The following Skills/Techniques of Analysis for particular Market types will be discussed through the
different sections of the course:
➢ Section I: Paradox for Myth Markets: to discover contradictions in one-dimensional solutions

so as to evolve multi-faceted perspectives
➢ Section 2: Dialectic for Political Softwares: to recognize form/content division in seemingly
integrated managerial contexts so as to better position product/service in a competitive market
➢ Section 3: Symbolic for Visual Cultures: to comprehend strategic use of symbols in visual
communication
Pedagogy
This course has been designed to be experimental and contributory in nature. In addition to lectures
and assigned readings, the learning approach incorporates case analyses, application of analytical skills
through 2 class assignments (quiz), 1 take home, 1 intensive presentation, and 1 final theme paper
submission.
Detailed feedback for application will be provided. The first part of each technique-instruction will
concentrate on
(a) the interpretative technique, and the original philosophical movement from which the technique
has been derived.
The second part will witness
(b) the application/impact of the ‘derived’ technique in particular markets.
The third will
(c) be an assignment on the application.
Evaluation
➢ Quiz (1): 15% (Individual)
➢ Take Home: 25% (Individual)
➢ Quiz (2): 15% (Individual)
➢ Oral Examination: 15% (Group)
➢ Theme Paper: 30% (Group)
Session Plans
Session 1
Introduction to the Course
Section I
Analytics on Myth Markets
Session 2
The Technique of Paradox from the Anthropological Study of Myths
Discipline: Structural Anthropology
Significant Thinker: Claude Lévi-Strauss
Case Study: Structural Study of Myths
Sessions 3, 4 and 5
Skill-based Application
Case Study (i): Commercials and Icons
Case Study (ii): Personal Mythic Value
Quiz (1) on the Technique of Paradox (Paradox Tree)
Take Home (Myth Quadrant)
Section II
Analytics on Political Software
Session 6 and 7
The Technique of Dialectic from the Archaeological Study of Economic Structures
Discipline: Structural Sociology
Significant Thinker: Karl Marx
Case Study: Economic Systems
Session 8
Case Study (i): Chartism and Governance
Case Study (ii): Mahabharata and Religion
Case Study (iii): Kabir and Dissent
Case Study (iv): Fordism and Gramsci
Session 9 and 10
The Technique of Dialectic from the Genealogical Study of Knowledge Systems
Discipline: Post Structural Sociology
Significant Thinker: Michel Foucault
Case Study: Penal Systems
Session 11
Case Study: Firms, Annual Reports, and Predictions
Quiz (2) on the Technique of Dialectic
Section III
Visual Analytics
Session 12 and 13
The Symbolic Technique from European Oil Painting Tradition
Philosophical Background: Visual Arts
Significant Thinker: John Berger, Herbert Marcuse, Walter Benjamin and Pierre Bourdieu
Case Study: Comparative Study of European Oil Paintings and their impact on Advertisement
Communication
Session 14 and 15
Skill-based Application of the Symbolic Technique
Case Study (i): Modern Art
Case Study (ii): Genre GPS Analytics
Session 16
Skill-based Application of the Symbolic Technique
Philosophical Background: Postmodern Tradition of Semiology
Significant Thinker: Baudrillard
Case Study: Production of Nostalgia
Session 17, 18, 19 and 20
Oral Examination on Symbolic Technique
Prescribed Readings
➢ Course Book with Additional Readings.

➢ Berger, John. Ways of Seeing. Penguin, 2008.
➢ Pragyan Rath et al. Corporate Communication. New Delhi: Cengage Learning, 2018.
➢ Christopher Horrocks. Introducing Baudrillard: A Graphic Guide. Icon Books, 2011.
➢ Joseph Campbell. A Hero with a Thousand Faces. Princeton UP, 2004.
➢ Michel Foucault. Discipline and Punish: The Birth of the Prison. Penguin Books, 1977.
➢ Douglas B. Holt. How Brands become Icons: The Principles of Cultural Branding. Boston:
HBS Press, 2004.
Technique of Paradox
Basic Texts
➢ Lévi-Strauss, Claude. “The Structural Study of Myth.” The Journal of American Folklore. 68.270
(1955): 428 – 444. Available at http://www.jstor.org/stable/536768.
➢ State, Lance. “The Cultural Meaning of Beer Commercials.” Advances in Consumer
Research. 18 (1991): 115-119.
➢ Rath, Pragyan. “From Beers to Cold Drinks: Technique of Paradox.” Corporate
Communication. New Delhi: Cengage Learning, 2018. 83 – 114.
➢ Myth at the Heart of the Brand (Corporate Presentation)
➢ Joseph Campbell. A Hero with a Thousand Faces. Princeton UP, 2004.
➢ Douglas B. Holt. How Brands become Icons: The Principles of Cultural Branding. Boston:
HBS Press, 2004.
Technique of Dialectic
Basic Texts
➢ Prasad, Pushkala. “Historical Materialism: Class, Conflict, and Domination.” Crafting
Qualitative Research: Working in the Postpositivist Traditions. 113 – 135.
➢ Day, Gary. “The Nineteenth Century.” Class. London: Routledge, 1988. 113 – 153.
➢ Rath, Pragyan. “Return of the Spectres: Technique of Dialectic.” Corporate Communication. New
Delhi: Cengage Learning, 2018. 83 – 114
➢ Antonio Gramsci. “Americanism and Fordism.” Selection from the Prison Notebooks. Orient
Blackswan, 2007. 277 – 318.
➢ Meena Arora Nayak. “Dharmakshetra and Adharmakshetra: Framing the Kshetra,” and
“Dharmakshetra and Adharmakshetra: Delineating the Kshetra.” Evil in Mahabharata. OUP,
2018. 144 – 278.
➢ David N. Lorenzen. “Dissent in Kabir and the Kabir Panth.” Devotion and Dissent in Indian
History. Ed. Vijaya Ramaswamy. Foundation, 2014. 169 – 187.
➢ Michel Foucault. Discipline and Punish. Penguin Books
➢ Karl Marx. “Capital.” Das Capital. Jainco Publishers.
Symbolic Technique
Basic Texts
➢ Berger, John. Ways of Seeing. Penguin, 2008.
➢ Kornberger, Martin. “Politics”. Brand Society: How Brands Transform Management and
Lifestyle. Cambridge: Cambridge UP, 2010. Pp. 175-204.
➢ Kornberger, Martin. “Aesthetics”. Brand Society: How Brands Transform Management and
Lifestyle. Cambridge: Cambridge UP, 2010. Pp. 236-262.
➢ Bourdieu, Pierre. “The Forms of Capital.” Handbook of Theory and Research for the
Sociology of Education. J. Richardson. CT: Greenwood, 1986. 241 – 58.
➢ Walter Benjamin. “The Work of Art in the Age of Its Technological Reproducibility.”
Accessed on 25 April, 2018
<https://monoskop.org/images/6/6d/Benjamin_Walter_1936_2008_The_Work_of_Art_in_the
_Age_of_Its_Technological_Reproducibility_Second_Version.pdf>.
➢ Douglas Holt. “Branding in the Age of Social Media.” Harvard Business Review. March
2016.
➢ Christopher Horrocks. Introducing Baudrillard: A Graphic Guide. Icon Books, 2011.
2. Communication Management in the Digital Age (BC-204)
COURSE OUTLINE
Communication Management in the Digital Age
(PGP Elective 2019)
Shantanu Dey
1. Title: Communication Management in the Digital Age

2. Course Coordinator and Instructor: Shantanu Dey (BEC Group)
3. Duration: 20 sessions; Term IV.
4. Credit: 3
5. Coverage: This course will provide an overview of the challenges and changes facing the Mass Media and
Communication industries in both managerial and creative terms. The purview of the proposed course is not
only digital media or the implications of digitization on the media; rather, the course will attempt to build the
building blocks of Communication Management, its contemporary form and structure, and the challenges and
opportunities arising from the transformative and paradigmatic changes due to digitalization and digital
media. In addition, the course will touch upon insights from research and contemporary practice regarding
the implications of the new digital media technologies for some other industries from the managerial point of
view.
The approach of the course will be to provide an interdisciplinary flavor that will enable students to
understand both the business as well as social-cultural dimensions of digital media in the context of
communication management.
Given its interdisciplinary approach, the course will try to go beyond functional silos, and offer a holistic, cross-
functional perspective; thus, it will attempt to present managerial issues from the larger perspective of society,
economy and culture. Specifically, the course will consider the policy challenges that the new digital technologies are
posing for Communication Management and the huge opportunities that they are providing that every manager in
today’s Media-Communication domain needs to understand while negotiating the rapidly changing business
environment.
The course will seek to provide both an overview of larger issues of contemporary relevance as well as
dwell on specific issues of managerial and business practice in this domain. The objective will be to not
only introduce the enthusiast to the opportunities existing in the Mass Media/Digital Media and
Communication industries, but also, try to create awareness of the implications and impact of Digital Media
on wider realm of management and business practice amongst those who may not necessarily wish to work
in these industries.
6. Learning Objectives: The Learning Objectives of the course are:
➢ Develop Conceptual Understanding of Communication Management – viz. the business models of

the Mass Media and Communications industry, applicable to both traditional and new media
industries
➢ Develop a holistic understanding of the Social, Cultural & Political context of Communication
Management: the implications of the Digital Media for the wider society and polity; issues of social
behavior, individual cognition, and democratic practice
➢ Develop a basic understanding of the Public Policy context of Communication Management: the
emerging challenges for Public Policy due to opportunities thrown up by Digital Media
➢ Develop an Understanding of the Social, Cultural and Business aspects of Digital Technology in the
context of Communication Management: the huge opportunities in both business and social terms
offered by the new digital technologies
➢ Developing an Appreciation of the Creative and Aesthetic dimensions of Communication
Management: the changing norms and aesthetic values affecting creative thought and practice in the
Media and Cultural Industries; and their implications for business and management
➢ Develop an understanding of the principal Managerial issues arising in the Media-Communication
domain: the implications and opportunities of Digital Media and Communication Management for
various industries
➢ Develop an awareness of International developments in Communication Management: both in
conceptual terms and by way of practice in the digital era.
7. Content: The proposed course will introduce the conceptual principles of Communication Management in
the context of traditional Mass Media industries – Print Media, Radio, Television and Cinema. Thereafter,
the ways in which digital media technologies have challenged and changed the managerial/business models
of contemporary media will be presented and discussed.
The impact of the Digital Technologies will be analyzed after locating them within the social and cultural
context of contemporary media, which have been affected in terms of both social-collective as well as
individual-cognitive behavior. These changes – social, political, economic and cultural – have been caused
by the institutional framework, policy responses and the social, cultural and business evolution of the Internet
and Digital Media. For instance, the phenomenon of social media will be discussed both from a social-cultural
as well as business point of view; in particular, the intersections between the realms will be focused upon in
some of the sessions.
It will be suggested that the contemporary media is breaking out of the narrow confines of traditional media
because of developments such as these ones, often recognized as ‘convergence’ of media, which has a
powerful and widespread impact on both business and society.
The various sessions of the course will be structured around the following themes of Communication
Management which will be explored in the context of the new digital technologies and social media practices:
i. Principles of Communication Management

ii. Creative Management in the Communications-Media Industry
iii. Production/Project Management in the Communications-Media Industry
iv. Managing Digital Media Technologies
v. Convergence: Implications for the Communications-Media Industry
vi. Digital Media: Implications for Other Businesses
vii. Internet, Society and Culture
viii. Legal & Policy Issues
Session Details:
1. Introduction to Communication Management (Session #1): The introductory session will provide an
overview of ‘general management’ principles and concepts as applied to the Communication-Media
domain. Specifically, some of the principles and frameworks of general management and strategic
management will be mentioned that may be useful in understanding and negotiating the tremendous
changes occurring in this industry. The introductory session will provide the context the technological,
social, cultural and business within which the course will be delivered. It will be mentioned that one of
the distinguishing features of the Communication-Media business is that it crucially depends on public
policy that in turn is determined by various social, cultural and political factors.
2. Industry Overview and Contemporary Challenges (Session #2): An industry overview will be
provided here in terms of specific and concrete facts and data to help develop an understanding of the
business issues. The classical or received notions of general management that have till now held true in
the Mass Media are now being put to test by the advent of the new digital technologies; technological
phenomena like ‘convergence’ are impacting concepts of management and compelling innovation in
designing organizations and operational practices besides strategies of marketing and financing. The
session will try to provide an appreciation of the Media-Communication domain as a cultural-creative
one that is proscribed by technology and the imperatives of big business.
3. Business Models in the Media-Communication Industry (Session #3-#4): These sessions will present
the fundamentals of the media business in terms of some key concepts, business models, practices and
functions –e.g. advertising-based business models compared to subscription-based business models.
Specifically, the contemporary issue of how media and communication businesses are being transformed
due to technological change and institutional change will be discussed at the generic level in this session.
4. Challenges of Digitalization (Session #5): This session will consider some specific concepts with
reference to concrete issues currently affecting the Communication-Media industry - e.g. how is the
popularity of social media to be monetized? How are organizations dealing with the prospect of
fundamental changes? How are the threats to ‘profitability’ being handled by businesses? Has the process
of ‘corporatization’ in some media businesses been successful? The session will discuss whether and to
what extent such specific business issues require a review? The discussion will also consider whether the
principles of Communication Management need to be reworked in facing the emerging challenges.
5. Management of Creativity in the Mass Media (Session #6): Media professionals have to manage a
creative process with business objectives in mind. The program will discuss the issue of management of
creativity involving processes and people. Key challenges like how to achieve creativity as well as scale
in such a context will be discussed given the historically unstructured nature of some of the media
businesses. The real experience of media companies in industries like Satellite Television in the phases
of exponential growth and change will be discussed. The meaning and significance of concepts like
‘innovation’ in the context of Mass Media will be touched upon to understand the real world
developments. Also, the ways in which ‘creativity’ is achieved in terms of managing ‘talent’ will be
discussed since it can provide some interesting and valuable insights that may be useful to compare with
creativity in other managerial contexts. Overall, the session will attempt to create an appreciation that
‘creativity’ in the Mass Media is especially challenging since it requires managing ‘talent’ as well as
‘technology’ in a business context.
6. Production/Project Management in the Communication-Media Business (Session #7): This session

will deal with the essentials of project management applied to the Communication-Mass Media domain.
The challenge of how to achieve project management deliverables with creative-artistic quality output
will be discussed in the context of the media business. The phenomena of ‘corporatization’ in certain
sectors – e.g. the film industry and television industry – will be discussed in this context. Specific
challenges like how to reconcile the needs of building innovative organizations with scalability in the
context of this industry will be discussed – e.g. the experience of the television industry as it saw
unprecedented growth in the last decade. The Communications industry, which intersects with the Media
industry in this digital era marked by ‘Convergence’, has to deal with issues of project management in
other ways. Since it has to provision infrastructure and create platforms, the challenge is to build scale
while achieving competitiveness and profitability.
7. Digital Technology – Implications for Communication Management (Session #8): This session will
discuss a few key concepts that capture the generic and overarching technology issues that have
implications for Communication Management. Specifically, this session will present and discuss the
notions of ‘networks’ and ‘platforms’ challenging the notions of ‘channels’ and medium-specific
‘content’ in crafting business models in the Communication-Media industry. The conceptual discussion
will be grounded in the concrete business context of the media: for instance, critical issues like how to
leverage advertising opportunities arising out of content provision across platforms will be taken up.
8. ‘Convergence’ in the Communication-Media Business (Sessions #9): This session will explain the
paradigm shift in the domain of Communication-Media today with the game-changing phenomena of
‘Convergence’ due to digitalization that has impacted both ‘content’ as well as the ‘distribution’
infrastructure. Convergence will be discussed with a focus on its business implications – viz. the specific
issues of managing and building digital brands, new processes of digital subscriber management and
changes in the business model that attempt to extract value at different points in the value chain in new
ways now made possible by Convergence. Further, the session will discuss emerging thought that argues
that localization and ‘Divergence’ is co-terminus with globalization and ‘Convergence’ in the
contemporary Communication-Media scenario. This session will also explain why it is no longer possible
or useful to think and work in terms of distinctly separate media and communication industries since
there is a real and increasing convergence of the mass media and telecommunication industries; further,
phenomena like social media are blurring the lines of mass media and interpersonal media creating further
phases and layers of convergence.
9. Communication-Media Organizations – A Global Perspective (Session #10): The implications for

designing Communication-Media organizations will be presented in this session. Firstly, the emergence
of ‘Convergence’ will be discussed in terms of the setting up of certain convergent practices – viz. the
‘convergent newsrooms’ in the news media business. Secondly, the trend of unitary media conglomerates
being replaced by networked media organizations will be presented and discussed. Specific issues like
the emergence of corporate mega media brands will be discussed. Also, the contemporary phenomena of
global organizations collaborating with national, regional and local organizations through such media-
communication networks will be discussed. Further, the spurt of mergers and acquisitions in the media
and communication industries, substantially as a consequence of ‘Convergence,’ will be discussed from
a business, policy and social point of view.
10. Television Industry in the Digital Age (Session #11): The digital technologies have impacted television
both at the levels of production and distribution. In this session the impact of ‘digitalization’ on
Television production and distribution will be discussed. Specifically, some aspects of digitalization that
have sharper business implications will be focused upon – e.g. the implications of Television
distribution, which is now mandated by legislation, will be discussed – e.g. the tremendous increase in
the number of channels; the cross-over of content across platforms; the possibilities of increasing revenue
realizations due to digital subscriber management systems; the possibility of ‘value-added’ services and
interactivity due to digital distribution platforms etc. – will be presented and discussed. Further, the
challenges posed by the new media – e.g. news on the Internet – will be presented, especially, to discuss
possible responses and solutions from the point of view of media companies.
11. Filmed Entertainment in the Digital Age (Session #12): The impact of the digitalization on Filmed
Entertainment has been in the spheres of production as well as distribution. Specific instances of the
impact of digitalization in this domain will be taken up – e.g. the production of films is now empowered
with the huge creative possibilities of ‘visual special effects’ (VFX) that is now a thriving business by
itself; animation films are being imagined afresh with the possibilities unleashed by the new technologies;
and phase of ‘post-production’ of films has changed with the advent of ‘non-linear editing’ systems based
on digital technology, providing flexibility and new creative opportunities. Such developments have
business implications in terms of costs and project management techniques and practices. The
distribution and exhibition of films in India has been historically marred by primitive methods due to
which it has not been usually possible to track revenues at the box office, especially, in the smaller
centres. The new systems of digital transmission and exhibition combined with multiplex screens has
streamlined systems of revenue tracking, and also, opened up possibilities of targeted screening for niche
audiences. Some problems like enhanced ‘piracy’ have also arisen due to digitalization that has made it
much easier to duplicate and distribute filmed content across multiple digital platforms. This session will
discuss the various changes requiring new business strategies.
12. Print Media in the Digital Age (Session #13): The Print Media has been affected by digitalization at
the levels of production and distribution. The production process in the print media has been digitized
leading to efficiencies and in the creation of digital versions of the products that have drastically cut
down costs. The distribution platforms now available, especially, on the Internet have led to greater
opportunities for digital versions of the print products – viz. newspapers, magazines and books – as also,
led to the emergence of new competition since the erstwhile entry barriers have been removed. Specific
business issues will be discussed – e.g. how news media companies are responding to the new digital era;
and how book publishing is responding to the new digital environment. The session will emphasize that
although the technological factors may be similar, the effects on different media industries are determined
by a range of factors, including social and cultural ones. For instance, the competition faced by the print
media may be due to independent sources of news on the Internet like credible blogs as also news being
transmitted through social media. In contrast, the issue of competition may arise in the form of ‘piracy’
for Filmed Entertainment which is enabled by digital technologies of duplication and sharing; again,
online videos on You Tube are not competition for Hollywood or Bollywood films.
13. Digital Media – Trends and New Business Opportunities (Session #14-#15): The emerging business
opportunities in electronic ‘Gaming’, ‘Animation’ and ‘VFX’ will be discussed in these sessions. These
businesses also provide an idea of the contemporary trends in the Communication-Media domain. These
developments have been providing opportunities to Indian companies and talent to participate in these
kinds of global businesses that are not culture-specific, and therefore, open to global competition. The
sessions will not only present the larger global trends and issues, but also, discuss specific developments
involving India in terms of talent, projects and companies. Also, the intersection of some businesses like
‘Gaming’ with other domains like ‘Education/Training’ in opening up an array of opportunities will be
mentioned.
14. Digital Media: Opportunities and Implications for Other Businesses (Sessions #16): The advent of
Digital Media has not only meant that Communication-Media businesses have had to innovate and
rework their business models, but it has also implied that other industries have had to respond to new
opportunities as well as changing realities that have disturbed the received wisdom surrounding their
leverage of communication and media. The session will discuss a few specific issues – for instance, how
are other businesses responding to social media in crafting their business strategies; how are the new
businesses of financial data services for other businesses being provided by media companies like Reuters
or Bloomberg; how is the Education domain leveraging multimedia and new media opportunities; how
is ‘gaming’ being used to work on business strategy; how are corporate brands and corporate reputations
being guarded and enhanced in the digital age marked by social media activation; how are companies
attempting to retrieve data about customer preferences from social media and/or Net activities and
feeding their consumer insights into their ‘customization’ strategies. Also, the ways in which
digitalization is creating new opportunities for governance, public policy and development will be
discussed. The session will try to demonstrate the ways in which businesses as well as the government
are responding to the new developments in Communication involving technology, society, culture and
behavior. It is hoped that this session will help students to perceive Communication in the Digital Age
beyond the traditional notions of Mass Media.
15. Internet, Society and Culture (Sessions #17): This session will discuss some of the larger societal,
political and cultural issues surrounding the Digital Era that have seriously changed the Communication-
Media domain. The objective will be to present some key trends and issues and help students appreciate
that businesses in this domain need to work within a social and cultural reality, and respond to changes
in it. Further, business leaders need to understand the public policy context (which is discussed in the
next session) which takes into cognizance such social, political and cultural factors and often responds
to public sentiments concerning such issues. Specifically, some of the following issues may be discussed
– viz. social cohesion, global nomads, privacy, democratic participation, digital youth cultures, social
psychology of computer-mediated communication (CMC), media politics, communication power and
counter-power.
16. Legal & Policy Issues (Sessions #18): A brief overview of the key policy and legal issues that are
restructuring the media will be discussed. In particular, contemporary issues like content regulation, IPR
and privacy that affect the Media and Entertainment sector will be discussed. The larger context of issues
like Freedom of Speech and privacy that impinge on this sector in direct and indirect ways will be
discussed. The policy framework that is now in a state of flux while responding to the various changes
will be introduced and the key issues will be underlined. Further, specific issues will be discussed to
ground the larger issues at the concrete level – e.g. the problem ‘Digital Divide’ that has invited
legislations for digitization of television recently; the issue of ‘piracy’ in films and music; the issue of
‘privacy’ versus the media’s claimed right to report as a Free Speech issue; and at another level, the larger
public policies like Public Service Broadcasting and Developmental Communication. In particular, it will
be pointed out that Digitalization is transforming the policy paradigms of Developmental Communication
in enabling new models of delivery as well as social change.
17. Project Presentations (Session #19-#20): Students will present their projects in these sessions. The
projects will involve inquiring into specific issues of Communication Management that will be presented
in brief at the end of the course. (Also see section on Evaluation)
8. Pedagogy: The course will be delivered through a combination of Lectures, Seminar-style discussions based
on pre-readings and Case Study discussions. (Please see List of Case Studies) Since the domain of the course
is Communication-Media, select videos and excerpts of media content will be used to anchor the discussion
as well preserve interest in information-intensive sessions. The students work on a project that leads to a Paper
that is the core submission for this course; the projects deal with real industry issues or business plans or
conceptual/theoretical issues. Since students work on these projects over many weeks/months and they are
faculty-supervised projects they provide opportunities to pursue individual interests and learning, which is an
essential part of the pedagogy used to deliver this course.
9. Evaluation: A Mid-Term Examination will be used to assess the understanding of various paradigms and
theoretical frameworks of Communication Management. Further, students will be required to work on
specific projects relating to concrete issues in the context of the different Communication-Media industries
to assess their ability to apply key concepts and frameworks. The projects will have two course deliverables
that will be assessed: project papers and presentations.
Evaluation: The break-up of the Course Evaluation is as follows:

➢ Mid-Term Exam: 30%
➢ Project Paper: 60%
➢ Class Participation: 10%
Course Textbook
1. Managing Electronic Media. Making, Marketing and Moving Digital Content by Poe-Howfield, T. V.
(2010), Focal Press.
A. The primary text will be supplemented with a continually updated Reading Packet that will provide
readings from diverse sources.
Selections of papers and chapters from the following books will be included:
a. Communication Power by Manuel Castell, Oxford (2011)

b. The Network Society by Jan Van Dijk (3rd edition), Sage (2012)
c. News on the Internet – Information and Citizenship in the 21st Century by Tewksbury and
Rittenberg, Oxford (2012)
d. Media Unlimited by Todd Gitlin, Owl Books (2002)
e. Public Television in the Digital Era by Petros Iosifidis, Palgrave Macmillan (2012)
f. Television Competes for a Digital Audience (Stephen P Bradley, Nancy Bartlett, HBS, 2011)
g. ‘Why Digital Media Require a Strategic Rethink’ by Michael D.Smith and Rahul Telang (HBR,
October, 2012)
h. Film Stars and Gurus: Soft Power in Bollywood and Beyond (Tarun Khanna, Harvard Business
Press, 2008)
i. Hollywood in India: Protecting Intellectual Property (A) (Lakshmi Iyer & Namrata Arora, HBS,
2011)
j. Oprah Winfrey (Nancy Koehn, Helms, Miller &Wilcox, HBS, 2009)
B. Case Studies
i. Pixar Versus DreamWorks: Animating Creative Strategies (Neil Bendle, Justin Goldberg, Krystyn Coombs,
2012)
ii. The National Geographic Society (David A Gravin; Knoop, HBS, 2012)
iii. Star TV in 2000 (Pankaj Ghemawat, HBS, 2005)
iv. Ashta Chamma – The Biggest Small Movie Ever Made (A) (Velamuri et al, 2010)
v. Ringier – Building a Digital-Age Media Company (Felix Oberholzer-Gee, HBS, 2012)
vi. Bolt Newspapers: Is There a Future in Print Media? (Gregory Fairchild & Brianne Warner, Darden School
of Business, 2012)
3. Economics of Development (EC-223)

ECONOMICS OF DEVELOPMENT (EC-223)
Course Name/Code EC223

Term PGP II, Term IV
Name of Course Instructor Prof. Anup Sinha
Course Prerequisites (if any) Familiarity with basic microeconomics and macroeconomics is
required. The student is expected to understand basic calculus.
Restrictions on course registration 60
Minimum number of students required to 10
offer the course
Course Outline:
The course seeks to provide a perspective on economic development. This perspective forms an integral part of an
understanding any discerning business leader must possess. It pertains to an understanding of the specific features of
the larger business environment in a developing country. A successful business leader is one who applies this
understanding to think ahead and formulate strategies from likely future scenarios.
Teaching the basics of economic development, however, is a difficult task. The literature is large, the issues diverse,
and opinion divided on both diagnosis and prescriptions. Therefore, constructing a course on economic development
necessarily means having to be selective. One has to choose between striking a balance between abstract theory,
historical experiences and recent developments. Contending schools of thought compound the problem. Economic
development issues, more often than not, transgress from pure economics into the territories of political science,
sociology, history and moral philosophy.
Economic development is obviously about change – understanding change, inducing change, and evaluating change.
Not surprisingly, the focus of research on development has shifted considerably from the decade of the sixties to the
decade of the nineties and the twenty-first century, keeping in tune with the changing world and new priorities that are
emerging.
The course is not exhaustive in its treatment. It fashions one way (out of many alternatives) of viewing some of the
important issues.
One part of the course will focus on the emergence of modern economic growth and the historical impact it had in
shaping the structure of an underdeveloped economy like India. Some of the characteristics of this structure are then
analyzed including samples of how economists formally argue out their propositions in terms of structured models.
The other part of the course will focus on contemporary concerns in promoting development in the early twenty-first
century. The past decade had witnessed a resurgence of faith in market-driven development as opposed to state
interventions and planning. Important policy issues are discussed along with concerns about the environment, human
deprivation, and the sustainability of growth and change.
Mode of evaluation
Take-home test – 20%
Take-home project- 30%
End term examination – 50%
Tentative Session Plan
Lecture 1:
What is ‘Development Economics’?
Features of developing countries
Human Development Indicators: Measuring development, how have countries fared?
Lecture 2:
The Emergence of Modern Economic Growth
The transition from feudalism to capitalism in Western Europe
Lecture 3:
Roots of Underdevelopment
Lecture 4 & 5:
A brief history of the 20th century world economy
Features of Globalization
Lecture 6 & 7 :
The Washington Consensus and Neo-liberal Ideology
Economic Reforms – The IMF and the World Bank
Lecture 8:
The dual economy: Lewis and his critiques
Lecture 9:
Model of rural urban migration – Harris and Todaro
Lecture 10 & 11
Poverty and Inequality: Interconnections with development
Lecture 12 & 13:

Some Issues in backward agriculture. Interlinked markets
Lecture 14 & 15:

On Ethics and Economics
Lecture 16:
Economic Development as Freedom
Lecture 17 & 18:

Nature and Economic Development
Issues in Sustainable Development
Lecture 19:
Climate Change
The future of economic development
Lecture 20:
Two Unusual Micro Case Studies of Development – East Godavari and South Sikkim
Basic Text:
Development Economics by Debraj Ray, Oxford University Press
Other relevant papers and articles will be provided as and when required.
4. EC225/HR225: ‘THE ECONOMICS OF HUMAN RESOURCES (EC/HR-225)

ec
EC225/HR225: ‘THE ECONOMICS OF HUMAN RESOURCES’
Course Instructor: Professor Debashish Bhattacherjee
AIM/OBJECTIVES: The objective of this course is to familiarize second-year MBA students with the
basic analytical tools used by economists to study personnel and human resource management processes
and outcomes. The essential purpose here is to expose students to strategic decision-making frameworks
that are used to execute and implement a whole range of HRM issues in a fairly precise and concise manner.
Each topic and/or session is covered using simple real-life situations to illustrate rather powerful theoretical
insights. Most of the exercises therefore are totally participatory and interactive. Also: please note that the
first half of the course is an introduction to Personnel Economics whereas the second half is an introduction
to standard labour economics.
SESSIONS & TOPICS:
Session 1:
1. Introduction: Definitions & Concepts
2. Recruitment & Selection
Sessions 2 & 3:
3. Compensation 1: Ability, Effort and Luck
4. Compensation 2: Salary Structure & the Tournament Model
Session 4:
5. Compensation 3: Variable Pay or Fixed Pay?
Session 5:
6. Human Capital, On-the-Job Training & Earnings
Session 6:
7. Information, Signalling & Raiding
Session 7:
8. Industrial Politics: Teams, Cooperation & Competition
Session 8:
9. Evaluation
Session 9:
10. Employee Empowerment & Productivity
11. Summarizing the First Half of the Course
Session 10:
12. Problem Solving in Personnel Economics
MIDTERM
Sessions 11 & 12:

13. The Economics of Trade Unions
Sessions 13 &14:
14. The Economics of Discrimination
Session 15 & 16:

15. Labour Supply & Labour Demand
Session 17 & 18:

16. Labour Market Equillibrium
Session 19:
17. Unemployment
Session 20:
18. Summarizing the Second Half of the Course
Textbooks:
1. Edward Lazear, Personnel Economics for Managers, (selected chapters)
2. George Borjas, Labor Economics, (selected chapters)
Evaluation: (Only Credit)
Midterm exam = 50%

End Term = 50%
5. Econometric Tools for Business Insights (EC-258)
Econometric Tools for Business Insights
Aim of the course:

A central objective of this course is to understand the use of econometric methods to analyze data for
efficient decision making in the field of business and economics. We will examine the mathematical and
statistical foundations of the methods, apply them using the statistical software STATA, and learn to
verbally communicate the results of data analysis. The course will build on topics covered in introductory
statistics to extend their implementation on real-world scenarios. To develop a comprehensive
understanding of the subject, decision problems from a broad range of areas will be examined, including
industry, labor, health and education. Below is a rough summary of the course structure.
Week Session1 Session 2

Week 1
Correlation vs Causality, Observational Studies Warming up with STATA
and Regression: WJ 1,2
Week 2 Experimental Designs, Applications
Experimental Approach: ATE, ATT, LATE: AP 2
Week 3 Experimental Approach: Treatment Heterogeneity Experiment vs Observational studies:
AP 2 Data Analysis
Week 4 Measurement Error and Omitted Variables Bias,
Applications Measurement Error using a Simulation
Exercise
Week 5 Instrumental Variables: Estimation and 2 SLS using STATA
Application
Week 6 Instrumental Variables(IV): Weak Instruments More IV problems in STATA
Week 7 Wald Estimate, Hausman Test,

Instrumental Variables: LATE again Overidentification
Week 8
Quasi-Experimental Designs: Fixed Effects Difference-in-Differences
Week 9 Non-parametric Methods: Matching Program Evaluation in STATA
Week Recent Developments in the field:
10 Recent Developments in the field: Applications in Machine Learning
business strategy
Course Coordinator & Instructor: Tanika Chakraborty.

Email: tanikac@gmail.com (Consultation: Appointment through email.)
*Lab sessions will be held at the Finance lab.
Evaluation: Lab Exam 50%, Written End-term Examination-50%
Main text Books:

1. Joshua D. Angrist, Jorn-Steffen Pischke, Mostly Harmless Econometrics: An Empiricist's
Companion, Princeton University Press, 2008
2. Wooldridge, Jeffrey M. Introductory Econometrics: A Modern Approach. 3rd ed. Mason, OH:
Thomson/South-Western, 2006. ISBN: 9780324289787.
6. Options, Futures & Derivatives (FI-254)
Options, Futures and Derivatives (OFD) (FI 254)

For PGP (2019-20)
Term IV - Course Handout
Course Coordintor: Dr. Sudhakara Reddy

Instructor: Dr. Sudhakara Reddy
Office: M-406, NAB
Email: sudhakar@iimcal.ac.in
Phone: 033 2467 2115
Course Description:
This course gives students a working knowledge of derivative instruments and their applications in managing various
types of financial risks. While doing so, students would understand the organizational aspects of those risk functions
and their roles & responsibilities. The emphasis is on mechanics, properties and valuation of forwards, futures, options
and swap instruments. The student would learn how to value derivative instruments and use them for hedging,
speculation, and arbitrage. The student would learn about risk management strategies and practices.
Learning Outcomes:
At the end of the course, the student will be able to:
• understand the mechanics of Forwards/Futures, Options and SWAP markets
• comprehend the hedging strategies using futures
• analyze the trading strategies involving options
• get first-hand experience on valuation of Forwards/Futures, Options, and SWAPS
• apply the theoretical knowledge to real life problems
• understand the basics of exotic derivatives as well as other types of derivatives
Course Material:
• Hull, J C. & Basu, S., Options, Futures, and Other Derivatives, 8th Edition, Pearson, 2013. (JCH)
• Hull, J C., Solution Manual for Options, Futures, and Other Derivatives, 8th Edition, Pearson
• Introduction to Derivative Instruments – HBS Case No. 9-295-141
• Applications for Financial Futures – HBS Case No. 9-286-109
• Value-at-Risk – HBS Case No. 9-297-069
Reference books:
• Sundaram, R. K and Das, S.R., Derivatives: Principles and Practice, McGraw Hill Publications.
• Chance, D.M., Analysis of Derivatives for the CFA Program, AIMR.
Detailed Session Plan

Pre Mid-Term
Session Description Readings
1 a) Introduction to Derivatives Chs. 1 and 2
b) Mechanics of Futures Markets
2 a) Hedging Strategies using Futures Ch. 3
b) Basis Risk
c) Cross Hedging/Hedge Ratio
3 a) Interest Rates Chs. 4 and 6
b) Interest Rate Futures
4 a) Determination of Forwards and Futures Prices Ch. 5
b) Cost of Carry
5 a) Hedging against an increase in interest rates using FRA
b) Hedging with Eurodollar Futures – Single period / Multi
period (strip and stack hedges)
c) Arbitrage using Eurodollar Futures
d) Changing Portfolio duration using T-Bond Futures
6 Case discussion –
Application for Financial Futures (5 caselets)
7 Swaps Ch. 7
8 Valuation of Swaps Chs. 7
9 a) Mechanics of Option Markets Chs. 9 and 10
b) Properties of Option Prices
10 Numerical Solving Session 1
Post Mid-Term
11 Option Pricing – Binomial Option Pricing Model Chs. 12
12 Option Pricing – BSM and Heston models Ch. 14, 15 and class material
13 Option Pricing – Stock index, currencies, futures options Ch. 16, 17
14 Option Trading Strategies Ch. 11
15 Option Trading Strategies Ch. 11
16 The Greek Letters Ch. 18
17 Volatility Estimation and Smiles Ch. 19
18 Value at Risk Ch. 21
HBS Case discussion on Value-at-Risk
19 Exotic Options Ch. 25
20 Numerical Solving Session 2
Course Evaluation
1) Quizzes (Pre Mid-term – 1 and Post Mid-term – 1) – 20%
(Dates to be informed later)
2) Mid-term examination – 40%
3) End-term examination – 40%
7. Fixed Income Markets (FI-255)
Fixed Income Markets (FIM) (FI 255)

Course Name Fixed Income Markets
Course Code FI 255
Term PGP II, Term IV, AY 2019-20
Name of Course Coordinator Prof. Vivek Rajvanshi
Name of the Instructors Prof. Vivek Rajvanshi
Objectives and Scope:

Fixed income markets have grown rapidly in the last two decades and captures about two-thirds
share of the capital market. Commercial and cooperative banks, primary dealers, insurance firms,
Pensions funds and Debt Management and Mutual funds are the main participants in these markets.
The objective of this course is to provide an overview and understanding of basic concepts related
to wide range of fixed income instruments and interest rate derivatives. Gradually students would
learn about various types of bonds and interest rate derivative securities, fixed income portfolio
construction, monitoring, valuation and risk management. After completing the course students
will be conversant with:
• Types and characteristics of fixed income securities and derivatives
• Working of the International and Indian fixed income market
• Valuation of bonds and yield curves
• Determining the price and credit risk and risk mitigation techniques
Text Book
1. Bond Markets Analysis and Strategies, 8th Ed. by Frank. J. Fabozzi, Published by
Pearson Education Inc.
2. Fixed Income Markets and Their Derivatives, Third Editon, By Suresh Sundaresan,
Academic Press Advanced Finance Series.
Suggested Readings:
1. Fixed Income Analysis (CFA Institute Investment Series, 2nd Ed.) by Frank. J.
Fabozzi, Published by John Wiley & Sons, Inc.
2. Bruce Tuckman, 2002, Fixed Income Securities: Tools for Today's Markets (2nd
Edition), John Wiley & Sons, Inc.
Evaluation:
Quiz: (1 Nos) 10 Marks
Group Assignment (Two) 40 Marks
End-Term Examination: 50 Marks
Session Topic(s)
1-2 Introduction to Fixed Income Securities Market
1. Basic Features of Debt Securities
2. Risk Associated with Investing in Bonds
3-4 Overview of Bond Sectors and Instruments
1. Sectors of the Bond Market
2. Primary and Secondary Market for G-Secs
3. Auctions, When Issued Markets
4. Market Conventions and Compounding Rules
5. Case: Salomon and the Treasury Securities Auction HBS 5-
295-046
5-6 Valuation of Fixed Income Securities
1. Valuation of Bonds
2. Valuation of Bonds with Embedded Options
3. Liquidity and Credit Risk Premium
7-8 Term Structure of Interest Rate
1. Yield Measures
2. Spot Rates
3. Forward Rates
4. Zero Coupon Yield Curve (ZCYC)
5. Bootstrapping to Derive Spot Curve
6. Case: Deutsche Bank: Finding Relative-Value Trades HBS 9-
205-059
7. Case: The Yield Curve and Growth Forecasts UV 5689 (Darden
Business Publishing)
9-10 Measuring the Price Risk
1. Duration
2. Convexity
3. Treasury Trading Strategies
11-12 Interest Rate Derivatives and Their Valuation
1. Interest Rate Futures Contracts , Hedging with Bond Futures
2. Interest Rate Swaps
3. Repo Transaction
13-14 Bond Portfolio Management – I
1. Bond Market Indices
2. Interest Rate Indices
3. Measuring Portfolio Risks
4. Monitoring and Adjusting
15-16 Bond Portfolio Management - II
1. Portfolio Immunization and Cash Flow Matching
2. Controlling Interest Rate Risk with Derivatives
3. Case: Prudential Financial and Asset_ Liability Management,
HBS 9-216-076
17-18 Credit Risk Management
1. Credit Ratings
2. Credit Risk Models
3. Credit Default Swaps
4. Credit Risk Management
5. Case: Introduction to Credit Default Swaps, Ivey 910N27
19-20 Review/Group Presentation/Guest Speaker
8. Business Valuation (FI-257)

Business Valuation (FI-257)
Finance and Control Group
INDIAN INSTITUTE OF MANAGEMENT CALCUTTA
Joka Campus, Kolkata 700104
2017-18
Course: FI 257: BUSINESS VALUATION

TERM: TERM IV
Instructors: Ashok Banerjee (AB)
Course Coordinator: Ashok Banerjee
Reference Books
Basic Text: Damodaran: Damodarn on Valuation, Second Edition
Reference: Valuation: Measuring and Managing the Value of Companies, University Edition
(Wiley Finance) Paperback by McKinsey & Company Inc., Tim Koller, Marc Goedhart David
Wessels.
Course Description
This course deals with analysis of fundamental and market information for business valuation.
Students learn how to compute intrinsic, relative and contingent values of a firm. At the end
of this course, students should have a good understanding of (i) value relevant information
contained in financial statements (ii) techniques to estimate growth and cost of capital (iii)
efficacy of alternative valuation models (iv) operating and financing strategies that impact
firm value.
The course will be taught from the perspective of a security analyst although the material
covered will be relevant to the corporate financial analyst for evaluating acquisitions,
restructurings and other investments, and for calculating the value generated by strategy
scenarios. By the end of the course, the student should feel competent in writing a thorough,
convincing equity research report.
Topics include (i) cash flow and earnings based valuation models (ii) financial statement and
ratio analysis (iii) determination of discount and growth rates (iv) valuation of listed and
unlisted firms (v) valuation of special situations (vi) private equity.
Learning Objectives
By the end of the course students should have answers to the following questions:
• How are fundamental values (or “intrinsic values”) estimated?
• How are business strategies analyzed to assess the value they create?
• What business activities determine value?
• How is “value created for shareholders” identified?
• What is the role of financial statements in calculating equity values?
• How does one pull apart the financial statements to get at the relevant information for
valuing equities?
• What is the relevance of cash-flows? Of dividends? Of earnings? Of book values?
• How does ratio analysis help in valuation?
• How does profitability tie into valuation?
• What is growth? How does one analyze growth? How does one value a growth firm?
• How does one analyze the quality of financial reports?
• How does one deal with the accounting methods used in financial statements?
• How is financial analysis developed for strategy and planning?
• What determines a firm's P/E ratio?
• What determines a firm's market-to-book (P/B) ratio?
• How does one value contingent assets and liabilities?
• How does one evaluate risk? For equity? For debt?
• How does one evaluate an equity research report?
• How does one trade on fundamental information?
Additionally, an important objective of this course is to help students understand the difference
between the economic processes that generates the reported numbers from the accounting
process that can obscure them. It will highlight the assumptions and approximations needed
to analyze the reported financial numbers.
Teaching Methodology and Class Preparation
A combination of lecture, case discussions and problem-solving is used. Reading the material
before coming to class will help in understanding the materials better.
Course Requirements and Grading
• The overall course grade is determined out of 100 points distributed as follows:
Two quizzes (10 each) 20
Case Presentation 10
Final exam 40
Group Project 30
Total 100
• Please make sure you have satisfied the pre-requisites for this course and are able to
handle the material for this course. Also make sure you are able to commit the time needed
to understand the subject matter in order to solve the problems to do well in the exams.
Instruction for project assignment preparation
1. The course project should be done in groups. Students develop the project as we
progress in class.
2. You are required to develop a case study on business valuation as per a format that will
be shared in the class.
3. You are required to do a fundamental analysis of any one unlisted company of your
choice. The company can belong to any geography.
4. Since the company is unlisted, a key activity of the project will be gathering data on the
company from various sources.
5. You need to submit the case study in word format along with supporting worksheets
showing your calculations and assumptions.
6. It is advisable that you should spend more time on the interpretation of the numbers,
justification of the model choices and discussing the drivers for valuation rather than
develop the template for valuation.
7. The due date of the presentation (which can be made using PowerPoint) will be
communicated in due course.
Other administrative details

• Course materials, other than the text book and cases, will be posted on moodle. Graded
exams will be available at the PGP office for student review.
• Students are expected to come to every class. Proxy attendance will not be
tolerated under any circumstances.
• All students are expected to behave with honesty and integrity. Do not plagiarize and
cheat in either projects or exam.
Class Schedule
Session Topic Details Case/Exercise

Concept of Economic Value, Capital
Return Policy: Any effect on value?
Introduction: Why value
1 Expectation treadmill In-class exercise
Value?
Whose value? - Stakeholder vs.
Shareholder
Forecasting financial statements

2 Financial Projections In-class exercise
Restating financial statements
Case:
1. Walmart
(906N09-PDF-
Dividend discount model ENG)
3 Intrinsic Valuation - 1 Reading: The Dividend Discount Model 2. Federal Bank:
Dividend
(UV2453-PDF-ENG) Discount
Model
(W17123)
Asset Basis and Earnings Models Free

cash flow models
4 Intrinsic Valuation - 2 Discussions
Reading: Note on Valuing Equity cash
flows (295085-PDF-ENG)
Cash Flow Models (Contd.)

Interco (291033-PDF-
5 Intrinsic Valuation - 3 Reading: Methods of Valuation for
ENG)
Mergers and Acquisitions (UVA-F-1274)
6 Intrinsic Valuation - 4 Issues in cost of capital
Guideline company valuation

Rosetta Stone: Pricing the
Guideline transaction valuation
7 Market Based Valuation 2009 IPO (UV3930-PDF-
Reading: Corporate Valuation and
ENG)
Market Multiples (266039-PDF-ENG)
Peculiarities of a bank balance sheet.
8 Bank valuation
Relevant methods
Valuation of Control Premium and Exercise (in-class

9 M&A-Valuation
Illiquidity Discount materials)
Valuing Contingent Securities Real
Options
Real Options Exercises
10 Contingent Valuation Reading: Real Options: Valuing
(208045-PDF-ENG)
Managerial Flexibility (294109-PDF-
ENG)
Valuing high growth Case: Microsoft’s
11 Challenges, Use of multiples
companies acquisition of LinkedIn
Valuation of operating and financial Exercise (in-class
12 Deal Valuation - M&A
synergies materials)
Case: Microsoft's
M&A Valuation: Case M&A valuation drivers, acquirer's and
13 Acquisition of Skype, HBS
Presentation seller's perspectives
Case #: IMD574-PDF-ENG
Case: Bluntly Media: A

Unlisted company
14 Valuation using incomplete information Private Company
valuation
Valuation (W14730)
15 Cross-border Valuation Global cost of capital, valuation issues Discussions
Impact of changing capital structure on

valuation RJR Nabisco (289056-
16 Leveraged Buyouts
Reading: Note on Adjusted Present PDF-ENG)
Value (293092-PDF-ENG)
Sum-of-the-parts method of valuation
Valuation of
17 Reading: Note on Sum-of-the-Parts L&T
Conglomerates
Valuation (HBS 9-209-105)
18 Project Presentation First four teams
19 Project Presentation Next four teams
20 Project Presentation Remaining teams
9. Investment Analysis and Portfolio Management (FI-262)
Indian Institute of Management Calcutta

Post Graduate Programme 2019-2020
Course Name Investment Analysis and Portfolio Management (IAPM) (FI 262)
Instructor Prof. Vivek Rajvanshi
Course Objectives
The objective of this course is to introduce the intuition and concepts of Investment analysis and portfolio
management. Two broad decisions have been taken by any investors: allocation of the total investment in
available asset classes and how to select the assets within asset classes for investment. The decision of
allocation and selection of investment assets is based on the trade-off between risk and return, availability
of the risk mitigating tools and investment horizon with other parameters. The aim of the course is to
provide the theoretical underpinning of the subject with the implications in the real world. The course will
help the participants in developing skills required to conduct assessment of current issues covered by
media and specialized journals.
Session Plan:
Session 1 & 2 Introduction to Investment Environment & Market Chs 1 to 3
Microstructure
1. Trading Mechanism
2. Asset Classes
3. Transaction Cost
Session 3 - 4 Portfolio Theory and Practice Chs 5 to 8
1. Risk and Return Case 1: The Harvard
2. Capital Allocation to risky assets Management Company and
3. Optimal Risky Portfolios Inflation Protected Bonds HBS
4. Index Models 201-053
Session 5 - 6 1. The Capital Asset Pricing Model Chs 9, 10 and 13

2. Arbitrage Pricing Theory
3. Empirical Evidence on Security Returns
Session 7-8 Security Analysis Chs 17 to19
1. Macroeconomic and Industry Analysis
2. Equity Valuation Models
Session 9-10 1. Art of Trading (Guest Lectures)
Session 11-12 Active Portfolio Management Chs 27
1. Trading Strategies Case 2: AQR’s Momentum Fund
(A) HBS 211-025
Case 3: AQR’s Momentum Fund
(B) HBS 211-075
Session 13-14 Asset Management Industry Chs 04 and 26
1. Mutual Funds Case 4: AQR’s DELTA Strategy
2. Hedge Funds HBS 212-038
Session 15-16 1. Pension Funds Case 5: Dimensional Fund

2. ETF Advisors HBS: 212-068
Session 17-18 Applied Portfolio Management Ch 24
1. Portfolio Performance Evaluation
Session 19-20 1. Portfolio Management in Practice (Guest
Lectures)
2. Review/Project Discussion/Presentation
Recommended Text:
“Investments” Tenth or latest edition (SIE)-Bodie, Kane, Marcus & Mohanty, Mc Graw Hill,
Education (India)
“How to Make Money Trading with Charts” By Aswani Gujral (Book Stop India)
Evaluation Method
Group Projects (two) 35%
Simulation 15%
End Term Exam 50%
After evaluation all of the above components but before grading, the total marks obtained by a student will
be rounded up to the nearest integer. For this purpose any fraction greater than equal to 0.5 will be
rounded up next higher integer. For example, 5.5 will be rounded up to 6 while 5.4 will be restated as 5.
10. Infrastructure Finance (FI-262)

Infrastructure Finance (FI-272)
Course Title: 1.5 cr – Post mid-term, Term IV Sessions: 10 (15 hours)
Instructor: Halady Satish Rao
Infrastructure Finance (FI-272)
Halady Satish Rao is an Engineer (IIT Kgp-1970) and PGDM (IIM Cal-1976). He has over 40 years of work experience, of which
35 years have been spent in project appraisal and financing of infrastructure and industrial projects in various countries in Asia.
After starting his work career with ACC Ltd.(4 yrs), rest of his experience has been with the Planning Commission of India (1 yr),
ICICI (7 yrs) and Asian Development Bank-ADB Manila (27yrs). He retired as Director General from the ADB in 2011. Post-
retirement, he consulted with the African Development Bank in Tunis during 2012, and since then has taught as visiting professor
at: IIMs (Ahmedabad, Calcutta, Bangalore & Ranchi); MYRA School of Business, Mysore; and, Great Lakes Institute of
Management, Chennai.
Since August 2015, he has been working in Shanghai, China, with the New Development Bank (NDB) promoted by BRICS
countries as Lead-Project Finance and Operations.
Introduction
Infrastructure is vital for sustained economic development and improving the living standards of the population.
Yet, there is an “infrastructure deficit” in many developing countries in Asia that is holding back these countries
from realizing their full economic potential. Why this deficit in infrastructure, whether it be in roads, transport,
electricity, safe drinking water, proper sanitation or communication facilities? One reason for this is that
infrastructure presents unique challenges: highly capital intensive, with large initial costs; often of public interest
nature thereby requiring greater interface with regulators and government agencies; social returns often exceed
private returns, thereby necessitating subsidies/government guarantees or viability gap funding to attract the
private sector; and, significant environmental and social impacts that need to be taken care of. Also, construction
periods are long, revenue build up is gradual and project economic life is long, thereby requiring long-term funding
with loan repayment and equity returns to be spread over longer periods of time. These factors, and the limitations
faced by financial markets in developing countries, have resulted in a market failure in infrastructure that has
slowed infrastructure development.
To address this market failure in infrastructure, governments stepped in as the major providers of infrastructure in
the early stages of economic development, often with assistance from Multilateral Development Banks (MDBs)
that provide policy assistance and long-term funding on relatively concessional terms. However, with the growing
infrastructure needs of a rapidly developing Asia, governments are finding it increasingly difficult to finance these
needs. Hence, governments are reaching out to the private corporate sector to partner in infrastructure
development. To address the various challenges in infrastructure, “project finance” based on non-recourse (or
limited recourse) lending is being increasingly adopted. “Project finance” relies mainly on debt service payments
from the project cash flows and allocation of risks through contractual arrangements; collateral of project assets is
generally of secondary importance. “Project finance” structures aim to create legally independent project entities
that shift debt burden, operating risks and accounting liabilities to third parties (debt holders and other parties in a
vertical chain from input supplier to output purchaser) that are united through a series of legal contracts. “Project
finance” is still in its early stages in developing Asia and its role in infrastructure development is expected to
become progressively more important in the coming years.
Learning Objectives
The course will provide an understanding of (i) the unique features/issues in infrastructure development and hence,
the need for “project finance” structures, with particular attention to MDB financing (ii) underlying concepts of
“project finance” such as project structuring and risk allocation through contractual arrangements, and (iii) why
public-private-partnership (PPP) and the roles therein for government, private parties and financiers.
Approach and Methodology

The course will adopt a lecture-class exercise-case discussion approach to impart knowledge to the students. The
course will be supported by HBS cases on project structuring, risk allocation and social-cost-benefit analysis, and an
appraisal of a power project by a MDB with focus on economic analysis and environmental/social safeguards.
The prescribed book for the course will be “Project Financing: Asset-Based Financial Engineering, John D. Finnerty,
3rd Ed, March 2013”.
Evaluation
Exam (50%), Group Assignments (40%) and Class Attendance (10%)
Session Approach Topics Assignment Reading/Reference Material

1 Lecture/Class -Unique ADB’s Financial Profile 2014. Asian
Discussion : features of Development Bank.
Course Introduction infrastructure http://www.adb.org/documents/adb-
and talk on -Market failure financial-profile-2014
Infrastructure & in infrastructure
Role of MDBs and responses https:www.adb.org/adb50 [LINK ONLY]
-Why MDBs in 50 years of the Asian Development Bank….
infrastructure
and their role
(example, Asian
Development
Bank)
2 Lecture/Class -What is Project Finnerty – Ch1 and 2
Discussion: Finance?
Introduction to -Why Project
Project Finance Finance for
and Infrastructure?
Project Structuring -Advantages&
Disadvantages
-Structuring of
Projects
3 Lecture/Class Security Finnerty- Chap.7
Discussion: arrangements;
Managing Project and, risk
Risks through identification,
Contracts allocation and
mitigation
4 Lecture/Class -Why economic Guidelines for the Economic Analysis of

Discussion analysis? Projects. Asian Development Bank.
Social-cost Benefit -Difference http://beta.adb.org/documents/guidelines-
Analysis/ Economic between economic-analysis-projects Pages 1-51.
Analysis financial and
economic
analysis
-Conversion of
Financial costs
and benefits to
Economic costs
and benefits
BREAK
5 Group HBS Case 1: The Assignment 1: Finnerty: Chapter 8
Presentation/Class Chad-Cameroon Project Structuring
Discussion as per Petroleum based on HBS
Assignment 1 Pipeline Case 1
Development
Project (A)
HBS 9-202-010
6 Group HBS Case 2: Assigment 2: Risk Finnerty- Chap. 14
Presentation/Class Poland’s A2 identification,
Discussion as per Motorway allocation and
Assignment 2 mitigation based
HBS 9-202-030] on HBS Case 2
7 Group HBS Case 3: Assignment 3:

Presentation/Class Nghe An Tate & Social-Cost Benefit
Discussion as per Lyle Sugar Analysis based on
Assignment 3 Company (Viet HBS Case 3
Nam)
HBS 9-202-054
8 Lecture & Class KGA Case 1: Kali Safeguard Policy Statement. Asian
Discussion on Gandaki “A” Development Bank.
“How do MDBs Hydroelectric
Appraise Project in http://beta.adb.org/documents/safeguard-
Infrastructure Nepal: policy-statement
Projects” Abbreviated
Appraisal Note
&
KGA Case 2: Kali
Gandaki “A”
& Hydroelectric
“How MDBs deal Project in
with Environmental Nepal:
and Social Safeguard Environmental
Requirements” and Social
Safeguards
BREAK
Group KGA Case 1: Kali Assignment 4: ADB’s Financial Management and Analysis of
Presentation/Class Gandaki “A” Ex-ante Financial Projects: Chapter 3- Preparing and
9 Discussion as per Hydroelectric Internal Rate of Appraising Investment Projects
Assignment 4 on Project in Return (FIRR) http://www.adb.org/documents/financial-
Financial and Nepal: based on KGA management-and-analysis-projects
Economic Analysis Abbreviated Case 1 Pages iv-vi & Chapter 3 (58 pages)
Appraisal Note &
Exercise in ex-post
FIRR & Economic
Internal Rate of
Return (EIRR)
based on KGA
Case 1
10 Lecture/Class “Financing Infrastructure” Rajiv Lall and Ritu

Discussion Anand, IDFC
http://www.idfc.com/pdf/Evolving-
Infrastructure Perspectives-Volume-2.pdf , pages 958-977
Financing in India and
and other emerging IMF Working Paper on
economies “Financing Infrastructure in India:
Macroeconomic Lessons and Emerging
Market Case Studies”
Reference Text Book:
Project Financing: Asset-Based Financial Engineering, John D. Finnerty, Wiley Finance, 3rd Ed, M
11. Private Equity and Venture Capital (PEVC) (FI-284)
Private Equity and Venture Capital (PEVC) (FI 284)
PGP-II, Term-IV
Name of the Instructor: Vishal Gupta (PTVF)
Prof. Ashok Banerjee (CC)
Course overview
Since opening up of the Indian economy since 1991 the private equity, venture
capital and buyout industry has become a significant player in the economy in India
and has been in existence globally for the last five decades. The promise of above
market returns has attracted tens of billions of dollars to the industry. However the
industry is shrouded with some amount of mystic combined with the private nature
and on the inner workings of these firms.
This course will introduce students to venture capital and private equity industry.
In the course the students will learn
1. What are Venture capital and private equity funds?
2. What types of investments do they make?
3. How do they generate investment returns?
4. Learn about deal sourcing and selection, enterprise valuation, portfolio mix, and
portfolio company management
5. Learn analytical and deal structuring techniques considering complexities such as
uncertainty or asymmetric information;
6. How to deal with issues in valuation employed in PEF transactions including
valuation of intangibles, absence of markets, and addressing various other
imperfections;
7. Developing an understanding of the roles played by various stakeholders in PEF
market and the complexity of relationships with the companies in which they invest
8. What do professionals in this firms do?
9. How are these firms organised, structured and managed? What are the risks and
rewards and incentive structures of these firms?
Teaching method
There will be lecture to understand some of the core concepts, there will be case
studies to understand some of the key issues around deal making, managing
portfolio, governance decisions on the board, managing exits, personnel decisions.
Cases will be a mix of Indian companies and global case studies.
Evaluation
Class Participation : 25%
Project/Assignment: 25% (on writing and recommending an investment for a
company)
End-term examination: 50%
Who should take this course?

Students who are interested in building a career in private equity and venture
capital, students who will be taking jobs in startups and companies that are funded
by PE/VC, potential entrepreneurs who intend to raise capital from such sources,
students who will work in an ecosystem around PE/VC in investment banking, law
firms, diligence and consulting firms.
Total intake will be restricted to 30 students to start with, criteria for selection will
be based on CGPA till term III, and students who have decided to become
entrepreneurs.
Detailed session wise plan
Session 1
What is Venture capital and private equity? How did this asset class emerge? What
is the history of this asset class? How many venture capital and private equity firms
are there? How much capital do they control? What are the sources of their capital?
Recent history of this asset class in India. What are the historical returns of this class
vs. public markets?
Session 2
How does deal sourcing happen? Is it reactive or proactive? Do brands matter?
What are the selection criteria of firms on deals? Do industry, geography and time
diversification matter in portfolio build? What is the most important characteristic
in building a portfolio?
Case study: Startup Capital Ventures (Stanford Case)
Session 3
How do the returns of the private equity and venture capital class compare to other
asset classes? How does it compare to public markets? Do the returns follow any
pattern? Why do people with similar backgrounds but in different firms generate
different returns? Is there any difference in returns across different firms?
Session 4
How are venture capital and private equity firms structured? Who owns and
controls these firms? What are the incentives in private equity and venture capital?
How are these incentives aligned with the capital providers? What are the origins
and the history of such incentives? How are they distributed among different
groups of people in the firm? Do these economics change? Does ownership and
control change? What is carried interest?
Case Study: TBD
Session 5
What do VC and PE professionals do? What are the backgrounds of the VCPE
professionals? Is their job limited to sourcing and investing? Why do they join the
boards of the companies? How do they behave when they own majority vs when
they are in minority? Do PEVC firms have any operational expertise? Can they run
companies? Is the PEVC board role different than an independent director on the
board? Is there any conflict between a PEVC board member and as a representative
of the shareholder?
Case Study: Snapdeal or Bigbasket
Sessions 6-7
How do you value companies? How do valuation metrics change between venture
and growth equity and buyouts. How do payouts work for different classes of equity
– how does that impact valuation metrics. Do public markets impact valuation? Are
there any rules for valuation?
Valuation case study – 1. Flipkart Case. 2. Motilal Oswal
Session 8
Term sheet – what is a term sheet? What are the different economic and legal
clauses in a term sheet? How do you construct a term sheet? What factors impact
the terms? How do different terms play out in different scenarios over several
financings? What are founder friendly terms? What terms are enforceable under
Indian contracts and jurisdiction?
Task:
Construct a term sheet under different situations of Series A, Series B, Series C,
down rounds, forcing participations, wipeouts, recaps and other exercises.
Session 9
What are different ways in which a PEVC achieves an exit? What are the different
criteria which are employed to generate an exit? What drives exit decisions? How
do the entrepreneurs and investors align in exit decisions? Who makes the exit
decision? Can PEVC firms force exits in a company? Do contractual rights matter in
an exit?
Case study: TaxiForSure (TFS). What were the circumstances facing the board and
founders? What are the different market forces that should be analysed in the
decision making? Is there a perfect decision? Did individual board members think
differently? Where the founders and the investors aligned?
Session 10
Venture debt, when should companies take venture debt? Is venture debt useful at
all? How does this compare with raising more equity? What trade offs and
economics should companies and investors think through on venture debt? Who
are the venture debt players? How do they invest? What is criteria for venture debt
players to invest in companies? What are the economics of a venture debt firm?
This will be a core concept class with slides, analysis of different situations and a
small case analysis to be included.
12. Sales and Distribution Management (MK-212)
Course Objectives
This elective course will offer in-depth exploration of concepts and practices in the fields of Sales Management
and Distribution Management to equip the participants with specialized insights and skills.
Course Pedagogy
There will be 20 sessions in all and will include 7 cases.
Students are advised to come well prepared with their analyses of the case to the class as this will enhance the
learning.
Data discipline is a key operating variables in this course. Candidates will be always asked to back their
statements with facts and inferences from data.
Course Evaluation
1. Group Project = 40% (field work based projects) – described below,

2. Quizzes=20%
3. End-Term Exam =40%
The Group Project
Each group of 5 students is required to choose a company and complete a “Distribution Dossier” for the
Company.
The Dossier is to have the following elements:
CHANNEL DESIGN
This is to cover the following elements:
▪ The channel design used by the company for the physical flow of goods. This should also include a
brief description of the role and key deliverables of each channel member.
▪ The documents recording the flow of information.
▪ Usage of e-commerce.
▪ Methods of managing key accounts and modern trade.
CHANNEL MEMBER MANAGEMENT

▪ The monetary methods used by the company to reward each of the channel members.
▪ The non-monetary methods used by the company to reward each of the channel members.
▪ Target setting mechanism.
▪ The monitoring mechanisms used to keep track of channel members.
▪ Training and HR inputs provided to Channel Members.
FIELD FORCE MANAGEMENT
This is to cover the same elements listed above for Channel Member Management.
TRANSPORTATION AND LOGISTICS
▪ The modes of transportation used from company factory till it reaches the dealer / distributor.
▪ The modes of transportation used from the dealer / distributor till it reaches the retailer.
At each of the above stages, please outline the deployment of Information Technology.
THE ANALYTICAL FRAMEWORK
The initial Sessions of the course covered a Framework describing variables affecting distribution. Please revisit
these variables for the company chosen by you – and analyse the impact of each of these variables.
THE FINANCIAL ASPECT
Please refer to the Balance Sheet of the Company and carry out the following exercise:
▪ Compute the Market Spend of the Company and break this up into two components – Advertising Spend
and Sales & Distribution Spend.
▪ Pie chart the Sales & Distribution Spend into the different components.
Repeat this exercise for any competitor of the company chosen by you. Compare the Pie Charts of the Sales &
Distribution Spends – and give your analysis of the same. The analysis should explain differences (if any). If
there is no difference, what are the possible reasons?
Session Plan
No Session Topic Pedagogy
1 Introduction to the Sales & Distribution System Lecture / discussion
2 Understanding the Key Variables to be managed Lecture / discussion
3 Market scenario & Distribution Footprint Case: Malia Bar
4 Channel definition, Alignment of Brand & Sales Strategy Lecture / discussion
5 Channel Strategies – Direct vs. Indirect trade off Case: Ingersoll Rand (A) - Managing
Multiple Channels
6 Key issues in Channel Design & Management- I Lecture / discussion

7 Channel Strategies – Decisions & Conflicts Case: Uni Globe
8 Key issues in Channel Design & Management- II Lecture / discussion
9 Outlet Focus Case: Jay Tea
10 Channel Roles and Managing Conflict Case: Evergreen Products
11 Rural markets - Reach + servicing + super stockists Case: Coca Cola in India -
Innovative Distribution with RED
Approach
12 Channel Buying Behaviour Case: Lightwel Match Co
13 Market Servicing & Inventory Management Lecture / discussion
14 Using e-Commerce as a Channel Lecture / discussion
15 Inventory Management Lecture / discussion
16 Alternate distribution models and channels for BOP Markets Lecture / discussion
17 Outlet Mapping - defining outlets and capturing data Lecture / discussion
18 Outlet Classification and Segmentation Lecture / discussion
19 Route to Market:building the best way to serve the market Lecture / discussion
20 Profiling, staffing, training and retaining Field Force Lecture / discussion
Reference Books
• Sales Management- Analysis & Decision Making –Ingram, Laforge, Avila, Schewpker & Williams.
(Cengage Learning 6th Edition, India Edition).[ILASW]
• Marketing Channels- Louis Stern, Adel El Ansary, Coughlan, Anderson & Natarajan (Pearson-7th
Edition) [SAAN]
13. Product Management (MK-218)
Objective
The basic task of any company is to manage its products and services. In many packaged goods
companies, the person in charge of this activity has the designation of Product Manager.
Traditionally the product manager’s essential job was to (i).analyse the market; (ii) develop suitable
Product or Service for the target segment; (iii) make decisions about advertising, promotions,
channels of distribution, pricing, after sales service etc.
However, of late the product manager’s job has become increasingly complex. Among many
factors, it is due to intense global competition, rapid obsolescence of product due to advent of
superior technology, adoption of new communication technology and in particular, growth of
cellular phones, Internet and Social media and overall changing consumer aspirations. All these
factors are together known as “new market environment”. The purpose of this course is to provide
an overview of how a product manager deals with these diverse issues.
Course Focus
This course will provide a forum to discuss various background concepts like brand building,
positioning, creative advertising and endorsement to influence consumer decision making,
innovative promotion & pricing decisions, Product Portfolio analysis & elimination rules. The
course shall take up a number of real life New Product/ Brand Launch decisions in India.
Professor shall share his varied experience and research evidences about how host of products are
marketed in the Indian Market.
Contents
1. Introduction to Product Management
2. Indian Market & its recent Trends
3. Key Issues of Brand Building & Future of Branding
4. Category Attractiveness Analysis
5. Competitor Analysis
6. Customer Behavior Analysis
7. Managing Channels of Distribution (Retail and Modern Trade) in India
8. Pricing and Promotion Decisions
9. Media Scenario and Creative Advertising Decisions
10. New Product Launch
11. Managing Products in Rural Market
12. Product Portfolio and Elimination Strategies
13. Marketing Metrics & Financial Analysis of Product Management
Group Assignment
Form a Group with maximum five Members (from the students who finally
Register for this particular Course)
1. Choose any topic of Product Management & present it class

2. Choose any one of the following Themes/ issues & present it in class
Preface
Indian market is known for its diversity. It invariably offers enormous opportunities as well as
challenges. With gradual opening up of its economy several MNCs (multinational companies) have
entered Indian market. However, only those companies were successful which adapted their
Marketing Programs to meet local market conditions. Many products/ services failed because they
blindly followed their traditional marketing strategies that did not work in a diverse country like
India. It is now widely acknowledged that the unique social & cultural characteristics,
traditions and dynamics of consumer behavior in India demand a different Product Strategy for
achieving success.
Secondly, the rise of new economic powers, faster integration of the world economy and the
growing power of information technology have already triggered dramatic changes and it is likely
to transform the global landscape in the coming years. A gigantic shift is taking place today in the
global economy because of the growing clout and sudden burst of emerging markets in the world
economic scenario.
Thirdly, it is fact that emerging markets have brought about a metamorphic change in world trade.
Their share of the total merchandise exports is growing. Today they account for 20% of the world
economy and in the foreseeable future it is projected to constitute 50% of world market. Already
over 70 Fortune 500 firms are from the emerging economies.“A new breed of world class
companies” from these economies is expanding their global operations fast through mergers and
acquisitions.
Against these backdrops, companies respond to the new marketing opportunities in India or for
that matter, in any “Emerging Market” and prepare for tomorrow’s global competitive
challenges.
Group Assignment: Your Group may choose any of the following themes or issues.
1. Branding, Distribution and Communication Strategies. Examine issues relating to

product innovation, advertising and distribution strategies, in addition to focusing on newer
organized retailing formats in markets like India, China etc.
2. Operating in Rural or the Bottom of the Pyramid. Concepts of effective demand
creation and tapping every potential customer must find a place in marketing campaigns.
What are the innovative marketing strategies (say, small size packaging, simple product
design, lower unit price etc.) to reach out to the rural or bottom of the economic segment
of a market? How should the companies increase market size for fast moving consumer
goods (fmcg) and personal or family used durables in India? How will they capture the
hitherto neglected class of customer segments in semi-urban locations or those at the bottom
of the pyramid? Alternatively, should there be a new form of marketing practice (say,
public-private partnerships) to reach out to the remote corner of the Indian market or vast
number of people who are at the bottom of the pyramid? Examine alternative styles of
tapping such segments of a market with suitable Product Market examples.
3. Marketing in Emerging Markets. Companies often treat the emerging markets as if they
are an extension of their business, a source of incremental revenues for existing products
and services. This strategy at times failed in the case of emerging markets. What are
innovative ways of marketing to be kept in mind while entering emerging markets? What
are the lessons learnt from the successful marketing strategies of companies in the emerging
markets?
4. Competitive Strength of Emerging Markets. Emerging markets are becoming regional
economic powerhouses with a large population, substantial cumulative resource base and
potential markets. Many local companies in such countries have demonstrated their
marketing competence and are fast becoming world class marketers. Ascertain the growth
path of such companies and what are the new competitive challenges they offer in the
changing global economic landscape?
5. Premium Brand Marketing. With growing economic affluence, emergence of nuclear

family and in general, consumer aspiration, market for luxury products or premium brands
are becoming significant size in countries like China, South Asia and Central Asia. What
are the innovative marketing programs required to tap this growing market? How should
the marketers compete with global players in these growing premium product categories in
markets such as India, China and far Eastern countries?
6. Cross-Cultural Issues. The cross-cultural issues will provide more challenges and
opportunities in emerging markets. There are many issues like culture impacts on marketing
(domestic versus global) operations, cross-cultural dimensions of marketing research,
cross-cultural aspects of marketing- mix strategy. Ascertain cross- cultural issues for
marketing success.
7. Trends and Challenges in Service Marketing in India: What are the emerging trends in
the service industry such as Domestic Tourism, IT enabled services, Educational Services,
Financial Services and a variety of other services that are growing fast in India. What
opportunities do they offer and what challenges are faced by the service industry?
8. Dynamics of Consumer Behaviour: Issues related to consumption behavior patterns,
influence of cultural, social and economic factors and the power of media mix in exploiting
urban and rural market opportunities.
9. The rising power of China in the Global Market: China has become the production hub
of many products. What are the lessons to be learnt for the success of Chinese companies?
Have they succeeded in making local product adjustments, managing risks and new product
failures? What tectonic shift is likely to take place because of the emergence of such new
super powers?
10. Ethical Issues: With increased transnational corporate activity across the globe, matters of
ethical corporate conduct have assumed a new significance. What are the ethical issues to
be addressed by the corporations in emerging markets?
Individual Assignment
PRODUCT MARKET ANALYSIS
Choose any Product. Examine the following issues with relevant latest information.
i. Current market Size & key trends;
ii. Segmentation of the market;
iii. Consumer Behaviour pattern noticed in that product buying;
iv. Positioning of different brands in that product category;
v. Key communication and promotion strategy adopted by leading brands;
vi. Marketing Strategies adopted by key players.
You have to write a report (maximum 20 page length) on how that particular product is
managed in India. Also, develop suitable PPTs covering all aspects of your Analysis.
Evaluation Criterion : Grade will be awarded on the basis of the following components : -
1. Class Participation: 20
2. Select Topic Presentation: 20
3. Theme Analysis & Presentation: 30
4. Individual Assignment (Product Analysis): 30
Reference:
1. Product Management in India; Ramanuj Majumdar, 3rd Edition; Published by Prentice
Hall of India 2008
2. Product Management : Donald R. Lehmann & Russel S. Winer, 4th Edition, Published by
Irwin, 2009
3. Consumer Behaviour : Insights from Indian Market; Ramanuj Majumdar, 1st Edition;
Published by PHI Learning 2010
14. Strategic Brand Management (MK-251)

I. Objective :
The biggest marketing task facing any company is how to diifferentiate the offerings through suitable branding strategy
so that the offerings stand out as relevant and superior in value to its chosen target market.
Brand building is generally misunderstood as a process of chosing a sign or a name to an offering. In reality, Branding
is about making a certain promise to the customers about delivering certain level of performance and fulfilling that
experience. Therefore, branding requires continuous planning and delivering superior value to the customers. The
power of creative branding lies in protecting the brand from price competition, living in the customer’s mind and
withstand pressures towards commoditization.
This course on Strategic Brand Management shall try to explain the key concepts and insights related to branding
issues. It will combine theory and practice about brand management. The course will be organized into five distinct
Units, as following.
Unit-I: Key Branding Concepts: brand building challenges and opportunities; brand building process; brand
positioning; defining and establishing brand values, customer based Brand Personality.
Unit-II: Strategies for Building and Leveraging Brands: Explain role of different elements marketing programs
that are used to build a powerful brand; leveraging brand knowledge to make brand extensions; conceptualizing the
leveraging process by country of origin; co- branding, licensing, celebrity endorsement, sporting icons, cultural and
other events.
Unit-III: Implementing Branding Strategies: brand portfolio; managing brands over time: managing brands over
geographic boundaries and market segments.
Unit-IV: Concepts to Implementation: Brand Building in Technology Markets, Corporate Branding. Assessing the
growth trajectory of successful brands.
Unit V: Measuring Brand Value/ Equity. Capturing customer mindset & measuring outcomes of brand equity;
capturing market performance.
Course Coordinator: Prof. Ramanuj Majumdar
Cell no. 94331 83823

Room No: A 210;
email: prof. majumdar@gmail.com
II. Group Assignments
Q1. THE BRAND BUILDING CHALLENGE Weightage = 30%
The focus of this Group assignment is to analyse a live case study on branding. Explain how the particular brand
evolved, nurtured its growth & finally created a powerful brand in today’s fierce competitive market.
Issues to examined
• Brand’s History: How did your chosen Brand evolve in the same Product category?
• What are the key Consumer insights & perceptions used to create its Brand values?
• Brand Articulation: What are the key Factors like name, packaging, communication, etc. that shaped the
brand during its life cycle?
• Role of Advertising : Cite specific advertising message used in this brand building process
• Brand Positioning : How did this brand positioned itself in its competitive market?
• Brand Personality: What is its present Identity, Personality and Symbolism?
• Brand Appraisal: What are some Strategic decisions taken to build the same brand?
• Brand Extension: Did the marketer make any brand extension decisions?
• Future Challenges : What are your Group’s views about possible future steps to be taken to consolidate the
brand?
You have to submit a revised write up (maximum 15 page length) on the chosen case study and make a
presentation in class with a set of PPTs, covering the above mentioned points.
Q2. Undertake an empirical marketing research study to assess any set of issues
relating to Brand Management. Define your marketing brief, marketing research
objectives and methodology of data collection ( say, Depth interviews, focused
group, Projective or Qualitative research techniques, Structured Questionnaire)
formal analysis (with the help of SPSS/ SAS packages) and final interpretation of
your study findings.
Submit a report (maximum 20 page length) on or before Friday, September 6 th 2013.
Formation of Group:
After final registration you should form a Group with maximum four members.
Please submit the names/Regn No. of your Group members to Ms Debleena Bhaumik,
TTA of this Course.
III Individual Assignment Weightage= 20%
Strategic Brand Management area is today replete with numerous concepts &
tools, such as:
i. Brand Positioning & Brand Repositioning
ii. Brand Personality
iii. Brand Extensions
iv. Co-branding Strategies
v. The Brand Key Vision and Brand Architectures
vi. Brand Image & Brand Portfolio Strategy
vii. Brand Elements (eg; Role of Packaging/ Labeling, colour, tone etc.)
viii. Role of advertising in brand Building;
ix. Challenges in Building Brands in Technology markets
x. Corporate Branding (say, use of names like TATA, Sony etc.)
xi. Brand Ambassadors ( Celebrity Endorsements)
xii. Brand resilience/ revitalization/ rejuvenation
xiii. Brand loyalty / Brand switching behavior
xiv. Brand Audit
xv. Services Branding
xvi. Brand Value/ Equity & methods of measuring Brand Valuation
xvii. Competitive Brand Strategies
xviii. Comparative analysis of life cycle of various competing brands
xix. Making Indian brands to go global
xx. Future of branding
xxi. Any other themes/ topics related to Brand Management
Choose any one of the above branding themes. Explain the particular theme and
cite suitable live examples.
You have to submit a hard copy of the write up on or before Friday, July 19th 2013.
Please note that maximum length of the write up on each theme can be maximum 10 pages.
You will receive my feedback on this draft copy.
Please incorporate the changes suggested and submit the final write up again (in Soft Copy format) for
grading purpose on or before August 30th 2013.
Evaluation Criterion:
End Term=30%; Individual Assignment=20%;
Group Assignments:
Write up on any Brand & its presentation in class= 30% ; Empirical Project=20%
Reference:
1. Keller Kevin Lane (1997) , Strategic Brand Management : Building , Measuring and Managing Brand
Equity; 3rd Edition; Pearson.
2. MG Parameswaran (2011); Brand Building Advertising: Concepts & Cases from Indian Market; Tata
Mcgraw Hill.
3. Ramanuj Majumdar (1990);Marketing Research Text , Application and Case Studies; Wiley Eastern Ltd.
4. Richard Elliot & Larry Percy (2007), Strategic Brand Management: Oxford University Press.
5. Kapferer J-N (1997) , Strategic Brand Management :Creating & Sustaining Brand Equity ; Kogan Page.
15. Relationship Marketing (MK-253)

MK253: Relationship Marketing (RM)
PGP 55, Term IV
©Professor Suren Sista, IIM Calcutta
Credits: 3
INTRODUCTION
The aim of this course is to provide an understanding of marketing in relational exchanges.
The objectives of this course are:
• To offer an understanding of the nature of business relationships and the domain of
Relationship Marketing,
• To integrate an understanding of concepts and issues that are under the purview of
Relationship Marketing and are dealt with in the practice of CRM, such as customer
value, customer satisfaction, customer expectation, customer delight, memorable
buying experience, Customer Lifetime Value, etc.
COURSE PEDAGOGY
Each classroom session will be a combination of lecture, discussions based on cases and
readings, and in-class activities. The stress on a component may differ in different sessions,
with some component(s) being absent in certain sessions.
COURSE MATERIAL
Readings, cases, and textbook will be provided as part of the course-pack.
COURSE EVALUATION
Student evaluation for this course will have the following components:
1) Class Participation 15%
2) Assignments (Group) (2 Nos.) 30%
3) Quizzes (Announced) (5 Nos.) 55%
Assignments (Group)
• Assignment 1 (Data Mining Exercise): Data Mining to design CRM strategy for a firm.
The competition will revolve around maximizing profitability for the firm as the
principal goal.
• Assignment 2 (Simulation): Competition focused on customer centricity of a firm. The
competition will revolve around maximizing Market Valuation and Customer Equity of the firm.
Quizzes (Announced)
There will be five announced quizzes.
Quiz # Based on content covered in session #
1 1–4
2 5–7
3 8 – 10
4 11 – 16
5 17 – 20
LIST OF SESSIONS (20 sessions of 90 minutes each)
Module I: Fundamental Concepts PART I (Sessions 1 - 4)

Module Objective: This module focuses on the conceptual and theoretical foundations of CRM to
explain why organizations and consumers engage in relational behavior.
Session # Topic Content

1&2 The CRM Landscape • Appreciation of foundations of Relationship Marketing.
• Evolution and growth of CRM.
• Why is CRM so important in today’s world?
3 Value – The Key • Understanding the concept of value in a relational
Driver setting.
4 Customer • Understand the customer satisfaction concept, and
Expectations and appreciate the systems and processes that lead to
Satisfaction sustainable customer satisfaction.
• Understand the relationship between customer
satisfaction and CRM.
Module II: CRM Metrics (Sessions 5 - 10)

Module Objective: This module provides a comprehensive view on the various metrics that are used
in the practice of CRM. The emphasis is on the practical application of these metrics.

5 CRM Metrics I • Traditional Marketing Metrics
• Primary customer–based metrics
6 CRM Metrics II • Popular customer-based value metrics.
• PCV, RFM.
7 CRM Metrics III • CLV and its role in strategy development
8&9 CRM Metrics IV • Word of Mouth Effect
10 CRM Metrics V • Customer Influence
Module III: Fundamental Concepts PART II (Sessions 11 - 12)

Module Objective: This module focuses on three critical fundamental constructs towards engaging
in a long-term relationship – customer acquisition, retention and loyalty.

11 Customer • Understanding Customer Acquisition Strategies.
Acquisition & • Resource Allocation for Customer Acquisition and
Retention Retention.
12 Customer Loyalty • Understanding Customer Loyalty and its connection
with CRM metrics.
Module IV: CRM in Business and Consumer Markets (Sessions 13 - 18)
Module Objective: This module focuses on the practice of CRM in different business contexts.

13 Relational Behaviour • Understanding relationships in the B2B context and
in the B2B context dynamics of intra and inter-organizational
relationships.
14 Partnering for • Leveraging partnerships with intermediaries to create
Superior Value superior value.
15 Multi-channel • Integrating channels for customer value creation and
Relationships & delivery.
Multichannel • Managing multichannel shoppers and channel conflict.
Customers
16 Key Account • Customer classification and value-based management
Management of customers.
17 Designing Loyalty • Structuring and managing loyalty programmes.
Programmes
18 Customer Databases • Understanding the link between databases, data
& Data Mining mining, and relationship strategy.
Module V: Course Wrap Up (Sessions 19 - 20)

Module Objective: This module explores pitfalls that may make CRM initiatives unsuccessful. The
final session is a review of all concepts covered in the course through a discussion on the simulation
game.

19 Dark Side of CRM • Problems and pitfalls associated with CRM.
20 CRM in Action • CRM practice in today’s world.
EXPECTATIONS, GUIDELINES & PRACTICES:

Listed below are the expectations of participants, and some general guidelines and practices to be
followed for this course. These may be added to or modified during the course to enable smooth
conduct of the course.
1) It is expected that students will,
a. read prescribed material for a session,
b. contribute constructively to all in-class activities, and to group activities,
c. be honest during quizzes, and submit original work for all submissions, whether these
are individual or group submissions,
d. maintain a level of decorum in-class befitting students of the institution,
e. keep all electronic devices switched off during class (laptops and calculators will be
required for certain sessions, which will be informed in advance so students may use their
laptops to those sessions), and
f. follow all rules laid down by the institute for the conduct of the PGP programme.
2) In the event of academic misdemeanor, malpractice, or misconduct; including submitting
plagiarised, purchased, contracted, falsified assignments, submissions, or projects, and cheating
in a quiz or the exam; relevant PGP rules will apply. The minimum penalty will be a grade of
zero on that particular submitted material, quiz, or exam.
3) Differently-abled students may please approach the instructor through the PGP Office about
any accommodations that they may require. The instructor will make all permissible
accommodations with the advice of the PGP Office.
16. Sports Entertainment and Media marketing (MK-256)
1. Course Title: Sports, Entertainment & Media Marketing (MK 256)
2. Academic Year /Term: Term 4

3. Course Coordinator:
4. Course Instructor: Chandradeep (CD) Mitra
5. Course Prerequisite: Foundation (PGP 1) Marketing Courses
6. Sessions: 20 Sessions
7. Credits: 3 Credits
8. Cap on Enrolment:
Due to the interactive nature of the course and the desirability of inviting external visiting faculty
to provide a contemporary industry perspective to this course, it is essential to have a maximum
cap on the number of students enrolled for this course, which would be 80.
10. Course Objective:
Sports, Media and Entertainment are large, influential industries globally with unique
characteristics that require specialized knowledge and skills for managing them successfully. In
India, though historically small and underleveraged, these industries are now displaying
enormous growth potential, notwithstanding structural challenges. Further, understanding these
industries is important for all marketers as they offer powerful alternative marketing platforms
for a large number of categories.
Till recently, the business of Sports in India has been relatively under-marketed and under-
monetized compared to most developed economies of the world. However, in recent times, with
the increasing professionalization and commercialization of various aspects of sports, the
unprecedented success of IPL, growing interest in other sports like Football & F1, Sports is
becoming a serious and large business in India, with a huge potential for exponential growth. A
key aspect of stimulating and managing this growth is the evolving discipline of Sports
Marketing, a field that needs specialized knowledge but is missing from the curriculum of almost
all business schools in India.
The Media business in India has grown phenomenally in India in the last decade, across all
platforms – TV, Films, FM Radio, Print, and especially Internet & Social Media. It is today one
of the largest and most thriving media markets in the world. Along with the growth and ensuing
competition, has emerged the need to professionally market various media products to audiences
& advertisers, and this too needs specialized category knowledge and skills.
India has always been rich in culture and entertainment, but only very recently have professional
marketing capabilities been applied to this domain. However, since the business has its own
unique dynamics, and as market offerings are essentially socio-cultural products, marketers
perhaps have as much to learn from entertainment specialist as the other way around.
Sports, Media & Entertainment industries are important for Marketing not only because these are
growing high-potential industries that need specialized marketing capabilities, but more so
because in this era of mass media fragmentation, clutter, audience fatigue and ad avoidance,
marketers increasingly need alternative communication platforms to build connections and
relationships with their target audiences, and this is where popular channels like sports, media
and entertainment are emerging as powerful alternative marketing platforms. It is for this reason
that all students of marketing would find this course especially useful.
This first-of-its-kind course in Indian business school curriculum is now being offered for the
fifth consecutive year at IIM Calcutta. It will equip interested students with a conceptual
framework of Sports, Entertainment & Media Marketing, and a here-and-now feel of what is
happening in these domains on the ground in India today. While this course will have the basic
theoretical underpinning of understanding the psychology of sports, media & entertainment
audiences, it will also leverage the practical knowledge and experience of some of the leading
lights in India of these fast growing industries.
Sports, Entertainment & Media Marketing will thus be looked at from two perspectives – the
Marketing of Sports, Entertainment & Media products, services & experiences, and Marketing
through Sports, Entertainment & Media (using them as long-term strategic platforms to engage
consumers of other categories).
11. Course Administration:
Mr. Chandradeep Mitra will anchor and handle about 60-80 % of this 3-credit course.. Some of the
leading Indian practitioners and experts of Sports, Entertainment & Media Marketing will come
and share their conceptual & practical perspectives to make the course multi-dimensional, rich and
practical. This will be underpinned by conceptual frameworks and classroom discussions to help
students build their own perspectives on these exciting and continuously evolving industries where
the role of marketing holds a lot of future promise, and which are contributing powerful alternative
communication platforms for marketers.
12. Course Sessions:
The Indicative Session Plan (not necessarily sequential, and the invited guest speakers may be
replaced by someone of similar experience & expertise depending on availability of these industry
experts closer to scheduled class dates) is as follows:-
Topic No of Sessions Instructor
Intro to Sports, Entertainment & Media Marketing 1 Chandradeep Mitra

Unique Characteristics of Sports & Entertainment 1 Chandradeep Mitra
Understanding Sports/Entertainment Consumers 1 Chandradeep Mitra
Evolution of the Sports Product & Ecosystem 1 Chandradeep Mitra
Role of Media (Broadcast/Social) in Marketing Sports 1 Chandradeep Mitra
Sports as a Marketing Platform 1 Chandradeep Mitra
Marketing through Sports/Entertainment – Sponsorships 1 Chandradeep Mitra
Marketing through Sports/Entertainment – Endorsements 1 Chandradeep Mitra
Evolution of Sports Marketing in India 1 Guest Faculty
Marketing of Sports – Sports Events/Teams 1 Guest Faculty
Marketing through Sports/Entertainment – Endorsements 1 Guest Faculty
Marketing of Sports/Entertainment Celebrities 1 Guest Faculty
Evolution of Media Ecosystem & Marketing 1 Chandradeep Mitra
Media Products, Media Platforms 1 Chandradeep Mitra
Digital & Social Media Evolution 1 Guest Faculty
Emerging Role of Digital/Social Media in Marketing 1 Guest Faculty
Marketing of Entertainment – Content Strategy 1 Guest Faculty
Marketing of Entertainment – TV/Films 1 Guest Faculty
Marketing through Entertainment – Branded Content 1 Chandradeep Mitra
Consolidated Learnings & Summary 1 Chandradeep Mitra
Total 20 Sessions
13. Course Evaluation: The students will be evaluated on the following components:
a. Course (Class/Online) Participation – 10%
b. Group Projects- 40%
c. Individual Assignments-50%
14. Bibliography: While there is no prescribed text book for this course, and the course will not
follow any particular book, some interesting books that are relevant and could be referred to are as
follows:
a. The Elusive Fan – Reinventing Sports in a Crowded Marketplace, by Irving Rein, Philip
Kotler & Ben Shields
b. Sports Marketing and the Psychology of Marketing Communication, edited by Lynn R
Kahle & Chris Riley
c. The Psychology of Entertainment Media – blurring the Lines between Entertainment and
Persuasion, edited by L J Shrum
17. Internal Marketing (MK-262)
Course Coordinator: Koushiki Choudhury

E-mail(s): koushiki@iimcal.ac.in
Instructor(s): Koushiki Choudhury
Office: NAB K-306 (KC)
COURSE OBJECTIVES
Till recently, marketing emphasized only the external customer. However, gradually it is being
understood that external marketing is most successful when integrated with marketing efforts
inside the firm. Internal marketing is a key activity in the development of a customer-oriented
organization. The purpose of this course is to provide an understanding of the vitality of internal
marketing, to highlight the relationship between internal and external marketing and to provide
students with the skills to develop internal marketing strategy for firms.
This course aims to develop students’ knowledge and understanding of the fundamental importance
of Internal Marketing and provide a contemporary view of the subject. On successful completion
of this course, the student should have:
1. An understanding of the concept of internal marketing
2. An understanding of the impact of internal marketing upon the external marketing activities of
a firm.
3. The ability to identify and develop successful internal marketing strategies for firms.
4. The skills necessary to understand their place in the firm within the internal marketing
framework and work as an effective internal member of a firm.
6. Developed generic skills in the areas of communication, problem solving, and critical evaluation.
Pedagogy: Case analysis, discussion of readings assigned, group exercises and project
Evaluation Method:
Case Analysis – 40%
Class participation – 10%
Quiz – 50%
Text Book: Light Their Fire: Using Internal Marketing to Ignite Employee Performance and
Wow Your Customers by Susan Drake , Michelle Gulman, Sara Roberts by Kaplan Publishing
Readings & Cases from Harvard Business Publishing: Mentioned in Sessionwise Course Plan
below
SESSIONWISE PLAN
SESSIONS 1 and 2: Introduction to internal marketing
SESSION 1
Reading: Selling the Brand Inside by Colin Mitchell
Text: Chapter 1
Case: Bonuses in Bad Times
SESSION 2
Reading: Hearts on Fire--Brand Development Manager
Case: When a New Manager Stumbles, Who's at Fault?
Text: Chapter 1
SESSIONS 3 and 4: Internal markets, internal stakeholders, internal customers and

customer-oriented organizational culture
SESSION 3
Reading: Why Bad Things Happen to Good Companies
Case: Why Are We Losing All Our Good People?
Text: Chapter 2
SESSION 4
Reading: The New Intimacy
Case: Reign of Zero Tolerance
Text: Chapter 2
SESSIONS 5 and 6: The processes of internal service quality, continuous improvement and
organisational learning
SESSION 5
Reading: How and Why to Build an Internal Marketing Campaign
Case: When Your Colleague Is a Saboteur

Text: Chapter 3
SESSION 6
Reading: Chapter 3
Case: When Steve Becomes Stephanie
SESSIONS 7 and 8: Relationship marketing, internal marketing and internal organizational

networks
SESSION 7
Reading: You're Five Steps Away from Having a Customized Brand
Case: Best of Intentions
Text: Chapter 4, 8
SESSION 8
Reading: Ending the War Between Sales and Marketing
Text: Chapter 4, Chapter 9
Case: Cane Mutiny: Managing a Graying Workforce

SESSIONS 9 and 10: Internal marketing and external marketing
SESSION 9
Reading: Why PR Matters--and What It Can Do for You
Case: After the Layoffs, What Next?
Text: Chapter 5, 7
SESSION 10
Reading: How to Get Employees to Buy Into Your Mission
Case: Rob Parson at Morgan Stanley (A)
Text: Chapter 5, 7
SESSIONS 11 and 12: Branding in the context of internal marketing
SESSION 11
Reading: Text: Chapter 6
Case: Should You Listen to the Customer?
SESSION 12
Case: NYPD New
SESSIONS 13 and 14: Internal communications and Public Relations
SESSION 13
Case: We Googled you

SESSION 14

Case: How Hard Should You Push Diversity?
SESSIONS 15 and 16: Developing an internal marketing strategy: a relationship approach
SESSION 15
Case: Quality Improvement Customers Didn't Want
SESSION 16
Case: Mad about plaid
SESSIONS 17 and 18: Targeting and positioning in internal markets
SESSION 17
Case: And Now, a Word from Our Sponsor
Reading:Text: Chapter 9
SESSION 18
Case: What Serves the Customer Best?
SESSION 19 & 20: Knowledge management, learning and internal marketing
SESSION 19:
Reading: Public Relations Comes of Age
Text: Chapter 9
SESSION 20:
Case: Can nice guys finish first
18. Business Data Mining (MI-254)

1
Course Title: Business Data Mining

Course Outline
Coordinator: Prof. Uttam K Sarkar, Course Coordinator
Email: uttam@iimcal.ac.in
Prof. Anup K Sen
Email: sen@iimcal.ac.in
Introduction:
For sustainable competitive advantages organisations need to make reality driven business decisions
fast. In the highly dynamic world today, reality changes faster than one can adapt to it. To capture the
sense of reality it’s absolutely essential to mine emerging data from multiple sources. Organisations
with managers who can make timely data driven decisions are expected to outperform those managed
by gut-feeling based decision makers.
Intelligent navigation through data sources may unearth interesting patterns with insights of
knowledge toward superior decision making. For an example, a traditional transaction oriented
database for a superstore would keep track of physical coordinates of items for sale and maintain
detailed inventory information. An intelligent data mining analysis, in contrast, may reveal that those
who buy milk at a visit to a store also buy bread with a high probability and this finding would pave
ways for a more efficient way of keeping bread and milk at adjacent rather than far-apart racks.
Analyzing past history of sales, customers can be classified according to their buying patterns and
this may lead to an effective customer relationship management and help in direct marketing.
Decisions on launching new products not only depends on market research but also on the mining the
data on sales of various products. Past data driven decision making is expected to take a significant
role in near future.
Extracting useful information from such huge data sources and summarizing it in a desirable form for
decision support is another big challenge. For an example, a superstore may have several branches
spread over various cities of a country or perhaps a number of countries. The sales pattern might
depend on economic, cultural, climatic, and many other dimensions. Data warehousing addresses
issues related to filtering and representation of huge volumes of data towards these ends. It remains a
big challenge how a data warehouse should be modeled and maintained so that the desired analysis
on various dimensions can be performed to aid decision making of managers.
In summary, innovative applications, typically studied under the banner of Data Mining and Data
Warehousing, are becoming increasingly important in the management of modern organizations.
Modern managers will find it useful to keep abreast of the potentials, limitations, and issues related to
these emerging areas in their decision making process.
Course Objective:
The course is aimed at helping students understand and appreciate the role of Data Mining for
Business decisions and also the use of Data Warehousing for decision support in the broader context
of making organizations smarter and intelligent in decision making.
2
Teaching Methodology:
Classroom lectures, presentations and in-class data mining problem solving using own laptop.
Packages:
XLMiner, IBM SPSS Modeler
Evaluation:
Mid-term Examination 35%
End-term Examination 35%
Group Assignments 30%
Text & References:
1. [Text]Data Mining for Business Intelligence, Galit Shmueli, Nitin R. Patel and Peter C.
Bruce, Wiley India Pvt. Ltd. [To be provided from PGP Office]
2. [LL] Data Mining and Predictive Analytics, Daniel T. Larose and Chantal D. Larose, Wiley
series, Wiley India Pvt. Ltd. [To be provided from PGP Office]
3. [HK]Data mining: concepts and techniques, Jiawei Han and M. Kamber, Morgan Kaufmann
Business Data Mining
Tentative lecture Dates Contents Reference
schedule Week#
1 Week 1 Course outline Class discussion/PPT
Introduction to Database, Text/Ch 1,2, LL/Ch 1,2
Data warehousing
(OLAP) & Data mining
(DM)
2 Week 2 Data Warehousing Class PPT, HK/Ch 4,5
(OLAP ) LL, Notes, Class
discussion
3 Week 3 Which items are bought Text/Ch 11, LL/Ch 23
together – recommender
systems
Association Mining
IBM SPSS Modeler
XLMiner
4 Week 4 Which customers are Text/Ch 4, 6,7, LL/Ch 23,
likely to buy personal 10,11
computers?
Classification
5 Week 5 Classification by Decision Text/Ch 7, LL/Ch 11
Tree
7 Week 7 Classification using Text/Ch 9, LL/Ch 12
Neural Network
8 Week 8 Classification Text/Ch 6, LL/Ch 14
(Continued)
9 Week 9 Which group of employees Text/Ch 12, LL/19
performs similarly?
Clustering
Who will be a defaulter in loan repayment? Text/Ch 8, LL/Ch 13
Logistic Regression
10 Week 10 Principal Component Text/Ch 3, LL/Ch 4
Analysis Notes, Class discussion
Text mining
11 Week 11 Social Network Analysis Notes, Class discussion
Revision
12 Week 12 Endterm
19. Business Dynamics (MI/SM-271)
Post Graduate Programme in Management (PGP)

Business Dynamics (MI/SM 271)1
Term IV
1
Cross-listed with Strategic Management Group
48
Course Description
Many of the problems facing present day business organizations arise as a result of unanticipated side effects of managers’
past interventions. The way out appears to be acquiring better understanding of cause-effect dynamics and adoption of
systemic approach. The managers of tomorrow therefore need hands-on experience in using modelling tools that help
discovering how structure of complex systems influences the behavior of individuals within them and the overall outcomes.
Business Dynamics (BD) is a powerful modelling methodology for this job. It includes tools such as reference mode
behaviour, causal loop diagram, stock and flows diagrams and simulation to build stories on dysfunctional dynamics
persisting in organization and how the same can be avoided for more preferred future. In this course, participants will have
an opportunity to practice systems thinking based on their experience of being a part of such complex systems.
Learning Objective
On completing this course students will develop a systems perspective and be able to do the following:
• Explain dynamic behaviour pattern in terms of causation mechanisms
• Appreciate the role of Stocks, Flows and delays in the system dynamics
Instructor: Prof. Rahul Roy; Room No. NAB K-102; Extension: 2089; email: rahul@iimcal.ac.in
Available for discussion with prior appointment
Teaching Assistant: Kushal Saha; FP Lab 1; Extension: 3136; email: kushals13@iimcal.ac.in

Available for discussion with prior appointment
Course Resources
• Course-folder: A collection of articles, scholarly papers, technical notes, cases and short practice problems for self-
reading and in-class exercises
• Software: Vensim PLE available free for personal and academic use from www.vensim.com
• Website: http://courseweb.iimcal.ac.in/course/view.php?id=2175
• Supplementary Text: Business Dynamics: Systems Thinking & Modelling for a Complex World, John Sterman,
Irwin McGraw Hill2
Pedagogy
The course would use a balanced mix of class room lectures, role playing games, and workshops to develop principles for
the successful management of complex strategies. A significant part of the course would entail building and analysing
computer simulation models during class session.
Evaluation Components
a. Workshop: 20%
Go hands-on in class. Take a guided tour through some common outcome behavioural patterns . Use pre-built models
to explore the structure in terms of stocks, flows and delays. Discuss your understanding (to be done individually).
b. Take-home Assignments: 10%
Test your take away from the workshops to interpret the paper. Submit your understanding and enlighten.
c. Project: 30%
Choose a decision making situation. Prepare the dynamic hypothesis regarding effect and side-effect of the decision.
Simulate the model to validate the dynamic hypothesis. Present your recommendations on what leads to favourable
outcome (to be done in groups of four).
d. End-Term Examination: 40%
Tentative Schedule of Sessions

Week: Theme Readings Due
Session
Introduction, Purpose and Concepts of A Skeptics Guide to Computer Modelling, John D.
1:1
System Dynamics Sterman
Learning in and about a complex system
1: 2 – 3 Activity: Keep the spirit flowing –
Managing a Beer distribution chain
2: 4 – 5 Exploring Dynamics of Growth
2
Four copies of this book are available in the B. C. Roy memorial library
49
Workshop I: Arresting spread of an System Dynamics Modeling Tools for Learning in a
epidemic Complex World, John D. Sterman
Exploring dynamics of boom and bust Operational Systems Thinking, C. Soderquist and R. D.
Landel
3: 6 – 7 Workshop II: Restoring ecological balance
at Kaibab Plateau
4: 8 – 9 Exploring Growth and Underinvestment
5: 10 Workshop III: Planning capacity expansion
to keep up with market growth
Correcting Fault in a Model
5: 11 Workshop IV: Project Defect Discovery
Model
6 Mid-term Week: No Class
The modeling process: Replicating model The Writing Process In Systems Thinking, J., Corle & R.,
from a given structure D. Landel.
7:12 – 13
Workshop V: Will the boom town repeat Barabba, Vince et al., A Mutimethod Approach for
history and stagnate after all? Creating New Business Strategy, Interfaces, 32(1), 2002
Modeling problems with vivid, well-known
structure and dynamics
8: 14 – 16
Activity: FishBank Sustainability
Challenge
Deriving and representing decision making
9: 17 – 19 structure
Activity: Sony’s Video Game Supremacy
In-class Project Presentation – Model
10: 20
experimentation and Insight
Assignment/Project Submission Schedule

Deadline Deliverable
Week 6 Project Proposal Submission
Take home Assignment: Read, Explore and Explain: Understanding Diabetes Population Dynamics
Week 7
Through Simulation Modeling and Experimentation
Week 8 Project: Reference Mode Behaviour and Causal Loop Diagram
Week 10 Project: Final Report (Model, Simulation Results and Interpretation)
20. Creating and Managing Innovative ICT Startups (MI/SM-272)
Creating and Managing Innovative ICT Startups (MI/SM-272)

Term IV, PGP Elective
Credits: 3
COURSE INFORMATION
Textbook:
Technology Ventures: From Idea to Enterprise , Tata McGraw Hill
Thomas H. Byers, Stanford Univ, Richard C. Dorf, Univ of California Davis
Andrew J. Nelson, Univ of Oregon
Additional Reference:
Stanford Technology Venture Program: http://stvp.stanford.edu/
Stanford University’s Entrepreneurship Corner: http://ecorner.stanford.edu/
Pedagogy:
50
Lectures, Videos, Discussions and Presentations
Instructor Information:
1. Prof. Somprakash Bandyopadhyay, MIS Group
Mobile: 92316-83443
Email: somprakash@iimcal.ac.in
2. Prof. Indranil Bose, MIS Group
Mobile: 9903891246
Email: bose@iimcal.ac.in
Course Description:
This course provides a basic understanding of the personal, technical, and market success factors of a new high tech venture.
Partly derived from different offerings from Stanford Technology Venture Program of Stanford University, it introduces
strategies to assess the potential of new ICT-based product concepts and to translate that potential towards creating and
managing high-impact ventures. It covers methods for analyzing, specifying, designing and launching innovative ICT
businesses along with the knowledge and skills required to prepare a business plan for a new business venture. The course
will draw on case studies of technology-based businesses. Students will work in small groups to develop a state-of-the-art
ICT-based product concept and a business plan around a new innovation in their selected area
The course also provides a broad practice-based experience in Indian context to shape student abilities to think about creating
their own business in India, evaluate situations from a strategic perspective, and each strategic decision. Accomplishing
these objectives entails introducing students to how an enterprise must deal with all complexities and constraints in Indian
scenario, why none of these can be assumed away or ignored, and how situation factors impact strategic decisions.
Prerequisite:
There is as such no specific prerequisite; however, it is a course in your last term and assumes that you have adequate
knowledge of management theory and practice.
Course Learning Outcomes:

Upon completion of this course, students will be able to:
• Explain the concepts and principles for creating successful innovative ICT startups.
• Apply the venture creating procedures to real world venture analysis.
• Develop an understanding towards venture formation and planning process.
• Develop capability and perspectives to manage technology venture
51
Course Schedule
Session Description
1 Introduction: overview, student group formation and discussion on assignments
2 ICT-enabled Business: New Solutions for Connected Planet

Opportunity Identification and Concept Summary
3 Introducing Pervcom Consulting: an innovative ICT start-up in Kolkata (2005-2015)
4 • Venture Strategy and Business Model

• Venture Formation and Planning
5 Project Class I: Finalize your team

Opportunity Identification : You and your team should pick any new ICT business idea and
analyze that opportunity to understand whether this can be turned into a scalable business.
6 Project Class II:

You and your team should prepare and submit a concept summary to establish that your
opportunity can be turned into a scalable business ( submit a ppt on “Opportunity Identification
and Concept Summary” of your venture)
7 Initial Student Presentation on ICT Start-up Opportunity selected by them (5 minutes each
Group)
8 GUEST LECTURE
9 Case I (By Prof Indranil Bose) GREENFIELD SOFTWARE: IN SEARCH OF THE

RIGHT PIVOT
10 Case II (By Prof Indranil Bose) MOBILIZE.NET: MOBILIZING GROWTH
11 Case III (By Prof Indranil Bose) WIPRO LIMITED: BUILDING A WORLD CLASS
ECOSYSTEM
12 Feel your Customer: Customer Development and Pricing Strategy
13 Managing New Venture : Some Basics
14 Managing New Venture: Evaluating Entrepreneurial Success & Failure
15 Creating ICT-Enabled Social Business
16 GUEST LECTURE
17 Student Presentations and discussions
Grading Policy:
Your grade will be determined by the following four components:
• Group assignment (75%) and
• Class Participation / Case Discussions (25%)
52
Assignment I (15%) [e-mail submission of ppt, 5 minutes presentation]
You and your team should pick any new ICT opportunity and submit a concept summary to understand whether
your opportunity can be turned into a scalable business ( submit a ppt on “Opportunity Identification and Concept
Summary” of your venture)
Assignment II (30%) [e-mail submission of ppt, presentation]

You and your team should expand on the ICT opportunity that you have identified and perform a first analysis to
explain how your opportunity can be turned into a scalable business. In your presentation, you should tell the
"story" of your proposed venture by addressing the following:
Concept. Where did your idea come from? Explain what the market opportunity is and what your solution might
be. What makes your solution particularly compelling? How does it make meaning?
Market. What industry are you addressing? Why is this market attractive? What segment of the overall market
are you pursuing? What market research data can be gathered to describe this market need? What is the anticipated
growth for this industry? If this is a new market, what is the best analogous market data that illustrates the
opportunity? Project the potential market size and growth for your opportunity.
Customers. You will need to answer questions such as: What does the customer need? Why does the customer
need it? What is the customer using today? What is the customer willing to pay for your solution? Why? How
will you reach this customer?
Business Model. Now that you have discovered an opportunity and talked to potential customers, how will you
turn it into a business? How will you make money and when do you expect your venture to be profitable?
Competition. Who else serves this customer need? Who might attempt to serve this market in the future? What
advantages and weaknesses do these competitors and would-be competitors have? What share of the market do
specific competitors serve? Are the major competitors' sales growing, declining, or steady? What are the barriers
to entry for you? What are the barriers to entry for additional competitors?
Team. Who would you need on your team in order to make this venture a success? What kind of experience and
skills would your team need? How would you go about attracting them to your company?
Assignment III. INDIVIDUAL SUMBISSION (not a group assignment) (30%) (Only e-mail submission)
Assignment on Social Entrepreneurship [A 8-10 page report]
This assignment will consist of the writing of a case study on a real-life ICT-driven social entrepreneurial
organization which the student has identified during the course. The case study has two parts-
Part One: Summary
1. Include an introduction to the ICT-driven social entrepreneurial organization as well as its areas of
work and major accomplishments.
2. Describe how the organization fits into the theoretical intersection of entrepreneurship and social
change.
3. Analyze what sets this organization apart as a social entrepreneurial organization rather than a social
service provider or organization practicing social activism.
Part Two: Evaluation
53
1. Describe a clear problem(s)/ challenge(s)/ opportunity(ies) that the organization has dealt with.
2. Describe how the organization was able to solve (or not) the problem(s), including an analysis of the
appropriateness of the solution(s).
3. Relate how the organization has taken its innovative solution(s) to scale, and the scope and depth of
that scale.
4. Analyze key issues that have had to be taken into account in the management of the social
entrepreneurial organization.
5. Outline the programmatic and financial sustainability of the organization.
6. Evaluate how the organization measures its impact, and the appropriateness of the impact measurement
methodologies utilized.
7. Conclude by summing up the main points of the case study.
21. Social Network Analytics (MI-279)
MI-279 Social Networks Analytics

PGP, Term IV, 2019-20
Instructor: Uttam Kumar Sarkar

Email: uttam@iimcal.ac.in, Mobile: 9433018562, Office: A-203
(Any student is welcome to contact me anytime)
Course Outline
Introduction
Now it’s time when, knowingly or unknowingly, consciously or unconsciously, by choice or by compulsion
we are all parts of physical and virtual networks of people and abstract entities. How do the networks form,
how they keep changing dynamically, what role we play in shaping them, and what impact they have on our
lives and society at large are questions worth pondering upon. There is no dearth of specific questions. Given
the limited amount of time and resource one has, what are the kinds of people one should know and interact
with in an organization to satisfy one’s objectives? Do similar people reside in the same locality – if so, why
and how does the mechanism happen? What does it take to win an election? When does one technology take
off but other one fails? Should we rely on the wisdom of the crowds? Is it really a small world? How does
information or popularity go viral? The answers to millions of such questions lie in understanding the highly
networked world we reside in. It’s essential to understand the structure and behaviour of a network and its
constituents.
The purpose of this course is to help appreciate the important characteristics of the networked society with
particular focus on business and professional situations.
Course Objectives
Major objectives of the course are:
1) To help understand and appreciate the structure and behaviour of networks
2) To understand social and economic linkages of networks
3) To help develop network thinking toward systemic approach to problem solving in organizational
contexts
Pedagogy
54
The pedagogy would be inclined towards encouraging interactive peer learning in class. Discussions and
debates will be on state-of-the-art findings and methods and also on opinions of experts. Group learning
exercises will be used to understand selected aspects of networks.
Evaluation Scheme
Mid-term examination: 30%
Group assignment and presentation: 30%
End term examination: 40%
Text Book:
Networks, Crowds, and Markets by David Easley and Jon Kleinberg, Cambridge University Press (To be
provided by PGP Office);
Broad Concepts:
Network structure, Game theory, Auctions, Matching markets, Bargaining power in networks, Information
networks, link analysis and web search, Applications in disaster management, Application in spreading of
news, Block Chain, Information cascade, Network effects in economy, Power law, Small world
phenomenon, Sponsored search market, Assignment presentations (on a specified theme), Conclusion.
22. Management of Creativity (OB-230)

Instructor: Prof. Vidyanand Jha, BS Group
This is a second year course, being offered in the fifth term. There are no prerequisites for this course
apart from a high state of mindfulness, a good deal of enthusiasm and willingness to work with oneself
and in group settings.
The course has broadly four objectives:
1. To understand creative process
2. To help the participant recognize and develop her creative potential
3 To help recognize, encourage and support the creativity in others with whom the participant
must work or live
4. To help the participant understand the structure and functioning of creative collectivities,
specifically formal organizations.
This course requires a high degree of participation from the participants who are required to make
presentations, conduct discussions and exercises and do a project.
It uses a number of pedagogies like group discussions, exercises, tests, talks by creative persons and a
project work which is accomplishing a creative work with the output and a description of the creative
process as being the part of the submission.
Mode of evaluation
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Class Participation and Presentations 20 %
Creative Project 40%
Small Assignments: Creative Person 20%
Small Assignments: Creative Company 20%
This course would consist of 20 contact sessions, totaling 30 hours.
A number of readings and cases, as shown in the session wise schedule, would be used.
Session 1
An introduction to creativity
Warm up exercises
Expectations clarification and course announcements
Session 2
Understanding Creativity
Psychometric Tests
Exercises on Metaphors
Sessions 3 and 4
Creative Process
The Creating Mind, Gardener, Howard, HBS Press
The Magic Lantern, Ingmar Bergman, in Barron, Frank, et al (Eds.), Creators on Creating, 1997, New
York: Penguin Books.
Letters to Merline, Rainer Maria Rilke, in Barron, Frank, et al (Eds.), Creators on Creating, 1997, New
York: Penguin Books.
Miscellany, Fellini, Federico, in Barron, Frank, et al (Eds.), Creators on Creating, 1997, New York:
Penguin Books.
The Symbolism of Poetry, Yeats, William Butler in Barron, Frank, et al (Eds.), Creators on Creating,
1997, New York: Penguin Books.
The Dignified Professor, Feynman, Richard, in Barron, Frank, et al (Eds.), Creators on Creating, 1997,
New York: Penguin Books.
Visibility, Calvino, Italo in Barron, Frank, et al (Eds.), Creators on Creating, 1997, New York: Penguin
Books.
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How to Manage an Advertising Agency, Ogilvy, David, in Barron, Frank, et al (Eds.), Creators on
Creating, 1997, New York: Penguin Books.
Anatomy, Da Vinci, Leonardo, in Barron, Frank, et al (Eds.), Creators on Creating, 1997, New York:
Penguin Books.
Session 5, 6, 7 and 8
Creative Personality
Introduction, Barron, Frank, in Barron, Frank, et al (Eds.), Creators on Creating, 1997, New York:
Penguin Books.
The Anatomy of Creative Courage, in Johnson, Paul, Creators, 2006, New York: Harper Collins
Publishers.
Balenciaga and Dior: The Aesthetics of a Buttonhole, in Johnson, Paul, Creators, 2006, New York:
Harper Collins Publishers.
Picasso and Walt Disney: Room for Nature in the Natural World, in Johnson, Paul, Creators, 2006, New
York: Harper Collins Publishers.
Metaphors in a laboratory, in Johnson, Paul, Creators, 2006, New York: Harper Collins Publishers.
Presentations by Students on Creative Personalities.
Feedback on psychometric tests
Session 9 and 10
Creative Intelligence and abilities
Exercises on creative intelligence and thinking abilities like Fluency, Flexibility, and Elaboration etc.
Session 11 & 12
Techniques of creativity
Brainstorming, attribute listing, checklist of questions, Synectics, morphological analysis, and lateral
thinking
Exercises
Session 13&14
Organizational & Managerial creativity and innovations
How to kill creativity? (cover story); By: Amabile, Teresa M.., Harvard Business Review,
Sep/Oct98, Vol. 76 Issue 5, p76, 12p, 1 diagram, 3c
57
Creativity under the Gun, Amabile, Teresa, M., Harvard Business Review, Aug 2002.
Managing innovation: When less is more. Nemeth, Charlan Jeanne. California Management Review,
Fall97, Vol. 40 Issue 1, p59, 16p, 1 chart
Weird Ideas that Spark Innovation, Sutton, Robert, Sloan Management Review, Winter 2002, 83-87.
Cases:
3M: Profile of an Innovative Company, Harvard Business School Press Case, 1996.
Corporate New Ventures at Procter & Gamble, Harvard Business School Press Case, 1997.
Session 15,16,17 &18
Tentatively Guest Lectures
Session 19 & 20
Presentation of Projects, Course Review & Feedback
23. Management of Change (OB-231)

Instructor: Prof. Vidyanand Jha, BS Group
This is a second year course offered in the fourth term. There are two prerequisites for this course, viz., BS I & BS II, which
are compulsory for PGP I. Apart from that a high state of mindfulness, a good deal of enthusiasm and willingness to work
with oneself and in group settings would be required.
The course has broadly three objectives:

1. To understand Organizational Change Process in the current context.
2. To help the participants develop a repertoire of skills needed for change management.
3 To learn from actual cases of change management.
This course requires a high degree of participation from the participants who are required to make presentations, conduct
discussions and exercises and do a project.
It uses a number of pedagogies like group discussions, exercises, and a project work.
Mode of evaluation
Class participation 10%

Mid Term Examination 40%
Book Review/Change Leader Project 20%
Organization Change Group Project 30%
Session Plan
1&2
Expectation Clarification, Introduction to the Course, Introduction to Basic Change Management Concepts
3, 4, 5&6
Understanding the Context and Need for Organisational Changes
Cases: Cultural Challenges of Integration: Value Creation and Daiichi Sankyo’s Indian Acquisition
Bosch Group in India: Transition to a Transnational Organization
Taj Group
58
Readings:
1. Why good companies go bad, Sull, Donald N., Harvard Business Review, July- August 1999,
42-50.
2. Leading Change When Business Is Good, Hemp, Paul and Stewart, Thomas A.,
Harvard Business Review; Dec2004, Vol. 82 Issue 12, p60-70, 11p.
3. Leading Change without a Burning Platform, Harvard Management Update, Jun2007, Vol. 12 Issue 6, p1-1, 1p.
4. Using Conflict as a Catalyst for Change, Lehman, Karen; Linsky, Marty. Harvard Management Update, Apr
2008, Vol. 13 Issue 4, p3-5, 3p.
5. Change for Change's Sake. Vermeulen, Freek; Puranam, Phanish; Gulati, Ranjay. Harvard Business Review,
Jun2010, Vol. 88 Issue 6, p70-76, 7p.
7, 8 & 9
How to make Change Happen?
Cases: Singareni Collieries: From Gloom to Glory

Jess Westerly at Kauflauf GmbH
Readings
1. Cracking the Code of Change, Beer, Michael and Nohria, Nitin Harvard Business Review, May- June
2000, 133-141.
2. Choosing Strategies for Change, Kotter, John P. and Schlesinger, Leonard A., Harvard Business Review,
March- April 1979, 106-114.
3. Why Do Employees Resist Change, Strebel, Paul, Harvard Business Review, May- June 1996, 86-92.
4. Knowing “What” to do is not Enough: Turning Knowledge into Action, Pfeffer, Jeffrey and Sutton, Robert I.,
California Management Review, 42, 1, Fall 1999, 83-108.
5. Successful Change Programs Begin with Results, Schaffer, Robert H. and Thomson, Harvey A.,
Harvard Business Review, January- February 1992, 8--89.
6. Leading Change: Why Transformation Efforts Fail, Kotter, John P., Harvard Business Review, Mar/Apr95, Vol.
73 Issue 2, p59-67, 9p.
7. The Hard Side of Change Management, Sirkin, Harold L.; Keenan, Perry; Jackson, Alan. Harvard Business
Review, Oct2005, Vol. 83 Issue 10, p108-118, 11p.
10
Change in Large Organizations
Case: Indian Railways: Building a Permanent Legacy?
Reading
1. Evolution and Revolution as Organizations Grow, Griener, Larry E., Harvard Business
Review, May- June 1998, 55-63.
2. Meeting the Challenge of Disruptive Change, Christensen, Clayton M.; Overdorf, Michael. Harvard Business
Review, Mar/Apr2000, Vol. 78 Issue 2, p66-76, 10p.
11
Reengineering
Case: Otis Elevator: Accelerating Business Transformation with IT
Readings
1. How Process Enterprises Really Work, Hammer, Michael and Stanton, Steven, Harvard
Business Review, November- December 1999, 108-118.
2. Deep Change. Hammer, Michael. Harvard Business Review, Apr2004, Vol. 82 Issue 4, p84-93, 10p.
12
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Total Quality Management
Case: Andrew Ryan at VC Brakes
Readings
1. Learning from the Quality Movement: What Did and Didn’t Happen and Why?, Cole, Robert E.,
California Management Review, 41, 1, 43-72, Fall 1998.
2. Empowerment: The Emperor’s New Clothes, Argyris, Chris, Harvard Business Review, September-
October 1996, 173-178.
13
Turnarounds
Case: Corporate Restructuring of Gujarat State Road Transport Corporation

Readings
1. Leadership and the Psychology of Turnarounds, Kanter, Rosabeth Moss. Harvard Business Review, Jun2003, Vol.
81 Issue 6, p58-67, 10p
14, 15 & 16
Change Agent Skills: Influence, Networking and Persuasion
Presentations on Change Leaders
Exercises On Persuasion
Readings
1. How to Save Good Ideas, Kehoe, Jeff. Harvard Business Review, Oct2010, Vol. 88 Issue 10, p129-132, 4p.
2. Change Through Persuasion, Garvin, David A.; Roberto, Michael A. Harvard Business Review, Feb2005, Vol.
83 Issue 2, p104-112, 9p.
3. Radical Change, the Quiet Way, Harvard Business Review, Oct 2001, Vol. 79 Issue 9, p 92-100, 9p.
4. How Leaders Create and Use Networks, Ibarra, Herminia; Hunter, Mark. Harvard Business Review, Jan 2007,
Vol. 81, Issue 1, p 40-47, 8p.
17, 18&19
Presentations of Organization Change Projects
20
Review and Feedback
24. Designing Corporate Citizenship Initiatives (OB-235)

Course Objective
In recent years, businesses have been compelled to look at social responsibility as not just an add-on but as an integral part
of corporate strategy. The bottomlines now include not just profit but people and planet as well. This course is aimed at
providing an understanding about how to integrate social responsibility into the strategy of a business. The degree to which
it can be done, the ways in which it can be done and issues involved in implementing chosen social responsibility strategies.
The course begins with an examination of the foundation of CSR and progressively moves towards developing abilities for
integrating CSR into corporate strategy and designing and implementing CSR programs. It sums up by examining some of
the issues surrounding evaluation of CSR and its relationship with investment.
Pedagogy
60
The course will follow the case method and learning will depend heavily on student participation. Groups of students will
be expected to make a presentation of cases and set the tone for further class discussion. Project work will also be a very
important part of the methodology. There is a cap of 45 students for this course.
Evaluation
Written Case Analysis: 20%

Class Participation: 30%
Assignments: 30%
Final Project Presentations: 20%
Session Schedule
Class Module I : Foundations of CSR: History, Philosophy and Pragmatics

1 • Introduction to the Course
• A Glimpse into the history of business-society relationship
2 • A Glimpse into the history of business-society relationship contd.
• A Glimpse into the corporation’s control of society
Read: Perrow Charles (1991) A Society of Organisations, Theory and Society, Volume 20, 6
3 • A Glimpse into the corporation’s control of society contd.
• Pragmatics of present planetary circumstances (Student presentation)
Discussion: Korten David ( 2001) Cowboys in a Spaceship in When Corporations Rule the World,
Kumarian Connecticut
4 • The philosophy of profits and shareholder value: A debate with Milton Friedman
Read/Discussion: Friedman, Milton (1970) The Social Responsibility of Business is to Increase its Profits
The New York Times Magazine, September 13, 1970 with C P Dunn’s comments
5 • India and CSR: History and Present State

(Student and instructor presentations)
Module II: Strategy and Designs for practicing CSR
6 Read: Zadel S (2004) The Path to Corporate Responsibility, HBR, December 2004
Supplementary Read: Stages of Corporate Citizenship in Googins B, Mirvis P & Rochlin S (2007)
Beyond Good Company: Next Generation Corporate Citizenship, Palgrave Macmillan New York
Case: Hitting the Wall: Nike and International Labor Practices
7 Read: Note: Conflicting Responsibilities

Note: Corporate Purpose and Responsibility
Case: Timberland: Commerce and Justice
8 Read: Bhattacharya C B & Sen S (2004) Doing Better at Doing Good: When, Why and How Consumers
Respond to Corporate Social Initiatives, CMR, 47,1 Fall 2004
Supplementary Read:Barrientos, S. (2008) Contract Labour: The ‘Achilles Heel’ of Corporate Codes in
Commercial Value Chains
Case: Charles Veillon, S.A. (A)
9 Read: Porter M & Kramer M (2006) Strategy and Society, HBR, December 2006
Case: Starbucks Corporation: Building a Sustainable Supply Chain
10 Read: Porter M & Kramer M (2002) The Competitive Advantage of Corporate Philanthropy, HBR,
December 2002
Case: Alpina, Inc
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11 Read: Porter M & Kramer M (2006) Strategy and Society, HBR, December 2006
Case: IBM: The Corporate Service Corps
12 Read: The Future of Big Pharma

Case: Merck: Global Health and Access to Medicines
13 Read: Berger I, Cuccinghan P & Drumwright M (2007) Mainstreaming Corporate Social Responsibility:
Developing Markets of Virtue, CMR 49, 4, Summer 2007
Case: Walking the Walk: Putting Social Responsibility into action at the White Dog Café
14 • CSR in SMEs: Why and How

(Student Presentations)
Implementing CSR Strategies
15 • Building CSR culture and Systems
Case: Embedding CSR at Brukchardt Compression
16 • Strategic Decision Making
Read: Defining What Matters in Googins B, Mirvis P & Rochlin S (2007) Beyond Good Company: Next
Generation Corporate Citizenship, Palgrave Macmillan New York
• Case: Scandinavian Airlines: The Green Engine Decision
17 • Working with Partnerships
• Guest Lecture: Speaker to be announced
Background reading
• Brugmann J & Prahalad C K (2007) Cocreating Business’s New Social Compact, Harvard
Business Review, February 2007
• Seitanidi M & Crane A (2008) Implementing CSR Through Partnerships: Understanding the
Selection, Design and Institutionalisation of Nonprofit-Business Partnerships Journal of Business
Ethics,
18 • Engaging the community, managing business

Svendsen A & Laberge M (2006) A New Direction for CSR: Engaging Networks for Whole System
Change in Jonker J & Witte de M (eds.) The Challenge of Organizing and Implementing Corporate Social
Responsibility, Palgrave Macmillan New York
19 • Engaging the community, managing business

• (Issues of extractive industry)
20 • Managing Corporate CSR portfolio
• Guest Lecture: Speaker to be announed
• Reporting Standards for Social Responsibility
(Student Presentations)
25. Creating, Managing, and Leading Social Enterprises (BS-238)

Creating, Managing, and Leading Social Enterprises (BS-238)
Instructor: Devi Vijay

Office Location: K-408, New Academic Block
Email: devivijay@iimcal.ac.in
Office Phone: Extn. 784
Office Hours: Scheduled by appointment
Course Description and Goals

Recent years have seen a proliferation of uniquely entrepreneurial activities targeted at addressing
social problems, such as global poverty, social exclusion, and inequality. Subsumed under the
62
umbrella-concept of social entrepreneurship, these social value-creating activities have been seen to
occur within, or across the not-for-profit and for-profit sectors.
This course is designed to give students the opportunity to understand the challenges of a broad-
spectrum of not-for-profit, hybrid and for-profit social enterprises and apply themselves to addressing
these challenges through live projects. The course is aimed at students who are likely to be involved
with social enterprises in a variety of ways: as volunteers, managers, leaders, on the boards, as
external consultants, venture capitalists, philanthropists, perhaps even as founders. The course will
prepare students to address questions that concern the entire life-cycle of a social enterprise – from
founding, to fund-raising, forming strategic alliances, marketing, scaling, growth or exit.
Learning Objectives
By the end of this course, students will:
• Demonstrate knowledge of concepts, practices, and challenges for social enterprises

• Identify frameworks and tools that they can apply to start-up, manage, and/or lead effective
organizations in a global arena
• Generate and articulate processes by which business sector principles can be applied to
problems in social enterprises
• Appreciate and develop entrepreneurial, managerial and leadership capabilities relevant to the
needs of the social sector through.
Teaching Methods
Throughout the course, students will be introduced to compelling instances of social entrepreneurship
through cases studies, reading materials, guest speakers, and a live project.
As a part of the group project, students are expected to adopt a social enterprise by Session 3 of the
course. The instructor will prepare a primary list of Kolkata-based organizations (the participation of
these organizations will be confirmed prior to the start of the course) that fit this course’s definition of
social entrepreneurship. The instructor may also choose to facilitate student contact with organizations
outside this list, if the need arises. The live project will form the fulcrum of the course; i.e. class room
discussions, reading materials and guest lectures will provide students with a foundation on the basis
of which they can generate frameworks to be applied towards solving the business problems in their
projects.
Text and Resources
There is no textbook for this course. The required readings to prepare for each session are listed in the
outline below and copies will be made available in a course pack. The readings have been drawn from
contemporary books, media articles, and research papers.
Grading Policy
• Group Project: 40%
Working in teams, students will be expected to adopt an existing social venture.
Further details of this project are provided in the Appendix.
Timelines to be adhered to are as follows:
▪ Session 10: Interim Reports due (max. length 3 pages- 5%)
▪ Session 19-20: Team presentations (15%)
▪ One week from last session of course: Project report that will specify your evaluation of the
feasibility of the enterprise and recommendations for future strategy. (20%)
• Participation: 10%
63
This component constitutes on-going evaluation of the students. Students will be expected to draw
upon their insights from their assigned/adopted organizations to contribute to class discussions.
The objective at the end of the class is for students to develop content that can be applied to their
projects.
• Writing Assignment (Individual component): 50%

Students will be expected to complete two writing assignment (one pre and one post mid-term)
that addresses discussion questions which will be provided. Two weeks will be provided to
respond to these questions. Assignments will be evaluated on the basis of originality of thought
and critical thinking.
Session Session Topics for Discussion Readings and Cases

No.
Module 1: Definitions, Dialogues, Debates
1 The Concept and Process • Meaning of social Required Reading
of Social Entrepreneurship entrepreneurship • Gregory Dees. 2001.
• How is social “The Meaning of Social
entrepreneurship different Entrepreneurship”
from commercial • Martin, Roger L. and
entrepreneurship? Sally Osberg, “Social
Entrepreneurship: The
Case for Definition”,
Stanford Social
Innovation Review,
Spring 2007, pp. 29-39
2 How Much Market? • Fundamental differences Required Reading
Compatibility of Social and between social sector and • Dees, G.J. 2011.
Business Objectives business sector “Responding to Market
• Can an enterprise do well Failures”. Harvard
financially while doing Business School Note.
good? Boundary conditions, • Prahalad, C.K., 2006.
scope, sectors The Fortune at the
Bottom of the Pyramid.
Eradicating Poverty
Through Profits, pp. 3-23
• Karnani, A. 2009.
Romanticizing the poor.
Stanford Social
Innovation Review
Module 2: Creating Social Enterprises
3 The Social Entrepreneur • What characterizes social Video Case (In class):
entrepreneurs? How are Social Entrepreneurs:
they unique? Correcting Market Failures
• Who are they? What’s in it
for them?
• What challenges do they
face?
4 Charting your • How do you know when to Guest Lecture

Entrepreneurial Career take the plunge?
64
• Taking baby steps towards
starting your own venture
5 Mapping the Landscape: • How do social entrepreneurs Required Reading

Opportunity Identification, identify and pursue • Saras Sarasvathy. What
Discovery, Recognition opportunities for social makes entrepreneurs
impact? entrepreneurial?
6 Building your Business- • Selection of for-profit, Required Reading

model (I) : The Not-for hybrid or not-for-profit • John Elkington and
Profit, For-Profit, or business forms to serve Pamela Hartigan. 2008.
Hybrid Model social missions “Creating Successful
• Different models for Business Models”
different Markets Excerpt from The Power
of Unreasonable People:
In-class group exercise: How Social
Business Model Canvas Entrepreneurs Create
Markets that Change the
World.
• Julie Battilana, Matthew
Lee, John Walker, &
Cheryl Dorsey. 2012. “In
Search of the Hybrid
Ideal”. Stanford Social
Innovation Review.
7 Building your Business • Selection of Formal Required Reading
model (II) : Networks, Structure • David Wheeler, Kevin
Community Organizations, • Leveraging the Power of McKague, Jane
SMOs, Alliances, Networks, Alliances, and Thomson, Rachel Davies,
Corporate Partnerships the Community. Jacqueline Medalye, and
Marina Prada. 2005.
In-class group exercise: “Creating Sustainable
Business Model Canvas Local Enterprise
(contd.) Networks.” MIT Sloan
Management Review.
• UNDP Report. 2004.
Engaging the Private
Sector in Development.
Excerpt from Unleashing
Entrepreneurship:
Making Business Work
for the Poor.
8 Risk/ Acquiring Resources • How does the concept of Guest Lecture
risk apply to organizations
in the social sector?
• What are the challenges
faced in acquiring
resources?
Module 3: Managing Social Enterprises
65
9 Attracting High-quality • Building a high-quality Case: Acumen Fund:
Talent: HR Strategies in team for your social Talent Management at the
Social Enterprises venture. Base of the Pyramid
10 The Enterprise • Managing diverse • Paul Bloom and J.

Environment stakeholders: non- Gregory Dees, “Cultivate
governmental organizations, Your Ecosystem,”
social movement Stanford Social
organizations, government Innovation Review,
agencies, corporations, Winter 2007
international public aid • UNDP Report. 2004.
agencies. “Constraints on the
In-class group exercise: Private Sector in
Social Entrepreneurship Developing Countries”.
Ecosystem Excerpt from Unleashing
Entrepreneurship:
Making Business Work
for the Poor.
11 Growth, Scale and • Designing the venture for Video Case (In class):
Organizational Change scale and growth: Innermotion on the Move
identifying core capabilities, Required Reading
challenges • Amar Bhide. “The
• Conversion from not-for- Questions Every
profit to for-profit models Entrepreneur Must
Answer”. From Harvard
Business Review
paperback on Succeeding
as an Entrepreneur
Interim Reports Due

12 Funding • Finding Funds to Launch or Guest Lecture
Grow
13 Evaluation and • Performance Goals, Guest Lecture

Measurement of Impact Metrics, and Social Impact
• Why measure?
Module 4: Leading for Change

14. Preparing to Lead In-class group exercise • Jacqueline Novogratz.
2010. Excerpts from the
Blue Sweater
15 Leading for System-Wide In-class individual exercise Case: Aruna Roy and the
Change Birth of a People’s
Movement
16 The Founder’s Dilemma • Handing over the reins • Jeffrey Hollender. 2010.
when it is time Giving up the CEO Seat.
Harvard Business Review
66
• Noam Wasserman. 2010.
“The Founder’s
Dilemma” Harvard
Business Review.
17 Learning from Failure • Reasons for failure • Amy C. Edmondson.

• How leaders can build a 2011. Strategies for
psychologically safe Learning from Failure.
environment Harvard Business
Review.
• Deniz Ucbasaran, Paul
Westhead, and Mike
Wright. 2011. Why
Serial Entrepreneurs
don’t learn from Failures,
Harvard Business
Review.
• Failure Chronicles. 2011.
Harvard Business Review
18 Critical Dialogues around • William Easterly. 2006.

Social Entrepreneurship The White Man’s
Burden: Why the West’s
Efforts to Aid the Rest
Have Done So Much Ill
and So Little Good, pp.
3-22 Penguin Press.
19 Final Student Presentations

20 Final Student Presentations
Appendix
Live Project with a Social Enterprise
Each team (of about four students) can adopt a Kolkata-area social venture that has been identified by
the instructor. Teams may identify an organization of their own choice, but the project will have to be
approved by the instructor.
A list of potential organizations will be handed out to the class on the day of the first session. Prior to
Session 3, teams should form and should email to me their first three choices in order of preference.
By Session 4, the final list of organizations assigned to teams will be shared with the class. No two
teams can work on the same social venture. In case of any conflict, first-come-first-served will apply.
The project will involve a field work component. Details of interviews conducted and observations will
be recorded in the final report
The team should make available to the venture a copy of its written report and also be prepared to
meet with the organization’s staff to discuss the report should the organization request it.
ADDITIONAL BIBLIOGRAPHY
• Bill Gates. 2008. “Making Capitalism More Creative”. Time.
67
• Christian Seelos and Johanna Mair. 2005. “Social Entrepreneurship: Creating New Business
Models to Serve the Poor”. Business Horizons.
• Anne S. Habiby and Deirdre M. Coyle Jr. 2010. “The High Intensity Entrepreneur”. Harvard
Business Review
• Clark G. Gilbert and Mathew J. Eyring. 2010. “Beating the Odds When You Launch a New
Venture”. Harvard Business Review.
• Christopher P Beshouri. 2006. “A grassroots approach to emerging-market consumers”, The
McKinsey Quarterly, Number 4, pp. 61-71
• Warren Bennis. 2009. On Becoming a Leader. Basic Books: New York.
• William Easterly. 2006. The White Man’s Burden: Why the West’s Efforts to Aid the Rest Have
Done So Much Ill and So Little Good
• UNDP Report. “Why the Private Sector is Important in Alleviating Poverty” Excerpt from
Unleashing Entrepreneurship: Making Business Work for the Poor. 3
• John Coleman, Daniel Gulati, and W. Oliver Segovia. 2012. “Convergence: Creating
Opportunities Across Sectors – Today’s Young Leaders Find Passion and Purpose in Cross-
Sector Careers”. Excerpted from Passion and Purpose: Stories from the Best and Brightest Young
Business Leaders
• John Elkington and Pamela Hartigan. 2008. The Power of Unreasonable People: How Social
Entrepreneurs Create Markets that Change the World.
• Ayse Guclu, J., Gregory Dees, and Beth Battle Anderson. 2002. “The Process of Social
Entrepreneurship: Creating Opportunities Worthy of Pursuit” Centre for the Advancement of
Social Entrepreneurship
• Klaus Schwab and Pamela Hartigan. 2008. “Social Innovators with a Business Case: Facing 21st
Century Challenges One Market at a Time”. Lead Essay in World Economic Forum Special Issue
of Innovations, MIT Press.
• William Drayton. 2002. “The Citizen Sector: Becoming as Entrepreneurial and Competitive as
Business” California Management Review.
• Bill Drayton and Valeria Budinich. 2010. “A New Alliance for Global Change.” Harvard Business
Review.
• Gary Hammel and Bill Breen. 2007. “Creating a Community of Purpose. Management Innovation
in Action”. Excerpted from The Future of Management.
• James A. Phills. “The Sound of Music”. Stanford Social Innovation Review.
• J. Bradach. 2003. “Going to Scale: The Challenge of Replicating Social Programs.” Stanford
Social Innovation Review.
• Schwab Foundation for Social entrepreneurship Report. 2012. “The Governance of Social
Enterprises”
• Katie Cunningham and Marc Ricks 2004. “Why Measure?” Stanford Social Innovation Review
• Clayton M. Christensen, Heiner Baumann, Rudy Ruggles, Thomas M. Sadtler. 2006. Disruptive
Innovation for Social Change, Harvard Business Review
• Rosabeth Moss Kanter. 2005. “Even Bigger Change: A Framework for Getting Started at
Changing the World,” Harvard Business School note.
• Joseph L. Bower, Herman B. Leonard, and Lynn S. Paine. 2011. Leading through Institutional
Activism. From Capitalism: Rethinking the Role of Business.
26. OR in Marketing (OM-219)
Course Outline
3
Sourced from UNDP website: http://web.undp.org/cpsd/report/index.html
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Pre-requisite: Participant must have completed the PGP-I Operations Research course
(Offered in Term –II).
Restriction on Registration: 60 (maximum)
Course Objective: The objective of this course is to enable participants to apply the knowledge
gathered during the PGP-I Operations Research course to various problems in Marketing. This
interdisciplinary course aims to expose the students to existing applications and future
possibilities for Operations Research applications in marketing related problems such as those
arising in Target Marketing, Media Planning, Customer Relationship Management, and
Distribution across Multiple Channels. The expected learning outcomes of this course include
developing the ability to apply the knowledge and skills developed in one discipline to solve the
problems in another discipline. This problem
Pedagogy: The course delivery would include a mix of lectures, case–discussions, and interactive
secondary data based exercises. Two sessions would be taken by industry experts wherein they
will share real life experience of applying Operations Research Models to Marketing problems.
Evaluation Scheme:
Component Weightage
Class Participation (Case Analysis & Presentation) 20%
Assignments 20%
Project 30%
End-term Examination 30%
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Session Plan (Tentative)
Session No. Content and Readings
1 Operations Research in Marketing: Why & Where?
2 Target Marketing: Scope and Applications of OR
3 Target Marketing: Exact Algorithms
4 Target Marketing: Heuristic/metaheuristic Applications
5 Target Marketing: Simulation Applications
6 Advertising and Media: Scope and Applications of OR
7 Television Advertisements: Scheduling Problem
8 Banner Advertisements: Contextual Targeting
9 Dynamic Advertising: Linear Programming and Heuristic Applications
10 OR in Marketing and Advertising: Sharing first hand experiences (Guest
Lecture)
11 Retail Store Marketing and Management: Scope and Applications of OR
12 Shelf Space Allocation: Linear Programming & Dynamic Programming
Applications
13 Shelf Space Allocation: Heuristic Applications
14 Customer Relationship Management: Data Mining and Optimization
15 Customer Relationship Management: Markov Chain Applications
16 Project Discussion
17 Entertainment & Motion Pictures: Scope and Applications of OR
18 Multiplex Movie Scheduling: Models and Implications
19 Product Entry Timing in Sequential Distribution Channel: Models and
Implications
20 OR in Motion Picture and Entertainment: Practices and possibilities
(Guest Lecture)
Reading Material:
Text Book: Lilien, G.L., Kotler, P., and Moorthy, K.S. (2006), Marketing Models, Prentice-Hall of
India Private Limited, New Delhi.
Reference Book: Wierenga, B. (2008), Handbook of Marketing Decision Models, Springer
Cases & Articles:
1. S.C. Johnson: Planning Coupon Promotion, Richard Ivey School of Business Foundation (HBS
Case No. 906E14-PDF-ENG).
2. Sauve (C), Harvard Business School, (HBS Case No. 585019-PDF-ENG).
3. Should You Invest in the Long Tail?, Harvard Business School, (HBS Case No. R0807H-PDF-
ENG).
27. Project Management (OM-228)
Course Details of Project Management (Optional)

Course Name: Project Management
Course Code: OM-228
Compulsory or Optional: Optional
Course Coordinator/Instructor: Prof. S. Mitra
Term: IV, PGP2
Registration limitation: Maximum 45 students
Course Objective:
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The demand for conceptualization, development and implementation of projects and the use of project management
principles and concepts are ever increasing in our societies and its organizations. Through project organization, one could
achieve more easily some of the goals, which would be difficult if organized in traditional ways. Businesses use project
management to accomplish unique outcomes with limited resources under critical time constraints. The use of project
management in the service sector to achieve organizations’ goals is even more common in recent years. The course aims at
exposing the students to the concepts of project management emphasizing the life cycle of projects beginning with the
conceptualization, definition, design, development, implementation and control of projects.
Course Outline:
The course will cover, but may not be limited to, the following topics:
1. Overview of Project Management
2. Project feasibility study and proposal preparation
3. Project contracts and budgeting
4. Project appraisal and financing
5. Project organization structure
6. Project scheduling/Network analysis
7. Project control/Earned Value Method (EVM)
8. Project Management Information Systems (PMIS)
9. Quality control for projects
10. Risk management for projects
11. International project management
12. Critical Chain Project Management (CCPM)
13. Concurrent Engineering (CE)
14. Project selection
15. Cases on Project Management
Method of Evaluation:
Mid-term : 30%
End-term : 30%
Class tests/Quizzes : 20%
Case presentations : 20%
Course Textbook:
“Project Management for Business, Engineering and Technology: Principles and Practice” by J. M. Nicholas and H. Steyn,
Latest Edition, Elsevier
Additional Readings:
1. “Project Management: Achieving Competitive Advantage” by J. K. Pinto
2. “Project Management” by S. J. Mantel, J. R. Meredith, S. M. Shafer, M. M. Sutton and M. R. Gopalan
3. “Project Management: The Managerial Process” by C. F. Gray and E. W. Larson
4. “Project Management: A Systems Approach to Planning, Scheduling and Controlling” by H. Kerzner
5. “Projects: Planning, Analysis, Selection, Implementation and Review” by P. Chandra
6. “Project Financing: Asset-Based Financial Engineering” by J. D. Finnerty
7. “Critical Chain” by E. M. Goldratt
28. Logistics and Supply Chain Management (OM-238)

Term: IV
Coordinator: Prof. BalramAvittathur (A-309,  172)
Instructors: Prof. BalramAvittathur(A-309,  172), Prof. Preetam Basu (A-207, 266)
COURSE CAP:
Registration is less than 90: Cap = 60 (course will be offered in one section only)
Registration is more than 90: Cap = 120 (course will be offered in two sections)
COURSE OBJECTIVES AND LEARNING GOALS:
Supply Chain Management (SCM) is often described as one of the most powerful sources of competitive advantage
for firms in recent times. Unlike the compartmentalized manner of efficiency and effectiveness (service) enhancement
pursuit in traditional management, SCM attempts to further enhance the same at the value chain level through higher focus
on coordination and integration among the various partners of the supply chain to provide greater value to the customers.
This course on Logistics and Supply Chain Management is designed as one that is application-based and also attempts to
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integrate concepts covered in various courses. The pedagogy is a mix of conceptual inputs, model-based analyses, and case
studies. The learning goals are specifically:
1. Understand the fundamentals of Supply Chain Management (SCM) including its role in an organization and in
integrating firms in a supply chain.
2. Understand the various concepts in SCM like coordination, planning for uncertainty, supply contracts, logistics
management, outsourcing and procurement management.
3. Apply various analytical methods and tools so that students are able to measure and evaluate various facets of supply
chain performance.
4. Understand practices in SCM that differentiate successful firms from others.
5. Understand the challenges in SCM through a real industry project.
COURSE OUTLINE:
Ssn # Topic Reading Assignment/Case§
1 Introduction to the course Chp. 1, 3
2 Inventory Management and Risk Pooling Chp. 2 Assignment 1
3 Managing Supply Chain Inventory Northco
4 The Supply Chain Game Read: Game write-up
5 The Value of Information Chp. 5
6 Supply Contracts Chp. 4 Examples 4-3 to 4-15
7 Supply Contracts (cont’d) Assignment 2
8 Capacity Planning under Uncertainty Sport Obermeyer
9 Managing Products with Short Lifecycles Assignment 3
10 Supply Chain Integration Chp. 6 Solectron
11 Strategic Alliances Chp. 8
12 Procurement Strategies Chp. 9
13 Distribution Strategies Chp. 7 Examples7-5 to 7-7
14 Distribution Strategies (cont’d) Merloni
15 SCM issues in Sales and Marketing Assignments 4, 5
16 SCM issues in Sales and Marketing Assignments 6
17 Coordinated Product and Supply Chain Design Chp. 11 HP, Assignment 7
18 Global Logistics and Risk Management Chp. 10 Li & Fung
19 Project Presentations
20 Project Presentations and Wrap Up
COURSE TEXTBOOK:
Designing and Managing the Supply Chain (3rd Edition) by D. Simchi-Levi, P. Kaminsky, E. Simchi-Levi and Shankar;
Tata McGraw-Hill, 2008.
EVALUATION:
Class Participation: 10
Case Reports: 10
Project Work: 30
Mid-Term Examination: 25
End-Term Examination: 25
Kindly note the following regarding projects:
1. Each section would have 10 teams each and each team would be of 6 members.
2. Each team should be made of students belonging to a particular L&SCM section.
3. The project could be on the supply chain practices of a firm or on a particular supply chain concept that the students are
interested in understanding more. Project based on literature in books, magazines or internet space is strongly
discouraged. However, using data or problem that the student has come across as part of earlier work experience or
summer internship is allowed and strongly encouraged. In other words, the project has to be as close as possible to a
real-life experience.
4. The project evaluation will have following dead-lines and marks break-up:
By Session 3: Submit team and project title (0 marks, up to minus 3 marks for delay)
Week 3: First update of work done (4 marks)
Week 8: Second update of work done with details (6 marks)
Week 11: Project presentation (12 marks)
Participation in other 9 presentations (5 marks)
Submission of presentation reports (3 marks)
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29. Operations Strategy (OM-248)
Indian Institute of Management, Calcutta

PGP-II Elective Course: OM Group
Course Name Operations Strategy

Name of Course Coordinator Prof. Partha Priya Datta
Name of the Instructor Prof. Partha Priya Datta
Objectives:
This Operations Strategy course explores how operations can create and sustain competitive advantage. The first step in the
development of an effective operations strategy is to ask: what value proposition does the firm want to offer to its customers,
how does it seek to compete? The course considers a variety of possible bases of competition, including lowest price, highest
quality, flexibility or speed of customer response, and innovativeness.
The choice of competitive differentiation, or industry position, will then suggest choices along critical dimensions of
operating system design and management. The course provides exposure to how such an operating system must be
configured so that it does what is required to deliver the chosen value proposition, or business model, most appropriately
and effectively.
The course also examines the complexities associated with global operating systems, including the hidden costs of
outsourcing and off-shoring. This course aims to frame key strategic operations issues and provide tools to resolve them.
The cases, readings, and frameworks covered in the course are designed to serve two audiences: students who plan a career
specifically in operations, and others with broader interests, but who may in the future need to analyze and improve
operations for strategic purposes. The latter group might include students envisaging a future in consulting or general
management, as well as others interested in marketing, finance, or accounting.
The objectives of this course are:

1) To further students’ ability to think strategically, analytically, and creatively.
2) To develop an understanding of formulating and executing an operations strategy.
3) To develop an understanding of the relation between operations strategy, other functional strategies, and corporate
strategy.
4) To create a basic competence with the tools and techniques of operations strategic analysis.
Session Plan:
Session Description
1. Operations Strategy – perspective building, framework and analysis
Readings: (Chapter 1)
2. Managing trade-offs and competitive benchmarking
Readings: (Chapters 2-3 )
3. Performance Measures: Linking Strategy to Operations
Readings: (Chapters 2-3 )
4. Case Discussion (Case to be confirmed later)
5. Capacity Strategy: Sizing and Investment
Readings: (Chapter 4 )
7. Capacity Strategy: Managing Flexibility
8. Case Discussion (Case to be confirmed later),
9. Supply Network Relationships
11. Process Technology
12. Case Discussion (Case study to be confirmed later)
13. Operations development and improvement
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15. Operations Innovation
17. Operations Strategy & Fit
19. Operations strategy & sustainability & risk
Readings: (Chapter 14-15)
Text Book : Nigel Slack and Michael Lewis, “Operations Strategy,” Prentice Hall, 2003/2008
The cases and additional readings will be distributed as a course pack
Pedagogy: The course would be conducted through lectures and case discussions.
Evaluation Method: Group Case Presentation & Report: 25%, End Term: 30%, Quiz: 20%, Mid Term: 25%
30. Politics of Development (PP-207)
Objective:
The course discusses the issues related to economic development in the context of capitalist development and analyses the
emergence of the modern state and its imperatives reflected in the ideas of development and the emergence of the idea of
post modern societies. The specific thrust in the course is to analyse and conceptualise the modern and post-modern issues
faced by today’s world and their relations to industrial capitalism with special reference to India.
Evaluation Method:
The course is based on 40% pedagogy and 60% presentations by the students. The course is oriented to help the students
develop self-learning and analyse the concepts reflected in writings of different genre. A list of books related to different
areas of concern of the modern/post modern societies is chosen during the first week of the course, in consultation with the
students. The selected books are distributed as readings among the students to present review papers in classroom seminars
starting from the 5th week. All students are required to participate in the discussions. Grading is based on (i) draft paper
presentation (40%), (ii) participation in the presentations (20%), and, (iii) grading of final paper submitted by the students
during the end-term test week (40%).
Pedagogy
Week 1 The evolution of modern state and its imperatives
Week 2 State and the People – Economic Growth and Poverty – Development Imperatives, The concept of Post
modernism.
Weeks 3-4 Current Issues –Gender inequality – Green Movement – New Imperatives of capitalism – Politico-
economic polarities in the present world and the possible future road maps.
Weeks 5-10 Draft Paper presentations by students and interactive classroom discussion.
The minimum number of students to run the course: 10
Readings: A supplementary reading list will be provided by the beginning of Term VI. The list of books related to
different areas of concern of the modern/post modern societies is chosen during the first week of the course, in
consultation with the students, because the selected books are distributed as readings among the students to present review
papers in classroom seminars starting from the 5th week.
31. Country Risk Analysis (PP-215)
TERM IV 2019-20
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COURSE PP-215: COUNTRY RISK ANALYSIS
Course Instructor: Professor Biju Paul Abraham, Public Policy & Management Group
Office: M-208, NAB (New Academic Block) Tel. Ext.2002, Mobile: 92316 860664
e.mail: abraham@iimcal.ac.in
I. COURSE OBJECTIVES
Cross-border investments have increased dramatically in the last two decades as firms and investment
institutions in both developing and developed countries seek greater investment opportunities, larger
markets, more natural resources and cheaper labour around the world. However, not all investment
locations are investment-friendly and all investments involve country-specific risks.
This course seeks to provide participants with some insights into how they can assess risks facing
investments in a specific country or region, assess country risk exposure and develop risk mitigation
strategies. It is expected that the course will provide them with the tools necessary to analyse the political,
regulatory and economic environment in prospective investment locations so that potential risks, as well as
country risk premium, can be measured and factored into investment decisions.
Case studies will provide students with a greater understanding of risks that firms have been exposed to in
different investment locations around the world and how they have coped with such risks. A negotiation
exercise will enable students to better understand the problems associated with investment negotiations in
high-risk environments.
II. COURSE COMPONENTS
The course will involve thirty contact-hours of in-class sessions, spread over twelve weeks, and will include
the following components:
a. Lectures and Case Discussions

b. One Class Exercise
c. Negotiation-Exercise, Analysis and Debrief
d. Group Assignments
The lectures are designed to introduce participants to various aspects of the broad environment that need to
be considered when investment decisions are made as well as tools used to assess and measure risk.
Participants will then examine specific problems that investors have faced while investing in different
countries and analyse how investors have coped with these problems in the case discussions.
A class exercise will help participants understand methods by which firms quantify investment risks. A
negotiation exercise will be run to provide participants with an exposure to problems that mangers face in
negotiations with governments and government agencies.
The fourth component of the course will be a group project. In group projects participants will be required
to estimate risks in investment in specific sectors in identified countries, develop risk scenarios, and also
suggest risk mitigation measures.
4
Please note that I do not keep fixed office hours for this course. If you need to meet me to discuss any issues related to
the course, please send an email to fix an appointment.
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III. COURSE EVALUATION
Class Participation : 40%

Risk Index - Class Exercise : 10%
Negotiation Exercise : 10%
Group Project : 20%
End Term Exam (Case Analysis) : 20%
IV COURSE OUTLINE, CASES AND READINGS*
(Readings and Cases indicated for each session are included in the course hand-
out)
1. Assessing Opportunities and Risks for Investment: Foreign Direct Investment (FDI) - Nature,
Forms and Risks; Major factors causing changes in global FDI patterns and its impact on risk;
Impact on firms of changing trends in FDI and country risks.
2. A Framework for Assessing Risks: FDI and political risk; political and economic risk factors;
institutions and political risk; quantitative and qualitative assessment of political risks; political
risk mitigation
Reading:
Jo Jakobsen. (2010): ‘Old problems remain, new ones crop up: Political Risk in the 21st century’,
Business Horizons, 53:481-90.
3. The Decision to Invest in High Risk Environments: Case Discussion – Chiaphua Group
Vietnam
Case:
Nicholas P. Retsinas and Michael Shih-Ta Chen, Chiaphua Group Vietnam, Case No. 0207-090,
Harvard Business School, March 10, 2008.
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Assignment Questions:
1. Why did the Chiaphua Group decide to enter Vietnam as a real-estate venture instead of
exploring manufacturing options?
2. How efficient and effective were Raymond Cheng’s relationship with the Vietnamese
government? What would you have done differently?
3. What did Cheng learn from his initial ventures in Vietnam?
4. Can it sustain its competitive advantage given increased foreign investments in the sector?
Should the Group consolidate, reduce exposure in Vietnam or rapidly expand operations?
4. Assessing the Need for Risk Insurance: Case Discussion - The Antamina Copper Zinc Project
Case:
Stephen Sapp, Antamina Copper-Zinc Project: Political Risk Insurance. Case No. 9B02N018,
Richard Ivey School of Business. The University of Western Ontario,. September 2005.
1. Is the project worth pursuing for the sponsoring companies?
2. What are the different options that the sponsoring companies have to finance the
project and what are the positives and negatives of these options?
3. Why are lenders concerned about political risks associated with the project? How do
these risks affect the choice of financing options?
4. Would political risk insurance (PRI) be sufficient to address the risks associated with
the project?
5. Dealing with Investment Appropriation: Case Discussion – Oil Field Nationalization in

Venezuela
Case:
Brandon Marsh, ‘Preventing the Inevitable: The Benefits of Contractual Risk Engineering in Light
of Venezuela’s Recent Oil Field Nationalization’, Stanford Journal of Law, Business & Finance,
13(2), Spring 2008, pp.453-70.
1. What were the major political risks that foreign oil firms faced when they invested in
Venezuela?
2. What were the risk mitigation tools that were used in investment contracts to reduce
risk to investing firms?
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3. What, in your view, could the firms have done differently at the stage of contract
negotiations or later to reduce the losses that they suffered due to the contract re-negotiation?
6. Class Exercise: Quantifying Investment Risks: The Business Environment Risk Intelligencee
(BERI) Index
7. Economic Crisis, Institutional Change and Investment Risks: Case Discussion - Financial
Crisis and Institutional Reform in South Korea
Case:
Laura Alfaro and Renee Kim, Transforming Korea Inc. Financial Crisis and Institutional
Reform, Case No.9-708-007, Harvard Business School, 2008.
1. What aspects of government policy drove the Korean ‘economic miracle’?
2. Why did Park’s successors feel the need to change growth strategy?
3. Which were the major institutional changes brought about by the financial crisis of
1997?
4. How would the institutional changes have affected the investment environment for
foreign firms in South Korea?
8. Assessing Economic Risks: IMAX – Expansion in BRIC Economies
Case:
Dwaraka Chakravarty and Paul Beamish, IMAX: Expansion in BRIC Economies, Case No.
W15058, Richard Ivey School of Business, March 2015.
1. Should IMAX expand internationally into emerging economies such as BRIC

countries?
2. Which are the important factors that are relevant in understanding how the size of the
market for IMAX in BRIC countries would increase given their changing economic and
demographic profiles.
3. If a third (i.e 400) of the 1200 screens to be added outside North America are to be
allocated to BRIC economies, how would you distribute them by country, and in which
cities within these countries?
4. Identify the key political and cultural risks in this expansion and how could the firm
mitigate them?
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9. Assessing Economic Risks: Case Discussion – Assessing Risks in India
Case:
F.John Mathis and James B. Keat, India: The Promising Future, Case No. TB0265-PDF-ENG,
Thunderbird School of Global Management, , May 2011.
1. What are the major challenges faced by Trans-Technology Corporation?
2. What are the major concerns or risks that they need to consider before shifting
manufacture from China to India?
3. What are the possible investment options they have?
4. Which, in your view, is the best investment option?
10. Estimating Country Risk Premium. [Session by Professor Ashok Banerjee, Finance & Control
Group, IIM Calcutta]
Assessing the need for risk premiums; measuring country-risk premiums; Choosing between
different approaches; Determinants of firm exposure to risk; Estimating asset exposure.
11. Estimating Country Risk Premium: Case Discussion [Session by Professor Ashok Banerjee,
Finance & Control Group, IIM Calcutta]
Case:
Lena Chua Booth and Roy C. Nelson, 3P Turbo-Cross Border Investment in Brazil, TB 0467,
Thunderbird School of Global Management, A06-16-0013
12. Dealing with Government Intervention: Case Discussion
Case:
Urs Mueller, Shirish Pandit, Vodafone in Egypt: National Crises and their Implications for
Multinational Corporations (A) ESMT-714-0144-1, February 29, 2014.
1. What alternative actions would you recommend for Vodafone Egypt,
2. Provide reasons to support all identified alternatives.
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3. Select the action that you would take if you were in the position of Hatem Dowidar, as
CEO of Vodafone Egypt,
4. Identify information or perspectives that you are missing. Whom would you like to talk
to in order to get the information that you are looking for?
13. Investment and Environment Regulation: Case Discussion – Vedanta and Mining
Investments in Orissa
Case:
Biju Paul Abraham and Sriram Hariharan, Mining in the Abode of Gods: Vedanta and Mining
Investments in Orissa (Teaching Case)
5. What in your view were the mistakes that Vedanta made in its investment plan that led
to the situation that it faced at the end of 2010?
6. How could firms better deal with problems that they face while investing in regions
where the investment affects the rights of indigenous people and also has a negative
environmental impact?
7. In what ways could government policy ensure that the investment environment for
extractive industries is improved?
14. Risks in Large Public Private Investment Projects Involving International Funding
Agencies: Case Discussion - The Chad-Cameroon Pipeline Project
Case:
Benjamin C.Esty, Chad Cameroon Petroleum Development and Pipeline Project (A): HBS Case
No. 9-202-010, 2006.
1. Is the project financially viable for investors?
2. What are the major risks involved in the for the investment consortium?
3. How could World Bank involvement in the project reduce risks for the consortium?
4. What were the negatives of World Bank involvement?
15. Negotiation Exercise
16. Negotiation Exercise Debrief
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17. Designing an Investment Strategy - Scenario Planning
Readings:
1. Philip Meissner and Torsten Wulf. (2015): ‘The development of strategy scenarios based
on prospective hindsight’, Journal of Strategy and Management, 8(2): 178-90.
18. Assessing the Regulatory Environment: Case Discussion – De Beers and the Global
Diamond Industry
Case:
David Conklin and Danielle Cadiux, De Beers and the Global Diamond Industry, Case
No.905M40, Richard Ivey School of Business.
1. What were the key elements of De Beers’ strategy to manage the value chain in the past?
2. Discuss the role of government actions relating to competition and anti-trust policy in
altering De Beers value chain.
3. Evaulate De Beers new strategy. Would it be enough to meet government concerns?

Would it benefit society?
19. Managing Business Government Relations: Case Discussion - The Enron Power Project
Case:
Andrew Inkpen, Enron and the Dabhol Power Company, Thunderbird School of Global
Management, TB0159-PDF-ENG, May 2002.
1. Why, in your opinion, did Enron decide to make investments in the Indian power
sector.
2. How could Enron have avoided the suspension of the project by the new government in
Maharashtra?
3. What were the bargaining positions of Enron and the Maharashtra government in the
renegotiations that followed the cancellation?
20. Developing Cross-Sector Partnerships for Risk Reduction: Building and Scaling a Cross-
Sector Partnership: Oxfam and Swiss Re
Case:
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Jonathan Doh and Ted London, Building and Scaling a Cross-Sector Partnership: Oxfam
America and Swiss Re Empower Farmers in Ethiopia, Michigan Ross School of Business, Case
No. W91C85, March 2012.
1. How do organizations that traditionally do not cooperate with entities in sectors

overcome internal suspicion and skepticism regarding such collaborations in order to
begin a productive conversation?
2. How do organizations that have decided to embark on cross-sector collaborations build

trust, confidence, and the ability to share and learn with counterparts who may have very
different backgrounds?
3. What are the key organizational challenges in transitioning from a pilot to scale in cross-
sector collaborations so that they can have long-lasting impacts across geographies and
populations?
4. What can this collaboration tell us about the opportunities and difficulties of private and
non-profit organizations working together to respond to broad societal challenges, such
as poverty and climate change?
______________________________
32. Managing the legal & Regulatory Environment of Indian Business (PP-256)
Indian Institute of Management Calcutta

Post-Graduate Programme in Management
TERM IV 2018-19
COURSE PP-: 256 Managing the Legal and Regulatory Environment of Business
Course Instructor: V.K. Unni, Public Policy & Management Group
Office: M-203 New Academic Block
E-mail: unniv@iimcal.ac.in
Course Objectives
The importance of successfully navigating through the choppy waters of regulation is crucial for the survival of
any organisation. It is not at all hyperbolic to state that many of the strategies involving various corporate
decisions are dictated by the existing legal/regulatory framework and the complexities surrounding it. The main
objective of this course is to cover the regulatory and legal framework involved in some of the most commonly
used capital and forex market transactions involving joint ventures, mergers, acquisitions, IPO, preferential
allotments, qualified institutional placements, foreign direct investment, private equity investments, Insolvency
and Bankruptcy Code, Regulatory framework of crowd-funding etc. Having a reasonable understanding of the
regulatory framework will definitely help the manager in designing the strategies and counter strategies for a
particular transaction. This happens to be very true in many cases of corporate restructuring or deals involving
foreign investment as all of them tend to be heavily regulated.
Course Components:
The course will involve over thirty hours spread over twelve weeks, and will include the following component
a. Lectures
b. Case discussions/ analysis of contemporary business disputes decided by Courts and Regulators
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The lectures and class discussions are intended to introduce participants to various aspects of the broad legal
and regulatory environment that need to be considered when companies contemplate various strategic
initiatives.
Course Outline and Readings
I LECTURES
(Course handout contains most of the readings)
1) Joint ventures: Introduction to commercial law and transactions, types of joint ventures, special
purpose vehicles for infrastructure companies, methods of forming joint ventures,
2) Company law issues under joint venture - incorporation and setting up of joint venture companies,
percentage of equity stake and associated rights, quorum and voting,
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3) Contractual Issues in Joint venture- share transfer agreement/share purchase agreement,
shareholder’s agreement etc, Right of first refusal (ROFR), drag-along rights, tag-along rights,
4) Other Emerging issues in joint venture including IPR, technology transfer, covenants in a license
agreement, competition law issues etc.
Readings
i. Michael E. Hooton, Structuring and Negotiating International Joint Ventures, 27 Creighton L. Rev. 1013
(1994)
ii. David E. Brown, Jret. al., Strategic Alliances: Why, How, and What to Watch For, 3 N.C. Banking Inst.
57 (1999)
iii. Parker-Spencer: The Legal Form of Joint Ventures G. Peter Wilson, Jane Palley Katz, HBS
iv. Legal Aspects of Management: Anticipating and Managing Risk, Module Note Constance E. Bagley,
HBS
5) Competition Law: Anti-competitive agreements, abuse of dominant position,
6) Regulation of combinations Case studies on anti-competitive agreements, abuse of dominant position

case Case: NSE vs. MCX Stock Exchange , DLF Case, Cement Cartelization Case, Diageo-United Spirits/
Jet-Etihad/ Sun-Ranbaxy (E- materials to be provided)
7) Merger: Introduction to Merger law, kinds of merger, reverse merger/de-merger, distinction between
take over, slump sale etc, Company law issues under merger like jurisdiction of court, scheme of merger
etc
8) Merger: Procedure and process of merger, special effects involving merger, petition for sanction of
merger scheme, special kinds of mergers, mergers of banking companies, Merger of RPL with RIL
9) Legal Nuances of Restructuring : Spin off/ split off/ equity carve out etc
10) Legal Issues in Acquisitions : Share Sale and Purchase Agreement and Asset and Business Transfer
Agreements
Readings
i. N.R. Sridharanet. al, Guide to Takeovers & Mergers : (A Complete Guide to Corporate Restructuring,
Arrangements, Compromises, Demergers, Amalgamations and Acquisitions / by (Wadhwa 2006) chapters
3 -5
ii. M&A Legal Context: Basic Framework for Corporate Governance , Carliss Y. Baldwin, Constance E.
Bagley, James Quinn, HBS
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11) Takeover: SEBI (Substantial Acquisition of Shares and Take Overs) Regulations – 2011 (The Take
Over Code) objectives of the Code, various definitions, factors that trigger the Code, disclosure norms,
open offer norms
12) Takeover : Creeping acquisition, exceptions under open offer, public announcement, general
obligations of various stake holders, competitive/counter and conditional offers, withdrawal of offer
Readings
i. SEBI (Substantial Acquisition of Shares and Take Overs) Regulations, (1997)
ii. Shaun J Mathew, Hostile Takeovers in India: New Prospects, Challenges, and Regulatory
Opportunities, Colum. Bus. L. Rev. 800 (2007)
iii. M&A Legal Context: Hostile Takeovers, Carliss Y. Baldwin, Constance E. Bagley, James Quinn (HBS)
13) Public offers and Private Placements : Issue of capital, concept of book building, Draft Red-Herring
Prospectus, Anchor Investor, Institutional Placement Program , Offer for sale of shares by Promoters
through the Stock Exchange Mechanism, The Facebook IPO Litigation
14) Eligibility norms, Role of merchant banker, promoter’s contribution, Rights Issues, Green-Shoe
options, FPOs, Listing Norms : Requirement of minimum public shareholding etc Readings: SEBI’s Issue
of Capital and Disclosure Requirement (ICDR) Regulations 2009
15) Private Placements; Preferential Allotment: Role and relevance of preferential allotment in raising
capital, relevant provisions under Companies Act,
16) SEBI regulations on preferential issue (ICDR), eligibility norms, pricing, shareholder’s resolution,
exceptions and limitations, issues pertaining to promoter’s contribution and lock-in,
17) Qualified Institutional Placements (QIP): Regulatory framework of QIPs, SEBI Guidelines,
eligibility of issuer, nature of instruments, nature of investors, pricing, lock-in, conditions precedent,
placement document and salient features, Crowd-funding and emerging regulatory framework for crowd-
funding
Readings for Public Offers and Private Placements

SEBI’s Issue of Capital and Disclosure Requirement (ICDR) Regulations 2009
The Facebook IPO Litigation, Lena G. Goldberg, Annelena Lobb, HBS
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18) Insolvency and Bankruptcy Code (IBC) : Salient Features, Insolvency and Bankruptcy Board,
corporate insolvency resolution process, Role of Insolvency Professional, Role of NCLT, significance of
creditor’s committee, latest amendments to IBC and recent case-laws
19) Foreign Investment in India: Legal and regulatory framework, FEMA 1999, relevant FEMA
Notifications impacting investments, investment under the Foreign Direct Investment Scheme,
20) Foreign Investment in India : relevance of press notes issued by Department of Industrial Policy and
Promotion (DIPP), FEMA Notification 20, investment by Foreign Institutional Investors (FIIs) under the
Portfolio Investment Scheme, investments made by foreign venture capital funds, Depository receipts,
Foreign Currency Convertible Bonds and Ordinary Shares
Readings:
I. Rohit Sachdev, Comparing the Legal Foundations of Foreign Direct Investment in India and China:
Law and the Rule of Law in the Indian Foreign Direct Investment Context, COLUM. BUS. L. REV. 167
(2006)
II. India's Failure to Attract FDI, David W. Conklin, Danielle Cadieux, HBS
Course Evaluation
Midterm: 40 marks (CLOSED BOOK)
End term 40 marks (CLOSED BOOK)
Quiz 20 marks (one pre-midterm and one post midterm )
33. Managing International Legal Environment (PP-268)
Managing International Legal Environment

Course Instructor: Dr. R. Rajesh Babu
Public Policy & Management Group
Office: M-209, NAB
rajeshbabu@iimcal.ac.in
Course objective:
Doing business in a globalized environment pose several challenges – political, economic, culture, and
legal - being some of them. The international legal and regulatory environment is one of the key factors
that would determine the outcome of international business transactions. Today, the business entities
must, in addition to dealing with its national laws, face the complexities of three more legal regimes –
public international law; private international law; and the foreign laws. Public international law is the
system of rules and principles governing the conduct of and relationships between states and their
persons. Private international law governs private international transactions between persons and
organizations engaged and addresses which laws will apply when the parties are in a legal dispute. These
two regimes are complimented or complicated by the foreign laws which may have extraterritorial
consequences.
Managing International Legal Environment (MILE) course attempts to provide the students an
understanding of how international legal environment affects business transactions and how such
knowledge can be used for mitigating risks and gain competitive advantage in the international context.
The course shall emphasis on the laws are relevant to businesses operating internationally; fundamental
aspects of international law and the concepts such as sovereign immunity, act of State, expropriation,
etc., that are important to all businesses. More specifically, the course, in addition to exploring the
international legal structure, shall attempt to provide the students with an understanding on:
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• the nature of the international legal system, including the functioning of international
organizations which regulate and influence international business relations;
• Identify and understand the legal concepts and framework related to the protection of
international investment;
• Fundamental legal norms and principles governing international trade in goods and services;
trade remedies and barriers to trade;
• Prohibited activities in the international environment; and
• Pacific settlement of international disputes
Pedagogy
Classroom lectures, Case analysis, and Presentations (3 credit; 30 hours)
Evaluation
Class preparation and participation: 30%
Group Project and presentations: 30%
Quiz: 40%
Session 1&2: Introduction to the Nature and Source of International Law

• Sources of international law
• Compare and contrast the structure of international law with that of domestic law.
• Understand the difference between international law between states and law as it applies to
businesses operating internationally
• Act of state and sovereignty immunity (Jure imperii and Jure gestionis)
• Public international law and private international law
Readings
Chapter 25, International Law and Transactions, Managers and the Legal Environment (2012)
Schipani, C., Liu, J, Xu, Haiyan, Doing Business in a Connected Society, 2016, University of Illinois
Law Review Volume: 2016Issue: 1Pages: 101-140
Adefolake Adeyeye (2007) Corporate Responsibility in International Law: Which Way To Go? 11
Singapore Year Book of International Law141–161
Session 3-5: Dispute Resolution in International Context

• Dispute resolution through Arbitration, conciliation and mediation
• Dispute resolution in international trade- WTO DSU/FTA Dispute Settlement Clause
• Investment dispute resolution – Investment arbitration/ICSID
• Case studies
Readings
Chapter 2, R. Rajesh Babu (2012) Remedies under the WTO legal system (Martinus Nijhoff) 19-50
Ibrahim F.I. Shihata “The Settlement of Disputes Regarding Foreign Investment: The Role of the
World Bank, with Particular Reference to ICSID and MIGA” American University International Law
Review Volume 1 (1) 1986
Sessions 6 to 11: Regulating international trade in goods and services

• World Trade Organizations – basics principles and exceptions
• Trade remedies – anti-dumping – subsidies - safeguards
• Technical barriers and sanitary and phytosanitary measures
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• Trade in services
• Free Trade Agreements/Regional Trade Agreements
• Case studies
Readings
Chapters 3 to 8, 10, 13: Michael J. Trebilcock, Advanced Introduction to International Trade Law
(Edward Elger 2015)
Trebilcock, M.J and Michael Fisbein, “International trade: barriers to trade” in Research Handbook in
international Economic Law, pp.1-61.
Alan O. Sykes, “International trade: trade remedies” in Research Handbook in international Economic
Law, pp.88-137
“Trade Policy and domestic health and safety regulations and standards”, chapter 7 in Trebilcock, M.J.
and Howse, R. The Regulation of International Trade, 2nd ed, 1999, pp. 167-196
Sessions 12 & 15: Investor protection and International Investment Law

• Source of international investment law - Bilateral Investment Protection Treaties/FTAs with
investment chapters/TRIMS
• Key concepts – fair and equitable treatment (FET)/MFN/NT/ minimum standard treatment
• Legally of Expropriation/Nationalization – (Direct/indirect/creeping) – Role of MIGA/OPIC
• Case studies
Readings
Andrew Newcombe and Lluís Paradell, Law and Practice of Investment Treaties: Standards of
Treatment – Chapter I (Kluwer Law International 2009)
R Rajesh Babu (2014) “Trajectories of Investment Protection in India: An Analysis of Compensation
for Expropriation”, 6 (2) Trade, Law and Development, 359-392
Ashutosh Ray (2012), 'White Industries Australia Ltd. v. Republic of India: A New Lesson for India'
29 (5) Journal of International Arbitration, Issue 5, pp. 623–635
Sessions 16-18: Extraterrestrial application of national laws - Select issues

• Bribery and corruption in international context – UNCAC – OECD Guidelines - The Foreign
Corrupt Practices Act (FCPA) prohibits the payment of bribes by U.S. companies and the
employees of those companies.
• The US Alien Torts Claims Act: allows noncitizens to bring suit in U.S. federal court against
U.S. businesses or citizens that have committed torts or human rights violations in foreign
lands.
• Personal Data Privacy in international context: – EU General Data Protection Regulation -
Google case
Sessions 19-20: Group Project Presentation
Readings
Theresa (Maxi) Adamski (2011) “The Alien Tort Claims Act and Corporate Liability: A Threat to the
United States’ International Relations” 34 (6) Fordham International Law Journal
Mike Koehler (2014), A Foreign Corrupt Practices Act Narrative 22 Michigan State International Law
Review 961,
Cindy Schipani and Norm Bishara (2010) “Strengthening the Ties that Bind: Preventing Corruption in
the Executive Suite” 88(4) Journal of Business Ethics 765-780.
R. Rajesh Babu and Suren Sista (2016) “European Data Protection Laws: Learnings and Implications
for Indian Business” 1 Journal of Data Protection and Privacy (forthcoming).
Presentations
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Supplementary Readings:
Clapham, Andrew (2006), “Human rights obligations of non-state actors in conflict situations”, 88
(863) International Review of the Red Cross,
Keitner, Chimène I. (2010), “Introductory Note to U.S. Second Circuit Court of Appeals: Kiobel v.
Royal Dutch petroleum Co.,” International Legal Materials, 49 (6), pp. 1510-1568 (ATC)
Kurtz, Jürgen (2010), “Adjudging the Exceptional at International Law: Security, Public Order and
Financial Crisis,” 59 International and Comparative Law Quarterly 325.
McCorquodale, Robert and Penelope Simons (2007), “Responsibility Beyond Borders: State
Responsibility for Extraterritorial Violations by Corporations of International Human Rights Law”
70(4) Modern Law Review 598-625.
Muchlinski, Peter International Corporate Social Responsibility and International Law
http://www.biicl.org/files/4367_biicl_conference_paper.pdf
Muchlinski, Peter Multinational Enterprises and the Law (Oxford University Press, Oxford, 2007).
Schipani, C, The Role of Corporate Governance in Promoting Integrity and Addressing Corruption,
06/2015, The Company Lawyer, Volume: 35Issue: 5Pages: 4-9
Schipani, C., "Corporate Governance in a Global Environment: A Search for the Best of All Worlds,"
(with T. Fort), 33 Vanderbilt Journal of Transnational Law 829-879 (2000).
Schipani, C., "The Purposes and Accountability of the Corporation in Contemporary Society," (with
M. Bradley, A. Sundaram & J. Walsh), 62 Law & Contemporary Problems 9-85 (1999)
Schipani, C., “Fiduciary Constraints: Correlating Obligation with Liability,” (with Dana Muir), 42
Wake Forest Law Review 697-747 (2007).
Schipani, C., “Manipulative Games of Gifts by Corporate Executives,” (with S.B. Avci and H.N.
Seyhun), University of Pennsylvania Business Journal of Business Law (forthcoming)
Schipani, C., Liu, J, Xu, H., The GSK Bribery Scandal in China: Corporate Governance Failures of
Multinational Corporations”, 2015, National Proceedings of the Annual Meeting of the Academy of
Legal Studies in Business, Volume: 2014 Issue: 1Pages: electronic
Schreuer, Christoph Investments, Investor Protection, 2011
http://www.univie.ac.at/intlaw/wordpress/pdf/investments_Int_Protection.pdf
Sornarajah, M., The International Law on Foreign Investment (Cambridge University Press,
Cambridge, 2004).
Subedi, Surya P., International Investment Law: Reconciling Policy and Principle (Hart Publishing,
Oxford, 2008). Further reading Dolzer, R and C. Schreuer (2008).
Sundell, Jordan (2011), Ill-Gotten Gains: The Case for International Corporate Criminal Liability Vol
20:2, Minnesota Journal of Int’l Law 648
Vicuna, Francisco Orrego (2004) “Of Contracts and Treaties in the Global Market” 8 Max Planck
Yearbook of United Nations Law, Available at http://www.mpil.de/files/pdf1/mpunyb_orrego_8.pdf
Wallace, Perry E. (2012), International Investment Law and Arbitration, Sustainable Development,
and Rio+20: Improving Corporate Institutional And State Governance Sustainable Development Law
& Policy Volume 12 Issue 3
Weiler T (2004), “Balancing Human Rights & Investor Protection: a New Approach for a Different
Legal Order” 27 Boston College International and Comparative Law Review 429.
Weiler, Todd, International Investment Law and Arbitration: Leading Cases from the ICSID, NAFTA,
Bilateral Treaties and Customary International Law
34. Rethinking Education Policy (PP-xxx)
35. Strategic Leadership (SM-246)
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STRATEGIC LEADERSHIP
Instructor: Professor Anirvan Pant
Office: New Academic Block K 502 Extn. 781 E-mail: anirvan@iimcal.ac.in
COURSE OVERVIEW
What shapes strategic choices? Are they shaped, primarily, by powerful constraining forces external to
the organization (‘structure’) or by the reflexive choices (‘agency’) of the strategist?The evolution of
the field of strategic management since the 1980s reveals a preoccupation with explanations based in
structure, regardless of whether the focus of attention is external (industry analysis) or internal (resource
based view) to the firm. This, many would say, is primarily a consequence of the tremendous influence
that industrial organization and, more generally, micro economics has had on the development of
strategic management.
Strategic leadership is an attempt to redress the balance by infusing agency into considerations of
strategy, without jettisoning the conceptual edifice of mainstream strategic management. This course
builds upon the conceptual and analytical scope of the core course in Strategic Management while
engaging with the dynamic aspect of leading organizations – the simultaneous pursuit of opportunity,
advantage, and ambition and the management of the firm’s identity. Indeed, this course can be viewed
as a response to the concerns expressed in recent times by leading strategy scholars such as Joseph
Bower and Cynthia Montgomery on the ‘disappearance’ of ‘leadership’ from strategy.
Strategic leadership seeks to understand the dimensions on which firms exercise agency in the pursuit
of durable organizational goals. An explanation based upon agency requires an agent. For the purposes
of this course, the agent we are concerned with is the ‘strategic leader’, or the top management team
coordinating and directing the activities of the enterprise.
The Strategic Leadership course has been designed as an advanced strategy course for those who aspire
for leadership roles. The course seeks to confront participants with the nature of challenges and
complexities that they will confront in future leadership roles, and more importantly, offer them an
opportunity to acquire the skills to appraise the strategic choices that they will be confronted with.
This is not, in conventional terms, a leadership course. The perspective of strategic leadership is very
different from the dominant, individualistic view of leadership rooted in organizational behavior. In this
course, as against the traditional behavioral focus on leadership in organizations (i.e. motivating people
to work well,etc.), we focus on leadership of organizations (i.e. shaping the firm’s strategic choices).
Further, in contrast to the core course in Strategic Management, the analytical thrust of class discussion
in this course will not be on seeking explanations of firm performance but on understanding why a firm
makes a specific sequence of strategic choices. Correspondingly, the readings in this course integrate a
wide range of materials from the old as well as new streams of strategy research – e.g., on strategy
process, strategic entrepreneurship and managerial cognition – thathave a bearing on strategic choice.
The course seeks to bring the participants upfront and close to the challenges faced by the top
management teams of a wide range of firms (small &large, Indian and foreign, single- and multi-
business,etc.) across a wide range of industries(ranging from modern art and specialty coffee to software
services and generic pharmaceuticals) coping with a variety of strategic and organizational challenges
(battling late mover disadvantage, overcoming resource constraints, navigating through the conflicting
interests of the parent company and the subsidiary, etc.). Towards the end, we extend the mode of
reasoning developed in this course to the context of political statesmanship and examine the strategic
choices made by world leaders at a critical juncture in the world’s modern history.
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COURSE OBJECTIVES
The principal learning objectives of the course are:

1. To develop a conceptual and contextual understanding of the dimensions on which the top
management teams of firms exercise agency in the pursuit of organizational objectives
2. To employ analogical and integrative reasoning in the course of a vicarious engagement with
the practice of strategic leadership in a global context
3. To cultivate a capacity for judgment, or strategic choice making under uncertainty,that builds
upon the capacity for analytical problem solving honed in the core course on Strategic
Management.
COURSE ORGANIZATION& PEDAGOGY
This course has been structured into eight modules. These are:
Module I. Introduction (1 session)
Module II.Dimensions of Strategic Leadership: Advantage (4 sessions)
Module III.Dimensions of Strategic Leadership: Opportunity (4 sessions)
Module IV.Dimensions of Strategic Leadership: Ambition (2 sessions)
Module V. Roots of Strategic Leadership: Identity (3 sessions)
Module VI.The Contemporary Concerns of Strategic Leadership (3 sessions)
Module VII.Strategic Leadership in Political Settings (2 sessions)
Module VIII. The Tasks of Strategic Leadership (1 session)
The principal pedagogical tool in this course is the case method. Cases simulate reality, to the extent
possible, in the restricted environs of the classroom and help you experience the interaction between
concepts and actions in managerial decision making. Our case discussions in class will pursue lines of
reasoning driven by analysis as well as informed judgement. The choices you recommend on behalf of
the decision maker(s) in the case must be pragmatic, yet you will also discover that they are intensely
personal. Indeed, in order to gain value from class discussions, you must consciously place yourselves
in the role of the key decision maker(s) identifiable in the case. This, in turn, requires an intensive level
of preparation prior to the class for every session. Please allow for adequate time for such preparation
during the week. Please note that several of the articles for background reading have been picked from
academic journals in strategic management. This will require you to devote more time to reading and
comprehending these articles. To equip yourselves for case analysis in strategic management, please
read carefully the introductory hand-out on ‘Analyzing Strategic Management Cases.’
COURSE MATERIALS
Course materials will be provided in the form of a reading set to participants.
COURSE EVALUATION
Evaluation in this course has four components:
1. Class Participation 25%

2. Surprise Quizzes / Take Home Assignments (3) 15%
3. Discussion Papers (3) 30%
4. End Term Examination 30%
With regard to these four components, please note the following:
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- Class participation is central to the case method of teaching. Yourclass participation grade will be
based on the quality and relevance, not quantity, of your contributions in class. I expect you to read,
reflect upon, and debate with your peers the assigned case and readings scheduled for any given
session before you walk into the class. Please attempt to express your reasoned thought (not
opinion!) succinctly and to participate in the collective problem solving process in class. Also, please
remember that, in class, silence is not golden. If you are in doubt, speak up. If you think what you
have to say may be controversial, speak up nevertheless.I reserve my prerogative to cold call on
you. Needless to say, absence from class will – ceteris paribus – result in a lower class participation
grade.
- I will conduct one or more surprise quizzes in class. These quizzes will interrogate your
understanding on some aspect of the case assigned for discussion on that particular day. Since none
of the quizzes will be announced in advance, absentees will not be eligible for a make-up quiz.I may
also announce take home assignments instead of quizzes.
- Each participant will be required to submit three discussion papers. For the purposes of this course,
the term ‘discussion paper’ refers to a brief essay written in response to the discussion questions
listed out for any session. No more than one discussion paper may be submitted from a single
module. All discussion papers are due before the start of the module on ‘strategic leadership in
political settings.’ The deadline for electronic submission of the discussion paper will be 7 A.M. on
the day thesession is scheduled. For any given theme/case scheduled over two sessions, discussion
papers may not be submitted after the first session. No exceptions will be made
- The end-term examination will be open-book and case-based. Thoroughness coupled with brevity
in the response will be greatly appreciated. Please do note that brevity refers to the most succinct
mode of communication of an argument, and not to the incomplete communication of that argument
SESSION-WISE SCHEDULE
Module I
Introduction
Session 1: The Landscape of Strategic Leadership
BackgroundReadings:
1. ‘The Lottery in Babylon’, Jorge Borges, Fictions (tr. Hurley), Penguin Classics.
2. ‘Putting Leadership Back Into Strategy’, Montgomery, Harvard Business Review, 2008.
3. ‘How Strategists Really Think: The Power of Analogy’, Gavetti&Rivkin, Harvard Business
Review, 2005
4. ‘A Leap of the Mind: How Integrative Thinkers Connect the Dots’, Martin, The Opposable Mind.
Module II
Dimensions of Strategic Leadership: Advantage
Session 2: Conceptualizing Advantage
Case for Discussion: Intel Corporation – 1968-2003 (HBS, 2010)
BackgroundReadings:
1. ‘Competitive Advantage: Logical & Philosophical Conditions’, Powell, Strategic Management
Journal, 2001.
2. ‘Time Pacing: Competing in Markets that Won’t Stand Still’, Eisenhardt& Brown, Harvard
Business Review, 1998.
Discussion Questions: How would you explain Intel’s initial dominance and subsequent decline in
DRAMs? Why has Intel been more successful in microprocessors? Evaluate Intel’s shift in strategy
under Barrett and Otellini.
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Sessions 3& 4: Renewing Advantage
Case for Discussion: Hindustan Lever Limited - On the Path to Growth (IIMB, 2005)
Background Readings:
1. ‘The Three Faces of Corporate Renewal: Institution, Revolution, and Evolution’, Mezias & Glynn,
Strategic Management Journal, 1993.
2. ‘Creating New Growth Platforms’, Laurie, Doz, & Sheer, Harvard Business Review, 2006.
3. ‘Building Ambidexterity into an Organisation’, Birkinshaw& Gibson, MIT Sloan Management
Review, 2004.
Discussion Questions: Critically appraise the strategic choices made by the Chairmen of Hindustan
Lever over the years? Specifically, do you agree with the strategy adopted by the immediate past two
Chairmen – Dadiseth and VindiBanga? What advice would you give the new Chairman Harish
Manwani& the new CEO Doug Baillie?
Session 5: Overcoming Disadvantage
Case for Discussion: Bharat Forge Limited – Forging Leadership (IIMB, 2005)
BackgroundReadings:
1. ‘The Liabilities of Origin: An Emerging Economy Perspective on the Costs of Doing Business
Abroad’, Ramachandran & Pant, Advances in International Management, 2010.
2. ‘The Half Truth of First Mover Advantage’, Suarez &Lanzolla, Harvard Business Review, 2005.
Discussion Questions: How has BFL managed to emerge as a leader in the global forgings industry?
Does the company’s decision to invest in building huge capacity ahead of demand make sense? Why
did the company restructure its finances and spin off its assets into a separate company? Why acquire
the order book and not the assets from Dana Corporation? Why did it acquire CDP? CDP AT?
Module III
Dimensions of Strategic Leadership: Opportunity
Session 6: Conceptualizing Opportunity
Case for Discussion:Saffronart.com - Bidding for Success (HBS, 2010)
BackgroundReadings:
1. ‘The New Psychology of Strategic Leadership’, Gavetti, Harvard Business Review, 2011.
2. ‘Discovery & Creation: Alternative Theories of Entrepreneurial Action’, Alvarez & Barney,
Strategic Entrepreneurship Journal, 2007.
Discussion Questions: What created the opportunity for Saffronart? Did Minal and Dinesh Vazirani
adopt the right business model to capitalize on this opportunity? What should they do next?
Session 7: Organizing around Opportunity
Case for Discussion: Tata Consultancy Services – Selling Certainty (HBS, 2011)
1. ‘Risk & Rationality in Entrepreneurial Process’, Miller, Strategic Entrepreneurship Journal, 2007.
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2. ‘“You Can’t Get People to Sit on an Explosion!” – The Cultural Acceptance of the Car in
America’, Rao, Market Rebels – How Activists Make or Break Radical Innovations, Princeton
University Press, 2009.
Discussion Questions: Evaluate TCS’ proposed ‘Experience Certainty’ strategy. What is the strategic
intent behind the strategy? How would you account for the rise of the Indian software services
industry?
Session 8: Creating Value in Nascent Markets
Case for Discussion: Howard Schultz & Starbucks Coffee Company (HBS, 2005)
1. ‘Zeitgeist Leadership’, Mayo &Nohria, Harvard Business Review, 2005.
2. ‘The Economics of Strategic Opportunity’, Denrell, Fang, &Winter, Strategic Management
Journal, 2003.
3. ‘In Praise of Dissimilarity’, Gibbert&Hoegl, MIT Sloan Management Review, 2011.
Discussion Questions: How did Howard Schultz view the possibilities for the fledgling specialty
coffee markets in the early 1980s? How do you explain the success of Starbucks? Is its position
sustainable? What should the company do next?
Session 9: Deepening Stagnant Markets
Case for Discussion: Fabindia: Crafting Success (IIMB, 2007)
1. ‘Against the Flow: Reaping the Rewards of Management Innovation’,Mol&Birkinshaw, Harvard
Business Review, 2006.
2. ‘Strategy as Ecology’, Iansiti&Levien, Harvard Business Review, 2004.
Discussion Questions: What role has Fabindia’sideology played in its evolution? Should the company
have entered the furniture business? Organic foods?Body care products? Do you agree with Bissell’s
plans to set up community owned supplier region companies? Do you agree with Wolfensohn’s
decision to invest in Fabindia?
Module IV
Dimensions of Strategic Leadership: Ambition
Session 10: Conceptualizing Ambition
Case for Discussion: Ranbaxy Laboratories Ltd.: Changing Aspirations (IIMB, 2012)
1. ‘Strategy as Guided Evolution’, Lovas&Ghoshal, Strategic Management Journal, 2000.
2. ‘Tomorrow’s Global Giants: Not the Usual Suspects’, Ghemawat &Hout, Harvard Business
Review, 2008.
Discussion Questions: How did Ranbaxy become a global major in generic pharmaceuticals? Assess
the contributions of the various CEOs. Do you agree with Malvinder Singh’s decision to sell to
Daiichi? Do you think Daiichi made the right call in buying the company?
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Session 11: Organizing Around Ambition
Case for Discussion: i-flex Solutions Ltd. – Winning Unconventionally (IIMB, 2006)
1. ‘Strategy making as Iterated Processes of Resource Allocation’, Noda & Bower, Strategic
Management Journal, 1996.
2. ‘Uncommon Sense: How to Turn Distinctive Beliefs into Action’, Goddard, Birkinshaw, &
Eccles, MIT Sloan Management Review, 2012.
Discussion Questions: How has i-flex emerged as a global leader in the banking solutions space?
Evaluate the contribution of Rajesh Hukku and his top management team in the company’s success.
What role has the company’s guiding principles played in its success? How has i-flex evolved as an
organization in its journey? How would the Oracle acquisition impact the future strategies of i-flex?
Module V
Roots of Strategic Leadership: Managing Identity
Session 12: Conceptualizing Identity
Case for Discussion: DDB Mudra group – Transformative Growth (IIMB, 2012)
1. ‘Why Good Companies Go Bad, Sull, Harvard Business Review, 1999.
2. ‘The I*Dimension’, Chapter 1, Bouchikhi& Kimberly, The Soul of the Corporation: How to
Manage the Identity of Your Company.
Discussion Questions: How did AGK shape Mudra in its early years? Why was Mudra viewed as an
outsider in the Indian advertising industry? What was Kamath’s challenge when he took over? How
will the acquisition by the Omnicom group impact Mudra? Should Mudra have stayed independent?
Session 13: Renewing Identity
Case for Discussion: Fujifilm: A Second Foundation (HBS, 2007)
1. ‘Organizational Deadweight: Learning from Japan’, Numagami, Karube, & Kato, Academy of
Management Perspectives, 2010.
2. ‘Leading in the Age of Identity’, Chapter 11, Bouchikhi& Kimberly, The Soul of the Corporation:
How to Manage the Identity of Your Company.
Discussion Questions: Evaluate Fuji's transition from fromanalog photography to digital imaging.
How was the firm's behavior shaped by its identity? Fuji has entered a broad range of businesses
ranging from flat panel display materials to pharmaceuticals to cosmetics in its search for a second
foundation. What criteria should Komori use to screen opportunities? In moving to to a 'second
foundation', should Fuji exit any of its legacy businesses? If Fuji's identity is no longer 'imaging and
information' what should it be?
Session 14: Identity and Legitimacy

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Case for Discussion: Cognizant Technology Solutions – Seamless Integration (IIMB, 2007)
1. ‘Legitimacy Beyond Borders: Indian Software Services Firms in the United States, 1984 – 2004’,
Pant & Ramachandran, Global Strategy Journal, 2012.
2. ‘The Cosmopolitan Corporation’, Ghemawat, Harvard Business Review, 2011.
Discussion Questions: What do you think has been the key driver(s) of the company’s success? Would
you also – like the Goldman Sachs team – make Cognizant your top pick in the IT Services Space?
Why? What advice would you give Frank D’Souza?
Module VI
The Contemporary Concerns of Strategic Leadership
Session 15: The Purpose of the Enterprise
Case for Discussion: ITC Limited – India First (IIMB, 2010)
1. ‘IBM vs Carnegie Corporation: The Centenarians Square Up’, The Economist, June 9 2011.
2. ‘The India Way: Lessons for the U.S.’, Cappelli, Singh, Singh, &Useem, Academy of Management
Perspectives, 2010.
Discussion Questions: How would you evaluate ITC’s performance over the years? Why did
Deveshwar redefine ITC’s mission as ‘India First’ on the 100th anniversary of the company? Why did
relations between the management teams at ITC and BAT turn contentious? Whose position would
you support? Are ITC’s endeavours at integrating societal concerns into its strategic initiatives
substantive or merely symbolic? How would you evaluate Deveshwar’s decision to take ITC into the
highly competitive FMCG sector?
Sessions16& 17: Understanding the Financial Crisis of 2008
Readings for Discussion:

1. ‘What Good Are Shareholders?’, Fox &Lorsch, Harvard Business Review, 2012.
2. ‘The Misapplication of Mr. Michael Jensen: How Agency Theory Brought Down the Economy &
Why It Might Again’, Dobbin & Jung, Markets on Trial: The Economic Sociology of the U.S.
Financial Crisis (Part B), Emerald, 2010.
3. ‘The American Corporate Elite and the Historical Roots of the Financial Crisis of 2008’, Mizruchi,
Markets on Trial: The Economic Sociology of the U.S. Financial Crisis (Part B), Emerald, 2010.
Discussion Questions: Critically appraise the role of agency theory and the idea of shareholder value
maximization in shaping corporate objectives over the last three decades.
Module VII
Strategic Leadership in Political Settings
Sessions 18 & 19: Political Statesmanship as Strategic Leadership
Movie for Discussion: The Missiles of October
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1. ‘Conceptual Models and the Cuban Missile Crisis’, Allison, American Political Science Review,
1969.
2. ‘Ruler of the World: Napoleon’s Missed Opportunities’, Horne, ‘What If? The World’s Foremost
Military Historians Imagine What Might Have Been’, Berkley Books, 1999.
3. ‘The Statesman as CEO – An Interview with Helmut Schmidt’, Harvard Business Review, 1986.
Discussion Questions: Why did the Soviet Union place offensive missiles in Cuba? Why did it take
the Americans nearly a month to discover these missiles? How did each EXCOM member react to the
presence of missiles in Cuba? What did President Kennedy do differently for the efficient working of
the EXCOM?
Module VIII
The Tasks of Strategic Leadership
Session 20: Summing Up
Course Review
1. ‘The Judgment Deficit’, Bhide, Harvard Business Review, 2010
2. ‘Four Great Conflicts of the Twenty-First Century’, Starbuck, Cooper (ed.) Leadership &
Management in the 21st Century, OUP, 2005.
3. ‘Before You Make That Big Decision….’,Kahnemann, Lovallo, &Sibony, Harvard Business
Review, 2011.
4. ‘Why Hard Nosed Executives Should Care About Management Theory’, Christensen &Raynor,
Harvard Business Review, 2003.
36. Industry Analysis, Strategy and Performance [IASP] (SM-260)
Industry Analysis, Strategy and Performance

I. Course Title
• Industry Analysis, Strategy and Performance [IASP]
II. Number of Credits
• 3
III. Proposed Term
• Term 4,
IV. Proposed Program
• PGDM
V. Instructor details (name, contact etc.)
• Prof Ranjan Das, PTVF
VI. Guest faculty details, if applicable
• No guest faculty will be teaching in this course
VII. Course Objectives
• To learn analytical frameworks and tools for analysing industry and competition and
understand how competitive forces shape industry attractiveness
• To discuss how the general analytical frameworks and tools for analysing industry and
competition can be applied for understanding industry attractiveness in different types of
industry setting such as traditional brick and mortar industries, global industries, information
and information intensive industries, converging industries and technology intensive
industries
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• To understand how does an industry evolve over time and strategic choices available to a
firm for exploiting industry context prevailing during different stages of evolution
• To examine a variety of competitive choices available to a business, given its unique industry
and competitive context [such as those mentioned above] and strategic resources at its
disposal, to achieve sustainable competitive advantage, earn above normal returns and attract
high valuation
VIII. Evaluation Components
• Presentation: 20%
• In class case analysis in group : 30%
• Project: 20%
• End Term Exam: 30%
IX. Session wise contents
MODULE I: IASP: Program Context & Overview
1 • Industry Analysis, Strategy and Performance [IASP] - An overview:

• Structural Analysis of the industry
• Generic competitive strategies
• Competition analysis and Market signals
• Implications at firm level – strategy and performance
2 • Industry Analysis, Strategy and Performance [IASP] - An overview:
• Structural analysis within the industry and Strategy Groups
• Industry evolution
• Implications at firm level – strategy and performance
MODULE II: IASP: Brick and Mortar Industries
•3 READ: General Analytical techniques [Chapter 1 of Michael Porter’s book]

• Presentation -1: [a] How Comp Forces Shape Strategy [HBR – July- Aug 1997] & [b] How to Map Industry’s
Profit Pool [HBR May-June 1998]
• CASE: Chinese Steel Industry HKU 417
• Case: Air Asia HKU 833
•4 Presentation – 2 : [a] Analysis of Competition, [b] Market Signals and Competitive moves [Chapter 3, 4 and 5 of
Michael Porter’s book]
• Case : Coke vs. Pepsi – 9706447
•5 Presentation – 3: [A] MAPPING YOUR COMPETITIVE POSITION [HBR NOV 2007], [B] Competitive pressure
system mapping and managing multi-market contact [SMR 091]
• Case [Consumer Durable Industry]: Diaper War: Kimberly Clerk vs P&G 92M003
•6 Presentation – 4: [a] Structural Analysis within industry [Chapter7 of Michael Porter’s book] and [b] Achieving and
sustaining superior profits 9-797-039 and [C] Impact of Industry and firm factors on firm profitability [UV 1099]
• Case: Michelin in the land of Maharaja’s 907M30
7 • Presentation – 5 : [A] How industries Change - HBR Oct 2004 plus [B] industry Evolution [ Chapter 8
Porter book]
• Case Alcan – Anticipating industry change 909M71
MODULE III: IASP: Global industries
•8 Presentation – 6: [A] Globalization of companies and industries [BEP 040] & [B] Global gamesmanship - [strategic
interdependence of markets] – HBR MAY 2003 & [C] [Chapter 13 of Michael Porter’s book
• Case : Global Oil and Gas Industry TB0223
• Case: TCS – Globalization of IT Services IB-79
•9 Presentation -7: [A] Introduction to Global Strategy [9-706-448] & [B] The New Rules of Globalization [ HBR
January- February 2014]
• Case: Methanex [commodity/ global industry] W13238
MODULE IV: IASP: Information and Information Intensive Industries
•10 Presentation -8 : Indian Information Technology Industry – Past, Present and Future [Faculty to provide basic
article; students to do research and make the content up to date ]
• Case [ITES industry]: Indian IT Services Industry –PG0003
•11 Presentation - 9: Future of Commerce – 4 articles [1] The age of choice board, HBR JAN-FEB 2000, Patterns of
disruption in retailing HBR Jan-Feb, 2000, [3] Hyper-mediation HBR Jan-Feb, 2000, [4] The future of Shopping HBR
Dec 2011
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• Case: Carrefour China HKU 670
• Presentation -10: Online retailers 9-801-306
• Case: Amazon.com 5-809-081
•
13 Presentation -11: Note on Financial Services Industry [faculty to provide]
• Case: ICICI Bank’s Credit Card HKU 935
•14 Presentation -12 : [1] Porter - How smart connected product & implications for strategy ..HBR Nov 14 3] Digital
Ubiquity - HBR NOV 14
• Case: Appirio: New Venture on a Cloud BAB 694
MODULE V: IASP: Converging Industries
•15 Presentation - 13: [1] Six converging digital technology trends - KPMG-NASSCOM Report & [2] Convergence in
communication and content– The Economist Intelligence Unit 2004
• Case: TiVO- 2007
•16 Presentation - 14: [1]industry Convergence And Transformation of Mobile Communication System of Innovation –
Faculty to provide , [2] Strategic management in Converging Industries [3] Implication of digital convergence on
strategic management – faculty to provide [2] & [3]
• Case: iPod vs. Cell Phone -5707548
•
17 Presentation 15: Media convergence and business ecosystem, Global Media Journal, Fall 2011, vol 11, issue 19
[faculty to provide]
• Case: Microsoft Search
MODULE VI: IASP: Technology Intensive industries
•18 Presentation – 16 : Competency Destroying Technology Transition

• CASE: Apple 2012 [ 9-712-490]
• Case: Sun Micro system 906M23
•19 Case: Daktronics (A): Digital Signage industry NA0232
•20 Case: Intel Research
X. Cap on number of students

• 45
37. Entrepreneurship in Practice (SM-262)
ENTREPRENEURSHIP IN PRACTICE
Term IV
Credits: 3
Course instructors:
Prof Biswatosh Saha- Professor, Strategic Management (IIM Calcutta)
Prof. Sankalp Pratap – Associate Professor, Strategy (IIM Tiruchirappalli)
Mr Suhas Nath Misra – CEO, Tardigrade Healthtech, Founder Hector Beverages and ChannelPlay
Course Introduction:
This is an introductory course on entrepreneurship. It will introduce students to basic concepts in
entrepreneurship and necessary skills to translate interesting ideas into sustainable market offerings.
This course will use theoretical concepts (eg Principles of Effectuation, Resource based theory,
sociological theories, opportunity recognition etc) but will introduce them to students by applying
them to the practice of entrepreneurship.

99
This course is in line with the recognition at the management institutes that the business world is
going through a dramatically dynamic phase where old structures are crumbling down and students
need to be prepared to deal with a world of uncertainty, innovation and shortening product life cycles.
It also recognizes the sustained focus and the support that the Government of India is providing to
budding entrepreneurs through campaigns like Startup India
Course Objectives:
Participants will learn how to get an ‘Idea’ to the market by building a team, establishing a legal entity,
all through the principles of effectuation. While introducing various terms and informal lingo used
amongst entrepreneurs, it will also impart knowledge of the theory of what one is doing in practice.
While the course teaches participants the skills to be an entrepreneur, it does not expect each participant
to start their own business. The lessons learnt though will help participants act entrepreneurially in
various settings, helping them cope with uncertain and low resource situations, which are going to be
increasingly commonplace in our world. Notwithstanding the above, the course will aim to sow the
seeds of entrepreneurial thinking amongst the uninitiated while bolstering the entrepreneurial intentions
of those who have already begun planning and dreaming to start their own ventures in this lifetime.
Pedagogy:
The course aims to help participants reflect upon the complex challenges involved in initiating new
ventures. The attempt to bring ‘real world’ to the classroom would be made through a combination of
case studies, in-class exercises and discourses involving story telling sessions derived from
contemporary experiences of entrepreneurs. In many of the sessions, discussions will helmed by
engaging on live cases of Indian companies particularly those in initial stages of entrepreneurship
(referred to as ‘Mini Live Cases’), thus contextualizing the lessons of the course. We will also have
accomplished guests sharing snippets form their entrepreneurial journey over video conference.
Course material:
Entrepreneurship: Creating and Leading an Entrepreneurial Organization (Referred henceforth as
ECLE)
Author: Arya Kumar; Publisher: Pearson India
ISBN-10: 8131765784
ISBN-13: 978-8131765784
100
Course prerequisites: None
Evaluation scheme:
Evaluation Component Type Weightage Remarks, if any
(Individual/Group)
Class Participation Individual 25%
Group submission and Group 45% Each group will prepare and
presentation related to submit various components of
new venture creation a business plan along the
duration of the course. Final
presentation will be scheduled
in the last two session of the
course
Individual assignment Individual 30% A learning theme will be
and submission in form of announced at the beginning of
Learning Diary every fortnight and a 2 – 3
page submission will be
accepted till the end of the
fortnight
101
Session-wise course outline:
Session Topics covered Case (if any) Pre-class readings
Number
1& 2 INTRODUCTION Gram Vikas: What is Attracting Talent and
the Essence of Social Building Ecosystems
• An Entrepreneurial Entrepreneurship? By (Lynda M. Applegate;
society? Imran Chowdhury; Carole Carlson)
Filipe Santos
• Entrepreneurship and Female
Intrapreneurship – Entrepreneurship in
similarities and variance Developing Countries
(Geoffrey G. Jones;
• India’s startup revolution – Alexis Lefort)
Trends, Imperatives,
1.1 – 1.5 of ECLE
benefits; the players
involved in the ecosystem,
where do we stand now
• Rural entrepreneurship,
social entrepreneurship, 2.1 – 2.7 of ECLE
women entrepreneurs
3 Who can be an entrepreneur, Mini Live Case 1

and when? 1.6 – 1.12 of ECLE
• The entrepreneurial
mindset - Key attributes
• Desirable and acquirable

attitudes and behaviors
• Readiness - The right time,

right age, right conditions?
• Myths and realities of

entrepreneurship
4 Transition from college / regular Mini Live Case 2

job to the world of startups
• Personal finance
• Explaining to family
• Entrepreneurial Stress
5 Team Mini Live Case 3 Entrepreneurship

• Composition - Reconsidered: The
complementarity Team as Hero by
Robert B. Reich
• Different life stages
102
• Relative importance
3.1 – 3.5 of ECLE
• Face of the venture / The Ch 11 of ECLE
CEO?
• Disagreements
6 Idea, opportunity and Mini Live Case 4

retrospective determinism
• To solve something felt Chapter 5 of ECLE
and experienced vs I want
to be an entrepreneur
• Where can ideas come

from
• Creating and appropriating

value
• Scarcity, choice and

tradeoffs
7 Identifying ‘paying customer’, Chapter 9 of ECLE

developing market
understanding
• Narrowing focus - End
user profiling, Ideal
Persona
• Market segmentation,
Market sizing
• Marketing plan, pricing

strategy
• Rigor of another kind:

Heuristics and Gut-feel
8&9 Business Plan Developing Business

• How to develop it Plans and Pitching
Opportunities by
• What all should it have, Lynda M. Applegate;
what it shouldn’t have Carole Carlson
• Unit economics,
scalability, defensibility Chapter 08 of ECLE
• Venture feasibility analysis
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• Pitching
10 Funding and Incubation Mini Live Case 5

• Informal capital – Friends Partnering with
& Family, Angel Venture Capitalists
by Jeffrey J.
• Introduction to the world Bussgang; Michael J.
of Venture Capitalists Roberts
o Evaluation criteria
employed by VCs
o Selecting the right Chapter 13 of ECLE

VC
• Financing Mix and the

Financing continuum
11 & 12 Legal Matters

• Organizational form – Legal Aspects of
partnership, sole Entrepreneurship: A
proprietorship, corporation Conceptual
Framework
• Intellectual property – (Constance Bagley )
copyright, trademarks
• Tax, Personnel law, Chapter 6 of ECLE

contract law
• Law vs Ethics
• Legal expenses, hiring the

service provider
13 & 14 Digital Economy as a resource Killing Craigslist:

• Digital Haves and Have Entrepreneurship in
nots the Online Apartment
Rental Market
• Promotion tools - the value
of Likes and Shares
• Matchmakers
• Long Tail markets
• Micro – Apps
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15 Shareholding Mini Live Case 6
• Cliff 14.3 – 14.4 of ECLE
• Vesting schedule
• Relative importance of
Operational Involvement,
Idea / patent, Driving force
and capital infusion
16 Go – Live Experimenting in the

Entrepreneurial
• What proof of concept is Venture
needed Thomas R.
Eisenmann; Eric
• Minimum viable product Ries; Sarah Dillard
• Name of product / service

14.10 – 14.16 of
• Website / Visiting card / ECLE
Office space
17 Struggles Mini Live Case 7
• Causes of failure – Product

/ market, financing,
managerial
• Resilience
• How many attempts
18 Valuation and Harvesting Chapter 16 of ECLE
• Valuation methods
• Term sheet
• Strategic sale, negotiations
• Management succession
19 & 20 Conclusion
105
Business Plan Presentations
Course Summary and Review
106

Detailed Course Outlines of Term IV - 2019-20

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Detailed Course Outlines of Term IV - 2019-20

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Detailed Course Outlines of Term-IV (2019-20)

1. Advanced Analytical Skills in Communication (BC-203)

Advanced Analytical Skills in Communication

Course Name: Advanced Analytical Skills in Communication

Course Code: BC-203

Course Coordinator: Pragyan Rath

Course Instructor: Pragyan Rath

Restrictions on Course Registration: 90 (45 + 45) (two sections)

➢ Section I: Paradox for Myth Markets: to discover contradictions in one-dimensional solutions

Introduction to the Course

➢ Course Book with Additional Readings.

2. Communication Management in the Digital Age (BC-204)

1. Title: Communication Management in the Digital Age

6. Learning Objectives: The Learning Objectives of the course are:

➢ Develop Conceptual Understanding of Communication Management – viz. the business models of

i. Principles of Communication Management

6. Production/Project Management in the Communication-Media Business (Session #7): This session

9. Communication-Media Organizations – A Global Perspective (Session #10): The implications for

Evaluation: The break-up of the Course Evaluation is as follows:

a. Communication Power by Manuel Castell, Oxford (2011)

3. Economics of Development (EC-223)

Course Name/Code EC223

Tentative Session Plan

Lecture 12 & 13:

Lecture 14 & 15:

Lecture 17 & 18:

4. EC225/HR225: ‘THE ECONOMICS OF HUMAN RESOURCES (EC/HR-225)

SESSIONS & TOPICS:

Sessions 11 & 12:

Session 15 & 16:

Session 17 & 18:

Evaluation: (Only Credit)

Midterm exam = 50%

5. Econometric Tools for Business Insights (EC-258)

Econometric Tools for Business Insights

Aim of the course:

Week Session1 Session 2

Week 6 Instrumental Variables(IV): Weak Instruments More IV problems in STATA

Week 7 Wald Estimate, Hausman Test,

Course Coordinator & Instructor: Tanika Chakraborty.

*Lab sessions will be held at the Finance lab.

Evaluation: Lab Exam 50%, Written End-term Examination-50%

Main text Books:

6. Options, Futures & Derivatives (FI-254)

Options, Futures and Derivatives (OFD) (FI 254)

Course Coordintor: Dr. Sudhakara Reddy

Detailed Session Plan

7. Fixed Income Markets (FI-255)

Fixed Income Markets (FIM) (FI 255)

Objectives and Scope:

8. Business Valuation (FI-257)

Course: FI 257: BUSINESS VALUATION

Teaching Methodology and Class Preparation

Course Requirements and Grading

Instruction for project assignment preparation

Other administrative details

Session Topic Details Case/Exercise

Forecasting financial statements

Asset Basis and Earnings Models Free

Cash Flow Models (Contd.)

6 Intrinsic Valuation - 4 Issues in cost of capital

Guideline company valuation

Valuation of Control Premium and Exercise (in-class