Volume - II Issue – 02 Fe bruary2011

Chlorophyll
Greater than God-
My Mother

Focus
 From Editor’s Desk

Dear Readers,
This month we bring you yet another informative as well as a
creative edition of Domination.
DoMS has been a host to a lot of activities in the month gone
by. From guest lectures to knowledge sharing sessions, it has been a
month of learning to learn. We had with us various speakers from
the industry to talk about diverse yet inter-related subjects like CSR,
HR practices etc and their words of wisdom have been captured in
the ‘Elite Talks’ section.
“Conscious Capitalism is a term used to describe a business
enterprise that seeks to be aware of the effects of its actions, and to
consciously affect human beings and the environment in a beneficial
way.” The cover article covers more about the recent wave of
conscious capitalism and its effect on the many Indian companies
following the same.
Starbucks is ready to redesign its logo wherein the name has
been dropped from the logo. Starbucks-A new Chapter dwells into
its past and brings forth the rationale behind this step also eliciting
the significance of the new logo.
The case of Dabbawalas best exemplifies supply chain
management, and the article deals with the case of Mumbai
Dabbawalas, and the ingredients into its success story.
The writer brings out a beautiful poem ‘Greater than God’
through the Chlorophyll section.
The centrestage event of DoMS in Cognizance (the annual
technical fest of IIT Roorkee) - “Corpostrat” in collaboration with
THDC, brings a real life problem situation, and the contest invites
entries for the solution to the problem. Discover more about it in
this edition.
Until next time keep discovering and keep learning!

Animesh Agrawal
Editor – “DoMination”
(Department of Management Studies, IIT-Roorkee.)
 Table of Contents
1 4
Conscious Capitalism Starbucks- A new Chapter

Udit Gupta Chetna Yadav

DoMS, IIT-Roorkee DoMS, IIT-Roorkee

5
10
The case of Dabbawalas
Elite- Talks
Paresh Kulkarni
DoMS, IIT-Roorkee

7 147
Creative Section Qutopia - 9
Its wise to learn, Its GOD like to create

Chlorophyll Rajneesh & Anirudh

-Fresh Green Creativity, right from DoMS, IIT-Roorkee
the roots of DOMS through the
leaves of this newsletter

Harsh Singh 16
DoMS, IIT-Roorkee
Hocus-Focus

Department of Management Studies, IIT Roorkee

 Conscious Capitalism 1

- Udit Gupta
DoMS, IIT-Roorkee

Businesses have a choice to make. They can keep chasing the

narrow goal of maximizing profits. Or, they can realign themselves
to larger goals. In times to come, they might not even have a
choice.
After the economic crisis of 2008, companies
have started looking for more humane ways
of doing business just as profitably they were
doing before so as to give regard to values
and to improve people’s lives. One of the
ways that is emerging is Conscious
Capitalism.
Conscious Capitalism pursues the triple
bottom-line approach: people, planet and
profits instead of just one (profits) pursued by
Capitalism. Conscious Capitalism and what it
entails is not philanthropy, as it’s not charity.
It’s more than Corporate Social Responsibility
(CSR), as it’s about doing business, not being
divorced from it. It’s not even a social
business, as social good is one of its several
objectives, not the overriding one. Conscious
Capitalism is a business model that shares the
philosophy of ‘me to we’ – the notion that our
own lives improve when we focus on
improving the lives of the others. A company
that is really interested in Conscious
Capitalism would have to embrace ethical
values like respect for employees, customers,
suppliers, contractors, other businesses and
the environment. In USA there are institutes
and alliances like Conscious Capitalism
Institute and Conscious Capitalism Alliance,
which helps the companies in making the
transition. In India, too, there are
organizations like ChittaSangha and CoEvolve,
which are working with companies to develop
leaders who can ease the transition from
creating shareholder value to creating multi-
stakeholder value.
Following companies in India are already
treading the path of Conscious Capitalism:
Forbes Marshall: Forbes Marshall found that
though scheduled castes and scheduled tribes
formed a quarter of the country's population,
they accounted for only 6.8% of its workforce.
So it decided affirmative action, rather than
reservations, was the way to fix this
demographic kink. The company has adopted
a four-point plan put forth by the

Department of Management Studies, IIT Roorkee

 Conscious Capitalism
Confederation of Indian Industry: direct
employment, improving employability,
developing entrepreneurship, and primary
and secondary education. The philosophy is to
provide extra inputs to the underprivileged to
make them more competitive.
Mahindra & Mahindra: Mahindra & Mahindra
is transforming its tractor-selling outlets by
adding a repository of agricultural information
and advice to farmers. The new name of
these outlets is Samriddhi (or 'prosperity').
Farmers can come here to buy tractors.
Irrespective of whether they own a Mahindra
tractor, they can come here to solve their
agricultural problems. Every Samriddhi centre
has an agricultural expert and a lab
technician. Their approach to farmer
problems is intensive and scientific. When a
farmer walks into a Samriddhi centre, the
expert asks him about his problem and
farming practices. The nature of intervention
is varied: for instance, lab tests on the
farmer's land and crop, advice on crop-
rotation schedules and fertilizers,
demonstration of farming techniques or
different seeds. Advice is free, supplies are
charged for. It has worked with about 50,000
farmers in the last two-and-a-half years. So far
Mahindra has transformed all its 92 dealer
outlets, with plans to increase to 125 by
March 2011.
Marico: It is in the business of cooking oil, yet
FMCG major Marico spends time and money
telling people to go easy on it. Its good
business: Marico positions Saffola, its
cooking-oil brand, as a healthy oil. It's also a
belief system. Saffola is made in such a way
Department of Management Studies, IIT Roorkee
2
Contd..
that consumers use less of it than other oils,
so in a commodity category, what the Saffola
brand stands for gets reinforced. The
company reinforces this belief system --
consume less oil -- in many ways. It has a 9
am-6 pm phone line, where anyone can talk
to a nutrition expert for diet-related queries.
And, no, the expert doesn't plug Saffola. Time
and again, through various mediums, it
sensitizes and incentivizes people to know the
state of their heart. In 2009-10, for example,
with every pack of Saffola Functional Food, it
gave away two coupons for a free lipid-profile
test. The Saffola Healthy Heart Foundation,
set up by Marico in 1991, holds free heart and
cholesterol check-up camps and walkathons.
For heart patients, it holds a cardiac
rehabilitation workshop, which includes
sessions by cardiologists, dieticians and
physiotherapists; in 2009-10, its first year, and
14000 heart patients attended these
workshops. That many of them prefer Saffola
for cooking shows healthy practices can be
healthy business too.
PepsiCo India: In 2009, PepsiCo India used
5.17 billion litres of water for its products. The
same year, it saved or put back 6 billion litres -
- 830 million litres more than what it
consumed -- into the system, according to
figures released by the company and verified
by audit firm Deloitte Touche Tohmatsu India.
It was even more important for PepsiCo India
since they were accused of depleting water
resources. PepsiCo India has achieved a
'positive water-balance' through three steps:
 Conscious Capitalism
One, the company helped its contract farmers
change the way they planted paddy. Instead
of flooding the fields, it gave them a direct-
seeding machine, which could be mounted on
a tractor. This reduced water consumption by
30-40%. The direct-seeding programme,
which covered 6,500 acres across five states,
saved about 4.7 billion litres of water. Two, it
built check dams and recharge ponds around
its plants. It trapped rain water, and diverted
some of it to people around the area for
farming or drinking. For instance, in
Aurangabad, a water-scarce area where it has
a plant, it constructed 13 check dams and
recharged over 100 wells. This has created the
potential to recharge 700 million litres of
water and benefited 12,000 villagers. Three,
all its plants have rain or roof water
harvesting, which brings in 133 million litres.
In 2002, PepsiCo India started 'revaluing'
water as a resource. In 2009, it became the
first company in PepsiCo to become water-
positive. The Indian arm now plans to extend
its outreach to its bottling franchisees and
supply-chain partners. And the parent plans
to replicate this in other water-scarce markets
like China.
Tata Steel: One of the 'articles of association'
of Tata Steel says: "The Company shall be
mindful of its social and moral responsibilities
to consumers, employees, shareholders and
the local community." That thought in mind,
Tata Steel built the city of Jamshedpur to
house people working in the company's plant
there. All civic amenities in the 103-year-old
city are managed by Tata Steel's subsidiary
Jusco. It spends about Rs 100 crore a year on
Department of Management Studies, IIT Roorkee
3
Contd..
the city's development and maintenance.
Jamshedpur was built from scratch. Today, the
focus is on displacement of people for
projects. Tata Steel, which has captive iron ore
and coal mines, has a policy for minimum
displacement. In 1979, it set up Tata Steel
Rural Development Society (TSRDS) as a
subsidiary to address the needs of people
near its plants and mines in Jharkhand and
Orissa. Funded by Tata Steel, TSRDS promotes
integrated rural development. Its goals
include drinking water, health and hygiene,
education, environmental awareness, youth
development and income-generation
programmes. For instance, 75% of the
population in Ganjam district in Orissa
depended on agriculture, but they were
migrating to cities due to lack of
water. Ganjam is close to Gopalpur, where
Tata Steel faced opposition to its steel project
in the nineties. In 2005, TSRDS started
reviving 29 lift irrigation projects there, which
it completed in 2009-10.
Conclusion
The old paradigm of maximizing profits and
shareholder values as the sole purpose of
business has created negative unintended
consequences. Business needs to become
holistic and integral with deeper more
comprehensive purposes. If business
owners/entrepreneurs begin to view their
business as a complex and evolving
interdependent system and manage their
business more consciously while fulfilling
their highest business purpose, we would
begin to see the hostility towards capitalism
and business disappear.

Starbucks- A new Chapter
In March, Starbucks will celebrate their
40th anniversary with the launch of a
new logo and identity. Coca-cola, Pepsi,
and Mountain Dew and many more, have
all gone through major rebranding of
their logos. One thing in common though
– none of them dropped the name from
the logo. This leaves many, wondering
why Starbucks would even consider
dropping the “Starbucks” name from the
logo. Probably there comes a point
where the logo is synonymous with the
name (Pepsi, Nike, McDonalds, etc). But
is Starbucks there yet?
Since the original Starbucks opened in
the seventies, the Starbucks logo has
always had a round-shaped siren. It
started as brown and white, and then
later evolved to include green. The green
circle, regardless of what’s in the centre,
is identified worldwide as a Starbucks
beverage .Now, facing new market
entries and attempting to get away from
the snobby Starbucks stigma, the
beverage giant has decided to drop the
circle around the siren touting
“Starbucks.” The Wall Street Journal
reported that the new logo represents
the company's newfound emphasis on
becoming a consumer packaged-goods
company, as well as the idea that
Starbucks might have other products that
don't have coffee in them at all.
Howard Schultz, the C.E.O. says that-
“The new logo embraces and respects
their identity plus evolves the company
to a point that’s more suitable to the
future. The logo is at the core the same –
Department of Management Studies, IIT Roorkee
4
- Chetna Yadav
DoMS, IIT-Roorkee
the love of the coffee – but by changing
it allows the company to move beyond
just being a purveyor of coffee. Starbucks
will continue to offer the highest-quality
coffee, but will offer other products as
well – and while the integrity, quality and
consistency of these products must
remain true to who we are, our new
brand identity will give us the freedom
and flexibility to explore innovations and
new channels of distribution that will
keep us in step with our current
customers and build strong connections
with new customers.”
Starbucks' ventures into more
widespread retail channels, such as
grocery stores, drug stores, discounters,
and other venues aren't new. Nor is the
idea that folks can get non-coffee items
under the Starbucks brand. But fiddling
with a venerable logo can sometimes
leave unwary companies badly scalded.
Last October, Gap briefly changed its own
tried-and-true logo to a widely mocked
and quickly discarded new version, in
what many observers still regard as a
massive gaffe. Although that was a
complete change and this one is just a
simplification of an already existing mark.
CEO Howard Schultz caused a ruckus
when he talked in 2007 about the
possibility that the coffee giant was
"losing its soul." Now, thanks to the new
logo heralding the company's 40th
anniversary, it's definitely lost something
else: the word "coffee." and "Starbucks,"
for that matter.

The case of Dabbawalas
Just the other day I was going through the
books I came across a jargon “Supply chain
Management” and “Mumbai Dabbawalas”.
Let’s explore more about this interesting
topic.
Gartner (2000) defined Supply Chain
Management as the set of processes that
accomplish “the delivery of goods, services
and information”. Supply chain management
has roots in the focus on lean and efficient
manufacturing. These lean efficiencies were
driven by corporations initiating cost saving
changes to the business process. Supply chain
management is seen as a process-driven
approach to streamline the business.
Supply chain management has at times been
referred to as “logistics”; however there is a
difference - supply chain management are
those activities, departments, organizations
or firms that network together to deliver a
product to market. The supply chain typically
includes the functions or organizations of:
planning, supplier management, operations,
logistics and material control.
Department of Management Studies, IIT Roorkee
5
- Paresh Kulkarni
DoMS, IIT-Roorkee
The case of Mumbai Dabbawalas
Everybody must have heard a lot about the
supply chain management systems used by
the Mumbai Dabbawalas and the global
accolades they have received. From
presentations at Harvard Business School to
the Special visit of Prince Charles, they have
received the six-sigma, ISO certification and
the limelight like never before. These days
they speak about the organizational structure,
working style, and delivery systems of their
organization.
The Need
Mumbai has a population of 13,830,884 and
the Mumbai Metropolitan Area has a
population of 21,347,412. Every morning
there are over 10 million train commuters and
bus passengers making interminable trips to
offices mostly located in the South Mumbai.
But most of them spend more than 90
minutes to reach office. So these people are
not able to pick their lunch packed from
home, so early in the morning. This is where
“Dabbawala” comes into

The case of Dabbawalas
action and picks lunch boxes from various
houses and deliver 2,00,000 lunch boxes on
time & to the respective persons.
The Secret
Mumbai Dabbawala have achieved
unprecedented success in the areas of Supply
chain logistics, reverse supply chain logistics,
time management, customer relationship,
customer & employee satisfaction, and cost
effectiveness. Another important feature is
the processing in transit like sorting, coding
done during train travel. Looking at the core
of their business, it is more human intense
service, majority employee less educated,
delivery of service dependent on many
external factors like local trains, weather
conditions, etc. In spite of all this, they are
successful because of:
Honesty and Integrity having strong roots in
their culture results in efficient team work.
Discipline and Time Management can be
judged from the fact that when Prince Charles
Department of Management Studies, IIT Roorkee
6
Contd..
wanted to meet them, they gave him a
precise time slot so that the thousand
customers would not have to skip their lunch.
Pride in their work makes them move about
their mission briskly with a smile, making sure
they are never late.
Spirituality plays an important role in relieving
the day's stress. They regularly chant songs of
praise to the Lord. They truly embody a living
where one looks beyond materialistic
earnings and serves with commitment for a
cause.
The Learning
Supply chain management needs to be
applied with proper consideration for
processes, human capital and other external
factors. Only then it can help to provide cost
efficient and reliable delivery of goods &
services, beyond customer’s expectation. This
helps organizations to develop unmatched
core competency, giving strategic advantage
in long run.
-Fresh Green Creativity, right from the roots of DOMS
through the leaves of this newsletter

Greater than god……

my mother

One day to know my greatest asset my mind tried,

To get the answer my thought’s took a ride,
In my core’s each and every side,
And in this universe so wide,
But that answer my soul tried to hide ,
And sometimes it lied,
But I kept on searching in the tide,
And slowly the answer demystified,
And with a sudden joy and tears I cried.

Of my imperfections the world makes me aware,

All my vulnerabilities it bares
With prospects so bleak,
Deep within I feel so weak,
7
Department of Management Studies, IIT Roorkee
Greater than god……
my mother
Contd..

But when you say in this whole world east or west ,

My son is the best,
I ride a new energy crest,
In your love’s nest ,life seems like a fest,
For everything I feel a new zest,

Moving all around I have only found,

showering love that knows no bounds,
it’s the woman no other,
but it’s only you oh! sweet mother.

I ask between god and you who’s greater,

God I yet haven’t seen,
But a witness of your love’s bliss I have been,

8
Department of Management Studies, IIT Roorkee
Greater than god……
my mother
Contd..
To help those in pain, woman who’s so keen,
In you an idol of compassion I’ve seen,
So simple and kind in this world so mean,
All I am is only due to your beautiful hearts sheen,

When in lands far away,I see on street,

Feeling this cruel world’s heat,
A mother embracing his child with love,
And caring him in a way so sweet,
Beauty of this moment my soul wishes to greet,
Feeling you in the sky,in the air,
And in nature’s every beat,
Oh! Dear mother I wish to touch your feet……..

-- HARSH SINGH

9
Department of Management Studies, IIT Roorkee
 10

-An excerpt from the talks with industry people

In the month of January, Department of Management Studies, IIT

Roorkee witnessed the presence of many guest speakers from the
industry to address the first year students. The first and foremost
speaker was the General Manager of THDC, Mr. Rakesh Khare. The
next in the list was Mr. Ajay Agarwal. We also had Mr. B. Ram
Mohan, currently VP (HR) at Everest Industries Ltd. The three of
them enlightened the students on three different current topics. Mr.
Rakesh Khare conversed with the students on implications of
Corporate Social Responsibility and how they can help the society at
large. Mr. Ajay Agarwal sensitized the students to the realities faced
by management graduates once they step out into the real
corporate world., and Mr. B. Ram Mohan threw light on the existing
HR practices and problems faced henceforth.

Department of Management Studies, IIT Roorkee

 11
Implications of Corporate Social Responsibility

THDC-Sewa is an initiative taken up by THDC under the guidance of Rakesh

Khare, GM (S&E), THDC Ltd. We at DoMS had the privilege of having a session
with Mr. Khare.
This session threw light on the ground level implications of Corporate Social
Responsibility. Corporate Social Responsibility (CSR), started initially as a
voluntary initiative in some companies, later caught on with the corporate world
over the last few decades. CSR became a standard best practice as per few
countries’ corporate governance codes. Many other countries are contemplating
inclusion of CSR initiatives as a standard corporate governance practice. It has
become a competitive necessity rather than a nicety as once it used to be. The
companies saw the benefit and the stakeholders appreciated the initiatives.
Broadly though, companies have to work harder to maintain their reputation and
the growth environment in which they do business.
The program that THDC is presently doing is named as Participatory Rural
Appraisal wherein a group of volunteers were deployed in a village in the remote
areas of Uttar Pradesh with the object of making the village and thereby the
villagers to be self-sustained and independent. For this, the group studied the
demographics of the village and discovered the key areas of weaknesses and
opportunities as well. They then chalked out a plan which included generation of a
resource map so as to gauge the potential and thereby cause effective utilisation
of the resources of the village, creating awareness and motivating the inhabitants
of the village towards self employment for long term self-sustenance of the village.
In this process the key areas of focus were education, health, environment,
welfare, infrastructure, income generation and women empowerment.
This initiative exemplifies CSR in true light. The lecture gave us an insight into the
challenges faced while executing the process and alongside opened avenues for
the students to participate in CSR programs under THDC.
--Rohini
Department of Management Studies, IIT Roorkee
 “What to have”
12

as a
Management Graduate

Mr. Ajay Agarwal is a nationally acclaimed Corporate Trainer and

an HR consultant with his expertise in Energising People, Synergising
Competencies HR consulting, Organisational Development Programmes
and HR interviews.
He has an intrinsic knack of gauging philosophy behind every
success and failure which makes him a phenomenon in the industry
today.
The lecture started on a high note with the need and relevance of a
management course in today’s corporate scenario. He went further
discussing the role of a management graduate and the characteristic
traits that need to be possessed; from a strong hold on fundamentals to
effective interpersonal skills. He stressed on the need to be updated on
information and also on the fact that maintaining a proactive approach is
inevitable.
Going a step further, to emphasise the importance of a balanced
approach to achieve success he substantiated it mathematically i.e.
Performance= Willingness X Ability which implies a balanced input would
ensure an optimum output.
The workshop aimed at improving self-confidence, interpersonal
skills and attitudinal change in our perceptions and proved to be a true
learning experience. The session ended on a high note with Mr. Ajay
Agarwal showing an impressive video to encourage and motivate
students that nothing is impossible if they really want it.

--Rohini
Department of Management Studies, IIT Roorkee
 13
HR Practices

As we have progressed from the era of personnel management to the

more holistic Human resource management, we now are faced with the
challenges to make human resource management more effective through
improved HR practices.
This month we had with us Mr. B.Ram Mohan, currently VP (HR) at
Everest Industries Ltd. which diversifies into different domains like steel
building solutions, steel doors, cement sheets etc. Whilst having served at
HAL, JK Tyres earlier he shared his experiences and learning at the different
workplaces which he attributed to the difference in the organisational culture of
different workplaces.
Having had immense industry exposure, Mr. B. Ram Mohan threw light
on the existing HR practices and the problems faced henceforth. More
importantly he stressed on the challenges being faced by an HR manager in
today’s scenario and brought forth the ten C’s (challenges) some of which
include competence: war for talent, competition faced from other industries,
compensation is another important factor which in turn is affected by the
margin levels of the company. Also cost of manufacturing and confidence of the
employees in the organisation play a key role in the decision making of an HR.
Having brought forth the various challenges, Mr. B. Ram Mohan
suggested ways to cope up with the challenges which include effective
manpower utilisation and welfare employment which would result in confidence
building and lower attrition rate. Moreover, another effective measure could be
providing training, development and result oriented programs for the
employees so as to build leaders from within the organisation
The session was enriching which gave an insight into the implications of
Human Resource Management into the today’s corporate scenario.
--Rohini
Department of Management Studies, IIT Roorkee
 14

- Rajneesh & Anirudh

DoMS, IIT-Roorkee
It’s Exquizite, Kills your Quriosity and adds to your Quizdom. Need we say
more? ‘Qutopia’ – A Utopia of the best Biz Quiz Tidbits to wreck your brains!
Mail in your answers to domination.doms.iitr@gmail.com,
rajneeshkumar3@yahoo.co.in. The winner will have their names published in the
next issue. Answers in the next issue of DoMination.

1. As per schedule, from April 2011, this is the accounting standards that will be
implemented in India and will replace the existing Indian accounting standards. Name
this new accounting standard which is aimed at providing a single set of globally
accepted accounting and reporting system.

2. These are financial instruments used by foreign investors that are not registered with
the Securities and Exchange Board of India (SEBI) to invest in Indian Securities. What
are these derivative instruments better known as?

3. In the recently concluded IPL (Indian Premier League) Auction in January 2011, this
player was the most expensive foreign player and was auctioned for $1.5 million.
Name this stylish right handed batsman?

4. This was the area where George Washington took his oath of office as the first
President of the United States of America (USA) in 1789. In the contemporary world,
this has become the biggest financial hub of the world having headquarters of many
financial institutions including the New York Stock Exchange. What is this place better
known as?

5. These are standards providing best practice recommendations on information security

management published by International Organization for Standardization (ISO) and
International Electro-technical Commission (IEC). What are these standards better
known as?

6. Connect the following:

Year 1937: "fertile rice paddies": Just in Time (JIT): Lexus

Department of Management Studies, IIT Roorkee

 15

1. In 2010, this country overtook Japan as world’s second-largest economy behind USA in terms of
GDP. Name this Asian giant?

2. In the biggest financial scandal of 2010, this company was sued for fraud by the Securities and
Exchange Commission (SEC) for Insiders trading concerned in a deal known as "Abacus". Name
this company which finally in July 2010, settled with the SEC and had to pay a fine of $550
million.

3. This was the largest IPO (Initial Public offer) in the history of Indian Stock Market. The $3.46
billion deal attracted $52.5 billion of demand and shot up by 40% on its first day of trading.
Name this company that went to the primary market in October 2010.

4. This program was launched in the tribal village, Tembhli in Nanurbar, Maharashtra on 29th
September, 2010 which aims to give a unique identity to all Indians. Name this ambitious
project of the UPA Government which will give a unique 12-digit number to every citizen of
India and could be used in financial inclusion and accessing government programs by the
masses.

5. In a first of its kind corporate event, in April 2010, this company shut down its Chinese
operation in protest for what it termed as an attack on its servers by Chinese hackers which
resulted in the mail accounts of Chinese human rights activists being unethically accessed.
Name this modern day corporate giant which has its slogan as "Don't be evil".

6. This is the crisis which hit Europe in March 2010 following the financial recession of 2008-2009
and threatened to engulf the whole of the Eurozone countries. What is the name of this crisis
which also risks the Euro and the European Union and has recently spread to Ireland?

The Answers of Qutopia-12 are:

1. China
2. Goldman Sachs
3. Coal India IPO Winners are:
4. UIDAI launched AADHAAR
• Rakesh K. Sah –
program(UID Project) DoMS (2002-2002)
5. Google.
6. European Soverign Debt Crisis
of 2010
 Hocus-Focus
Corpostrat, one of the few Centre Stage events of Cognizance, is the flagship event of the
16

Department of Management Studies, IIT Roorkee. This is not just another B-Plan Contest that
we are now used to seeing in almost every college event. This aims to get the best out of the
contestants’ both idea wise and also tests their marketing, strategy and decision making skills.
This time Corpostrat in collaboration with THDC has brought a real life problem.
Further details are present on the website www.cognizance.org.

Department of Management Studies, IIT Roorkee

 The Team
Editor
Animesh Agrawal
Sub-Editors:

Rohini
Deep Pathak
Sudeep Dakua

Design Team:

Animesh Agrawal
Shruti Goel
Anuj Mody

Contributors:
Paresh Kulkarni
Chetna Yadav
Udit Gupta
Rohini
Harsh Singh
Comments / Feedback Mail to: domination.doms.iitr@gmail.com
Tel: 01332-285014, 285617, Fax: 01332-285565
Do Visit: http://www.iitr.ac.in/departments/DM/pages/Index.html
Department of Management Studies,
Indian Institute of Technology Roorkee,
Roorkee Uttarakhand-247667

Animesh Agrawal:
ani85pdm@iitr.ernet.in, animeshagr@gmail.com, Mobile: 09368090764