Volume - 1 Issue – 08 September 2010

IT’s Green
Management

2/2
Rural Marketing
Strategies for FMCG
Industry in India
 From Editor’s Desk
Dear Readers,
In continuation with our last edition theme "Green" we have some more
pretty relevant articles to serve.
Our spotlight article "Build Green" talks about green buildings, the
business of construction industry in India where they are making use of a
combination of various energy efficiency measures that creates a win-win
situation for all stake holders including the environment itself.
As 'Alan M. Eddison' said 'Modern technology Owes ecology An
apology.' We stipulate how IT is paying back to ecology. Do read our
article "IT's Green Management" where emphasis is laid on Green
practices in Information Technology.
As a sequel to our article on Rural Marketing for FMCG companies in
India where we appreciated the needs, challenges & opportunities of the
Indian Rural Market from the perspective of FMCG industry, we bring you,
the marketing strategies adopted by the FMCG firms and the strategic
implications of the same in "Rural Marketing Strategies for FMCG
Industry in India“
We promised you that 'While all the entertainment we experience here
inside the campus; we will make sure to reach out to you with true info-
tainment on them.' here it is; 'Confluencia-2010' as always proved to be
very interesting 2 days event. Confluencia is an initiative of DoMS, IITR
that aims at bringing together the viewpoints, ideas and opinions from
experts from government, academia and industry on a common platform.
Confluencia makes an earnest attempt at not only defining the problem
statements but also at evolving sustainable solutions. The event intends
to provide an absorbing learning environment for all the participants. Go
ahead to have your share of it in "Confluencia 2010 – Event @ DOMS".
As always you would find "Qutopia & Chlorophyll" ever growing
green on land of your interests.
Till the time we meet again "Happy Reading“.

Animesh Agrawal
Editor – “DoMination”
(Department of Management Studies, IIT-Roorkee.)
Department of Management Studies, IIT Roorkee
 Table of Contents
1 4
Rural Marketing Build Green
Strategies for FMCG
Tarun Sethi
sector in India
Niranjan Rajpurohit DoMS, IIT-Roorkee

DoMS, IIT-Roorkee

7 10 Event @ DOMS
IT’s Green Management
Shruti Goel
J. Pooja
DoMS, IIT-Roorkee
DoMS, IIT-Roorkee
14 16
Creative Section Qutopia - 8
Its wise to learn, Its GOD like to create
-J. Arjun & Mayur Gurjar

Chlorophyll DoMS, IIT-Roorkee

-Fresh Green Creativity, right from

the roots of DOMS through the
leaves of this newsletter

A Memorable Sojourn..
Vaibhav Mishra

Department of Management Studies, IIT Roorkee


After appreciating the needs, challenges & opportunities of the
Indian Rural Market from the perspective of FMCG industry, we
bring you, the marketing strategies adopted by the FMCG firms
and the strategic implications of the same.
Marketing Strategies for Rural India:
1) By communicating and changing quality
perception
Companies are coming up with new technology and
they are properly communicating it to the customer.
There is a trade-off between the quality that a
customer perceives and a company wants to
communicate. Thus, this positioning of technology is
very crucial.
2) By proper communication in Indian language
The companies have realized the importance of
proper communication in local language for
promoting their products. They have started selling
the concept of quality with proper communication.
With their promotion, rural customers have started
asking for value for money.
3) By target changing perception
If we go to villages we will see villagers using
toothpaste, even when they can use Neem or
Babool sticks or Gudakhu. Villagers are using soaps
like Nima Rose, Breeze, Cinthol etc. even when they
can use locally manufactured very low priced soaps.
Villagers are constantly looking forward for new
branded products. Indian customers were never too
price sensitive, but they wanted value for money.
They are ready to pay premium for the product if
the product is offering some extra utility for the
premium.
4) By understanding cultural and social values
Companies have recognized that social and cultural
values have a very strong hold on the people.
Cultural values play major role in deciding what to
Department of Management Studies, IIT Roorkee
1
Niranjan Rajpurohit
DoMS, IIT-Roorkee
buy. Moreover, rural people are emotional and
sensitive. Thus, to promote their brands, they are
exploiting social and cultural values.
5) By providing what customer wants
The customers want value for money. They do not
see any value in frills associated with the products.
They aim for the basic functionality. However, if the
seller provides frills free of cost they are happy with
that.
6) By promoting products with Indian models and
actors
Companies are picking up Indian models and actors
for advertisements even if they have international
models. This helps them to show themselves as an
Indian company.
7) By associating themselves with India
MNCs are associating themselves with India by
talking about India, by explicitly saying that they are
Indian. They are giving Indian words for brands.
8) By promoting Indian sports team
Companies are promoting Indian sports teams so
that they can associate themselves with India. With
this, they influence Indian mindset. ITC has been
doing this successfully for years.
9) By talking about Aam Aadmi
Companies are now talking about normal India and
normal Indians. It is a normal tendency of an Indian
to try to associate him/her with the product. If
he/she can visualize himself/herself with the
product, he /she becomes loyal to it.

10) By developing rural-specific products
Many companies are developing rural-specific
products. Keeping into consideration the
requirements, a firm develops these products.
11) By acquiring Indian brands
As Indian brands have been operating in India for a
long time and they enjoy a good reputation in India,
MNCs have found that it is much easier for them to
operate in India if they acquire an established Indian
Brand. It gives them the well established
distribution channels as well as trust of people, as
people believe these brands. Coke had acquired
Thumps up, Gold Spot, Citra and Limca so that they
could kill these brands, but later on they realized
that to survive in the market and to compete with
their competitor they have to rejuvenate these
brands.
12) By effective media communication
Media rural marketing is being used by companies.
They can either go for the traditional media or the
modern media. The traditional media include melas,
puppetry, folk theatre etc. while the modern media
includes TV, radio, e-chaupal, etc. Brooke Bond
Lipton India Ltd used magicians effectively for
launch of Kadak Chap Tea in Etawah district. ITC's e-
chaupal (chaupal is the common place where
villagers gather) has been the most elaborate and
extensive venture in this field so far. Conceived by
ITC's international business division and launched in
2000, the e-chaupal project has since grown to
around 2,800 chaupals.
13) By adopting localized way of distributing
Proper distribution channels are recognized by
companies. Earlier companies thought that
distribution channel could be big scale super
markets, like in foreign countries. However, they
were wrong. Soon they realized that to succeed in
India they have to reach the nook and the corner of
the country. They have to reach the "local Paan
Wala, Local Baniya". Only then they can succeed. To
Department of Management Studies, IIT Roorkee
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access far-flung towns and villages, HUL distributors
use auto rickshaws, bullock-carts and even canoes.
14) By associating themselves with Indian
celebrities
The perception of improved social status due to the
use of branded products is also one of the major
influences on the buying process. They use these
brands as some of the famous personalities is using
it, taken by the company as the brand ambassador
for advertising their product.
15) Melas
Melas are places where villagers gather once in a
while for shopping. Companies take advantage of
such events to market their products. Dabur uses
these events to sell products like JANAM GHUTI
(Gripe Water). NCAER estimates that around half of
the items sold in these melas are FMCG products
and consumer durables.
16) Paintings
A picture is worth thousand words. The message is
simple and clean. Rural people like the sight of
bright colors. COKE and PEPSI advertise their
products through paintings.
17) Increasing awareness of the customer
Many rural customers are largely inaccessible to
conventional advertising media. For example, in
India only 41 per cent of poor rural households have
access to TV. Hindustan Unilever has also tailored its
marketing activities to build brand awareness. The
company makes widespread use of street
performances - magicians, singers, dancers and
actors – to promote products such as soap and
toothpaste. Following a series of such performances
in northeastern India, HUL saw the awareness of
Breeze, its low-cost 2-in-1 soap, increase from 22%
to 30%. Similarly, a similar program to promote Rin
Shakti, a moderately priced detergent bar and
powder brand, saw awareness increase from 28% to
36% over a six month period.

18) Small is beautiful
A number of companies followed the strategy of
launching a wide range of package sizes and prices
to suit the purchasing preferences of rural India.
Hindustan Unilever coined the term nano-marketing
in the early nineties, when it introduced its products
in small sachets. Small sachets were introduced in
almost all the FMCG segments from oil, shampoo,
and detergents to beverages. Cola major, Coke,
brought down the average price of its products from
around twenty cents to ten cents, thereby bridging
the gap between soft drinks and other local options
like tea, butter milk or lemon juice.
Strategic Implications:
Rural marketing in India is not much developed.
There are many hindrances in the area of market,
product design and positioning, pricing, distribution
Department of Management Studies, IIT Roorkee
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and promotion. Companies need to understand
rural marketing in a broader manner not only to
survive and grow in their business, but also as a
means for the development of the rural economy.
One has to have a strategic view of the rural
markets so as to know and understand the markets
well. In the context of rural marketing one has to
understand that the manipulation of marketing mix
has to be properly understood in terms of product
usage. Product usage is central to price, distribution,
promotion, branding, company image and more
importantly, farmer economics. Along with the 4
P’s, the 4 A’s of rural marketing (i.e. affordability,
acceptability, availability and awareness of the
consumers) play a critical role for a company’s
success. Rural marketing needs to combine
concerns for profit with a concern for the society,
besides being titled towards profit.

Building Scenario in India
Construction Industry in India is one of
the rapidly growing sectors and contributes
significantly to the nation’s economy
(around 10% of the GDP). The Indian
construction industry is growing rapidly at a
rate of 10% compared with the world
average of 5.2%. This fast growth can be
attributed to several factors. Some of the
key growth drivers are increased demand
for housing, strong demographic impetus,
expansion of organized retail, increased
demand for commercial office spaces by
multinationals and IT (information
technology) hubs, and coming up of SEZs
(special economic zones). In property
terms, this new demand translates into over
12 million homes, 600 shopping malls, 80
million square feet of offices and 200
townships, along with airports, hotels,
hospitals and schools, all slated for
construction by 2010. Hence, real estate
activity in India will have a significant impact
on the environment and resources.
Annual energy consumption in the
residential and commercial sectors rises by
about 8% every year which is evident from
the fact that the projected annual increase
in energy demand is 5.4 billion kWh in
residential and commercial buildings.
Energy consumption in Indian buildings is
expected to increase substantially due to
economic growth, construction growth and
human development. Hence there is a need
for concerted efforts to bring down the
energy consumption in the buildings
through various measures. and to bring
down carbon emissions from the buildings
sector.
Department of Management Studies, IIT Roorkee
4
Tarun Sethi
DoMS, IIT-Roorkee
Energy efficiency in new buildings
can save 2 billion kWh annually, with
savings in power generation capacity by
600 MW per annum.
These facts indicate that there is a real
opportunity to develop green buildings in
the country. A combination of various
energy efficiency measures -- including
greener buildings, a smarter electric grid,
more efficient home appliances and more
advanced industrial and manufacturing
processes have the potential to eliminate
India's electricity shortage, reduce pollution
and decrease its emissions of greenhouse
gases. A Green Building is an
environmentally responsible establishment
where care is taken to minimize the
damage to the surroundings as well as
providing a healthy place to work in.
A variety of green building projects are
coming up in the country – residential
complexes, exhibition centers, hospitals,
educational institutions, laboratories, IT
parks, airports, government buildings
and corporate offices. As of January
2010, about 502 green buildings with a
footprint 357 million sq feet are being
constructed all over India. The sustainable
buildings agenda is becoming a growing
priority among the stakeholders of the
construction industry. The Government has
been promoting the idea of green buildings
through various policies, organizations such
as Indian Green Building Council (IGBC)
and The Energy Research Institute
(TERI) and some local initiatives have been
promoting sustainable buildings through
research, pilot or advocacy projects.

Green Materials Market
While constructing Green Buildings
in India, the availability of materials and
equipment is one of the major issues to be
addressed. Organizations such as IGBC
and TERI have been networking with
several manufacturers in India to create
new markets. This has enabled a wonderful
market transformation in the country. The
equipment and material are now getting
cheaper and locally available. The total
estimated potential for Green Building
materials and equipment is about 4 Billion
US$ by the year 2012. A few green
materials and equipment are easily
available in the country - Fly-ash cement,
Fly-ash block, Recycled Aluminum,
Recycled steel, Recycled tiles, Low VOC
paints, Bamboo based products, HFC
based high efficiency chillers, Building
Controls, Green Roof, Recycled wood,
etc.
However there is a huge market for
green materials, which is still untapped.
Typical examples are - Composting
toilets, waterless urinals, Low VOC
adhesives & sealants, CRI certified
carpets, FSC Certified wood, High
albedo roof paints, BIPV, CTI certified
cooling towers, Living machines, etc.
Tremendous potential exists for materials &
equipment like heat resistive paints, fly
ash blocks, insulation materials, high
efficiency chillers, variable frequency
drives, high efficiency cooling towers,
building management systems, lighting
controls, BIPV (Building Integrated
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Photo Voltaic), CO2 sensors, high
performance glass etc. New technologies
like wind towers, geothermal systems, etc
are gaining importance.
Developer’s Perspective
Developers face a major challenge
in the development of green buildings as it
results in increase in the initial
construction costs. Developers are
typically conservative and are naturally
reluctant to take technical risks given the
scale of commercial risk involved in major
projects. They find it difficult to opt for
green buildings due to price constraints
and difficulty in sourcing green building
materials, technologies and service
providers or facilitators in India. Often, the
developer may not be interested in paying
for green features since the benefits will go
to the tenants, unless he recovers the
additional cost in the sale price. Speculative
developers who have only a short-term
interest in a property invest in green
buildings only if energy efficiency was a
significant factor in the buying decision.
Developers need to establish a have a
longer-term view where they hold
property to receive income from tenants.
This perspective makes energy-saving
investments potentially attractive, even if
the payback period is relatively lengthy.
 6

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General awareness among corporates consumers in an organization’s IT

infrastructure. The energy efficiency in a
General awareness is developing
data centre can add up as a watt saved in
among most of the corporates regarding
data center power consumption saves at
the benefits of green buildings. Discerning
least a watt in cooling. They are making
customer is now concerned about both
steps for consolidating the high density
the initial cost as well as the operating
servers, using power management
cost. Corporates are realizing that Green
tools, and upgrading to energy-efficient
Buildings make financial sense, and the
servers and power supplies.
economics of it is only getting better with
time. They need to take “lifecycle view” As more green building activities are
of investment in buildings. Given the being initiated to further green the
nascent stage of Green Building sector in movement, the country is well positioned
India, it is possible that Green Buildings to emerge as one of the world leaders in
may require higher initial investment, but green buildings. There is a tremendous
this cost increment is offset by much lower potential for construction of Green
running costs over a longer term. Buildings in India which could open up a
plethora of opportunity for several interest
Corporates are now moving towards
groups like construction industry,
Green Data Centers for managing their
architects, material and equipment
IT infrastructure. They have
manufacturers in India.
acknowledged that large data centers are
one of the most significant energy

Department of Management Studies, IIT Roorkee


IT’s Green Management
Introduction
Green IT solutions have established
themselves as important – and in some cases,
critical – deployments for increasing energy
efficiencies in order to reduce operational costs,
achieve power utilization objectives and ensure
sustainable value in IT investments. Rising
energy costs and, limited power availability are
driving institutions to find solutions that will
ensure long-term sustainability for IT assets that
are essential to on-going business success and
profitability. Nonetheless, with the increased
number of available solutions, it is often unclear
to IT managers which green IT implementations
will maximize their energy efficiency to achieve
business goals. The answer to this is the
development of an organizational green IT
management strategy that takes into account
real-world power consumption requirements
along with business IT needs in order to
establish clear processes for power reduction
that will enhance IT value to the organization.
Green IT solutions are products, services
and practices designed to improve the
efficiency of computing resources in such a
way as to reduce the environmental impact of
IT utilization in an organization.
The key to establishing a green IT strategy
that will address power concerns across an IT
infrastructure is developing a holistic view of
the environment that is intuitive, accurate and
easily accessible. Data for this purpose can now
easily be collected using automated solutions.
The obvious place to start gathering data is by
Department of Management Studies, IIT Roorkee
7
Shruti Goel
DoMS, IIT-Roorkee
determining the actual power consumption of
each IT asset. IT managers can develop a very
basic understanding of an IT component’s
energy consumption by simply multiplying the
systems power draw (in Watts) by the number
of hours the system is running. Networking
units, HVAC (heating, ventilation and air-
condition), physical security systems, lighting
and other facilities components all contribute to
total data center power consumption.
Before developing any management strategy,
clear goals need to be established to ensure all
implementations bring quantifiable value to the
business. In the case of green IT, these would
include goals such as for power reduction,
regulatory compliance, decreased carbon
footprint, and operational cost savings. The
scope of these goals (i.e., how much power
reduction or cost savings, etc.) should also be
established to determine at what point
appropriate return on investment has been
achieved. Measurements can then be set and
monitored determining the on-going success of
the implementation. During the development
phase of the project, these goals will be the
deciding factor in determining which green IT
solutions to implement. Keeping the goals in
mind, the power and system utilization data
that has been collected is now evaluated. This is
where having a centralized software solution for
data analysis becomes critical. By utilizing a
single interface to access and correlate all
relevant data, IT managers can deduce which
green IT implementations will provide the
greatest value..

IT’s Green Management
Here are a few of the most common green IT
solutions that can be incorporated into an
overall strategy:
Decommissioning Unused Systems –
Systems that are rarely or never used but draw
power should be retired. Any relevant data or
services should be moved to an alternate
server.
Consolidation – If a number of servers are
not being utilized to their storage and
performance capacity, they should be
consolidated onto a fewer number of systems
and the excess servers retired.
Utilization Management – As an extension
to consolidation, utilization management
processes allows computing services to be
distributed across available servers to maximize
their utilization.
Virtualization – Also closely related to
consolidation, virtualization allows multiple
system implementations to be combined onto a
single power efficient server while at the same
time allowing them to operate “independently”
within separate virtual containers.
Power Management – Traditionally, data
center servers are left operational 24x7x365.
Often this is done to facilitate after-hours
functions like backups and maintenance, but
more often it is because the manual process of
daily shutdowns is both cumbersome and
impractical. Many systems management
solutions now allow the automation of
shutdown and power-up processes to ensure
servers are only running when they need to be
available.
Upgraded Hardware Technology – As
hardware manufacturers continue to improve
power efficiencies and develop new features
(like CPU throttling during low use periods), the
Department of Management Studies, IIT Roorkee
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Contd..
incentive to upgrade aging IT components
increases proportionally.
A green IT strategy can include any one or
combination of these solutions. Utilizing
management best practices, like the
Information Technology Infrastructure Library
(ITIL), can help prioritize solutions and build
strategies to ensure they achieve business
goals.
Many businesses face significant challenges
in actually implementing green IT solutions
even after a detailed strategy has been
developed. Often this arises from the business
management structure itself. In many
organizations, data centers are governed by
facilities managers and servers are governed by
IT managers. Since each of these roles operate
independently with separate requirements,
budgets and priorities, coordinating a green IT
implementation can be difficult. Since a
comprehensive green IT strategy will impact an
entire data center infrastructure, all affected
managers will need to be involved in the
implementation process.
To address these concerns, many organizations
have implemented governance teams that
operate above IT and facilities support teams.
These governance organizations have the ability
to implement solutions that address overall
green IT goals in a manner very similar to
standard change management processes. Each
new implementation follows an approval and
tracking process to ensure all participants are
on-board with their respective roles and
responsibilities.
 9
IT’s Green Management Contd..

To deal with the challenges associated with
ensuring reliable deployment of solutions to the
IT infrastructure, automation processes should
be employed for provisioning and data transfer.
This will significantly reduce the risk of faulty
implementations, decrease the impact to the
production environment, simplify the process
and reduce the time for task completion. In this
way, IT implementations are better able to
dynamically support constantly changing
business requirements.
Essential to the success of a green IT strategy is
utilizing better management solutions for data
collection, analysis and implementation.
Automated services also greatly assist in the
data analysis and deployment processes
necessary for successful green IT solution
development and introduction. Fortunately,
solutions do exist today that can provide the
enhanced IT management functionality
necessary to establish and implement a
successful green IT strategy.

As an example, an IT management software must have integrated solutions within six key
Enterprise IT Management focus segments for green IT initiatives:
1. Data Center Automation – Enables the agility necessary to quickly and effectively implement
and adjust IT service delivery, empowering efficient use of capacity with little or no impact
on business production.
2. Application Performance Management – Measures end-user and customer facing
performance of business services which enables dynamic adjustments to optimize resource
consumption and meet service levels.
3. Infrastructure Management – Monitors utilization across the infrastructure and provides the
visibility and details necessary to optimize overall data center energy efficiency.
4. Service Management – Ensures green IT services provide end-to-end visibility into the IT
infrastructure, conform to best practices like ITIL, and are designed to achieve business
goals.
5. IT Security Management – Reduces risk and maintains reliable protection during transition
and on-going operation of green IT implementations.
6. IT Governance – Provides the tools necessary to track, authorize and manage green IT
projects, services and resources from inception through final implementation.
Each of these solution areas include a centralized interface that caters to the particular users of
each solution. Together, these solutions enable a holistic approach to green IT deployment.

There’s no question that green IT solutions have taken center stage as one of the premier IT topics in
recent days. Today you can’t really open a trade magazine or connect to a blog without reading
something about “power utilizations” and “carbon footprints.” In principle, however, this is one topic
where the hype is justified. Green IT implementations bring real, quantifiable value to a business. It’s
simple numbers – the greater the energy efficiency, the greater the cost savings and the greater the
return on IT investment value achieved by an organization.

Department of Management Studies, IIT Roorkee

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DOMS
Event @

J. Pooja
DoMS, IIT-Roorkee

Confluencia is an initiative of DoMS, IITR that aims at bringing together the viewpoints, ideas and
opinions of eminent speakers and experts from government, academia and industry on a common platform.
Confluencia makes an earnest attempt at not only defining the problem statements but also at evolving
sustainable solutions. The event intends to provide an absorbing learning environment for all the participants.
Confluencia 2008 was focused on the sustaining growth of different field of management.
Confluencia 2009 focused of the Role of Knowledge Economy in Post Recession Business Scenario.
This year DoMS organized Confluencia 2010 on 21st and 22nd of August 2010. The theme this year was:
“Goal Oriented Functional Integration in Business.”
The event spanned across two days having different sessions. Eminent speakers from various sectors of
industry enriched the audience with their insight on the tools and methods of their domains and how they
work in tandem with other domain to meet the organizational objective. The theme aimed to understand the
importance of every functional unit in the organization, how the different functional units are interdependent
and interconnected, and how they integrate with each other to attain the business goal.
The speakers of Confluencia 2010 included names like:
Name Designation Organization
Mr. Madhukar Sharma Country Manager ASME
Mr. Sanjaya Gupta Managing Director PNB Housing Finance Ltd
Mr. Sunil Aggarwal Freelance Financial Consultant
Mr.Vikrant Chowdhary Country Manager, Software Business IBM
for the Financial Services Cluster
Mr. Manoj Sharma Former Industrialist and Consultant in Social Service Sector
Prof. Bhupinder Singh Engineering Consultant & Youth Counselor
Mr. Rahul Arora Head of Value Advisory Group IT Power India Pvt. Ltd
Mr. Ashish Sharma
Professor IMT Ghaziabad
Mr. Sanjeev Prashar
Chairman SEAA
Mr. A.T. Raman
Consulting Editor Business India
Mr. Rakesh Kohli CEO Stag International
Ms. Sudeshna Datta Executive Vice President and Co- AbsolutData
founder Analytics & Research
Mr. Dinesh K. Jain CEO Zee Turner Pvt. Ltd

Department of Management Studies, IIT Roorkee

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The event inaugurated on 21st August with a very informative and enriching talk delivered by
Mr.Madhukar Sharma. He structured his entire talk into 2 parts: defining what is Lean Thinking and
taking a case study on “Minimization of cost of the circular weaving machine”. The content of talk was
well supported by substantial data postulated and graphical representation to give students a factual
orientation.
Talking about functional integration in business goal Dr. Rajat Agarwal (Asst. Prof. DoMS,
IIT-R) shared his experience about his project on improving the standard of cycle rickshaw and
ergonomics of their pullers. Further elaborating he introduced us to the project team which includes
Dr. Rajat Agarwal, Prof. Bhupinder Singh, Mr. Rahul Arora, Mr. Ashish Sharma and Mr. Niraj who are
the alumni of IIT Roorkee. It was a detailed discussion on the issues and challenges faced in during
the project like the role of contractors (thekedars), psychology and sociology of players in rickshaw
industry and meeting industry standards.
He presented students with a view that targets are primal to be set up and functional
integration is the means for achieving them. Educating the attendees on how to reduce the cost
material and processes, he said that it requires a strategy to identify process and cost optimization.
Further discussing on the topic of Lean Thinking, he said that it involves Value Analysis and Value
Engineering, Value streams and value mapping; Organic processes; VSM order processing and future
states.
The next speaker for the day, Mr.Gupta talked about Indian Retail Mortgage Market, its
inefficiencies and mortgage guarantee as a part remedy. He believed the retail mortgage markets are
the engine of growth. He then mentioned mainly 5 factors as the growth drivers for mortgage market
in India, namely; huge housing shortage, excessive funds with public sector bank, growing middle-
class, new employment generation and rapid urbanization. He also sensitized the audience with
Basel II Credit Risk Mitigation accesses; credit risk management in the form of guarantees and credit
derivatives which are unfunded credit protection.
The post lunch session on day one was carried forward by Mr. Sunil Aggarwal with his
valuable talk on private equity and its functional integration with business goal. The key points
emphasized by the speaker covered issues like factors responsible for growth of private equity and its
preference by the capital market, nature of Indian investor and features of investing in developing
economies. Techno-economic viability of the investment option, promoter’s background to enhance
the utility of the equity, profitability and execution capabilities were the points well elaborated by the
speaker. The macroeconomic issues related to equity like investment in developing countries and
profit related issues in comparison to developed countries were handled as well.
Up next was Mr. Vikrant Chowdhary educated audience about the technology that helped
in transformation and functional integration of business. The session was precisely crisp, interactive
and immensely educating one. Elaborating on above, he stated that ‘Technology being the key driver
in today’s world cannot be ignored in any discussion while understanding business in terms of its
objectivity of goals and functions for execution of business strategy.’ He concluded this session by
discussing the conversational model that involved the discussion between CIOs and the technology
personnel. He cited examples from FMCG, Insurance, Entertainment and Infrastructure industries.

Department of Management Studies, IIT Roorkee

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Contd..
Mr. Manoj Sharma started off his talk on “Social Entrepreneurship” with an inspiring quote -
“We cannot pretend someone somewhere will make a change. We need to get up to go ahead to make a
change.”. His work is focused towards Uttarakhand for upliftment and well being of the citizens of the
state and specifically, the people living in remotely located areas with minimal basic amenities. As,
social entrepreneurship is a topic which attracts the maximum attention from audience, he raised basic
but important questions during the discussion to ignite the young minds.
Mr. Rahul Arora shared with us the business strategy which he is working on to develop a
business model for the sole purpose of uplifting the status of the rickshaw puller as well as revenue
generation out of the social cause served by the product. In his concluding remark for the day,,
Prof.Bhupinder, in accordance with his experience and simplicity shared his views on issues and
challenges faced in the rickshaw project.
Day II
The opening session of the second day started on an energetic note as Mr.Prashar, described
the secrets behind the ways of creation of advertisements of telecom giants, Airtel, Aircel and
Vodafone, and demystifying the target markets of these companies, which they indirectly show in
these ads. He showcased how ads can lead to the rise in market share for a company OR may
completely drive the company out of market. Session aimed at showing how the present day focus has
shifted from the concept of USP (Unique Selling Proposition) to that of TVP (Total Value
Proposition) and UBP (Unique Brand Proposition).
Mr. A.T. Raman then started with the evolution of organizations, wherein he described them to
be the result of organized commerce, whose structure depended on the choice of the investor. Stating
the nature of the organizations he said, they should ideally be ethical, compliant, professional, and
socially relevant and always make use of the opportunities in spite of the never-ending fear of dying. Being
an expert at ranking the B schools and having around 11 years of experience at this, he specifically took
the example of a B school to describe its working as an organization. Describing the education industry
he bolstered the fact that it was the fastest growing and the most dynamic among all other industries.
Mr Kohli continued with the event post-lunch on the second day. He stated with a very basic
question “Who is Entrepreneur?” According to him an entrepreneur is a dreamer with strong desire to
achieve what he wants. He then continued with the various requirements one need to have to become
successful entrepreneur. According to him the various qualities include sincerity of efforts, capability
for opportunity detection and capability to take risks. He also feels that an entrepreneur should be
passionate about his work. He gave a very beautiful statement that one needs to have “Heart in the
Business and Business in the Heart” to succeed.
Ms. Sudeshna Datta told story of how she started her company AbsolutData 9 years ago with
3 people and how it grew in these 9 years. She then proceeded with a case study of how Marketing
Analytics solved the various challenges and helped clients overcome their problems by campaigning
and utilization of sophisticated tools.
The final speaker for the event, Mr Dinesh K. Jain suggested a very valid point that business
must work not just internally but also externally. He was of the belief that any business is like a see-saw
where the support is the vision, fulcrum the strategy and on the plank is the business processes. Like the
see-saw the system is never in balance. He then went on to discuss about compromises explained it by
giving examples of organizations which were best in their fields in terms of technology but still not the
most demanded ones. He concluded that functional integration is must for success of any
organization and no organization can succeed by gaining expertise in just one department.

Department of Management Studies, IIT Roorkee

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

Alan M.
Eddison

Modern
technology

Owes
ecology

An
apology.

Department of Management Studies, IIT Roorkee

 14

Vaibhav Mishra

Lo, my pen rises, it wishes to fly,

in the wind of my thoughts, like a kite in the sky.
My withering memories have so much to say,
this summer it began, in the mid of may.

As names turned into people and people became friends,

the hang-overs, clubbers and most unusual trends.
Re-picturing that time is what I desire
when temper, luck and even the weather was on fire.

Extreme Blue as they called us, meant more than a

name,
in the extremes we stood, feeling blue and insane.
The men all worked with interests fragile,
the girls all surrounded, their conscious smile.
The gloomy expressions, did sympathy evoke,
worried husbands on phone needlessly spoke.
The ambience indeed lacked shine and glow,
time mocked us all running teasingly slow.

The day it kicked off, the drudgery began,

we tried in vain, again and again.
No one to look after, nobody to advise,

Department of Management Studies, IIT Roorkee

 15

Vaibhav Mishra

A curse of indolence or a blessing in disguise?

Addled and disappointed we fought with time,
the dreariness of place, adversities of clime.
Till late we realized the culture and the trend,
the show, is all that matters in the end.

It was not all that bad you may think as of now,

spasms of enjoyment, did we allow.
Stuck at every step, our problems were rife,
yet we discussed at coffee, the verities of life.
The blunders at meetings, the cuisines unheard,
and incessant allegations of being a nerd.
The joy of barbecue stays deep inside,
sheen of Delhi, demystified.

But who am I fooling and trying to deceive,

when all I remember is I wanted to leave.
The reason I write is deep in my heart,
people once close now far apart.
Confused am I, to be happy or sad,
your absence at times will make me feel bad.
But I understand the rules and I want you to know,
my wishes will follow wherever you go.

Department of Management Studies, IIT Roorkee

 16

-J. Arjun & Mayur Gurjar

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 , arjunastra@gmail.com.
The winner will have their names published in the next issue. Answers in the
next issue of DoMination.

1. It was established as “The Native Share & Stock Brokers

Association” in 1875 and was the oldest of its kind in Asia. What?
2. In 1940, in San Bernardino, California, Two brothers named Dick
and Mac started this restaurant .It became famous in 1948 for the
introduction of “Speedee Service System” and its original mascot
was a man with a chef ’s hat on top of a hamburger shaped head
whose name was “Speedee.” Later Ray Crock purchased it and
brought about a revolution in the industry. What are we talking
about?
3. Name the company where Dhirubhai Ambani began his
professional career in before starting Reliance Industries.
4. Created by Swede Lars Olsson Smith, this brand is not only known
for its products but also the consistent and attractive ad campaigns
that it carries. What are we referring to?
5. Janus, Chicago, Memphis, Millennium, Whistler, Longhorn &
Vienna. Identify the connect?
 Since we are on the “Go-Green” theme, here is a bonus question:

 State 5 ideas “IDEA” projected environment conservation via

there “What an IDEA Sirjee !!!” Campaign. How many of
them actually exist

Department of Management Studies, IIT Roorkee

 17

1. Which country reduced the number of time zones from 11 to 9 to

give a big boost to its economy?
2. How do we better know the “Minnesota Mining and Manufacturing”
company”?
3. Tony Fernandes used to run a music business successfully until he
met Mahatir Mohammed, the Malaysian PM in 2001 who persuaded
him to buy struggling X for just 1 ringgit. Today X is Asia’s leading
low cost operator. What is X?
4. X left the University of Illinois at Urbana-Champaign after his
second year. He went on to join the University of Chicago for one
term but didn’t complete it either. He had put up just 2000$ to start
Y. Identify X and Y.
5. Name the company that provides security solutions to Haji Ali
Dargah, Sri Siddhivinayak Temple in Mumbai and Sai Baba’s enclave
in Shirdi.
6. From the Taj Group of Hotels, this restaurant boasts itself as being
India’s first International restaurant with a focus on organic
ingredients. Identify the restaurant.

The Answers of Qutopia-7 were: Winners are:

1. Russia
2. 3M • Shekhar Arya from Intel
3. Air Asia • Arnab Basu (DOMS –IITR 2007-09)
• Anuj Gandhi (DOMS –IITR 2007-09)
4. X- Larry Ellison; Y- Oracle
Corporation
5. Godrej Security Solutions
6. Pure Restaurant

Department of Management Studies, IIT Roorkee

 The Team
Editor
Animesh Agrawal
Sub-Editors:
Akanksha Tikku
Himanshu Mishra
Prashant Nath Endley
Rama Pruthi
Siddharth Srivastava
Sushant Sharma
Varun Goel
Design Team:
Animesh Agrawal
Arushi
Contributors:
J.Arjun & Mayur Gurjar
Niranjan Rajpurohit
Tarun Sethi
Shruti Goel
J. Pooja
Vaibhav Mishra
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