The Edge by IILM Institute for Higher Education

CSR: A Growing Necessity in India

Editorial Board Mrs. Malvika Rai Ms. Sapna Popli Mr. George Skaria Ms. Shruti Jolly Ms. Shipra Jain

The theme of this issue is Corporate Social Responsibility (CSR). The faculty articles analyse the evolution of CSR and how corporate houses in India have taken to conscious capitalism. CSR is at a nascent stage in India and is evolving at a fast pace. It is still one of the least understood initiatives in the Indian development sector. It is followed by a handful of public companies as dictated by the very basis of their existence, and by a few private companies, with international shareholding as this is the practice followed by them in their respective foreign country. Thus the situation is far from perfect as the emphasis is not on social good but rather on a policy that needs to be implemented. A lack of understanding, inadequately trained personnel, non availability of authentic data and specific information on the kinds of CSR activities, coverage, policy etc. further add to the reach and effectiveness of CSR programmes. But the situation is changing. And CSR is coming out of the purview of ‘doing social good’ and is fast becoming a ‘business necessity’. CSR policies, practices and programmes are being comprehensively integrated by an increasing number of companies throughout their business operations and processes. At the end of the day, practising Corporate Social Responsibility will benefit the company itself, if aligned to its goals and mission. Moreover, consumers today understand and value the importance of sustainability and the merits of good governance. According to the 2013 Cone Communications/Echo Global CSR Study, it shows that 67 per cent consumers in India are “very likely” to switch brands in favour of those that support a cause. Also, 94 per cent Indian consumers say they would tell their friends and family about a company’s CSR efforts, thus increasing their presence and recognition as a brand. Citizens in emerging markets, such as India embrace CSR enthusiastically and are associating themselves with companies that address social and environmental issues.

Published by IILM Institute for Higher Education 3, Lodhi Institutional Area, Lodhi Road New Delhi-110003 Phone: 011-40934365 Email: edge@iilm.edu

In an effort to encourage socially responsible companies, the Companies Act 2013 which has just been passed by the Parliament has included a CSR annual spending requirement, among many other requirements. The CSR spending requirement would apply to companies registered in India with a net worth in excess of Rs 500 crore, a turnover of Rs 1,000 crore or more per year or a net profit of Rs 5 crore or more per year. These companies will be required to spend at least 2 per cent of their entire net profits on CSR activities. They are expected to form a CSR Committee and recommend and monitor a CSR Policy or Initiative. India is now the second Asian country (the first being Indonesia) to impose such a requirement. This portrays a general trend of enhancing domestic laws to promote better corporate practices in the global market. Ms. Shruti Jolly Assistant Professor, Marketing IILM

Edge

The

Knowledge, Technology and Innovation: Transforming the 21st Century

Contents IN-HOUSE MAGAZINE FOR LIMITEd CIRCULATION

Celebrating the Double Decade Milestone of IILM

26 20

IILM’s Malvika Rai Takes Over as FLO President in its Historic 30th year

Young Scholars Program: Learn, Discover, Experience

Corporate Social Responsibility: Creating Shared Value

Genuine CSR or a Marketing Gimmick…?

The Emerging Landscape of Corporate Social Responsibility

Reinventing Marketing in a New Era for the Marketing Professional

40 42 45 50 57 58 59

Higher FDI In Retail: To Be Or Not To Be?

Wasted World of e-Wastes When Social Goes Social Book Review Campus News Alumni Speak Alumni Event A New Peak 3

Global Thinker Award

Knowledge, Technology and Innovation: Transforming the 21st Century Speech by Dr. Sam Pitroda

ood evening Mr. and Mrs. Rai, Dr. Shashi Tharoor, ladies and gentlemen. It is indeed a special privilege to be in front of you, to accept the award and to have an opportunity to talk about Knowledge, Technology and Innovation in the 21st century. I want to thank the organisers for giving me this opportunity and want to thank the judges for selecting me. I am really not a global thinker and like Shashi said I am also not a very global person, but I do travel between U.S and India every three weeks. I have been doing it for many years. So it is indeed a special privilege to talk about Knowledge, Technology and Innovation. Three very important subjects, three timely topics and three areas where I believe the destiny of mankind would be carved out in the 21st century. There are so many things that I would like to talk about, I really don’t know where to begin. I normally don’t prepare speeches; I just look at the faces and decide what to say. So if you look happy, I sort of go in one direction and if you look unhappy and confused, I go in other direction. So keep smiling.

Unprecedented era in human history Dr. Sam Pitroda

I would like to begin by saying that we are indeed living in the most interesting and exciting

times ever in the human history. What is happening today in terms of the internet web is nothing short of a miracle. Nothing like this has ever happened in the last 15,000 years. About 15,000 years ago we invented language. Today, what is going on is more powerful than the language itself and I want to build the conversation based on what’s happening with the web, because it has far reaching implications on knowledge and innovation. Technology has indeed given us a great deal of benefits in the last 50 to 60 years. Longevity has increased, infant mortality has decreased, transportation and communication has enhanced substantially and technology has offered several unique opportunities for the next several decades to come. I have always said for the last 25 years that technology is a great social leveler, second only to death. Technology can indeed put two unequal human beings on equal footing. There is technology everywhere around us. But to understand a little bit of this, it’s important to understand the last 50 or 60 years. Let’s just look at World War II. It was a very disruptive event, and right after it, the US decided to set up many global institutions like the United Nations, World Bank, NATO, IMF, WIPO and WTO. All of these organisations to me were set up with the single objective of keep-

ing US dominance. It worked well because then 250 million people could hog all of the world resources. In the process, democracy spread and Gandhi became a very important instrument in de-colonising the world. In the process, capitalism also flourished, but right after WW II, as de-colonisation started, large number of people became free in terms of their aspirations. Then comes a new leadership in China and then Gorbachev in the Soviet Union and all of a sudden you got three billion more people with same aspirations that America and little part of Europe had. Simultaneously, all of the most important technologies were developed essentially from the defence budget in the US. Microprocessors, transistors, laser, DNA and all kind of genetic know how, biotech, nanotech -- almost every important technological innovations in the last 70 years has had roots in America and also had roots in defence spending. Because of its roots in defence spending, a lot of these ideas could not be scaled for the rest of the world. I have been saying again for the last 25 years that the best brains of the world are busy solving the problems of the rich, who really don’t have problems to be solved. And as a result, the problems of the poor really don’t get the right kind of talent. Now that we are another three billion more on the back of the earlier billion, all of a sudden new opportunities are emerging where knowledge is being democratized, technology is being pervasive and the world going forward will look very dif-

Dr. Sam Pitroda, Mrs. Malvika Rai, and Dr. Shashi Tharoor at IILM Global Thinker Award 2013

ferent from the world that we have created. Therefore, the 21st century is all about these three words: knowledge, technology and innovation.

Future of education I will first talk about the general aspects and then zero in on India at the end. Before coming here we had a little discussion on the knowledge future of education. When I look at the internet and the kind of knowledge and information available on the net, I believe that if I had a kid today I would never send that kid to school; guaranteed. Because all there is to learn is already is there today. For learning today you need three things: motivation, time and content. Traditionally, the teacher delivered the content. When we think of education today, we automatically assume duster, blackboard, teacher, textbooks, exams, grades and certificates. None of these things matter at all. Today I don’t need a teacher to create content nor do I need a teacher to deliver content

because content is already created by the best of the best and is available in multiple forms on the web. I need a teacher more as mentor. But my uncle can be my mentor, one of my parents can be my mentor or my neighbor can be my mentor. So the whole paradigm of education and learning is changing rapidly. You don’t need to go to Harvard or Oxford or Delhi University to really learn something. You don’t need to follow a pattern somebody decided 100 years ago that it should take four years to get a degree. I don’t know who decided that it should take four years to take a degree, but the whole world follows it; it does not make sense anymore. Do I really need a certificate to exit? Maybe I need a certificate to enter the job market. These are all questions being asked because knowledge has a different meaning today. I don’t need to remember anything if I need the spelling of anything. I just go to the web, I don’t need a dictionary. If

I need to learn about medicine I just go the web. Any kind of information today is always available instantly, 24 hours a day. To the weirdest question that you have in your mind, you wake up at 2 am in the morning, go on the web and you get the answer. We just don’t know how to use this language. So knowledge is already there of course and new knowledge has to be created. Of course there are people doing all kinds of research. But the knowledge that is there is so much, that to run a normal life I don’t need to go anywhere to get a normal job. I don’t need anybody’s help if I am motivated and willing to spend time. Content is loaded and it is in this kind of environment that we need to look at the new world. Technology is all about problem-solving. Science and technology frontiers are taking us to all kinds of new possibilities. Today, the web, biotech along with nanotech, materials and alternate energy will create

a whole new world. The kind of possibilities that we see imagining the future world is just mind boggling.

Cutting edge innovations I was giving again earlier two examples, and I can give you probably ten. I know somebody who is looking at firefly, analysing the firefly to see what genetic material generates that kind of energy in a little bug and then the idea is to inject that into trees so that trees would light up in the night. There is another fellow looking at some kind of liquid solution, which if you give to a child when the child is born will form a special lining in the stomach no matter what you eat so that it will make protein out of it. There are people saying why do I take crude oil from underneath and refine it on the ground, why can’t I refine it right there and there by adding one bottle of something and 94 octane petrol will come out. I know of a friend who has designed a featherless chicken

Audience interacting with the speaker at IILM Global Thinker Award 2013

because we kill about a billion chickens probably every day, maybe a week or two days. The amount of feather we generate in this world creates mountains of garbage. So can we really design a chicken without feather and have the same food value; it’s done, already done. These are all wild ideas, but are no longer wild, it’s all a reality today. People are creating artificial eye; today it costs $100,000. There was an Indian professor who said, “If you give me 5 million dollars to start with, in 25 million dollars I can build that eye in India for $10,000. Can you imagine what it means to millions of blind people to have an artificial eye. This is not science fiction; all of these things are possible with technology of tomorrow. I can assure you that in the next 20 years there will be no drivers driving a car. You will just get into your car and start doing your work and the car will take you where you are supposed to go; it’s already there. What does it mean to millions of drivers? Cities would be smarter ones. These are some of the examples of disruptive technologies. So you have some group of people looking at incremental change through technology, to make little better products and cheaper products. Another group of people are looking at generational change, disruptive ways of doing things, and there is a lot of disruptive work going on today and all of it relates to innovations. Biotech will have far reaching implications not only on health and pharmaceuticals, but also on agriculture, fertilisers, process-

es, energy-you name it. I have a friend who is analysing why this finger stops growing here. What is going on that this finger says stop it and can I change that and make this finger longer. All of these things are going on and this research is all about exploring frontiers that you have never thought of. Does it mean that you are fighting nature; perhaps? What is the idea of nature, what was nature like before? Another fellow that I know is trying to grow a tree that will grow six feet every day. I guarantee that many of these young people today would live to be 150 years. Because by the time they get into trouble, technology would be so advanced and if they had the money they will fix them. I always give my example. I had two quadruple bypasses, four stents and I had cancer. I am 71 years old, I work 14 hours a day, every day, 7 days a week. Thanks to technology, thanks to science. These are the miracles that we take for granted. I am just trying to be in sinc, I am losing some hair and I am hoping that by the time I lose more, somebody will come up with a liquid which if you put on your head will be all sort of bushy hair. I know another fellow, who is developing hair colour. So when you are colouring your hair today, you are colouring the outside, but the hair is a tube. In the University of Los Angeles there is a fellow working on hair colour inside the tube, so that once you colour, it’s life long.

All of this is here, the key is how do you scale it, how do you make it cost effective and that’s the next phase. So a lot of these innovations are going on to change everybody’s life. Now it’s no longer just for the top of the pyramid because lots of people are focused on affordability, scalability and sustainability.

it cost effective and that’s the next phase. So, a lot of these innovations which is going on are going to change everybody’s life.

Now it’s no longer just for the top of the pyramid because lots of people are focused on affordability, scalability and sustainability. If it is affordable it will be scaled, if it is scaled you will figure it out more on sustainability. I always give this example; I have been in the telephone business for 48 years. The per line cost of one telephone remained $1000 a line for 30 years. We went from electro mechanical to analog to digital, added lots of features, say 200 features, but the cost remained the same. As a result it took 110 years to get to a billon phones. Then comes the mobile phones; it started with $2000 per line, then it became $1000, then $500 and $100 and when it became $80, in 15 years we added 6 billion more phones. That is the power of affordability. So everything we do has to really take into consideration affordability because only then you are able to reach out to the masses. Unfortunately in this process of democratisation, capitalism, free

Scalability, affordability All of this is here, the key is how do you scale it, how do you make

Dr. Shashi Tharoor and Dr. Sam Pitroda at IILM Global Thinker Award 2013

market economy and globalisation, a lot of these ideas get hijacked by many. In truth, values really don’t reach to a large number of people. Like I talked about smart cars, there will be smart homes and smart schools. I can talk about a building which is a school, with all kinds of equipment’s but no teacher. Kids just come in, learn something and go do whatever they want to do. This is not too far. I have been telling my friends in the U.S that if there is one major crisis which is coming up, it is going to be the crisis in higher education, because it does not make sense in spending $ 1,50,000 to get an MBA anymore. You can get it probably for $ 500. But these are ideas which people are not willing to challenge. Everybody wants to preserve the status quo, everybody wants to go back to what it was and that’s what is going on in the advanced countries today. They all want to go back to what it was, it’s not possible to go back to what it was, you’ve got to move forward. You have to accept that the western world will continue to grow by 1 or 2 per cent and India and China as new power centres are evolving and will continue to grow at 8 or 10 per cent because the population is young and increasing. Everywhere else, the population is decreasing and old. There isn’t much you can do about it unless and until the western world realises that there is going to be a whole new paradigm in the 21st century because

of technology, innovation and knowledge. They just cannot fix their problems and I tell a lot of my friends in the western world that they should not try to fix something which is not fixable. So by pumping more money, creating this and that, you can’t get there, because the standards that you have had set up like GDP, GNP, Per Capita Income and foreign exchange reserve don’t mean anything anymore. You need to create new standards and measurements and we don’t know what those new measurements are. So the western model, mainly the American model based on consumption that we all follow is not scalable, sustainable, workable, desirable, reliable, and dependable. What happens today is that during Thanksgiving or Christmas shopping, if American shopping numbers are good, everybody all around the world is happy. People in China, Korea and India say that the year is great. Why? Because Americans spend a lot of money. In the past, the world really produced goods and services only for US and that’s how you measure, you produce goods for America; you have better foreign exchange reserves, so you are considered good. It does not make sense anymore. So we need new economics, the old economics doesn’t work. I am not an economist, so it’s easy for me to say that. But I know that everything we do today is essentially obsolete, and I start from there.

Systemic changes in India How do you get admission in school, how do you get a birth

certificate, how do you get a land record, how do you open a bank account? Everything that we do is obsolete. I don’t need to do it that way. There are better ways to do it. Are we prepared to do it, I don’t know. Do I really need three copies of the certificate to apply for admission? Do I need a gazetted officer to put a stamp saying true copy. It just doesn’t make sense. Many years ago in the 80’s, I went to open a bank account here and I look a bit weird anyway. So I am waiting in a line and I tell this fellow that here is a cheque and I want to open a bank account. The fellow says: well, do you have introduction from two people to open an account and I said no. Then he replied that I cannot open a bank account. I said, wait a minute, I should ask who you are because I am putting my money with you; you can’t ask who I am. What kind of system is this? So that fellow thought I was a mad person and he just threw me out of the line and took the next person. I just didn’t understand it, because he is programmed to say that,“I am the bank, I will decide”. These things don’t make sense and everywhere I look around I find we have a 19th century mindset, 20th century processes and 21st century needs and technology. Many a times I talk to people and I really don’t have anything to talk to them about, because we are just not communicating, we are in different worlds. I mean the conversation which goes

on in the social set-up is totally meaningless. I never read newspapers, I don’t watch news, I don’t see movies at all, I have no interest in games because these things don’t mean much to me. Not that it is not good, not that it is bad, but there is so much other interesting stuff going on in this world. Why would I waste time watching a game? I’d rather spend time thinking about what’s going on in the world? But I have to look at the TV once in a while, because my wife is watching it. So she will go to do something and come back and ask what’s happening, I would have no idea and then she would say that you are watching TV, but I would reply, no, I am just looking; that doesn’t mean I know what’s going on. It is hard for her to understand that. She would say you have been looking at it for 15 minutes, but I would say that I have no idea what this thing is all about. Whenever I see her watching TV and if it is Indian programme, it would always be cricket, Bollywood or gossip and nothing else and somehow it’s captivating for lots of people; they love it, and I just don’t understand. This is mainly because I find so many interesting things going on in so many different areas of technology, possibilities, future, inventions, opportunities; it’s just mind boggling.

A new revolution The world is changing right in front of our eyes and we don’t

know. It’s happening so very fast but all of sudden we wake up one day and say, wow! We had two million phones 20 years ago; it used to take 15 years to get telephone connections. Today we have 900 million phones and we are a country of a connected billion and it happened in a short span of 20 years. Now I am saying that what is going to happen in the next 10 years is going to be 10 times more powerful than what happened with the telegram; just watch. What is going to happen in next the 10 to 20 years is that we are going to democratise information. We are spending $ 20 billion dollars or Rs 100,000 crores of public money in creating Public Information Infrastructure. You never read about it in newspapers, nor see it in television news, because nobody gets it, fortunately. Even if they get it, they will confuse it. So we are creating a massive infrastructure. This government has created the Right to Information (RTI). RTI gives you the right, but there is no information, because information is locked up in the ‘nada wali’ file. How do you take this ‘nada wali’ file, open it and digitise it and then make it available to everybody. When you begin to do these kind of things, you make a whole new system of accountability, transparency and all of it. All of these are going on. Unfortunately this government doesn’t get the credit. Look at the risk this government has taken on with RTI, the Knowledge Net-

I do believe that we are living in a very interesting and exciting time even in India. From my perspective, India has three challenges: disparity between urbanrural, rich and poor and educated and uneducated;

Dr. Sam Pitroda delivering the lecture at IILM Global Thinker Award 2013

provide employment opportunities? Without technology, none of these things can be done today. The third development is how to expedite the process of modernization. Are we really focusing on democratisation of information, innovation as a platform? If we do that, the young will figure it out how to use this platform. Somebody was asking me: how will you train people for all of these? I said don’t even try, build it, turn it loose to young people, they will get it done. Have you ever seen a young guy reading a manual for these phones?

Dr. Shashi Tharoor

work, the Knowledge Commission. These are some of the areas where I had an opportunity to work on and there are many others like that. I am just giving you glimpses of what I know little about. We have created the National Innovation Council and we are creating eco-systems for innovation in the country; we are encouraging the young to innovate and we are creating a fund to build clusters. The Education Ministry has already announced 10,000 scholarships. All of these are really to create a new future. But these things take time. Telecom took 20 years and this will take 25 years, mainly because we are building a nation and not a company. It’s one thing to build a company and another to build a

nation. The parameters are very different; a nation can be built by knowledge, technology and innovation but while you are doing it, very few people will recognise that you are really building a nation, because the product does not come out from a factory. You can’t say that I have reduced cost and productivity and efficiency has increased instantly.

Three challenges for India I do believe that we are living in a very interesting and exciting time, even in India. From my perspective, India has three challenges: disparity – disparity between urban rural, rich and poor and educated and uneducated; demography – there are 550 million below the age of 25 years; what are we going to do with them, how are we going to skill them, educate them,

Three months ago, somebody gave me a Blackberry phone and I couldn’t operate it, and I am supposed to be a PhD in telecom, guru and all that. I went to a friend’s place and I have this 12 year old kid. So I asked Sachin to figure out how it works. So he goes inside, comes back in five minutes and says, “Uncle, this is how it works.” I said: how did you know? And he says, “Simple, you do like this and it works.” I said but why don’t they write here, that you do this. So how did he learn? I don’t know. That is the future. India’s future is in the young talent. Ignorance is a great asset. Don’t try to learn too much, you will complicate it, and I am bullish on India only because of two things. With all the confusion, all the negativity in the system and all kinds of people, there is a lot of cynicism. If you listen to some of these people, you feel like not getting up tomorrow morning. But I see two streams of hopes: one, technology which includes

knowledge, innovation and all that, to solve the problems of tomorrow in a different way and second, young talent. And I hope that they will lead us together into building a new India. I know I can talk for five hours, so I want to stop.

to social change. He pioneered the development of the Centre for Development of Telematics, C-Dot, which has become a globally recognised hub

of telecom. This is very much in the Nehruvian tradition, Pandit Nehru always emphasised the need to involve technology in various aspects of society, locally, and globally. He set the tradition

Thank you very much.

Speech by Dr. Shashi Tharoor First of all, what a wonderful, knowledgeable, inspiring and optimistic speech we just heard, I really want to thank Sam for it. I am going to invite you all for one more round of applause for what he had to say to us. A technocrat, innovator, entrepreneur, technology advisor and above all a proud and patriotic Indian that is how we have known Sam over the years. As the technological advisor to the late Prime Minister Rajiv Gandhi in the 80â&#x20AC;&#x2122;s, Sam single-handedly revolutionised the telecom sector in India. The ideas advanced by him and the institutions created by him have become an integral part of the story of modernising India. We remember the India before and after the establishment of STD booths. They mushroomed around the country. No one had ever seen them before, yet no village was complete without one. This was all because of Sam and as the first chairman of the Telecom Commission, he played key role in shaping India and in propagating the widespread use of technology in the development of our society. He had revolutionised our development policies and philosophies and he saw technology as a key

Release of Compendium of IILM Global Thinker Award

Mr. Anil Rai in conversation with Dr. Shashi Tharoor at IILM Global Thinker Award 2013

own state to create a knowledge city in my own constituency of Thiruvananthapuram.

Mrs. Malvika Rai, Dr. Shashi Tharoor and Dr. Sam Pitroda in a lighter moment with his caricature

of every Prime Minister attending the session of Indian Science Congress. What I think Sam was able to do was to take this away from these conferences and university halls into the rural areas of India. He has actually used technology to bridge the gap between rural and urban and help harness the potential of our village to the maximum. This connection is going to be the most lasting and influential of Sam’s many contribution to our country, because the demographic dividend we face principally is still in the rural areas and we need to exploit it there and connect the 600 million Indian villages to the global village. Sam is getting us there. As chairman of India’s National Knowledge Commission, he has developed policies that will help create knowledge capital. We have got this huge population of the 65 per cent under 35 years, about 560 million people under 25 as Sam said.

All of this will actually need a solid knowledge base if it is going to be a significant force in the world rather than frustrated, unemployed people in the society. The kind of people who have been prey to the brandishment of the Maoists in many of our districts, if we want to change that, then its Sam’s approach that’s going to work. I am proud that he is leading the efforts from Kerala, my

The fact is that we need skills and we need technology to uplift those of the proverbial bottom of the pyramid in order to help them be more employable. That’s where technology can be particularly used in creative ways.

Whereas as he said in his lecture, with knowledge comes innovation, Indian needs not to be just be a consumer of technology and products that are largely conceived, designed and produced abroad, but we need to produce them here. That means innovation, becoming a significant player at the cutting edge of knowledge and wealth creation. The many global technological companies have R & D elements and hubs in our country; our domestic industry has to concentrate much more, so as to emerge as drivers of global innovation. Growth will also attract more researchers to Indian universities, even if Sam is not so optimistic about the future of the universities. He is also the chairman of National Innovation Council, and in that capacity he has been driving the efforts to develop strategies to boost innovation performance of the country. The fact is that we need skills and we need technology to uplift those of the proverbial bottom of the pyramid in order to help them be more employable. That’s where technology can be particularly used in creative ways. I think, Sam, in order to be more interesting to the audience, unwittingly gave us a worrying, alarming picture that no politician wants to see painted: that cars wouldn’t need drivers, universities wouldn’t teachers and publishers wouldn’t need books, because everything is on the net. Sam, Stop, Stop!

We need employment, and the truth is actually if we have all these video conference and other things, I would want to have a teacher in the classroom, to help explain it to the students, help translate some of the American expressions if it’s a MIT professor or whatever to somebody in rural Chindwara. Sometimes it might require translations into some local dialect. So I would want the teacher to be kept employed even while bringing sophisticated knowledge. So what I would like is one online course with Sam Pitroda sitting in Chicago and lecturing to million students in India, but those million students would be in hundreds of classrooms, each of which will have a teacher. Otherwise we will have an unemployment problem in this country. Apart from that, as for the drivers, I leave it to your imagination, how will you manage in these driverless cars. The point I am trying to make is that we do need to use technology as Sam suggested, but we need to marry it to the needs of human beings, for whom as politicians we are all responsible. I think what Sam is doing with his public information infrastructure innovations is that he is really transforming the quality of our delivery system through a boarder and deeper use of technology. Dr. A P J Abdul Kalam used to speak about providing urban facilities in rural areas. It’s actually a good concept: why should you have nothing but mass migration. If you are sitting somewhere in India answering calls

from America consumers, what do they care if you are sitting in Bombay, the suburb of Delhi or sitting in the middle of a village in Madhya Pradesh; it wouldn’t matter to them. But it won’t be possible to do, because its Bombay and Delhi which has got these connections so far. The day we have a serious broadband backbone in the country connecting every village, we can actually start bringing work to the villages which can so far be done in towns, and it could be a tremendously exciting future. So I want to embrace Sam’s vision, his optimism, enthusiasm for technology and want to marry it to the needs of the poor, young and of course the rural in our

country. Sam has done more than anybody I can think of to transform the use of technology in India. He has been one of the key innovative thinkers who have contributed tremendously to India and indeed to India’s place in the global technological scene. He has also, by the way, got innumerable patents to his own name, which he hasn’t talked about and has also pushed for technology to reach places that otherwise have been untouched by it. So I was just truly delighted to be the chairman of the jury that selected Sam for this award. I assure you that none of the disclaimers I expressed in my own case three years ago apply to him. You can just look at that distinguish man of white hair to know that there is a distinguished figure. You can think of him having created viable careers for himself both in America and India to know how global he is and you have to listen to him today to realise what a wonderful thinker that we have honoured. So congratulations Sam, you have given us pride, it’s a matter of pride for all of us who care about the future of India that he is with us, to show us the way, to the future, to that elusive 21st century Rajiv Gandhi had hoped to bring us to. Sam is still there with that beacon light he had shown at that time, taking us forward, and I want to congratulate him on the award he has won today.  Thank you all very much. Jai Hind.

IGSM Convocation

Celebrating the Double Decade Milestone of IILM

he 18th convocation ceremony of IILM-GSM Business was held on April 17th 2013. Students of the Post Graduate Program in Management and the three sectoral programmes in Financial Services, Marketing Management, and International Business were awarded diplomas Shri Vinod Rai, then Comptroller Auditor General of India was the Chief Guest for the ceremony. Mr. Rai lit the ceremonial lamp after the academic procession was seated on the stage. Prof. Yavar Ehsan, Director, IILM Graduate School of Management sought the permission from the chief guest to declare the convocation open. Prof. Yavar Ehsan welcomed the graduands. Thereafter, he wel-

comed the Chief Guest Mr Vinod Rai. He extended his heartiest greetings to all who were present for the convocation ceremony of the Class of 2013 of IILM Graduate School of Management. Prof. Yavar Ehsan in his greatly inspiring and motivational speech laid emphasis on the instituteâ&#x20AC;&#x2122;s course in past years and the various steps taken to enforce Vision 2015, which revolves around IILM being a leader in values-based management education and business focused research. He also mentioned the tie-ups with 25 International Universities of repute for student exchange, faculty research collaboration, and study abroad opportunities. It was a matter of great pride for

the students graduating from IILM-GSM. In October 1993, IILM started its flagship Post Graduate Program from this very campus with a batch of 60 students. Today, as we celebrate our double decade anniversary, that one batch has multiplied manifold into several sister colleges spread across the NCR and beyond, to cities like Lucknow and Jaipur, with focus on varied streams from Management to Engineering, Hospitality, and Design. The 15 month executive MBA and the Fellow Program in Management are all set to be launched in the forthcoming academic year; thus providing an opportunity to develop high quality teachers,

researchers and management thinkers and in the process harnessing the intellectual capital of IILM to its true potential.

Management specialization. The recipients were Chandan Gupta Sah, Mirza Monis Beg, Ayushi Halder and Sushil Kumar Giri re-

Prof. Rajkishan Nair, Dean, PGP then announced the award of the diplomas to the students and those in absentia. He also announced the recipients of the Gold and Silver medals instituted for overall academic excellence and for securing first positions in the various fields of specializations. The recipient of the “Dr. Kulwant Rai Gold Medal” for overall academic performance was awarded to Ms. Ayushi Halder. The “Dr. Kulwant Rai Silver Medal” was awarded to toppers from PGDM-General, International Business, Financial Services and Marketing

Lighting of lamp by Mrs. Malvika Rai and Shri Vinod Rai

spectively. The “Dr. Kulwant Rai Gold medal” for extra-curricular activities was awarded to Rajat Khullar. More than 200 students

The members of the academic procession at the IILM Graduate School of Management

were awarded post graduate diplomas in management. After awarding the diplomas to the students, Prof. Yavar Ehsan, requested the Chief Guest Shri Vinod Rai to deliver his convocation address. After the convocation address the convocation was declared closed by Prof Yavar Ehsan.

Speech by Shri Vinod Rai Chairman, Board of Governors, Deans and Faculty of the IILM, the Graduating Students and their proud parents. I am delighted to be among all of you on the occasion of the Annual Convocation of the IILM Graduate School of Management. This School of Management has made remarkable progress since its inception in 1993 and has emerged as one of the leading private management institutes. It is known to have trained and prepared young leaders for the

challenging tasks ahead of them. I am informed that the Institute figures among the top ten for its intellectual capital and industry interface. It is a matter of pride that the institute has played a catalytic role in the evolution of the management discourse in this country. It is certainly a momentous day for each one of you as you stand at the threshold of a career in corporate life, after imbibing training in one of the pioneering graduate schools of management of the country. I take this opportunity to congratulate each one of you for having gained admission to this prestigious Institute and having successfully completed your programme with distinction. I congratulate your parents and family members present here today for the guidance and support given to you in joining this Institute. Your accomplishments would also reflect fulfillment of their dreams and aspirations. I congratulate the faculty for the

excellent training given to you and teaching you the best practices in business and management as well as inculcating human values and professional ethics. I am confident that you have been sensitized to the environment around you to be able to translate the potential of India, into a reality. I am sure you are now well acquainted with the countryâ&#x20AC;&#x2122;s â&#x20AC;&#x201C; indeed the global â&#x20AC;&#x201C; economic situation as you step into the corporate world or take the first steps in your career. The first decade of the present millennium has seen fairly testing times for enterprises and governments alike. Global economic growth has seen decline and stagnation. Corporates have seen sales shrink. Financial Institutions face tight market and liquidity conditions. India, which is very much plugged into the global economy, has severe concerns too. From attempting to reach double digit growth in

Faculty and students at IILM Graduate School of Management Annual Convocation 2013

Ms. Ayushi Halder receiving the Dr. Kulwant Rai Gold Medal from Mrs. Malvika Rai for overall academic excellence

our GDP, we are sliding back to six percent. These are very challenging times. These are the times when you will be called upon to innovate, be dynamic, think out of the box, structure newer models of corporate excellence and on the whole, initiate steps to reinvigorate growth. The challenge thus is to be the change agent. Believe me,

Mr. Rajat Khullar receiving the Dr. Kulwant Rai Gold Medal from Mrs. Malvika Rai for best performer in extracurricular activities

change agents are not born. They are moulded, shaped and forged largely by their education and experience. And hence my proposition to you: the need of the hour is for you to be that change agent. To be the role model who is an excellent team member and by virtue of his capacity to synergize among his peers, possess the capacity to be an inspiring and motivating leader. It is only these qualities that will set you apart from the mediocre and help you to promote excellence. When I accepted the invitation to speak to you all today, I did so with the full knowledge that I would be addressing some of the brightest minds in the country who will take positions as top architects of business strategies, not only in this country, but also abroad. I now place my second proposition before you that no business can be sustainable and successful in the long run unless it is based on an edifice of credibility and in-

tegrity. Ethical management and leadership is the cornerstone for any successful business enterprise. It should be the mantra as you begin your careers. You need to practice and promote ethical values in your organisation. You have to set the tone and create a culture of honesty and integrity. Adherence to ethics and integrity should become a way of life. It needs to be ingrained in your subconscious and not compromised under any circumstances. There will be times which will be tough. It is in these times that there will be an inclination to take short cuts. You have to stand up in such moments of crisis and have faith in your ability. Do not succumb to the temptation of short term gains. The view that â&#x20AC;&#x153;the end justifies the meansâ&#x20AC;? is becoming an increasingly convenient cover for behavior of individuals, groups or governments. But the implications of this individual or collective conduct are far reaching. Any enterprise which seeks to establish rapid growth with a

Mr. Chandan Gupta Sah receiving the Dr. Kulwant Rai Silver Medal from Shri Vinod Rai for securing first position in PGDM â&#x20AC;&#x201C; General

lack of ethics is bound to falter in the long run. History tells us that many countries have been destroyed not by external aggression but internal malfeasance. The immediate and defining challenge for all of us today in our professional endeavours is that it would be increasingly difficult for us to claim innocence for ourselves in private enterprise on account of the profits we make, if the effect of our acts threatens or undermines the larger public interest. The Satyam saga and Lehman Brothers crash are still fresh in our memories. If the most powerful dictators of the world are unable to stem the tide of protest from their people, it would be naĂŻve to assume that the so called private enterprise would be able to shield itself from the consequences of its actions either on the strength of its bottom line or the economic doctrine of free markets. The strength of the civil society and the stakeholders need not be underestimated. So far, we have been used to the requirement of probity and accountability in public life. It is about time that the private enterprise too vol-

Mr. Mirza Monis Beg receiving the Dr. Kulwant Rai Silver Medal from Mrs. Malvika Rai for securing first position in PGDM â&#x20AC;&#x201C; International Business

untarily embraces the values of probity and accountability to all their stakeholders. The post reform period has witnessed a corporate culture of diluting or ignoring stringent ethical standards. It is often considered ethical as long as a corporate establishment, in its business practices, remains within

Shri Vinod Rai

legal confines to survive in business and beat the competition. This is misplaced corporate governance. Probity in business is as important a trait in an outstanding CEO as is to be articulate, positive, courageous, dynamic and professionally competent. You have to promote talent, build capacity and maintain cultural sensitivity. The culture to per-

Ms. Ayushi Halder receiving the Dr. Kulwant Rai Silver Medal from Mrs. Malvika Rai for securing first position in PGDM â&#x20AC;&#x201C; Finance

form, to excel has to be deeply inculcated. Without meritocracy, you fall into the morass of nepotism and mediocrity. This brings me to the next great challenge that we face today; that of accepting mediocrity and fearing the pursuit of excellence. We cannot celebrate the winning of bronze medals in the Olympics when we have the capacity to win gold. We cannot shy away from taking calculated risks in a difficult global economic climate to grow our enterprises and be merely content with average growth. If we have to grow into an economic super power we must have the strength in our capability to transform challenges into opportunities, threats into occasions to upgrade our performance and perceived areas of weaknesses into avenues to innovate and design newer models of enterprise dynamism. Our universities need to be transformed into centres of academic excellences. Our sports institutions must turn out potential gold medalists. Our leaders must be leading thinkers and statesmen capable of moulding young minds into Nobel prize winners. It is not enough to be a country

Mr. Sushil Kumar Giri receiving the Dr. Kulwant Rai Silver Medal from Mrs. Malvika Rai for securing first position in PGDM â&#x20AC;&#x201C; Marketing

having the fourth large number of billionaires in the world and yet hardly any global accepted patent to showcase our industrial or manufacturing muscle. The biggest asset that India has today is its young population. We have successfully transformed our vast population base into human capital capable of high productivity. We are leaders in Information Technology. It is the GenNext of this country in which we have trust and pride. This is my third and last proposition viz., it is thus only appropriate that you realize your potential and charter a course which will have the pursuit of excellence built on an edifice of probity, ethics and professionalism. I only seek to help you recognize your strength and ensure that it is channeled in the right direction. As I conclude I wish to once again congratulate you on this occasion and seek to remind you that today you stand at the threshold of an entirely new chapter in your life. You conclude your career as a student. You enter a portal where you will have a fiduciary or other onerous responsibility.

You need to think beyond yourself and your personal entitlements. On your shoulders lies the responsibility of giving to society more than you inherited so that the culture, civilization, family values and professional ethics which has been ingrained in you leads to the creation of tangible and intangible value for this great country. When posterity judges you, let it not be said that you had enormous opportunities, sufficient resources, finest education and yet could not stand up to the task ahead of you. Your parents, teachers and indeed the nation at large have great hope and aspiration in your capabilities and I am confident that you will be more than equal to the trust that will be reposed in you in any assignment entrusted to you. I congratulate you for all the hard work leading to your degrees today. I wish you all the very best in your professional endeavours all through your life. Thank you. ď Ž Ms. Saumya Shirina

Assistant Professor - Soft Skills and Business Communication IILM Graduate School of Management

In focus

Mrs. Malvika Rai takes over as President of the Ficci Ladies Organization

“And as we remember him (Swami Vivekananda), one hundred and fifty years after his birth, what better tribute can we give to him than to raise our respect for the women of our country.” – Mrs. Malvika Rai

April 2013 was a proud day for IILM: Our chairperson, Mrs. Malvika Rai took over as President of the prestigious Ficci’s Ladies Organization (FLO). FLO was established in 1983 as a division of the Federation of Indian Chambers of Commerce and Industry. Today, FLO is a respected All-India forum for women, with headquarters in New Delhi and 10 chapters throughout India representing over 3000 members. FLO members include entrepreneurs, corporate executives and leading social workers. The primary objective of FLO is to promote entrepreneurship and professional excellence in women. As the foremost women’s organization in the country, FLO also acts as a catalyst for the

socio-economic advancement of women through education and vocational training programmes. Shri Narendra Modi, the Honourable Chief Minister of Gujarat, was the chief guest and presided over the glittering 29th Annual Session of FLO. The function had all the trappings of a full gathering of India Inc who had assembled to hear the Chief Minister give his first major speech in the national capital. Speaking on the occasion, Mrs. Rai highlighted the role of women leaders and the difficulties they face. “Women leaders are driving family businesses and professional ones. In more and more organizations, they are shattering the glass ceiling. And their rich contributions in public life – whether in politics, govern-

“If we have to create a modern India, we have to take pride in our women and their power. We have to empower them through demonstrable actions.”

– Shri Narendra Modi

ment, media or civil society— have gained acceptance. Yet, sadly, many of them, in their defined roles of leadership and as ordinary citizens, face dark and harsh ground realities—in the workplace, at home and in public spaces.” Mrs. Rai quoted Swami Vivekananda who had said: “The best thermometer to the progress of a nation is its treatment of its women”. She added, “And as we remember him, one hundred and fifty years after his birth, what better tribute can we give to him than to raise our respect for the women of our country.” Shri Narendra Modi’s address, his first to an apex women’s organisation outside Gujarat, struck a responsive chord among the gathered FLO delegates from across the country when he declared, “If we have to create a modern India, we have to take pride in our women and their power. We have to empower

Mr. Modi urged FLO to constitute a board to compile and showcase the exemplary work done by women entrepreneurs.

Shri Narendra Modi takes question from Mrs. Malvika Rai as Mrs. Naina Lal Kidwai, President FICCI, looks on

“Malvikaji has put up a very innocent question to me. Not every man is perfect, everyone has weaknesses in them. I have all the weaknesses in me which a common man has. But I have taught myself to follow one’s positives and keep working on them. And slowly the weaknesses will be left behind and the positives will become the driving force.”

– Shri Narendra Modi

them through demonstrable actions.” He went on to enumerate what he, as Chief Minister, had done in Gujarat. Such steps, he said, would empower women not just economically but ensure that the benefits of such empowerment spread throughout the family and subsequently to the entire society. Mr. Modi urged FLO to constitute a board to compile and showcase the exemplary work done by women entrepreneurs, the likes of which can be found in Gujarat – the Amul cooperative, Jassu Behn’s pizza, Lijjat Paapad and Indu Behn’s Khakra. The Honourable Chief Minister also suggested that industrialists delegate CSR activities to their wives, mothers or sisters. “I can guarantee they will deliver optimum results, as women are full of compassion. Their work in this regard will also give them immense satisfaction and can also play a very creative role.”  Mr Modi thanked FICCI Ladies Organisation for giving him the opportunity to be present among such a large gathering. He wished Mrs. Malvika Rai all the best for her responsibility of leading FLO in the coming year. Responding to Mrs. Rai’s question, “What is your one weak-

(L to R) Mrs. Kavitha Varadaraj, Shri Narendra Modi, Mrs. Malvika Rai and Mrs. Naina Lal Kidwai

ness”, Mr Modi, in good humour elaborated, “Malvikaji has put up a very innocent question to me. It is a very tough question. Not every man is perfect, everyone has weaknesses in them. I have all the weaknesses in me which a common man has. But I have taught myself to follow one’s positives and keep working on them. And slowly the weaknesses will be left behind and the positives will become the driving force. I request you that if you can identify any weakness in me then please write to me. I am easily available on social media. Also, give me blessings that the weaknesses which you have shown in me I will be able to make efforts to completely overcome them”.

dress, pointed out that Gujarat had emerged as a gateway to the globe from India and one to India from the globe. “India’s success must be measured by its success in mainstreaming women,” she said and added that “the demographic window enjoins us to focus on skill development and vocational training and creating employment opportunities. These will be the building blocks to growth.” 

“India’s success must be measured by its success in mainstreaming women.” – Mrs. Naina Lal Kidwai

He went on to say, “I will be very happy if someone tells me, “Modiji for a ladies programme you are wearing such and such clothes but you could have worn something better. This would be good advice”. Mrs. Naina Lal Kidwai, President of FICCI, in her special ad-

Release of FLO Annual Report 2013 by Chief Guest Shri Narendra Modi

catch them young

Young Scholars Program: Learn, Discover, Experience

The enthuasiastic winning team of B-plan competition at IILM Young Scholars Program

ILM Undergraduate Business School conducted its first batch of the Young Scholars Program from 20th May to 5th June, 2013. The objective of the Program was to provide the students with a first-hand experience of a business school, explore their own aspirations and interests in the world of business, equip them to make informed career choices and also help them gain an understanding of life beyond school, making them â&#x20AC;&#x153;Future-Readyâ&#x20AC;?. We had 37 students in the programme from reputed schools in Delhi/NCR like Delhi Public

School, Modern School, Convent of Jesus & Mary, Greenfields School, Shri Ram School, GD Goenka, Sanskriti School, Manav Sthali School, St. Thomas School, Don Bosco School, N.K Bagrodia School, Banyan Tree School, Salwan Public School, Step by Step, Kothari Public School, Vishwa Bharti Public School to name a few. The group comprised of students from grade 9th to 12th which provided an interesting opportunity for peer to peer learning across the age barrier. The group was divided in teams and each team was assigned a faculty mentor to guide them through the course of the programme.

The students had the opportunity to learn about leadership, entrepreneurship, communication skills, virtual stock trading, idea generation, business planning, financial planning, teamwork through lectures, workshops, games and exercises. Few sessions were delivered using the Harvard study material/Case studies. They were also oriented towards personal grooming and professional etiquette. Apart from this, the students also spent a day at a Pravah, an NGO, helping them gain sensitivity towards social issues. They also visited the manufacturing plant of Britannia and the National Stock

Mr. Anirban Gupta the judge for the event giving away the prizes

Exchange as a part of the industrial visits. At the end of the programme, the teams presented their business plans on topics like “Virtual Vidyalaya” – An online venture for differently-abled, “Solar Light Bulb” – Generating light for a brighter and greener future, “Auto Shapers” – For providing car modifications at lowest prices, “Ice Breakers” - Offering easy accessibility to the best books in town and internet to the community, “Just in Time” - Providing goods directly from the manufacturers to the end consumers at the best possible rates. These were presented to a panel of industry practitioners and academicians and the students had the opportunity to seek feedback and encouragement from them. The panel instead found the assessment very challenging since

the students had really exceeded their expectations in their respective business plan presentations. Various management concepts like Market analysis, Competitive advantage, Sales & Maketing strategy, Pricing of their products, Staffing and Operational plans, Financial projections, Funding requirements, Companies vision and mission statements were discussed during the presentations. The industry practitioner also offered an internship to the winning team in his own company. The Young Scholars Program served as a platform for the students to enhance and showcase their management, communication and interpersonal skills. It served a point of convergence for various educational institutions to be able to share their outlook amongst the student community.

The competitive, educational as well as recreational activities that constituted the Young Scholars Program were planned and designed in such a way that they cater to every aspect of the development needs of a budding manager; along with encouraging a spirit of healthy competition and team work. The programme showcased a formidably high standard of excellence in an organization. The challenge and motivation provided and the effort, time and energy spent by the faculty members in putting it together can only be described as a labor of love and dedication. Needless to say, it was a “huge success”. 

Ms. Jyoteshwar Kaur Dua Assistant Professor – Economics & Strategy, IILM

lead Faculty Article

Corporate Social Responsibility: Creating Shared Value

Prof. Dr. Sudhir Naib Professor, OB & HRM IILM

he engagement of business for the good of society has been debated for over a century. This is in part because economists have legitimised the idea that to provide societal benefits, companies must temper their economic success. The argument advanced by Milton Friedman in his critique of corporate social responsibility was that business contributes to society by making profit, which supports employment, wages, purchases, investments and taxes. Conducting business is as usual sufficient social benefit and social and community issues fall outside its proper scope. However, after a prolonged debate, it is now accepted that there is a need for business to be more responsible towards society. Social investment by business has been known by different names at different times: charity, philanthropy, and corporate social responsibility (CSR). The concept

of responsibility has been broadened to include corporate philanthropy, good corporate governance, Creating Shared Value, and action to achieve globally accepted goals in development.

Charity, Philanthropy and Managerial Trusteeship Charity, the popularly used term for altruistic giving means giving to the poor. It is generally linked to religious belief and teachings. Philanthropy, derived from the Greek ‘philein’- to love-and ‘anthropos’- man, means love for mankind. It refers to charity which promotes general welfare without expectation of any direct benefit from beneficiary. This concept goes beyond immediate alleviation of poverty, sickness etc to the extent of removal of the cause of the problem. Put simply, funding AIDS research would be philanthropy, while giving money to AIDS patient for treatment would be charity. Philanthropy does not restrict itself to money

donation but encompasses time, and skills to bring change in the situation. Thus philanthropy includes a wider range of private giving for public purposes, such as contributions to universities, hospitals, encourage of talent, and so on to increase the well being of a community. The Indian concept of daanam includes both ‘charity’, and ‘philanthropy’. The credit for putting the concept of philanthropy in practice goes to Andrew Carnegie, a Scotsman settled in America, a successful industrialist. In an article ‘Wealth’, published in theNorth American Review of June 1889, he said that the capitalists reaped far more than they had sown and, therefore, they owed it to society to return the surplus wealth which was not their due. Carnegie believed that the duty of a wealthy man was to act as a ‘mere trustee and agent for his poor brethren, bringing to their service his superior wisdom, experience and administrative ability, doing for them better than they would or could do for themselves’ ( Masani 1956: 93-94). This new paradigm of managerial trusteeship, i.e., that the company is to be managed for the good not only of the owners (stockholders) but also for the good of the economy and society, was different from the earlier individual philanthropy and welfare capitalism in going beyond the welfare of employees to the welfare of society at large and encompassing all the stakeholders in business – the consumer, labour, government and society.

Another term which was used in this context is ‘Corporate Citizenship’. The difference between corporate philanthropy and corporate citizenship is that whereas in the former it is a personal wish of the owner, in the latter, it is a Board decision. Corporate giving is also considered an investment in future growth, and is therefore also referred to as social investment.

Concept of Corporate Social Responsibility (CSR) CSR broadly means ethical behaviour of a corporate towards society. The focus is on a firm’s behaviour towards all stakehold-

ers, which include customers, suppliers, employees, shareholders, environment, government, and communities. Process of making profit is also considered as important as the end use of surplus, i.e. what it does with its profits. Another term is ‘Corporate Responsibility’ rather than CSR to draw attention to the all pervasive nature of business responsibility. This means that a company seeks to maximise the positive impacts on a community, while minimising the negative. Maximising

impact would mean sharing its expertise and resources with the community for development; creating direct and indirect employment; taking affirmative action in employment towards groups marginalised because of gender and caste; setting a higher-thanlegal standard for wages, working conditions, effluent quality, ethical governance and, not engaging in or feeding corruption (Sunder 2013: 34). Minimising the adverse effects of one’s operations on the environment would mean, for instance, refraining from discharging of effluents into community water sources, pollution of the air through untreated carbon emissions and the like. Real responsibility to the community would also include not influencing public policies in one’s favour at a cost to the disadvantaged, especially in terms of compensation to people displaced due to land acquisition (Sunder 2013: 35) . However, corporate responsibility programmes-a reaction to external pressure-have emerged largely to improve firm’s reputation and is treated as a necessary expense. Anything more is seen by many as an irresponsible use of shareholders money. This attitude towards CSR has been summed up by Arun Maira, in Global Economic Symposium: “The prevalent approach to CSR is like rearranging the deck chairs on the Titanic, whereas it is the course of the Titanic itself that must change to avoid disaster and take humanity towards a more sustainable future.”

Creating Shared Value (CSV) Rather than viewing social needs as the prerogative of solely CSR and philanthropy, CSV focuses on finding the business opportunities hidden in social problems. Issues like poverty, pollution, and poor health are not externalities to be dismissed, but rather core business concerns that have a substantial impact on growth and operational efficiency. Porter and Kramer (2011) argue that most companies remain stuck in a “social responsibility” mind-set in which societal issues are at the periphery, not the core. According to them, the solution lies in the principle of shared value, which involves creating economic value for society by addressing its needs and challenges. Shared value is not corporate social responsibility, but a new way to achieve economic success. Companies can create shared value in three ways: • Preconceiving products and markets: Better serving existing markets, accessing new ones, or developing innovative products that meet social needs. • Redefining productivity in the value chain: Improving the quality, quantity, cost, and reliability of inputs, production, and distribution in a sustainable manner. • Enabling local cluster development: Developing a strong competitive context, including reliable local suppliers, a functioning infrastructure, access to talent, and an effective legal system.

Nitin Paranjpe, CEO, Unilever says, “Our entire approach is to find strategies that will do well for our business while doing good. We do not think of these separately. ..Only when you marry these two in this manner do you have scale. Otherwise, philanthropy or charity is nice to do, but that is not our purpose and the impact that you would create would be insignificant.” A number of global companies like GE, Google, IBM, Intel, Johnson & Johnson, Nestle, Unilever, and Walmart have already embarked on important efforts to create shared value. Indian companies are also beginning to experiment with creating shared value - Novartis India, Vaatsalya, General Electric, and Water Health India are beginning to recognise health challenges as business opportunities. They are creating shared value by extending access to medicine to rural areas, developing innovative medical devices tailored to low income populations, and improving sanitary conditions as well as access to clean drinking water for the underserved. In agriculture, companies such as Jain Irrigation Systems Limited, IFFCO Kisan Sanchar Limited, eFarm,

and the Gujrat Cooperative Milk Marketing Federation Ltd (also known as Amul) are seizing opportunities to create economic and social value by increasing agricultural productivity, creating fair and transparent markets, and collectivizing small and marginal farmers. Further, financial services companies such as PayMate, Eko India Financial Services, State Bank of India, and IFMR Rural Finance are working to bring formal services to the unbanked by providing discrete products that do not require saving accounts. In each case companies are leveraging their resources to create economic value and deliver social impact with scale and sustainability (Borgonovi et al 2011).

Government action to bring business into community development India faces many challenges on its journey to sustainable development. India ranks 136 among 187 countries in terms of human development index (HDI) according to UN Human Development Report 2013. In 2010, the World Bank reported that 32.7% of total Indian people fall below international poverty line of US $ 1.25 per day (PPP). According to 2010 data from UNDP, an estimated 29.8% of Indians live below the country’s national poverty line. This is in spite of the Government spending huge amount in welfare schemes. However, the task of bringing inclusive growth is too gigantic. It is in this context, one has to see that there is a need for the corporate sector to join hands with the State in order to bring this “non-included” population within the fold of

inclusive growth. Without this understanding and commitment, there can be no social cohesion among government, business and society. In order to assist the businesses to adopt responsible governance practices, the Ministry of Corporate Affairs (MCA) has brought out a National Voluntary Guidelines for Social, Environmental and Economic Responsibility of Business in July 2011 which lays down 9 principles to be followed by all businesses. Parallel to the Government of India’s exhortations to the private sector to get more engaged voluntarily to the society through CSR activities by issuing guidelines, it is also pursuing possible courses of action where the private sector is mandated to take up CSR activities. The government has already put in place mandatory CSR spending for Central Public Sector Enterprises. The recommendation on the mandatory provision for the private firms was made by the Standing Committee of Parliament on Finance which examined the Companies Bill 2009.Though the proposal was mostly received negatively in the business community, the government after long drawn consultations decided to go ahead. In the Companies Bill 2011, Section 135 of the Bill reads: Every company with a net worth of Rs 500 crore or more, or turnover of Rs 1,000 crore or more, or net profit of Rs 5 crore or more in a financial year will have to form a corporate social responsibility (CSR) committee, consisting of

three or more directors, of which at least one would be an independent director. This committee will have to ensure that the company spends, in every financial year, at least 2 per cent of the average net profits made during the three immediately preceding years, towards CSR activities. - The Bill also makes it compulsory for the company to specify reasons if it fails to spend the amount Lok Sabha has already passed the Companies Bill , 2011 on 18 Dec 2012, and now passed by the Rajya Sabha, it becomes an Act.

References 1. Borgonovi,V; Meier, S ; Sharda, M ; and Vaidyanathan, L. (2011), Creating Shared Value in India. Mumbai: FSG 2. Masani, R.P.(1956). Role of Wealth in Society .Bombay: Popular Book Depot. 3. Porter, M. And Kramer, M. How to fix Capitalism-Creating Shared Value. Harvard Business Review, JanuaryFebruary 2011. 4. Sunder,P.(2013).Business & Community. New Delhi: Sage 2. CSR Activities: Causes Supported by Indian Companies “Growth means nothing in itself. Growth for growth’s sake is the ideology of the cancer cell.” Journalist P. Sainath in a talk to the International Reporting Project, Mumbai, February 22, 2013 

Lead Faculty Article

Genuine CSR or a Marketing Gimmickâ&#x20AC;Ś?

W Ms. Aarti Sharma Faculty Associate Finance and Accounting, IILM

hile proponents favour that organisations in the long run earn by operating with a social perspective, critics however argue that CSR distracts an organization from its economic role.

society, since their inception. Since then, many companies have started active involvement in the benign deed of serving the Community thus bringing new ideas in making CSR more innovative.

Corporates like the Aditya Birla Group, the Tata Group, Indian Oil Corporation, and many more, have been actively involved in serving the community and the

Corporates have moved away from Charity and Philanthropy, sponsorships and financial aids, to providing products and services like food on subsidized prices,

The cyclone proof houses built by Bharat Electronics Ltd. which were built by the Super cyclone victims themselves, according to their need, is a quintessential example of benign CSR. The research centre and fully equipped computer training centre, set up by Tata Consultancy Services, for the welfare of physically handicapped is another example of community welfare through CSR.

There are numerous examples to cite in this regard. Ranbaxy, one of the major pharmaceuticals companies in India operates two urban welfare centers and eight healthcare mobile vans providing required services to over one lakh people in northern and central India, as its CSR initiative.

primary education, clothes, to name a few, that makes a real difference in lives of the less fortuned or the target community. CSR can also be viewed as a people-centric initiative, as many companies seek participation of the community itself at various levels, to facilitate their development. Organisations have also introduced a bunch of schemes and programs in various needful areas such as healthcare, sanitation, education, nutrition, senior citizen protection and care, environmental protection, rural up gradation, infrastructural development, protection of cultural heritage, and many more.

The cyclone-proof houses built by Bharat Electronics Ltd. which were built by the Super Cyclone victims themselves, according to their need, is a quintessential example of benign CSR. The research centre and fully equipped computer training centre, set up by Tata Consultancy Services, for the welfare of physically handicapped is another example of Community welfare through CSR.

They have specialised teams working towards the strategies, policies, programmes and budgeting for fulfilling their CSR obligations. These CSR programmes ranges from community development to development in education, environment and healthcare etc. thus, improving the communityâ&#x20AC;&#x2122;s standard of living. For example, GlaxosmithKline Pharmaceuticals is involved in CSR activities that are majorly driven towards the heath aspects of the community, by setting up health care camps in tribal areas focusing on tribal health care and health awareness amongst them. A similar sort of example can be quoted from Nokia Ltd. by directing the CSR activities towards environmental protection,

Todayâ&#x20AC;&#x2122;s dynamic CSR Companies today have integrated CSR into their sustainable business strategies, with the basic objective of maximizing its overall impact on its stakeholders and the society. Many corporates believe that CSR is important for increasing business competitiveness and protecting reputation and goodwill and not just another form of indirect expense.

through the recycling of mobile phones campaign. ITC’s globally awarded e-Choupal initiative is a powerful illustration of a unique business model that delivers large societal value by co-creating rural markets with local communities. With the help of this unique digital infrastructure, 4 million small and marginalized farmers of rural India, who are de-linked from the formal market, have been empowered to access relevant information on quality, market prices, weather information and other valuable inputs from 6500 eChoupals, to enhance the farm’s productivity, quality and demand better prices thus making them more competitive in the national and global markets. Also, many corporate join their hands with various Non-Governmental Organisations (NGOs) and

make beneficial use of their expertise in designing programmes that serves a wide range of people in the society. For example, Coca-Cola India and the NGO, FORCE inaugurated rain water harvesting of 1.7 crore litres, in June 2011. To quote, 67 per cent of domestic companies have chosen non-government organizations (NGOs) as partners to undertake their Corporate Social Responsibility (CSR) projects, while 58 per cent prefer government departments for the spread of CSR obligations, Associated Chambers of Commerce and Industry of India (ASSOCHAM). Further, the ASSOCHAM assessment highlights that 21 per cent of companies have come up with a separate CSR report, while only 8 per cent have reported their CSR activities in its annual report implying that companies are treating CSR as a separate

area and an obligation to serve the community. To conclude, the corporates have really geared ahead their CSR not only towards the welfare of the society but also to make a significant impact on its stakeholders. In the present scenario the companies have really high expectations from their CSR. Being a part of society, all, including the government should continue to encourage them. To add, their functioning should not be made complicated by legal and procedural technicalities. Rather, these formalities should be simplified to the maximum possible extent in order to facilitate the community by deploying benefits of the CSR activities followed by the companies. Thus, CSR is actually a benign effort to serve the community and not just a marketing gimmick. 

References Annual Sustainability Report of ITC Ltd., 2012 Coca – Cola India, Press Release, http://www.coca-colaindia.com/ presscenter/RWH_media_center. html, accessed on April 24th, 2013 www.csrworld.net, accessed on April, 24th, 2013 http://www.business-standard. com/article/companies/67-companies-chose-ngos-for-csr-implementation-110010200029_1. html accessed on April, 24th, 2013

lead Faculty Article

The Emerging Landscape of Corporate Social Responsibility

Mr. Sharad Gupta Associate Professor - Marketing, IILM

he corporate sector is lamented for its insensitivity towards social causes. Most companies approach corporate social responsibility as just conservation of resources that directly favor their bottomline. Despite such prevalence, there are many companies that contribute positively towards social and national causes through their CSR allocations. Firms of diverse backgrounds and sizes do focus their resources towards tackling social issues. Let’s take a look at contribution from some companies in India. Ford is experimenting with mobile health clinics; Microsoft has donated technology to health clinics; Vodafone sends 25 of its top em-

ployees to advise NGOs throughout the country. SAP has organized corporate sabbaticals so that its employees could advise social entrepreneurs. Retailers including PUMA and Marks & Spencer has opened “green stores” that certainly stand out in India’s exciting, bustling and polluted cities. And, do not assume that multinationals are bearing the better burden. The Tata Group ploughs back 66 per cent of profits of its investment arm Tata sons into social initiatives. Infosys foundation works in remote areas of India in areas of education, healthcare, destitute care, rural development and preservation

of them, this remains their mode later also. Many companies give CSR allocations to different social projects that significantly impact society in vicinity. This is followed not only by small companies but also by large ones like ONGC and Coal India Ltd.

of cultural heritage. There are many other initiatives from well known and less known Indian companies. Examples include social initiatives by Biocon Foundation (Providing healthcare facilities and child education to rural populace), Bharti Foundation (Providing primary and higher education to under-privileged children, especially to girls), L&T (Construction Skills Training Institute for rural poor), Byrraju Foundation (Gram-IT, the rural BPO initiative), and many more. By and large, companies are involved in three types of CSR activities: 1. Donating money to NGOs: These companies normally put a few employees to check if the donated money is used for the actual cause. These teams are headed by someone with corporate communication or HR background. These teams are normally small and

get little time to get updated on social, ecological and economical issues of the diverse geography of India. Information from the NGO is sought either at appraisal time or when company needs to show CSR contribution in financial reports. Most companies start contributing to CSR activities in this mode. For many

2. Managing CSR through affiliated NGO: These companies manage CSR activities through an NGO. Their involvement with this NGO is at the management level. These companies take initiatives to make a difference to the society with their CSR allocation. Efforts of Infosys (Infosys Foundation), Airtel (Bharti Foundation), Biocon (Biocon Foundation) and many such companies are recognized by society, government and their investors. Customers also appreciate meaningful contributions from such companies. Many times such an NGO will accept donations from other companies or individuals also. 3. Involved in sustainable CSR activities: Many companies are actively involved in social causes not only with their hard earned money but also with the commitment of their work force. These companies incorporate social development in their business model. Their CSR activities in some way provide positive impact to their business also. ITCâ&#x20AC;&#x2122;s E-chaupal is one of the best examples of CSR activities being embedded in the business model. L&T has set up a Construction Skills Training In-

sector, the not-for-profit sector and most importantly, individuals. Individuals like you and me, are very busy in their daily routine. We have jobs, businesses, relationships, second jobs, and many more activities to carry out daily. While many individuals feel passionately about contributing to social / national causes, very few actually take action.

stitute (CSTI), which imparts free of cost, basic training in carpentry, masonry, barbending, plumbing and sanitary, scaffold and electrical wireman trades to the rural poor. Gram-IT, the rural BPO initiative by Byrraju Foundation, founded by Satyam Computers provides rural unemployed youth an opportunity for a decent livelihood. Other such efforts in India by global companies like Ford, Microsoft, Vodafone and SAP mentioned earlier come under this category. Though, industry contributes to social causes, India needs more efforts in tackling issues of social and national development. Compared to India at the independence in 1947, India has progressed significantly in space

program, agriculture, literacy, gender ratio, per capita GDP and many more areas. There are many more signals that tell growth story of India. Now consider this. India is home to over 25% of global hungry population (World Food Programme, 2013). It ranks 132 out of 148 countries in Gender inequality Index (UNDP Report, 2013). It is known as nation having 1 maternal death every 10 minutes and having highest number of deaths of children below five years age (UNICEF report, 2012). That is not all, it has 80 per cent workforce unemployable (FICCI-E&Y Paper, 2011). To make India’s glorified growth story sustainable, a lot of ground work needs to be done. And it needs to be done by everyone. Be it the government, the corporate

Globally, the Indian government is the first to introduce a bill to allocate 2 per cent PAT towards CSR for firms of certain size across all industries. Estimates suggest that about $5 billion worth of funds will have to be absorbed by the not-for-profit sector. The big question is – Can this make positive impact on the social development in India? Individuals like you and me, have to come forward to contribute to CSR activities. Otherwise, CSR will remain the responsibility of companies’ headquarters. It has to be for the people and by the people of India. 

References 1. h t t p : / / e c o n o m i c t i m e s . indiatimes.com/news/ news-by-company/corporate-trends/the-changingperception-of-csr-in-india/ articleshow/18951906.cms 2. http://causeitworks.wordpress.com/2013/04/18/identifying-sustainable-cause-forcsr-a-corporate-prerogative/ 3. h t t p : / / w w w. t r i p l e p u n d i t . com/2013/03/csr-in-indiaenough/

Faculty Article

Reinventing Marketing in a New Era for the Marketing Professional living in a digital era where most activities have moved online. So it could be using Facebook to remain in touch, Amazon for buying books and music, iTunes and Google play store to use various apps/buy content, Kindle and other hand-held devices to read books -- the list is endless.

Prof. Sujit Sengupta Area Chair - Marketing & Sales, IILM

s a marketing professional who has been around for over 35 years, it is not an exaggeration or an overstatement to state that the world has changed for the marketing professional. In the early 2000’s, a concept called Convergence was a very popular topic of discussion in the ICT (Information, Communication, Technology) world. WAP-enabled mobiles were touted to be the future of

mobile telephony. The one device of TV+Computer+Mobile was going to be the next big idea - this was the era of the dot com boom. There was a lot of hope – to change the way we lived and communicated, and also there was hope of millions of dollars being earned through start-ups being bought over by VCs!. Unfortunately, the boom went bust. Millions that were conjured up never did materialise. The optic fibre cables were laid but the gigabytes that flowed through were meagre. Mobiles were sold but more for looks and not for the internet. For a moment, it was thought the information revolution whimpered to an end. But when one looks around, it is seen that many of the prophecies are coming true. Yes, convergence, that was supposed to take off in the early 2000s, is a reality. What it means is that we're now

Convergence has just crept in quietly without a fuss and become a part of our lives without us realising it. Seminars can be watched from 1000 miles away on a laptop via Skype or through video conferencing in a remote location and very recently Michelle Obama appeared on screen from Washington to present the award for the Best Picture during the Oscars at the Dolby Theatre, Los Angeles. That aside, we’ve all been witnesses to the fact that rulers have been overthrown as a result of the uprisings in the Arab countries which gathered momentum through various online media. The most impactful trend has been technology that brought people closer that has enabled seamless sharing of information and has questioned the traditional concepts of marketing. Today’s marketer will tell us that digital marketing is perhaps as important as traditional advertising. That, rural is no more an esoteric world where buffaloes

graze – people transfer money on mobile based applications in rural India. And yes, they watch the same stuff that all of us do on YouTube!

The changing market scenario The concept of high street shops in the Western world is gradually diminishing - retail stores like HMV, Woolworth etc are shutting down and there are no new replacements. People will prefer to shop online whether it is for books and music that they've already been doing for over a decade, or for clothes, consumer goods, furniture that is increasing nowadays. An article on Amazon.com, published in the Financial Times recently brings out that as on-line shopping explodes with the closure of traditional retailers, jobs are moving from high street to ware houses. The persons working in the warehouses are referred to as “Associates in Amazon fulfilment centres”. The size

of the warehouse is of nine football stadiums where the workers glance at the screens of their hand held SAT NAV computers for directions on where to walk next and what to pick up when they get there, walking between 11 to 25 km a day. It’s natural for technology to render some aspects of human labour unnecessary and useless, and ultimately all these jobs will be done by robots – we foresee that to be the end state. So, years down the line, the employment model will change to temporary contract workers operating from satellite sites (homes possibly), working on a per assignment basis. Organizations are finding ways to improve operational effectiveness and reduce overheads and this is a key metric by which they will be judged going forward. On the flip side though, too much emphasis on the on-line model with virtual integration can lead

to a situation where Dell Computers finds itself at present. In its 28 years journey from becoming world’s No 1 computer system provider with 43% market share, the company today is struggling because of its excessive competitor-oriented marketing strategies, instead of being customer oriented. Eventually it lost the ground due to poor service quality. The episode of the huge battery recall in 2006 when a Dell laptop caught fire and made a severe dent in their image is well remembered. Their 5-inch tablet Streak is considered as flop. To build strong loyalty and sustain it in the long run requires consistent Co-Creation of Value with Customers. In the ultimate analysis what matters today is ‘Customer Experience.” On the rural perspective, the bestselling book "The $10 Trillion Prize: captivating the Newly Affluent in India & China," authored by Michael J. Silverstein, Abheek Singhi, Carol Liao

& David Michael describes the comprehensive profile of the emerging middle class, primed to transform the global marketplace. The authors have spent enough time in Chinese and Indian living rooms to understand the middle-class population's needs and desires --what they buy and why, how they think and shop, and how their needs and tastes are changing. And if “India lives in its villages” is true, then the marketers’ perspective of consumer needs requires a reorientation. The Managing Executive Director of Maruti who has visited 500 districts all over India says “Our country changes every 50 km and therefore it is essential to witness the change for yourself and more importantly share your consumer experiences. Like him there are several others in the industry after travelling return with “incredible eye-opening” extraordinary experiences and insights. Executives at HUL working on a brand, say Surf, Wheel, Lux, or Dove have to accumulate at least 100 hours with all segments of consumers when they first join the company. By virtue of their numbers, the poor in India (or people other than the affluent) represents a significant latent purchasing power that can be unlocked. They typically spend money on items traditionally considered luxury than on sanitation, clean drinking water or better homes The challenges faced are that of distribution and reach. On top of this in rural market, product po-

sitioning and packaging plays a significant role. The price of the product is largely dependent on the number of channels the product has to go through before it reaches the end user as each channel member looks for his/ her margin. It is uneconomical for companies to expand the base in the rural/ semi urban market as the numbers are small and potential is not determinable. Barring a few FMCG multinational companies that have presence in excess of 1000 towns, most Indian companies have a limited reach to only 100 towns. E- Commerce and technology can largely overcome these issues and some companies have made progressed in this directions. A large percentage of people living in the villages can’t read or

write. With the change in primary education and e-governance, a slow demographic shift is taking place. Penetration of mobile phones has made it possible to facilitate extending reach and this is the new battleground for marketers. The spread of IT into the rural segment has also taken off. Nandan Nilekani, in his book, "Imagining India - Ideas for the new century" writes how IT kiosks are increasingly visible these days. So, yes, whilst education is still an issue, the dissemination and spread of IT is happening.

Few outstanding success stories Products: Godrej, historically known for its refrigerators in the Indian market, contemplated launching a new product for rural markets. Godrej Chotakool was an unconventional cooling

be innovative without splurging in advertisements and promotions. The company participates in exhibitions, melas and road shows mostly in rural India. Ghari spends under 2 per cent of sales on A&P - as against 12-14 per cent spent by its MNC peers, helping it sustain its low-margin, high-volume strategy. The advertisement with its classical logo - "pehle istemaal karein phir vishvaas karein" means "First use and then trust." This belief stems from the fact that Ghari studied the water hardness every 100 km and added the softener, winning the trust of millions of consumers.

solution targeted at the bottom of the pyramid (BOP) segment. This is an example of disruptive innovation, heralding new emerging business models and organizational processes. Similarly, Tata Ace, priced at just Rs.2.25 lakh is another example that fulfilled the needs of ‘last mile transportation’. The 3-wheeler tempos, considered unsafe, has been slowly replaced by this new Tata model. Distribution: The success of Ghari detergent, that had beaten Nirma in terms of market share and later in 2011 beaten HUL’s Wheel as well to take up the numero-uno spot in Indian detergent industry is a glaring example of the importance of rural marketing. The rural market is Ghari’s biggest audience. The price is well within their reach. Ghari has proved that one can

Positioning: Thomas Cook and Kesri Travels, two companies in the tourism sector exemplify how positioning affects business success. During the recession period of past few years, travel agencies, like any other business organization were struggling in their business. However, one discovered a large number of Indian visitors, largely from pockets of Maharashtra traveling with Kesri Travels in Venice. Thomas Cook, one of the pioneers in the tourism sector was unable to sell many of their ‘Luxury’ destinations in the same region. The reason? Kesri

Travels, unlike Thomas Cook had positioned themselves as `stress buster’ (relieving oneself from stress), a necessity for hard working people and were able to attract the attention of several middle class tourists. The same destinations sold differently by two different positioning. Packaging: Hair fall affects both urban and rural population, and is a concern for both men and women. A renowned Anti Hairfall shampoo priced at Rs.150/was considered as ‘splurging money in luxury’ in the rural household and didn’t enthuse the rural populace. But when the company changed the same product into an Ayurvedic packaging, it clicked, despite the fact that the price tag remained the same. It redefined the perception from a luxury product to a medicinal one and was accepted by the rural house hold. In such times when marketing in the virtual world is gradually making its presence felt, it is indeed appropriate to reflect upon what the trends today is all about. It is time to enrich ourselves with new thinking, different thinking, innovative thinking or even radical thinking that will bring us closer to the times. 

Faculty Article

Wasted World of e-Wastes

ollowed out computer monitors, discarded CDROMs strewn around, dusty CPUs piled high across dingy alleys, smoke and fumes or varied smell and color…welcome to the world of urban technological wastes….or e-waste as we better know it. This could be a common sight at Shastri Nagar or the Seelampur area, which have earned the dubious distinction of becoming the e-waste dump yards of Delhi.

Ms. Prachi Chawla Assistant Professor Accounting & Finance, IILM

E-waste is a term used for scrap generated from used electronic devices like calculators, video games and household appliances such as discarded laptops/ computers, mobile phones, refrigerators, stereos, air conditioners etc. What would you do if a tube-light or a bulb at your house stopped working? Your answer will be instantaneous -- “throw it!” or if you are one of those environmentally cautious kinds, you will sell it to a junk dealer (kabadiwalla as we all fondly know him). Act like a responsible Samaritan or not, the plight of the electronic-waste (e-waste) is the same! They all land up in shanty colonies, like these where untrained and unequipped people boil circuit boards and microchips on open flames and then leach the metals with acid. All this in the pursuit of precious metals like gold, silver, platinum or anything of value! Like all businesses, this one is also driven by pure economics. So why would a small junk dealer go through the hassle of setting up a pollution combat-

ing infrastructure costing a few crores compared to the simple and dirt cheap methodology of extracting metals using the acid bath technique. When researching upon this issue, I could only find names of only handful recyclers in the organized space, Attero being one of them. According to a lot of researchers and trade insiders, the quantum of gold obtained from a tonne of e-waste is far more than what can be extracted from seventeen tonnes of gold ore and that too at a nano cost given the nonchalant techniques. Infact, the energy consumption in a process like this is 70 times less than in mining for fresh metals. According to Toxics Link, a nongovernmental organization engaged in ecological issues, it costs about $ 20 to recycle a personal computer in the US, whereas Indian importers pay up to $15 dollar each for them. “That means a net gain of $35 for the US recycler,” Satish Sinha, associate director, Toxics Link, said. Another study reveals the economics of this gold rush. It claims that about five tonnes of e-waste, which would be a by-product of approximately 183 computers, can give a profit of Rs 1,78,308. The calculation is simple: a conservative estimate would result in a Rs. 2,88,108 worth recoverable material from 183 computers or 5 tonnes of waste. The logistical and other input cost of obtaining these 183 computers would be approximately Rs.1,09800 (183 x 600). This leaves the recycler with an astounding profit of Rs 1,78,308.

The above calculations can in no way cover the long term environmental costs that will emerge with this process of ongoing damage. Right from disposing untreated toxic substances like mercury, arsenic, lead, chromium to open air boiling of electronic parts, the damage done is going to be disastrous. We are not only hazardously handling our own wastes; rather we are importing tonnes and tonnes of it from developed countries. NGO reports claim the import statistics to be at a colossal figure of 50,000 tonnes per annum. These are illegally imported under the garb of “mixed metal scrap” or “plastic scrap” by fudging its origins (to say Africa or west Asia instead of US or Europe). Although, International treaties like the Basel Convention ban trans-border movement of hazardous materials, thanks to a system crippled by policy paralysis and tardy enforcement agents, our borders are still porous to such death traps. The newly framed e-waste management and handling rules, 2011 have once again proved to be nothing more than a paper tiger. Although, it mandates recyclers to collect electronic waste of their products from consumers and route them to authorized recyclers, it is yet to garner much momentum. As a part of their Corporate Social Responsibility measure, a lot of companies like Nokia, LG, Samsung, Wipro etc have launched initiatives to take back their old devices, but the catch here is, you don’t get anything in return. Now why would a consumer in a developing country like India, give away anything for free when he gets a handsome amount from the local junk dealer. Also, most of these initiatives are not much publicised and exist only on the Company’s website as a placebo to trump environment activists. The entire scenario of sheer oversight of the ground situation is certainly giving me jitters about the future of our environment. 

Faculty Article

When Social Goes Social

s the adage goes, “there’s power in numbers” …but can “likes” and “shares” on Facebook change the world?

Ms. Nidhi Piplani Lecturer - Economics & Strategy Area, IILM

Well, it would be foolish to underestimate the power of social media. But the digital world inhabitants are looking to move beyond the “like” only business to more meaningful associations. Social media has provided companies which actively engage with an influential network of passionate consumers, opportunities to deploy a fun, creative way for supporters to participate in social causes and share with their online friends. Thereby they help fulfill their Corporate Social Responsibility objective.

It pays to be good! Breaking the clutter and pegging on social welfare, many campaigns have been launched recently on digital media .These include Lifebuoy's 'Help a Child Reach 5', Halls' 'Breathe The

Change' and Hit's 'War Against Malaria'. Halls 'Breathe the Change' linked this to its brand's promise of unlocking the power of breath. It invited its consumers to help install a windmill in a village without electricity. To achieve this, Halls deployed a number of online platforms like a specially created website, Facebook, Twitter, You Tube Videos along with offline media like activities in local malls and advertisements on TV and radio. Joining the league, Garnier Men’s initiated ‘Power Light A Village' , where over 1 million fans on Facebook contributed virtually to the electrification drive. Every ‘like’, 'share' and comment, added a predetermined unit of energy. This coupled with activations on ground allowed men to pedal bicycles that record the energy they have generated. A rundown of these activities will eventually be translated into actual energy donation through solar equipment.

The final outcome will benefit the villagers with one solar lamp that also has an in-built mobile charging unit, one solar tube light and one solar panel to charge their equipments.

Building a defence shield In times of crisis, it becomes a company’s obligation to be transparent and communicate promptly to the consumers impacted. Going “Online” would an efficient help .Companies can cushion themselves by leveraging the good work they’re already doing. By aligning the network of supporters with a company’s values and actions only help protect a company in times of trouble. By highlighting their commitment to corporate social responsibility (CSR) , the companies can build their social media shield and gain supporters.

If you are doing good, share it! The taboo of never tooting your own horn about your good deeds

clearly has perished. Building unique Facebook pages and Twitter profiles is in these days ! In the spirit of sharing good news, companies have a huge opportunity to ride the high wave of CSR through social media, spread the word, intensify their cause(s) and jolt the powerful network of friends.

The taboo of never tooting your own horn about your good deeds clearly has perished. Building unique Facebook pages and Twitter profiles is in these days ! In the spirit of sharing good news, companies have a huge opportunity to ride the high wave of CSR through social media, spread the word, intensify their cause(s) and jolt the powerful network of friends.

Being committed to CSR Awareness campaigns, communities lifted, beneficiaries reached goes a long way to highlight a company’s commitment and that of its supporters and partners. For instance, Procter & Gamble (P&G) launched “The Future Friendly Challenge” on Facebook , an initiative developed by to help consumers save energy, conserve water and reduce waste. The highlighting features of this program were: • A P&G donation of one day of clean drinking water to Chil-

dren’s Safe Drinking Water • A pledge to commit to saving energy, conserving water or reducing waste for 90 days • A custom app to post participation in ‘The Challenge’ to their Facebook wall and their friends’ home pages • Tool to challenge their friends, send a page invitation and share their ‘Challenge’ tips with others based on their experiences This online initiative by P&G generated a strong Return On Engagement over just a few months: • More than 20,000 followers have taken the challenge and committed to saving energy, water or reducing waste for 90 days – this translates to over 20,000 days of clean drinking water donated.

Young India understands the power of social media as a tool to bring about positive change and brands are trying to maximize the reach in a meaningful way. By connecting the online audience with issues that matter, companies (brands) can stay relevant and be part of the larger conversation.

• More than 7,000 posts have been made by supports with their tips and experiences on how to save energy, conserve water and reduce waste. • There is an active and engaged community among the nearly 48,000 followers. This quintessential example of CSR social media strategies has undoubtedly amplified the good actions of these companies by generating droves of supporters. From raising awareness, to connecting with consumers in the way they want to engage and fostering positive action, leveraging

CSR in the social media world has strengthened consumer trust and loyalty and encouraged followers and their friends to take action and participate. Young India understands the power of social media as a tool to bring about positive change and brands are trying to maximize the reach in a meaningful way. By connecting the online audience with issues that matter, companies (brands) can stay relevant and be part of the larger conversation. CSR + social media = increased accountability and a new chapter of opportunity… “Corporate Responsibility goes beyond words on a page; it’s action.” -Miratel Solutions Jay Baer, 2010, ‘Tying Together Social Media and Corporate Social Responsibility’, http:// socialmediatoday.com/ jasonbaer/142850/tyingtogether-social-media-andcorporate-social-responsibility 

Book Review

Tradition and Mythology As Management Sutras for Today

he book “Business Sutra: A Very Indian Approach to Management” is one of the most interesting reads for today’s time and for the present generation of management students. It brings together the two different streams of mythology and management and their marriage has been done very well in this book. It is difficult to think that mythology and management have a connection, but this book with its simple language and pictorial style of teaching helps make it a reality. Through the book Dr. Pattnaik, has made mythology so contemporary and applicable to the current times that it is difficult to segregate the two. It is so easy to relate to it even if you have not had an in-depth understanding of mythology or mythological concepts. The book is able to break all the myths of mythology and management by making it so close to life and simplifying it to the bare minimum to help the reader place it in reality and understand it in perspective. “Business Sutra” is a difficult and yet, an illuminating read. Dr. Pattnaik takes the reader through a chronological journey of his perception of management. The basis of the book is well defined as “Belief leads to behaviour and behaviour to business”. This helps the reader to have clarity. The book has a

Reviewed by Ms Ruchika Jain Assistant Professor, OB & HR, IILM Title: A Very Indian Approach to Management Business Sutra Authors: Devdutt Pattanaik Publisher: ALEPH BOOK COMPANY ISBN : 978-81-92328-07-2 Pages: 437 Price : INR: 695 very open view to ideas and beliefs of people, it does not propagate any belief or thought, yet it does help demystify some of the blocks, which might exist for most of us. The book can be said to be thought provoking and reflective in nature as it would trigger a chain of thoughts to many situations and experiences which me might have had in different situations. The book is divided into three major sections, each section unraveling a different world for the reader. Through the first two sections, the author sets the expectation for the book and through the use of known and lesser known stories from Hindu, Jain and Buddhist mythology and his interesting illustrations help the reader collaborate the two worlds. The book helps the

reader read through structurally from decoding business beliefs of the Indian, the Chinese and the Western World to talking about the sutras of management and how they co-exist with mythology in the background. This flow of the book helps the reader to help them graduate and create a reality to understand its principles of management. The third section deals with some of the principles of karma, drishti, divya-drishti darshan and yama. Through the management and mythological paradigms, the author explains various actions, behavior of human to develop the connect and rationalize their actions. The timely references to the corporate world and their realities make the read all the more interesting and help make the connect. The illustrations enhance and add value and help the reader to get a holistic view of mythology and the concept with better recall value of the concepts being shared. For students, it would help refresh and/or gain knowledge on some of the mythological and religious facts/information which they would have been unaware of due to non exposure. Though the words and lack of their understanding of the mythology can be over bearing but a little patience and inclination to learn can be quite insightful. 

Rethinking the Profit Motive through Conscious Capitalism

synonym being used for a free enterprise economy in today’s time is popularly known as “Entrepreneur “: A mastermind behind creativity, imagination, and generation of ideas with driving progress in business, society and world. Using their imaginative diagnosis, they come out with remedies and possibilities that never existed before to embellish the lives of billions. Taking this picture of an entrepreneur in mind, I intend to introduce a new thinking which has been evolved by John Mackey, Co-CEO, Whole Foods Market and Raj Sisodia, in their popular book, “ Conscious Capitalism.” Before we explore this concept lets us go back in history and understand the meaning of capitalism. Traditionally, we understand capitalism as an economic system which underlines ownership of the means of production or privately-controlled economy and has always been characterised by the fact that companies exist only for profit motive. The concept of capitalism has never been in the good books of intellectuals, who often have described capitalism with words like cheating consumers, spreading inequality, increasing the gap between rich and the poor. Capitalism’s role as a villain for the masses has been created

Reviewed by: Ms. Bhumika Kapur Assistant Professor – Economics & Strategy, IILM Title: Conscious Capitalism: Liberating the Heroic Spirit of Business Authors: John Mackey, Rajendra Sisodia Publisher : Harvard Business Review Press ISBN : 1422144208 Pages: 368 Price : $19.14 due to the myth of profit maximisation, which originated with the Industrial Revolution. However, this book on “conscious capitalism” is an initiative to break this myth by making the entrepreneur a true hero of free capitalist economy who starts a business not only to maximise profits but utilize their energy and enthusiasm as a fuel to generate extraordinary value for the customers, team players and stakeholders. The crux of the book lies in its ability to restore the true meaning of capitalism, which has been damaged by the misconception of profit maximisation. To re-establish its true essence, one needs to understand the meaning of “conscious”. As said by Fred Kaufman, “To be conscious means to be awake, mindful. To live consciously means to be open to perceiving the world around and within us, to understand our circumstances, and to decide how to respond to them in ways that honor our needs, values, and goals.”

The same need is to be applied to business and institutions. A conscious business is one that looks beyond the return on investment, which exists for a purpose, a predefined goal and which is responsible to deliver value to all is stakeholders. It is not always necessary for a business to have a purpose for making the world a better place, but a conscious business has to reflect something of value that it stands for and promises to its stakeholders. Bill Gates did not start Microsoft with the goal of becoming the richest man in the world. He saw the potential of computers to transform our lives and was on fire to create software that would make them so useful that eventually all of us would own one. He followed his passion and in the process became the richest man in the world – but that was the outcome, not his goal or purpose. By rendering services to its stakeholders a business strengthens involvement and loyalty with its

stakeholders and builds connection based on reciprocity rather than a transaction or manipulation. And this defines this new age concept of “ Conscious Capitalism” – a growing epitome for business that simultaneously creates multiple kinds of value and well being for all stake holders: financial intellectual , physical , ecological , social , cultural , emotional , ethical and even spiritual . It reflects a deeper consciousness about why business exists and how they can create and build more value. John Mackey and Raj Sisodia base the concept of capitalism on its four principles or tenets: • Higher purpose: A motive much beyond the profit maximization, integrating the interest of stakeholders. • Conscious leadership: Conscious minds to understand relationships between all of the interdependent stakeholders. • Conscious culture and management: Popularly can be called as CAT – C- care A – Authenticity, T–transparency. All the three are very important for employees and stakeholders. • Stakeholder integration: Positive sum thinking to create win for all stakeholders of the business. One should not consider conscious capitalism as similar to corporate social responsibility. A successful business does not

necessarily need to do anything different to be socially responsible. When a business aims to build value for it stakeholders it is itself acting in a socially responsible way. To put this in a different way let me take the example, which is very well quoted and explained by John Mackey and Raj Sisodia on “HCL Technologies” one of renowned organisations in India in the field of Information Technology. The company was recording good profits but at one point in time was not growing in terms of its market share. The challenge to put the company on growth trajectory was taken up by Vineet Nayar, CEO, with many radical ideas about leadership and management. He initiated this on the basis of his three growth mantras which brought in the change in the culture of the organization, which in turn reflected in their increased profits and market share. Out of these three the first one was radical transparency. HCL initiated a system on their intranet site where in any team member is free to ask question of the leadership team at anytime, the idea behind this was to create more transparency in the organisation , where everybody is aware of the challenges being faced by the company. The second mantra of Vineet Nayar was am open 360 degree feedback where anyone is free to give feedback on anyone else in the company which helped the company in identifying good candidates to be promoted to broader roles. The last but not the least mantra was in reinventing the

role of the CEO. Nayar, using the intranet site opened up a section called as “My Problems” which was the platform for all team members to read the strategic challenges being faced by the company and freedom to respond to them with solutions. This helped him in bringing the culture of fresh and strategic thinking, which led HCL to be the company recording a profit of $3.53 billion in 2011, despite of the difficult global economy. Conscious capitalism thus views business as an ongoing and adaptive system, which aligns profitability through higher synergies unlike CSR, where shar holders have to sacrifice for the society adding a ethical burden to business goals. To sum up, when we talk about conscious business building value for stakeholders is treated as one of the core business philosophy and operation model. This model of conscious business brings in the system of social cooperation, which tends to transform lives and bring opportunity for billions on planet still living in poverty. The whole premise of conscious capitalism lies on a business which views its human capital as resources but not as sources; A resource is like a lump of coal you use and its gone. A source is like the sun – virtually inexhaustible and continually generating energy, light and warmth. A conscious business endows people and captivates their best contribution in service for its noble higher purposes.

The Little Book of Big Customer Satisfaction Measurement

isfied and not satisfied customers the book analyses “relationship strength” between an organisation and its customers. The discussions are exhaustive and supported with relevant data.

ll of 164 pages, this is a “Little” book alright. And dealing with as difficult to fathom a subject as customer satisfaction, the authors’ attempt is indeed big. This handbook explains methods with hard facts and tables, and also with occasional stories from the authors’ own experience while conducting surveys and creating a measurement process to unravel the customer’s mind. Undoubtedly, customer satisfaction and loyalty to any brand or product are the keys to customer retention, and hence, deeply connected to business profit. The book starts with the premise that “It is important for CEOs and other senior managers to understand that……..the customer satisfaction principles must be taken more seriously at the Board and CEO level as it is very beneficial (in a tangible way) to any organization in the long run as it impacts both the cost as well as the revenues of the firm.” While connecting tangibles like profit margin with intangibles like the psyche of a customer, interesting anecdotes from real life surveys are added to spike up the content. Not limiting itself to customer psyche alone, the authors quite realistically note that there is a link between happiness and workplace success. Since happy employees make a happy organi-

Reviewed by Prof. Sujit Sengupta Area Chair – Marketing & Sales, IILM Title: The Little Book of Big Customer Satisfaction Measurement Authors: Ajit Rao & Subhash Chandra Publisher: Sage Publications Pvt. Ltd ISBN: 978-81-321-0978 (PB) Pages: 164 Price: INR 350

sation and increase productivity, then high performing employees bring in satisfied customer. Also, dealing with the topic of customer segmentation, separating sat-

The content of the book is presented with the help of points, graphs and tables, enabling a reader to have a quick glance. At the same time, elaboration of each point adds value to the book. However, the positive aspects of the book are also its negative points: it appears to be just an analysis of the data, a majority of which are collected from the surveys carried out by the authors themselves, and inferences drawn from them, rather than well-thought out statements made by a writer, which a book would contain. But what perhaps make the book interesting to read are the stories from the authors’ work experience. It is said that the best way to explain and understand any truth is through a story. The book is clearly an example of how management lessons can be learnt quickly from real life stories. Whether the CEOs and senior managers are able to deal with the vexed problem of customer satisfaction in their organization with the help of this book and benefit from it or not, they may find this book easy to read. 

Jugaad as an Innovative Approach to Innovation

f you are facing any problem while working in office or while doing anything in your daily life and you are able to find a quick fix solution to your problem, you are a jugaad innovator. Don’t doubt yourself and reaffirm your confidence with the following quote: “Any intelligent fool can make things bigger, more complex and more violent. It takes a touch of a genius and a lot of courage to move in the opposite direction.” Albert Einstein The word ‘Jugaad’ is often used in daily language in North India, which in common parlance means a short cut innovative solution to a problem. Jugaad also stands for a 3 or 4 wheeler vehicle in rural areas in India which is made up of spare parts fixed on a cart, providing people with a cheap transportation facility. Jugaad in the 21st century is not only about finding innovative solutions to one’s daily needs but it is now being used as a strategy by companies across the globe who are making efforts to achieve high levels of performance due to changing and diverse customer needs, shifting technology and intense competition. In this book on Jugaad, the authors have made an attempt to lucidly explain with the help of examples that how companies

Reviewed by Ms. Sonia Takkar Lecturer - Marketing, IILM Title: Jugaad - A frugal and flexible approach to innovation for the 21st century Authors: Navi Radjou, Jaideep Prabhu, Simone Ahuja Publisher : Random House India ISBN : 9788184002058 Pages: 317 Price : INR 499 like Apple, Facebook and General Motors are using jugaad as part of their overall functioning. The authors of the book have identified six principles that a jugaad innovator/company must keep in mind for being successful while practicing jugaad. These principles are: Seek opportunity in Adversity, Do more with less, Think and act Flexibly, Keep it Simple, Include the Margin and lastly Follow your Heart. Each of these principles has been explained with engaging stories of Jugaad innovators. One of the most interesting stories include the innovation by Mansukh Prajapti, a potter who invented the clay fridge, Mitticool (Mitti- Clay). Priced at Rs 2000, it consumes no electricity and produces zero waste during its lifetime. The authors try to make a point that Mansukh has no PhD in quantum physics nor is working for NASA but cleverly invents

something knowing that there is electricity problem in his village and that villagers can’t afford high priced refrigerators. An apt example of innovation with scarce resources. The authors have also made an attempt to explain that high swelling R&D budgets doesn’t mean true innovation, but emphasise that true innovation takes place in adversity and in times of volatility. After having explained the six principles with numerous examples, the book ends with a chapter on ‘Building Jugaad nations’ wherein the authors have mentioned that the next generation of entrepreneurs will reshape industries and how top B-schools are making efforts to include innovation as part of their curriculum through projects and competitions. Even though the book has an Indian name Jugaad, it is truly a global book on innovation, which talks about Steve Jobs (Apple exCEO) on one end and Kishore Biyani (known as father of modern retail in India) on the other. The authors have succeeded in producing a book of high merit with a plethora of valuable information and hence is a must read for management students, entrepreneurs and company executives to unlock the importance of innovation in the highly competitive and resource scarce business environment. 

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New and Emerging Marketing Platforms: Rural and Urban Perspectives

he Marketing Seminar 2013 was organised to provide a platform for industry leaders and practitioners to ideate and discuss new and emerging platforms in the rural and urban setting. The seminar was held at IILM Lodhi Road Campus on February 15, 2013. The theme of the seminar this year was - New and Emerging Marketing Platforms: A Rural and Urban perspective”. The seminar was graced by eminent marketing practitioners from across sectors who were welcomed by the Marketing Area Chair, Prof Sujit Sengupta. The words of Eric Hoffer an American social writer and philosopher, best summarises the overarching objective of our seminar. He says, “In a world of change, the learners shall inherit the earth, while the learned

shall find themselves perfectly suited for a world that no longer exists.” We started out to learn and decipher the evolution or the tectonic shift that has taken place in the marketing landscape. We can no longer seek comfort in our traditional knowledge and experience of our points of reference – customer, media, programs and strategic alternatives. In addition we also aimed to understand the how our marketing platforms are evolving to keep pace with this change. The academicians and industry practitioners at the seminar were able to carve a space where we were able to reflect, learn and discuss the insights and experience that they shared with us. Pradeep Kashyap, President, Rural Marketing Association of

The entire team of Marketing seminar 2013

India, while inaugurating the seminar, took us on a very eloquent journey of the evolution of Marketing. He highlighted that the way forward is that the language of Marketing warfare has to give way to marketing that captures the heart and soul of the customer . There is a need to have a business mind and a social heart. Social marketing like Lifebouy’s “Roti activation Campaign at Kumbh Mela “ and the inclusive marketing efforts of ITC e- choupal are poised to be the key levers to reach and touch the consumers. Ms. Surekha Poddar , Consultant , Impact redefined our stereotypes regarding the rural consumer . The rural consumer is no longer the uncomplicated simpleton working in the farm. He is engaged in providing services as well. Our discussions alluded to the evolution of the rural consumer. The rural consumer has the similar needs and aspirations as his urban counterpart. He /she has access to the same information and media today. He has disposable income and the rural consumer is looking for new experiences, is eager to transform himself and is open to experimentation. As marketers it will not be wise to assume that he is price conscious – but he is definitely value conscious. Mr Samir Gupte, President, Ogil-

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vy Action & Country Head, Outreach & Live and Mather shared his insights on communication and marketing to the rural consumer. He showcased the work done in this field and shared insights on communication and marketing strategies deployed in the rural markets. A key take away from his session was that it is important for marketers to understand the nuances of the rural consumer – connect with him and plan communication that map to his reality. If community marketing works at the rural level – then that is the path marketers must take. Urban to Rural is not cut, copy and paste. Awareness, availability, affordability and acceptability are connecting with the rural consumer. Mr. Mohindru, Vice President, Training & Rural Marketing, Usha brought in an organisation's perspective on reaching and servicing rural markets This session sparked a lively discussion on developing sales force, allocation of resources, sales territories and collection of sales data at the rural level. Prof. Rahul Mishra, Professor -Marketing , IILM gave a thought provoking account on the emergence of millennial consumer who is coming of age, has spending power and is exerting his presence . This consumer will make it imperative for marketers to re- look at the way we connect with him. Marketing Seminar, 2013 in keeping with its objective also brought home the need to reinvent ourselves and open our-

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The audience hearing patiently to the eminent speakers of the day

selves to the potential of the new platforms. Mr. Suchit Aggarwal, Manager Digital Marketing, Accenture showcased the capabilities of a new marketing media – the mobile phone. Mobile marketing holds immense possibilities for the marketer – location targeted ads, coupons, profile specific advertisement. Social media is becoming all pervasive and the marketers need to be there. Tools and techniques are evolving providing marketers insights into consumer preferences, behaviour, and allowing marketers to design campaigns that are agile and targeted. Mr. Aggarwal discussed the super fresh concept of near-field communication that urged us to stretch our imagination and envision a world where transactions could happen with a tap of phone.

us to time in the future, putting a virtual world in the real world. Gaming, yet another emerging platform is set to become a reality revolutionising sharing, customer connection , engagement and transactions .Mr. Singh discussed new product launches and that the need for marketing platforms that engage the consumer, do storytelling and make him part of the story so as to live the benefits of our offerings.

Mr. Satinder Pal Singh, Product Manager- Mobile Banking & Commerce, Aircel, had us all in awe as he showcased new and emerging marketing platforms. Augmented reality transported

Let us not wait for future to happen to us – let us create it! 

The Marketing Seminar 2013 clearly accentuated the way forward. Thumb rule for the future is that there are no rules. The future is not an extension of the present and we have the power and potential to define the next big idea in marketing.

Ms. Sonia Takkar Lecturer – Marketing, IILM

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Glimpse of IILM CET students during the Half Marathon 2013

Half Marathon 2013: Race for Women

he Community Service Club of IILM College of Engineering and Technology, Greater Noida organised a Half Marathon – A Run to Support Women’s Dignity on 16th March 2013. The aim of this event was to create gender sensitivity among students and the residents in the vicinity. The events of the past few months in the National Capital Region had drawn attention of the society to the vulnerable status of women in the country. This was a small attempt towards enlightening

students and the environment on the social equality of the women in our society. The 5 kilometre run started at 8:30 am from the college towards Pari Chowk via AWHO Township and then proceeded towards Surajpur road and finished off at IILM College of Engineering and Technology. The 5 km distance was covered in 1hr and 30 minutes.

ulty representatives of the Community Club had made impeccable arrangements all along the course of the run. Security and medical aid was also in place. The entire event was a success as could be gauged by the response of the general public witnessing the run enroute. The Club plans to organize more such events to increase social awareness among the youth of the area. 

The faculty and staff of the college actively participated in the run. Student volunteers and fac-

Col MMS Bhatia Senior Director, CET - IILM Academy of Higher Learning

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Self Defence is the Best Defence

n the wake of increasing cases of eve teasing & rape in Delhi, it has become very essential to equip the girl students with training to protect themselves in case of emergency. Keeping these thoughts in mind, a workshop was organized at IILM, Lodhi Road in coordination with Delhi Police Special Unit for Women & Children (SPUWAC). The aim of this workshop was to acquaint the students with the precautionary steps to be taken and avoid becoming the victim of such incidents. The workshop was attended by Post Graduate students of IILM and it was well

appreciated. In the self defence workshop, they were taught techniques like fish hook, strike in the groin, tips while travelling in bus etc. We intend to organize

more such workshops in future for our students.  Ms. Sonia Takkar Lecturer - Marketing, IILM

Self Defence workshop in progress

Impressions from Thomson Press

he Industrial visit to Thomson Press (India) Ltd, Faridabad, a part of India Today Group was held on April 10 2013.Thomson Press is one of the leading commercial printers in South Asia. The product range covers books in monochrome and multi color, coffee table, children’s books and also thin paper products including Bibles & dictionaries for domestic and international markets. It also produces high quality commercial literature including magazines, brochures, catalogues and annual reports. A total of 17 students (16 from Post Graduate and 1 Under Graduate) and 2 Faculty members ( Mr. Girish ahuja and Mr. Sumeet Jhamb) visited the plant. Students were taken to plant tour

in two groups to give them an exposure of various processes, machines and colours involved in printing from inception stage till the final product is ready. It was

a fruitful visit as students got an insight and firsthand experience of commercial printing which was a new learning for majority of the students. 

Students at the industrial visit to Thomson Press

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Visit to Yakult Danone

Under Graduate students and 4 Post Graduate students accompanied by 2 faculty members ( Ms Vini Kirtani

and Ms. Sonia Takkar) were taken for an industry visit to 'Yakult Danone' factory in Sonipat on April 5, 2013. Logistics and op-

Students and faculty at the industrial visit to Yakult Danone

erations manager, Mr. Jagdish apprised the students about the companyâ&#x20AC;&#x2122;s history, global operations, health benefits and future plan of Yakult in India. Students were curious about the session and were very active in asking questions. Not only they learnt about the biological terms but they also enquired about the retail and wholesale margins of the product. After the classroom session, students were taken for the factory visit where they were exposed to entire assembly line from boiling plant to packaging machine and hence they got an entire overview of the manufacturing of Yakult. The visit to Yakul Danone was an enriching learning for the participants. ď Ž

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Bidding Adieu to Post graduate Students!

very beginning has an end. And every end is a new beginning. It's a relentless cycle seen in every aspect of our lives. A year starts; a year ends. For two years, these young minds have put in their heart and soul in this college. They have spent hundreds of hours in the campus roaming around with friends, enjoying their jokes and pranks, mischief, participating in the events, celebrating the occasions. And yes, lets not forget the time spent in class to fulfill their academic requirements - the lectures, the exams, the study groups, the library. No, it hasn't been easy, but it has been worth every minute. They've laughed; they've cried; they've leaped; they've fallen down; they've felt the thrill of victory and the agony of defeat.

was held for the seniors in which seniors participated with enthusiasm. Contest included dance & ramp walk. Pankaj Sharma was awarded Mr. Farewell and Tanya Dua as Ms. Farewell. Afterwards again a fantastic group dance performance was given by Nitika, Naveen & Harshita. Deep Roots band also performed for the seniors with some nostalgic songs. Then arrived the much awaited ceremony of awarding the titles to the seniors. Funny as well as related awards were given like bunty without bubbly, johny bravo, all time money (ATM), miss studious, etc. Seniors were very happy and amazed to receive these awards. A video showing their 2 year journey was also shown. A token of love and respect was given to all the seniors at the end of the auditorium function.

organised for the seniors to have fun and dance wildly with their peers and juniors for the last time in IILM, LR. About 150 people were present in the farewell. The whole event was organised by Aakash Khurana, Karishma Aggarwal & Naveen Trivedi. Special thanks to Vibhu Anand & Shruti Bhatia for their help and innovative ideas. The whole event was covered by our superb photographer Kriti Prabhakar.

Food was being served with gol gappe, chaat, dhokla, samose and sandwiches. Also, a DJ was

Mr. Aakash Khurana Head - Cultural Club, IILM â&#x20AC;&#x201C; PG2012-14

Gone - flitted away, Taken the stars from the night and the sun From the day! Gone, and a cloud in my heart. Goodbye to all the seniors and wish you all the best in life ď Ž

And now it's over... PG2011-2013 batch was given a warm welcome by their juniors for their farewell party on 6th April, 2013 at IILM, Lodhi Road. All the seniors came with their lavish clothes on. all the pretty ladies looked stunning in their sarees and handsome hunks in suits. They entered the campus chattering and remembering the old days. All the seniors assembled in the auditorium, decorated with stars. The farewell function commenced with a solo dance performance by Varun Mangal of UG, who has been an active junior since the beginning. Then a small Mr/Ms Fresher contest

Postgraduate students performing during the farewell event

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A Slice of World Perspective

In A New Initiative, NSDC’s Dilip Chenoy and Financial Express’s Sunil Jain Visit the Lodhi Road Campus

ilip Chenoy, the CEO and MD of the National Skill Development Council addressed the students on the challenges that India as a country is facing and the associated opportunities. Secondly, he spoke about the opportunities in skill development space to highlight the scope of business or entrepreneurship in this domain. Mr Chenoy enlightened the audience with key statistics highlighting the demand and supply gap between the skilled required by India and those existing among the youth in India. He highlighted that 10 years from now 67 per cent of the population would comprise of the youth people in the age group 20-35. He told the students: “You can determine who gets selected, you can determine what India does, you can determine what you do and how you impact it. But I believe you have got the opportunity that many of us did not have. So, what is a challenge? You know you are fortunate. You are among 0.04 per cent of the population of your age group. Because that is the percentage of population your age group that gets into a management school. 50 per cent percent of your colleagues of your age groups dropped out of school. So, out of a 138 million people of your age group only 19 per cent make

Mr. Dilip Chenoy

it to college. And out of that 19 per cent who made into college, less than 4 per cent made into management school; so, you are really privileged. What you have done to get here. The interesting part is that even many of us who work in companies, don’t get an opportunity to go out and join an executive management programme. So, India is faced with the huge shortage of talented people and skilled people.

If you look at the aspiring minds study which talks about management graduates, it says that only 20- 21per cent of management graduates are found employable in the specialisation you choose.” Mr Dilip Chenoy’s address was followed by Mr Sunil Jain, Editor, Financial Express who discussed aspects of growth in the economy and current account deficit. 

Alumni Speak

At Hindustan Unilever: Academic Experience Came Handy

uring my interview process with HUL, I was asked a set of generic questions and then situationbased questions. All situationbased questions were stress questions and I was grilled on every point I made. Some of the questions asked were: • Make vs Buy related question: If your plant is running at 80 per cent capacity and you get an urgent order from your client, then what decision you will take to complete the order. Make or Buy?

• If you are the manager of a manufacturing plant and the company CEO is visiting the manufacturing plant the next day and you have to give a nice presentation, but the problem is that your senior manager is not helping you prepare the presentation, how would you act in this situation? • If the company is launching a new product, then how can they decide the price of the product? The best way to crack an inter-

view is to be confident and not jump into conclusions and think twice before you answer as you may end up attracting more questions from the interviewer which may be more difficult than the previous ones. Relating the answers with your work experience, SIP and the academic projects worked well for me. However you should make sure you highlight your contribution and sound convincing.  Sumit Agarwal IILM Alumni, Batch PG 2011-13

Deloitte Interview, Delightful Experience

y experience in appearing for a Deloitte interview was an enriching one as I went through various levels of tests that helped me get a clear picture of their requirements and gauge my interest for the job. It started with resume short listing on set criteria; around 70 students were shortlisted. The whole process was divided into seven rounds of which the first four were online aptitude tests followed by three rounds of interview to access the applicants’ personally. The tests were designed to assess specifically vocabulary, logi-

cal reasoning, excel knowledge and pronunciation. My prior practice of some similar aptitude tests helped me take the tests confidently in a calm state. On the basis of the scores of the test around, 20 students were shortlisted for next round of interviews. The rounds of interview were divided as HR round, technical round and the final round with the MD. The first round stressed on interests, strengths, weakness,; it was more towards assessing our commitment and positivity towards the job. The second round was basically to test knowledge application and general awareness; the

third round was taken by the MD which was more of a formal introduction and confirming round. Few mock interview sessions attended at college helped me cope up with these rounds. The whole team and processes were very organised and well coordinated, making the atmosphere comfortable. The whole experience was life changing and enhancing, it provided exposure, knowledge and opportunity and a hope for future. 

Krishna Chhawchharia IILM Alumni, Batch PG 2011-13

Alumni Event

"Chekhov ki Dunia" Sets the Stage For a Novel Alumni Reconnect

lumni are the brand ambassadors for any educational institute and they become role models for the upcoming batch of students. The Alumni cell at IILM continuously endeavours to connect with our alumni, sometimes formally by way of guest lectures and seminars, and sometimes by way of alumni reunion through Alumni lunches and high tea. This time the alumni cell tried to reconnect with the alumni by organising a play by the National School of Drama, named "Chekhov ki Dunia" based on short stories by the great Russian writer Anton Chekhov. The stories dealt with

The Alumni cell at IILM continuously endeavours to connect with our alumni, sometimes formally by way of guest lectures and seminars, and sometimes by way of alumni reunion through Alumni lunches and high tea. This time the alumni cell tried to reconnect with the alumni differently by organising a play by the National School of Drama, named "Chekhov ki Dunia" based on short stories by the great Russian writer Anton Chekhov. human emotions in relationships. It was a wonderful play thoroughly enjoyed by the audience which included alumni and faculty members. The play was followed by networking during high tea. Many alumni expressed their happiness on something different being organised for them. They also said they are looking forward to more events like this in the future.

One of the alumni shared the following words on the alumni speak board: “Thanks for a wonderful play and get together. I am happy to be back; miss the old days.” --Mr Akhil Gupta ( 20032006), Manager, American Express.  Ms. Sonia Takkar Lecturer – Marketing, IILM

A New Peak

India’s youngest Everest summiteer climbed the world’s highest peak at 16 and had to sing to save his life while going down “I got my first real six-string/Bought it at the five-and-dime/Played it ‘til my fingers bled/It was the summer of ‘69...”

rjun Vajpai softly hummed the song to himself between sobs as he hung at the end of a rope above a crevice. Most music fans familiar with Bryan Adams’ chart buster “Summer of ‘69” know it’s about being young and discovering sex. But singing the track at an altitude of 7,620 metres [25,000 feet] atop the tallest point on earth—Mount Everest—can hardly be akin to discovering sex. Vajpai, 16 at the time, had hours before become the youngest person to summit Mt. Everest, and here he was dangling

for life by a rope, staring into the abyss of the crevice, waiting for a helping hand.

“There are a lot of ropes on that phase and I think I got a little disorientated”

Vajpai exuded pluck during a candid interview to The Outdoor Journal about his record-setting exploit in May 2010. “During the way down to camp 2, I did something stupid. At camp 3, I was really tired. My Sherpa was carrying a heavy load because he had wound up his part of the camp. I told him to go ahead because I was walking really slow. I could see camp 2 and told him I would find my way. We had a small fight and he went ahead. But it was a really stupid decision because halfway down, there’s this big crevasse where the ice keeps moving.”, he recalls with a laugh.

So, with no mountain climbers in his family to set a precedent, how did a 16-year-old overcome the odds and unfurl his country’s flag on the peak of the planet? There’s no shortage of criticism of Vajpai’s Everest exploit, with some questioning his age and ability to handle the most extreme weather conditions in the world. The appeal of climbing Mt. Everest can quickly diminish when confronted with the fact that cold temperatures and strong breeze create a wind chill factor worse than on Mars. While breathing at sea level requires only five percent of the climber’s energy, taking that one precious breath on the summit requires about 70 percent. Vajpai attributes his Everest climb to his own dream, the drive of his Army father and encouragement of an experienced mountaineer and family friend.

“I went on a mountain climbing trip when I was 10 during a vacation to the hilly outback of Pune in Western India to meet my grandmother,” says Vajpai. An hour-long trek up a small mountain and the sight of the sunset from the top was all it took for him to wonder how it would be to gaze at the setting sun from the summit of Mt. Everest, a photo of which he had often seen in his geography textbook. But textbook knowledge has often turned to tatters on top of the death zone when wellgeared climbers have met their match in the form of avalanches, frostbite, hypothermia, snow blindness, and acute mountain sickness (AMS), high altitude cerebral edema (HACE) and high-altitude pulmonary edema (HAPE). Vajpai describes the decision to take a basic course at the Nehru Institute of Mountaineering (NIM), located at the Himalayan state of Uttarakhand in North India, as life altering. While his classmates were jostling between home and school with a bag weighing 15.3 kg [33.75 lbs.], at 15, he was carrying a backpack weighing 30 kg [66 lbs.], learning the basic techniques of movement on rock, snow and ice, as well as bookish and ground-level aspects of mountaineering and its related subjects, such as map reading, navigation, weather, medical and mountain hygiene. During their stay in the mountains, students are trained in the

basic techniques of snow craft, ice craft and rock climbing at high altitudes. On completion of training, basic course students are taken for a height gain, up to altitudes ranging between 3657.6 metres [12,000 ft.] and 4572 metres [15,000 ft.]. Precisely, the reason why Vajpai praises his NIM training for having made it from the summit to camp 2 in one day—the day he made Indian history. One basic course and no previous experience of mountain climbing expeditions is hardly the credential required for an Everest attempt. However, these were not the foes he was battling when charting through towers of ice and blankets of snow that day. The absence of his Sherpa guide and expedition members—including acclaimed Canadian climber Megan McGrath, the first Canadian to complete the seven summits—fatigue-ridden legs and the constraints of being able to breathe by taking five-minute breaks every 20 seconds were his challenges. He had to make his way down the mountain. An Everest expedition is impossible without the experienced aid of either a Sherpa guide from Nepal or a westerner. The teenager’s sherpa applied some scare tactics to ensure that the young climber made his way past the numerous climbers bee-lining their way up the mountain. “At one point during the ascend, my Sherpa scared me. He showed me that big black line behind me with headlamps coming up and

said, ‘You won’t be able to reach the summit. You’ll get stuck in a traffic jam.’ I was like, ‘Nooooo!’ and I started rushing up. There were only two sherpas who were opening the route that day, me and two more, so we were the five people who were on the summit,” he says, gesturing to show the hurry he was in. “I got to see the sunrise on the summit ridge, it’s amazing. “ On his way down, after bickering with his guide (at an unbelievable altitude), he remembers pressing on and scanning the icy surface through his glacier goggles for cracks. “I changed the anchors, kept walking and went down the wrong phase and slipped toward the crevasse mouth. There’s a small rope hanging and I found myself clinging to it on a 300-metre [984-ft.] drop. I didn’t know what to do and I thought I was done. I felt so stupid because I had my jumar, I had everything on me, but I was so tired I just couldn’t think. After almost 19 hours of continuous walking, I was now tired of holding onto the rope,” says Vajpai. No mountaineering course worth its salt would skip imparting practical use of the jumar and also cramming the history behind its manufacture in the late 1950s. Vajpai can chronologically narrate the journey of the jumar and its importance in mountaineering. But when found at the tightest spot in his life, the high-altitude climbers’ buddy—the ascender—was a forgotten piece of metal.

Like others, smitten by the mountains despite being in tight spots during expeditions, Vajpai has no intention of resting his limbs and is all set to upgrade his resume. He continues his stringent workout regimen when he’s not studying for his bachelor’s degree in marketing, shaping his celebrity status among climbing aficionados, giving motivational lectures on mountaineering and flagging off runs and rallies across India. Mr. Arjun Vajpai

“I did some stupid things and I don’t shy away from telling people because I was just a 16 year-old guy climbing Everest. The jumar was right there in my harness. At NIM training they teach you arm rappelling. I just twisted the rope in my arms and held on. I couldn’t see anything down the crevasse. It was a big black hole down there. After 15 minutes my arms started paining. I’m tired and crying now and thinking, ‘I’m done, my Sherpa isn’t with me, it’s almost 1:30 in the afternoon and no one is going to be climbing now,’” Vajpai says. Now, facing ominous clouds, the young mountaineer knew things could go wrong. “The clouds started to come in, everything was going wrong, and I was like, ‘OK, I’m going to die today,’” he said. “Half my mind was saying, ‘Just let go of the rope,’ and the other half prodded me to just hold on to the rope. Someone might come from somewhere. I just didn’t know how. I just began was singing ‘Summer of 69.’

“Technically, it is a lot tougher, but Everest is Everest!” I always wanted to perform the song before an audience and I had the mountains as my audience. I was singing and crying at the same time and I saw this big guy coming down the ice, and I look up at him and he’s shouting at me, but I can’t hear him because I’m still singing. “Then this Nepali guy asks me what I was doing there! And I say, ‘I got my first real six string,’ still sobbing. He just came up to me, pulled me up and hit me on the head,” Vajpai adds with a chuckle. While many would cite the usual requisites—strength, energy and determination—to be an Everest conqueror, Vajpai has a flippant side, claiming, “Fundamentally, anyone with money can climb Everest. And that’s what happened this year [2010]. They pay a ton and it’s a great story to tell everyone. But that’s what they thought. Sadly, a lot of them died.” Three people died attempting the Everest that year.

“I plan on climbing K2 soon. I need to get a good team to go from the Chinese side. I also climbed Lhotse because I could see it while climbing Everest and it really appealed to me,” says Vajpaj. “It was one hell of a climb because the routes weren’t fixed. Technically, it is a lot tougher. But I would still say, Everest is Everest!” Vajpai reached Mt. Everest’s summit in 8 hours. He was 16 years, 11 months and 18 days. However, 13-year-old Jordan Romero, a California boy broke the record a few hours later. Apart from that, the only lemon in Vajpai’s trip was a failed video camera battery due to which he missed out on taking a shot of “the bend of the world.” In an attempt to be the youngest person to summit Makalu (8481m), Arjun has currently set off for Nepal. Makalu is the fifth highest mountain in the world.. 

AcademicAchievements Highlights of IILM Management Development Programmes held jointly with PHD Chamber One-day MDP on “Measuring Returns on Marketing Activity” was conducted by Prof Sujit Sengupta at the PHD Chamber, New Delhi on April 19, 2013. The main topics covered were Marketing Metrics for Marketing Performance, Some Ways to Measure Marketing ROI, Case Presentation on Marketing Effectiveness: Fans- Repositioning & Marketing Implementation, Creating a Marketing dashboard, Measuring Results and Case study discussions. Ms. Ranjani Matta & Mr. Girish Ahuja conducted one day MDP on “Finance for Non Finance Professionals” at the PHD Chamber, New Delhi on May 8, 2013. Prof Rakesh Chaudhry and Ms Rakhi Singh conducted workshop on “Negotiation Skills” organized at the PHD Chamber, New Delhi on June 21, 2013. It was attended by 34 senior and mid level professionals from various companies. Topics covered were Analyzing the situation, Pre - Negotiation framework / Checklists, Tools to improve your negotiation skills, Common Mistakes in Negotiation. Dr Anupma Prashar & Mr C.M. Krishna conducted one day MDP on “Lean Six Sigma” organized at Hotel Chanakya, Patna on

June 28, 2013. Topics covered were Introduction to Lean, Six Sigma, Structured Problem solving, DMAIC (Define, Measure, Analyze, Improve, Control), Process Mapping, Improvement Phase and Control phase – strategies. Prof Sudhir Naib conducted MDP on “ Right to Information and Civil Society”, for Deputy Secretaries to Government of India, on July 4, 2013 at ISTM, Department of Personnel and Training. Topics covered were Role of Civil Society in bringing RTI Act, Civil Society and Good Governance, Civil Society and RTI, Media and RTI, Implementation of the RTI Act. One-day MDP on “Building An Effective Sales Force” was conducted by Prof Sujit Sengupta and Prof Sanjay Srivastava at the PHD Chamber, New Delhi on July 10, 2013. Topics covered were Structure and Accountability, Equipping and motivating your Sales Team, Enhancing sales effectiveness and State of the art practices in selling

Open/Customized Management Development Programmes by Prof. (Dr.) Sudhir Naib Conducted an MDP on ‘Team Building’ for Manipur Civil Service Officers, Government of Manipur, on April 12, 2013 in ISTM, Department of Personnel and Training, Government of India.

Conducted MDP on ‘Positive Psychology’, on May 6, 2013 in ISTM, Department of Personnel and Training, Government of India. Conducted MDP on ‘Developing Passion for Your Work’, on May 23, 2013 for Indian Cost Accounts Service Officers, in the Office of Chief Advisor Cost, Department of Expenditure, Ministry of Finance. Resource Person in AIMA’s MDP on ‘Corporate Social Responsibility, Corporate Governance, and Global Competitiveness’, on June 1, 2013.Took the session on ‘Corporate Governance in India: Creating Shared Value’. Resource Person in National Meeting on Right to Information conducted by Standing Conference of Public Enterprises (SCOPE) on June 27, 2013. Took the session on ‘Role of Public Information Officer and Appellate Authority’. Oxford Analytica, a global analysis and advisory firm based in London which draws on a worldwide network of experts to advise, published referee reviewed article “India’s divestment drive fails to meet key aim”, on March 20, 2013. Authored a book “Right to Information in India”, published by Oxford University Press, and released in March 2013. 

Alumni profile

Learning from Mistakes: On the Fast Track through Successive Jobs to a Stable Start-Up

geted at the expatriate population and launched the service in USA for Filipinos and simultaneously readied the Indian market with partnership to most Indian mobile operators. The founders successfully sold the company at a huge profit and Harbinder joined an Italian group that provided 360 degree solution to power content for most Indian mobile operators.

arbinder earned his PGDBM from IILM in 1996, specialising in Marketing. He was awarded the Dr. Kulwant Rai Silver medal for all round performance. Harbinder has been a risk-taker and is known to go by his intuition and guts. He chose to join a company which was establishing a multimedia venture rather than join the RPG groupâ&#x20AC;&#x2122;s CEAT tyre company. This is where he got trained in Product Management and also became a part of the select team which established the company's office in USA. Mr. Harbinder Narula

In 1999, Harbinder joined a company that was telecasting live sports on television where he conceptualised a software that brought in efficiency in scheduling advertising during live sporting events. He became a part of the key team that got involved in setting up new businesses for the group. He was part of the team that set up one of the first few ISP's in the country and then also became a founding team member for the groupâ&#x20AC;&#x2122;s International Long Distance telephony business.

successfully turned the business into a separate profit centre within 6 months. Around the same time, Google was setting up Sales & Business Development centre in India and Harbinder was chosen to lead Google's business development division with focus on strategic content partnerships in India. He became responsible for launching YouTube in India with content partnerships with premium production houses, broadcast companies and cinema.

In 2005, Harbinder was offered a key role at India Times (part of Times of India group) to take charge of the Interactive Voice Recognition business where he

It was during mid 2008 when Harbinder got excited by wanting to do something new again and he joined a US-based startup where he created a product tar-

In 2011, he chose the entrepreneurial route and set up one of India's first health portal called Wonder Doctor. His entrepreneurial stint has been a satisfying journey where he believes to have learnt some of the most important management lessons even through his mistakes and emerging stronger each time. He recently diversified into consulting where he offers advice to businesses on using digital media technology to scale their business. Harbinder is one of the member of the Board of Governors at IILM. On a personal front, Harbinder is married to a Dental Surgeon doing her private practice and they are blessed with a son. He is enthusiastic about entrepreneurship as a career option and takes out time to mentor startup entrepreneurs. ď Ž

Institute for Higher Education

Anil Kulwant Raii Group