IT NEXT Media Kit

MEDIA KIT

2011

UPDATE

COMMUNITY

60,000 IT MANAGERS ACROSS 15,000 COMPANIES

PRINT

IMPACTFUL MEDIUM FOR ESTABLISHING THOUGHT LEADERSHIP

ONLINE

INTERACTIVE PLATFORM TO ENGAGE AND INFLUENCE THE INFLUENCERS

EVENTS

NEXT100: IDENTIFYING THE FUTURE LEADERS

of an IT MANAGER

UNRAVELLED Know your customer and become a successful marketer

6

PHOTO GRAPHY: JAYAN K NARAYANAN

DNA ITNEXT | F E B R U A R Y 2 0 1 1

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5/23/2011 4:56:50 PM

INSIGHT D

E

E

P

20%

of IT purchase decisions fail if IT Managers are not inolved.* *SOURCE: TECH PURCHASING DECISION NETWORKS ROUNDTABLE REPORT MAR2006 BY UNIVERSITY OF VIRGINIA

VIEW FROM THE TOP

VIJAY SETHI, Vice President Information Systems and CIO Hero Honda Motors Ltd

“My IT Manager is very important to me–he helps define the scope of an IT purchase…”

IT NEXT : Influence

DAYA PRAKASH, CIO LG Electronics

the Influencer

They are enagaged in each purchase activity, as demonstrated in the graph, below. You cannot afford to ignore this key influencer.

IT NEXT is the only media platform that gives you direct access to the 60,000-plus IT Managers across 15,000 companies in India, including the top 1000 organisations. Our mission is to help aspiring CIOs and experienced IT Managers succeed professionally by providing relevant current, complete, credible, crisp content in contemporary formats and platforms.

WHEN YOUR sales team walks into the office of a prospective client, whom do they meet first? A CIO? Not likely. Rather, they interact with an IT Manager. Wouldn’t you like to know him better?

Behind every CIO is a team of able IT Managers who act as gatekeepers when it concerns technology purchases for an enterprise. They engage with the vendor, understand the product features, negotiate the level of investment and, finally, propose to the CIO whom to place the order with.

PURCHASE ACTIVITIES

LEVEL OF ENGAGEMENT OF AN IT MANAGER

Approving technology purchases Strategic business decisions Supervision Evaluating vendors Determining technology needs Project planning and execution 1 LOW

02 - INSIGHT.indd 6

2

3

4

“Our business is 95% technology-based.

For me to be able to make the right and informed decision, I would depend on the IT Manager”

C R NARAYANAN, CIO Tulip

“My IT Manager is my TECH MAN–his inputs are very vital when it comes to making decisions on technology”

EXTREMELY HIGH

5/24/2011 2:18:42 PM

Two-thirds of decisionmakers rely on word of mouth and thirdparty resources before choosing a vendor*

60% of IT Managers deeply influence the procurement of storage solutions for the enterprise

70% of IT Managers are often involved in the purchase decisions for connectivity solutions

SOURCE: TECH PURCHASING DECISION NETWORKS ROUNDTABLE REPORT MAR2006 BY UNIVERSITY OF VIRGINIA

SOURCE: IT NEXT SURVEY, MARCH 2011

SORUCE: IT NEXT SURVEY, JANUARY 2011

IT Manager: Know their Minds Learns better by trying than merely reading: Given their technical background, IT Managers do not favour experimenting and are biased towards action than mere ideageneration. This implies that they respond positively to learning styles that make them try things rather than just listen to presentations. Hence, a successful thought leadership engagement should involve a workshop where the audience gets to experience the problem and the proposed technological solution. IT NEXT case study worskshops are designed considering the learning style of an IT Manager. It is not surprising that 70% of attendees at our events have rated our workshop formats as “good” and “excellent”.

Seeks career growth: Sounds obvious but this is an area where marketers can develop long-lasting relationships with their customers, if they plan it well. If you can consistently demonstrate that you are partners in the

A SUCCESSFUL enterprise marketing strategy is built around insights into consumer behaviour. A few questions that come to the fore while planning are: Where do the customers go to seek information, how do they consume information and what influences their decision-making. IT NEXT can provide answers to these questions. That’s because IT NEXT has studied the mind of an IT Manager, by commissioning custom research to map the personality profiles of our readers and understand how their professional and personality traits impact your marketing strategies.

To know more read the following: Makes peer-influenced decisionmaking: IT Managers are not risktakers and are very group-oriented in decision-making. This makes them favourably inclined to learning formats that make them interact with and listen to their peers. IT NEXT has consistently demonstrated that such formats can generate up to 40% lead generation in a single enagagement.

PERSONALITY MAP OF IT MANAGER

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5.00

Fores

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Low on Experimentation Prefers tried and tested approach, less inclined to go for unproven technologies and solutions

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Ass e

Sensitive

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t men i eve n Ach ntat io Or ie

Self-Assured

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KEY FINDINGS

10.00

Controlli ng

Ori e

ap Ad Ex

success of an IT Manager, the returns can be enormous for your company.

IT NEXT has a clear edge over other platforms when it comes to personal connect. IT NEXT is about people, a positioning which has seen about 500 IT Managers contribute to our content and more than 10,000 aspiring CIOs respond to NEXT100 initiatives.

Adapts to new online platforms: IT Managers are early adoptors of technology and are also more adaptive, as indicated in their personality profiling. New formats like social media, virtual conference are gaining preference with the community. A successful marketing plan cannot afford to ignore them. IT NEXT webinars have consistently witnessed higher participation and a healthy lead generation over the past six months. Our virtual conferences for 2011 are poised to deliver innovative marketing campaigns for our partners, as explained in the EVENTS section of the media kit.

t

Based on IT NEXT survey of 300 IT Managers

Highly Adaptive Once convinced readily adapt to new ways and technologies Less Individualistic Comfortable with groupbased decision-making and peer views

5/24/2011 2:18:42 PM

COMMUNITY DIVERSE

Who are they?

Manager IT

82% Senior Manager IT

11% Head IT

5% 2%

Asst Manager IT

Where are they?

28% Mumbai 22% Delhi NCR

across 15,000 companies

BFS I 7%

Infrastructure 7% Pharma 3% Media 2% Food & Beverages 2% Retail 2% Education 2%

14%

Travel 3%

Servic es

Where do they work?

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60,000 IT Managers

1. Print: Dynamic design, insightful articles on policy, strategy, best practices, innovation and technology to improve enterprise IT infrastructure 2. Events: Learning opportunity and face-to-face interactions with some of the world’s best technology experts, CIOs, senior-level IT professionals and managers across verticals 3. Online: An interactive platform for knowledge-sharing among peers and experts

ES IT/IT %

TECHNOLOGY managers a level below CIOs or CTOs are the key constituents of the decision-making process at an enterprise for all kinds of technology purchases. They are responsible for identifying the ICT needs of their enterprise, and deciding which technology and services to procure and from whom.

IT NEXT provides these IT purchase influencers a peerto-peer knowledge-sharing platform through a multipronged approach.

Man

37%ufacturing Others 7%

IT NEXT Audience: Your Key Lead

9% Bangalore 7% Chennai 6% Hyderabad 4% Pune 4% Kolkata 3% Ahmedabad 2% Coimbatore 1% Ludhiana 1% Vadodara 13% Other 300 Cities

Logistics 1%

Telecom 1%

5/24/2011 2:27:42 PM

Reach: Coverage Like No Other

N OIL

HDFC BANK

ITI

JUBILANT LIFE SCIENCES

BOMBAY DYEING

BANK OF BARODA

CANARA BANK BHUSHAN STEEL

LIC

BAJAJ BHARAT HEAVY ELECTRICALS (BHEL) ALLAHABAD BANK

YES BANK

JSL STAINLESS

PSL

PARSVNATH DEVELOPERS NMDC MPHASIS

Reliance

BIRLA UNION BANK ASIAN

PAINTS

AMBUJA CEMENTS

IT Managers Are Deeply Involved In Decisions about Connectivity Solutions

Upgrade connectivity solutions Project management Deploy connectivity solutions Conduct vendor negotiations Recommend connectivity solutions Evaluate connectivity solutions Identify connectivity solutions

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10

20

30

40

50

BINANI CEMENT BAJAJ HINDUSTAN

ADANI ENTERPRISES

AIRTEL

DEEPAK FERTILISERS & PETROCHEMICALS CORPN.

JAGRAN PRAKASHAN EDELWEISS CAPITAL

ACC

AHLUWALIA DHAMPUR CONTRACTS SUGAR MILLS

GODREJ BIOCON

SKS MICROFINANCE

ASAHI GLASS

10 HOT TRENDS IN 2011

Activity % of Respondents

0

ADHUNIK METALIKS

MOTHERSON PATNI COMPUTER SYSTEMS

GREAT EASTERN SHIPPING COMPANY

STATE BANK OF MYSORE

UNITED BANK HCL INFOSYSTEMS KINGFISHER AIRLINES CHOLAMALAM INVESTMENT & FINANCE COMPANY (CIFCL) APOLLO TYRES

DENA BANK

FEDERAL BANK

BASF NUVO

ANKUR DRUGS

Cambridge Solutions

NTPC LANCO INFRATECH GODREJ PATEL ENGINEERING PANTALOON RETAIL

BHARAT EARTH MOVERS (BEML)

NHPC

BRITANNIA HBL IDBI BANK

KARNATAKA BANK

VIJAYA BANK MOSER BAER

IDEA CELLULAR JET AIRWAYS INDUSIND BANK SREI INFRASTRUCTURE FINANCE

GAMMON

PANACEA BIOTEC

KARUR

Bajaj Auto VYSYA BANK

SATYAM COMPUTER SERVICES

GAIL GUJARAT STATE PETRONET Bharat Petroleum

ESSAR SHIPPING PORTS & LOGISTICS

BHARAT FORGE

RELIANCE CAPITAL

D B REALTY

ORIENTAL BANK

BAJAJ FINSERV

BGR ENERGY SYSTEMS

INFOSYS MAX TECHNOLOGIES

UCO BANK

ING VYSYA BANK

Bharat COCA COLA Electronics BATA MUNJAL SHOWA

CASTROL

BANK JINDAL STEEL & POWER AXIS

LAKSHMI VILAS BANK

TATA MOTORS

HINDUSTAN UNILEVER

BAJAJ ELECTRICALS

SUMI SYSTEMS

3I INFOTECH

MARUTI SUZUKI

RURAL ELECTRIFICATION

CENTURY TEXTILES

KOTAK MAHINDRA BANK RANBAXY LABORATORIES

STATE BANK OF INDIA

Mahanagar Telephone Nigam (Mtnl)

NAGARJUNA CONSTRUCTION CO.

UNITED BREWERIES

CENTURY PLYBOARDS JAI BALAJI

SYNDICATE BANK

HCL REFINERY PETROCHEMICALS

BANK OF MAHARASHTRA

Hindustan Unilever

APOLLO HOSPITALS

DABUR

Larsen & Toubro PUNJAB NATIONAL BANK

BOMBAY RAYON ADITYA BIRLA

AMTEK AUTO

CADILA HEALTHCARE AUROBINDO PHARMA

C&C CONSTRUCTIONS

Bharti Bilcare

Connect with the key influencers at the country’s leading enterprises. IT NEXT puts you in front of IT Managers in BS1000 and ET500 lists of companies

60

70

80

IT NEXT has 1 surveyed more than 500 IT 2 Managers 3 to identify 4 technology trends for 2011. 5 Leverage our 6 insights and 7 create successful engagements 8 with your 9 customers 10

Enterprise App (ERP, CRM, SCM) Green IT Mobile Computing Cloud Computing Business Intelligence Virtualisation Unified Threat Management Datacentre Management Wireless Broadband WAN Optimisation

5/24/2011 2:27:42 PM

PRINT IMPACTFUL

IT Managers in 8000 companies across 14 verticals and spread over 300 cities receive the magazine every month

A CASE AND A POINT

1

4

7

CREATING AWARENESS CLIENT OBJECTIVE

2

5

8

Improve awareness around desktop virtualisation for a leading virtual infrastructure solution provider Establish their product as the most effective virtualisation solution for an enterprise

IT NEXT RESPONSE 3

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9

PRINT OPTIONS 1-3D COVER 2-ENVELOPE BRANDING 3-CUSTOM PUBLISHING 4-INTERACTIVE QR CODES 5-FALSE COVER 6-BELLY BAND 7-POP UP 8-VIDEO ADS 9-ADVERTORIAL

Insightful Content: Thought Leadership in Black and White PRINT MAGAZINES continue to be the preferred source of information for IT Managers, and can be smartly leveraged by marketers to achieve branding and thought leadership objectives.

IT NEXT’S content is firmly focused on people. We provide readers the latest insights into management practices, career development methods and technology issues. By featuring a balanced mix of in-depth

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“Very well laid out, fantastic design, superb advertisements...

Way to go!!”

SHIVA SHANKAR SHIVA, Vice-President & Head—IT, Reliance Communications

feature stories, news, incisive commentary, case studies and detailed discussions, the print publication and its related website serve the needs of readers by keeping them informed and updated on a variety of strategic management, operational and career issues.

Our engaging design has made IT NEXT one of the mostread digital magazines online according to issuu.com.

Conceived an 8-page, visually appealing supplement Deployed 10 editorial man-days and 4 design man-days on proje Glossy supplement explained the key issues faced by IT Managers viz. the need for virtualisation, the benefits of the client’s brand recall for solution, cover innovations along with a schematic of the various components and expected cost savings achieved by deploying the client- recommended solution Supplement sent with the magazine to IT Managers across the country

70%

RESULT The supplement significantly exceeded client expections, in terms of quality and distribution

5/24/2011 2:09:05 PM

NEXT100 Special (January 2012): This issue profiles the NEXT100 awardees and the jury members. It will share lessons on leadership and achievement

downloads of the digital edition each month

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GEETHA NANDIKOTKUR Editor (Print) 15 years of experience

500

SHASHWAT D.C. Editor (Online) 10 years of experience

IT Managers have editorially contributed to IT NEXT since its launch in January 2010

JATINDER SINGH Sr. Correspondent 5 years of experience

BOSS TALK AND MONEYWISE Opinion columns which reflect perspectives on management and financial issues.

Authored by leading CEOs and CFOs. BOSS TALK | SUDHIR ARYA

OPINION

THE BIG Q A discussion of a real life IT challenge with solutions suggested by an IT Manager, a CIO and a solution provider.

MONEY WISE

THE BIG Q

GIRI GIRIDHAR Chief Financial Officer , Spandana

THE BIG QUESTIONS...

Justify IT or Business of IT

PEOPLE MANAGEMENT

Honesty Pays

I

T

oday, as I approach the final stages of my professional career, I continue to be inspired by my father’s teachings. He is a freedom fighter and in life has always done more for others, expecting very little for himself. He has an unshakeable belief that honesty is the best policy. This appear to be totally unrealistic in today’s era. I am not naturally honest myself, but oftentimes I am by chance. I sincerely try to be honest to myself first and then to others as well. Though, I often face criticism for being so straightforward in my approach, it remains my mantra of life.

So, one of the things that often cause me pain are the false claims people make in their resumes— about their achievements, beliefs, etc. Many aspiring candidates, in their quest to grab higher designations and salaries, write about accomplishments they actually never achieved. Having sieved through hundreds of such resumes, over a long period of time, I easily can evaluate where someone really stands. And the moment I question the achievements mentioned in the resume, many are unable to justify their claims.

It even goes beyond aspiring for jobs; Someone I know took credit for things he never did and received an award based on that, which turned out to be a turning point in his career. I know this for a fact because he took credit for work done by me and my team. A bigger shock came when the editor of the magazine instituting the award never responded when I countered the claims and the award.

Some dossiers that I received for evaluation for Next 100 awards are yet another example. One applicant falsified facts and sadly, I had no choice but to reject his nomination. Then, there is the case of a former member of my team (at a previ-

“When dealing with vendors, straighttalking is what earns respect rather than spinning the wheels”

SUGGESTED READ

The book tells you how to mobilise people and accelerate execution speed to implement strategic decisions.

WRITER: JOCELYN R. DAVIS, HENRY M. FRECHETTE AND EDWIN H. BOSWELL PUBLISHER: HARVARD BUSINESS PRESS PRICE: INR 995

ous workplace) who had resigned but he used his old visiting cards for a whole year to claim he still worked there. On two occasions, he met interviewers known to me, who called me to verify his credentials; to my utter surprise I found that he had also claimed credit for a project that was started after he had resigned.

I always teach my colleagues to be honest when writing their resumes, and while dealing with vendors. One can have momentary glories but they don’t last. You can get temporary satisfaction or advantage by fooling others, but not respect.

Using impressive language in a resume is good but leave out the false achievements. Similarly, when dealing with vendors, straight-talking is what earns respect. And finally remember, as Walter Anderson said, “Our lives improve only when we take chances—and the first and most difficult risk we can take is to be honest with ourselves.” So enjoy your career with pride and your head held high, with a proven and factual track record. Wish you all the best!

Sudhir Arya is Senior Vice President Corporate (IT), Amtek Group

ITNEXT | F E B R U A R Y 2 0 1 1

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joined ITC after passing out of IIM–Ahmedabad in 1987. This was when PCs were still 386 machines with Lotus 123, and expensive to boot. I will always remember J Narayan, one of the most progressive directors at ITC, who in 1987 ordered that every ITC manager should have a PC at his desk. We have clearly come a long way since, into the era of Web 2.0 and cloud computing.

To borrow from football parlance — does IT keep score or does it score goals? In today’s IT-enabled world, the IT function scoring goals all the time. However, the questions around the right IT strategy and appropriate investments continue to be fundamental to most of the companies.

Given that most of you will be in the middle of the budget process, this may be a good time to talk about positioning and approach of IT spends in your oraganisation.

What I believe is central to the problem is a lack of alignment on what the IT strategy should be like.

For most of us, understanding the business strategy and dovetailing IT strategy as a key enabler proves to be extremely critical, once we decide on a project. According to me there are two broad buckets of IT strategy — those that impact the operating model and those that define business strategy.

The operating model is the relatively easier part, even though 90 per cent of organisations struggle to get it right.

Its impact is seen through enhanced efficiencies and lower costs. For example: A simple payroll outsourcing process does away with internal payroll

“ In strategy, where innovation is required, metrics are harder to measure. What is required is a balancing interactions with both inside and outside world” teams, brings in best practices and lowers costs through an outsourcer.

Cloud computing, with all its newness, is an example of making the operating model more efficient.

The business strategy part is the difficult one. Getting closer to the consumer — what his changing needs are, the feedback, and the interactions,

?

CAN MANOJ ACHIEVE A BALANCE BETWEEN THE TIMEFRAME REQUIRED TO PUT IN A BI SOLUTION AND PROVIDE THE INFORMATION NEEDED FOR STRATEGY PLANNING? HOW CAN HE MEET KEY INFORMATION NEEDS WHILE THE BI ROLLOUT IS COMPLETED?

are changing every day. And hence, customer feedback forms have given way to data mining social networks on social platforms like Twitter and Facebook to understand what they want to say and do.

The role of IT in being the innovator within the organisation to help the business stay close to the consumer is a whole new ball game. In this space, the IT manager is not someone at HQ designing a system, but is required to work in the trenches, and be a part of the buzz, so that innovative solutions emerge. Getting closer to suppliers is another challenge — where EDI is getting transformed.

The challenges of measuring the cost-benefits of IT can be quite different In the operating model, improvement and productivity-driven IT, the key to selling good IT budgets, is to have great metrics and less chunky investments. The more variable and milestone-driven, the better.

In business strategy, where innovation is required, this is harder to measure. The role entails managing information (being the organisation’s Google) and managing interactions with the outside world (customers for instance). For a retail company, it’s about getting the consumer to spend more at its stores. Data mining customer spends to tailor-make offerings to customers is an example.

These applications usually sit on top of the underlying transactional systems in enterprises and therefore are relatively less expensive. These innovations also help maximise revenues — hence IT managers need to work with business managers to help quantify the additional revenues that these innovations bring in.

In a growing complex world, it is extremely imperative to recognise that your IT guy is a business partner, rather than just an employee.

I am quite sure that with this mindset, selling an IT budget to even the most hard-nosed CFO shouldn’t be a problem!

THE BIG

15MINUTE

TRAINING EDUCATION WORKPLACE COMPENSATION WORKFORCE TRENDS SKILLS DEVELOPMENT PERSONAL DEVELOPMENT

COPING WITH CTS PAGE 48

Opportunities at a glance

E

veryone seems to agree and predict that social media is the next thing to watch out for. The numbers and analysis seem to agree as well. Some findings suggest that social media is growing by 100% in India, and that the country is the fastest growing country on LinkedIn. Social media is definitely a buzz word today, and every now and then, one comes across a reference or an article on it in business magazines and IT journals.

Media and advertising necessarily follow consumer attention, which is shifting towards social media in a big way.

Internationally, most media companies, large and small, have mounted some sort of response to the phenomena of social media: they’ve launched their own blogs, added consumer commentary and Web 2.0 features to their sites, built or bought online communities, and promoted or distributed media products in online social environments.

The biggest advantage that this platform brings to the table is that it cuts across the entire value chain. Your stakeholders, competitors, customers, suppliers, agencies, employees, future prospects--all are on a common platform. It can cut both ways, as BP recently found out with negative PR. Therefore, it is all the more important that one approaches it with some thought rather than taking an “I too need to have something” approach. In this context, answering some simple questions will be useful: n How does this impact my organisation and specifically my function or my team? n How does it affect my customers? n Does it throw open some opportunities in the recruitment area?

The rise and the spread As everybody knows, social media first gained acceptance and prominence among individuals, particularly the youngsters. Be it Orkut or Facebook, social media was first embraced by individuals who recognised its power as a platform to connect and reconnect with their friends and families. Later benefits included knowledge sharing, recruitment referrals and of course, fun and entertainment. Very soon, it became a way of life. A vast population of young individuals became very comfortable using social media.

These early adopters carried the experience and expectations into their

IT STRAT

SOCIAL ONLY? NO MORE To leverage benefits of social media for your organisation, the approach has to be strategic and not just social A U G U S T 2 0 1 0 | IT NEXT

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IT NEXT | A U G U S T 2 0 1 0

MORE IMPORTANTLY, CAN HE DELIVER A SUCCESSFUL BI IMPLEMENTATION, GIVEN THE ATTITUDE OF A BUSINESS HEAD?

HERE ARE THE ANSWERS...

‘A COORDINATED EFFORT’ FIRST ANSWER

EXPERT PANEL

Manoj Dixit was studying a fresh set of MIS requirements when Vinod Bhatkar, VP–Sales and Marketing, called him in for a discussion.

Bhatkar had recently been brought into this role at Samtail, the mega retail company, and entrusted with formulating its growth and expansion strategy. Manoj is one of the three IT managers at Samtail.

“I need more support from IT. I cannot build a high-growth strategy for the company with the traditional MIS reports. These don’t provide the customer information that my business managers and I need,” said a slightly irritated Bhatkar.

Going through new MIS requirements, Manoj saw where Bhatkar was coming from.

“The kind of information you want will need a Business Intelligence and Analytics (BI/BA) solution. It can’t be produced out of the existing ERP system,” he said.

SUDISH BAL AN, BUSINESS DIRECTOR, TONIC MEDIA

AJAY SARTAPE, COO, IBEXIS

MAHESH F. PARDESI

“I’ve read about these solutions in a business magazine. I can arrange a special budget allocation for it from my strategy budget. But when can we have this up and running?” asked Bhatkar.

Manoj could sense that while Bhatkar was keen on a solution, he wasn’t aware of the deployment challenges. “A BI solution is not just about the budget, the processes and databases.

It is about ownership from the business managers,” he tried to explain.

“I can ask my managers to provide you with the support, but it is an IT solution and so has to be driven by you... and I guess a month’s time would be adequate for its completion,” said Bhatkar concluding the discussion.

Manoj wanted to say that for a BI solution to be successful, it had to be driven by the business manager and supported by the IT manager, and not vice versa. But, somehow he felt it would be a futile discussion; Bhatkar seemed to have unrealistic expectations of a BI rollout and had the mindset that anything to do with IT, had to be done by IT.

Your responses count. Log on to www.itnext.in/bigQ to submit your replies. The best entry will be published in the next print edition

Project Manager– Global Information Systems & Technology, Sodexo India On-site Service Solutions About me: A sports enthusiast, he is also the winner of the IT Next and APC Datacenter contest.

Since Manoj is left with no options but to take the responsibility of deploying the BI solution, he must do his spadework properly.

He must analyse the existing ERP thoroughly and simultaneously commence the work of implementing the BI tools by gathering the prerequisites, evaluating the different BI/BA tools available, and assessing the infrastructure changes needed in the current setup for implementing the BI solution. He must form the BI selection committee and include members from the business and IT teams.

He must identify the target users and determine the usage scenarios, as well as prepare a proof of concept. He must also arrange for vendors to conduct demos of BI. As regards meeting the current needs of his company’s sales and marketing department, it’s possible that the current systems are underutilised. A proper evalution of the same may show that there are areas where the current ERP system can come to his rescue. He can seek help from the existing ERP vendor/consultant to create and develop new MIS reports to crunch more out of the ERP system. But as ERP comes with a predefined set of report formats which are generally quite rigid, this solution could be an impracticable and an expensive one. He could suggest to his VP that the best solution would be to wait until the implementation of the BI/BA tool which can yield benefits such as: Accurate sensing of customers’ needs and requirements JIT (Just in Time) responsiveness to customers’ needs and demands Ability to adopt any market changes or shifts, including economic recessions Streamlined business processes which results in a cost-effective business operation Accurate business and sales forecasting

SECOND ANSWER The implementation of BI would be successful only if driven by business and supported by IT. That much is quite clear. BI implementations should be driven and sponsored by an executive who has bottom-line responsibility, has a broad picture of the enterprise objectives, strategy and goals, and knows how to translate the company’s mission into key performance indicators that will support the business intelligence strategy mission. Manoj has to convince Bhatkar that a successful BI implementation requires a coordinated effort across the dimensions of people, processes, technology and, of course, that the data and success of BI would rely on a joint effort between the business managers and IT.

NEXT

ITNEXT | F E B R U A R Y 2 0 1 1

workplaces. They wished and expected that the ease and comfort with which they connected with their friends on social networking sites should be replicated when they connected with their peers at offices. Their main point of argument was that why should it take more time to search for any info on the intranet for official work.

Before long, corporates started recognising the huge user base and growth of this media and the buzz started to get around on the social media and the opportunities it presented.

What are those opportunities?

The answer, unfortunately, is not as straightforward as setting up an email account or creating a Blackberry interface for it. Each social media site has to be seen as a different channel.

BY P R AV I N SAVA N T

WHO’S DRIVING IT?

THE SITUATION...

F E B R U A R Y 2 0 1 1 | IT NEXT

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IT NEXT | F E B R U A R Y 2 0 1 1

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INSIGHT Deep dives into the latest technologies and IT trends. Reviews of enterprise products and solutions.

15-MINUTE MANAGER

IT Strat Social only? No More THIS PAGE Golf Basics Dummies guide to golfing PAGE 50 Manage IT Sweat your IT assets PAGE 51 Training Calendar Career booster courses PAGE 52

?

BUSINESS INTELLIGENCE

MAHESH F. PARDESI, PROJECT MANAGER, SODEXO INDIA

15-MINUTE MANAGER Succinct aricles on strategies and personal development which help IT Manager improve efficiency and effectiveness.

MANAGER

Managed Services Special (March 2012): This issue examines the concerns pertaining to connectivity and networking infrastructure in enterprises. It will share tips, case studies and best practices for IT Managers for their ready reference

Group Editor 20 years of experience

INSIGHT | REVIEW

REVIEW | INSIGHT

DELL STREAK WITH ANDROID 2.2

Dell’s Streak 5-inch tablet has been updated with Android 2.2, offering a more refined experience to users

pounds, of course, the Streak feels light.

However, with a 5-inch multi-touch screen, the first impression is more “This is a phone by Dell” as opposed to “This is a tablet.”

The mechanical buttons along the upper frame of the device (Camera, Power, Volume) felt small and sharp and metallic. In the first few hours with the device, I found myself repeatedly hitting the Power button when I meant to use the Camera, and vice-versa. On the Streak’s front, the Back/Menu/Home buttons seemed nicely responsive to touch.

The screen is Gorilla Glass, and the Streak survived 3-foot and 5-foot drops onto a hardwood floor with no visible cracking, chipping or performance damage. As always, dropping your expensive mobile device is not recommended.

The touch-screen is responsive, with nary a need to jam a thumb into an icon in order to activate it. That being said, after months of staring at Samsung’s Super AMOLED screens for both the Samsung Galaxy S smartphone line and the Galaxy Tab, as well as Apple’s high-resolution Retina Display, the Streak’s screen came off as somewhat dim.

One of the Streak’s prime advantages seems to be battery life. Over two days of moderate use on WiFi networks—which included Web browsing, video, email, navigating, instant messaging, and picture taking—the device merely sipped power. Those who find themselves aggravated over plugging in their mobile devices by afternoon could find this a pleasant surprise. But the full picture of the Streak’s battery life, alas, can’t be offered thanks to the inability to test in 3G.

BY NICHOLAS KOLAKOWSKI

HEALTHY LIVING

COPING WITH CTS CTS FACTSHEET CTS IS THE #1 REPORTED MEDICAL PROBLEM, ACCOUNTING FOR ABOUT 50% OF ALL WORK-REL ATED INJURIES PRESENTLY, 25% OF ALL COMPUTER OPERATORS HAVE CTS WOMEN ARE T WICE AS LIKELY TO DEVELOP CTS AS OPPOSED TO THEIR MALE COUNTERPARTS THE FAIL RATE FOR CARPAL TUNNEL SURGERY IS OVER 50%

Blackberry thumb is a neologism that posits a form of repetitive strain injury caused by the frequent use of the thumb(s) to press buttons on PDAs, smart phones, or other mobile devices.

Are you experiencing excessive pain in the fingers of your hands, or a strange tingling sensation? Are you also a heavy user of technology, spending many hours on a computer or a smart-phone? If your answer to both these queries are in the affirmative, then you might be afflicted with Carpal Tunnel Syndrome or CTS. This common ailment usually afflicts the fingers of the hand, but one may experience pain, numbness and tingling sensations in the arm, which may extend to the shoulder and neck area. Here are some tips on how to reduce CTS pain:

D

ell intends its 5-inch Streak to be the first of many tablets rolling out over the next several quarters. In a September 2010 presentation at Oracle OpenWorld, CEO Michael Dell offered a sneak peek at a 7-inch tablet, while indicating the market segment was in a state of constant change and evolution.

That makes the Streak, already something of an artifact. In a market as hot as tablets, any model’s relevancy will drop precipitously as months go on—and the Streak’s already been on store shelves since early August 2010.

However, Dell is replacing the Streak’s Android 1.6 OS with an Android 2.2 (Froyo) update.

Although the Streak is intended as a hybrid between a tablet PC and smartphone, with the ability to make phone-calls, the company neglected to include a SIM card in the model sent for review to us. That limited testing to the Streak’s capabilities as a tablet, using WiFi.

Stretch and Clench: There are various stretching exercises of the wrist that are known to relieve the pressure that gets built up. One of the most basic and effective exercise is to rotate your wrists clockwise and counter-clockwise, and clench and unclench your wrists.

Immobilizing braces: A rigid splint can keep the wrist straight. A wrist splint helps limit numbness by limiting wrist flexion. Night splinting helps patients sleep.

Localized corticosteroid injections: Corticosteroid injections can be quite effective for temporary relief from symptoms of CTS for a short time frame while a patient develops a longterm strategy that fits with his/her lifestyle.

Medications: In special circumstances, various drugs can ease the pain and swelling associated with CTS. Nonsteroidal anti-inflammatory drugs, such as aspirin, ibuprofen, and other nonprescription pain relievers, may ease symptoms that have been present for a short time or have been caused by strenuous activity.

Hardware At 7.7 ounces, the Streak certainly feels hefty in comparison to 4.5 ounces for some Android smartphones. Weighed against the 3G-enabled Apple iPad at 1.6

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ITNEXT | F E B R U A R Y 2 0 1 1

I MAGING: SHIJIL NARAYANAN

Business Intelligence Special (October): This issue provides insights into various BI challenges and shares the best practices for BI planning and implementation at an enterprise

1500

CUT IT FRO M HERE

Security Special (July): This issue highlights the changing nature of security threats that endanger vital business assets and the technological solutions available to resolve them

YEARS OF EDITORIAL EXPERIENCE R. GIRIDHAR

PHOTO GRA PHY: JAYAN K NA RAYANAN

2011 SPECIALS

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PHOTO GRA PHY: PHOTO S.COM

Marketers are invited to leverage our special issues in 2011 to maximise benefits from a contextual mindshare with the IT Manager community.

Our editorial effort has always been to tap issues that impact the community and provoke their thoughts in finding the right solutions.

The content is created to enable our reader, the IT Manager, succeed at work.

PHOTO GRA PHY: JITEN GANDHI

IT NEXT’s special issues have been instrumental in igniting reader interest and providing a topical focus to IT Managers eager to lay their hands on best practices and the latest updates. The March 2010 issue was a landmark in IT NEXT’s publishing history with contributions by more than 60 IT Managers.

EDITORIAL FOCUS

I LLU STRATIO N: ANO OP PC

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Special Issues: Catalysing Change

The Streak’s 5.0-megapixel camera is pretty standard-issue for Android devices. In low-light conditions, the flash seemed short-range and weak.

The Streak’s size makes it slightly cumbersome as a camera, and the device often needed to be stabilized in both hands or against a flat surface in order to take a non-blurry shot. The camcorder was the bright spot here, shooting in 720p.

The Streak also offers a front-facing VGA camera. Unlike Apple’s iOS, with its comparatively easy access to the company’s FaceTime video-conferencing application, Android users will likely need to wait until third-party developers start exploiting the hardware for their own video apps; at the moment, there’s a decided lack of ways to use the front- and rear-facing cameras in combination.

Software Dell seems to have trod lightly when it came to skinning Android 2.2. When you startup the device, you’re presented with a default set of home screens, accessible by swiping: Home, Contacts, Email, Social, and Music.

From the home screens, users can use the icons along the bottom to access the phone, browser, or applications screens.

With its 1GHz Snapdragon processor, applications sped along with nary a stutter. The Streak also supports Adobe Flash 10.1, which remains a competitive differentiator for non-Apple tablets. Those who operate a Dell ecosystem will likely appreciate the ability to sync their multimedia and contacts with their PCs, while those with Google accounts will have the

THE POSITIVES:

THE NEGATIVES:

Replaces streak’s Android 1.6 OS with an Android 2.2

The first impression is more “This is a phone by Dell” as opposed to “This is a tablet.”

The Back/Menu/Home buttons seemed nicely responsive to touch Virtual keyboard includes Swype, for whose who want it. The keys seemed responsive and right-sized Front-facing VGA camera

Early reviews of the Streak complained about user-interface bugs At 7.7 ounces, it feels hefty in comparison to 4.5 ounces for some Android smartphones

FEATURES: PRICE: Rs. 34,550 BATTERY LIFE: 2 days (Moderate Use)

Gorilla Glass Screen 5.0-megapixel camera Compact, 6-inch wide x 3.1-inch high x .4-inch thin dimensions 1GHz Snapdragon processor Expandable 32GB Memory Supports Adobe Flash 10.1

usual Android-enabled access to Gmail and messaging.

Early reviews of the Streak complained about user-interface bugs. During a week’s worth of testing, few of those quirks made themselves known, although the testing device froze for a few minutes on two occasions (with no running apps). Both times, it returned to life after a liberal and repeated smacking of all mechanical buttons.

For enterprise users, the default Streak offers Quickoffice, calendar, integrated GPS leveraging Google Maps for on-theroad navigation. Syncing Exchange with the Streak is an exercise in hair-tearing aggravation, not entirely unexpected given Android devices’ inconsistent record in that area. The Streak’s virtual keyboard was another positive experience. It includes Swype, for whose who want it. The keys seemed responsive and right-sized.

Conclusion If you’re in the market for an Android smartphone, the Streak’s 5-inch screen and weighty form-factor might prove a bit too cumbersome for your needs.

If you want a tablet, that same 5-inch screen may prove a bit too small in comparison to the Apple iPad or host of 7-inch tablets now hitting the market.

That being said, a subset of the techbuying population will probably appreciate a smaller tablet, capable of being carried in one hand, which can also make phone calls. For those users, the Streak offers a solid, and fairly standard-issue, Android 2.2 experience.

F E B R U A R Y 2 0 1 1 | ITNEXT

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ONLINE INTERACTIVE

W W W . I T N E X T. I N

60,000 -plus IT Managers receive 1 daily newsletter and 2 weekly newsletters

A CASE AND A POINT

LAUNCH OF A NEW PRODUCT SUITE CLIENT OBJECTIVE To launch new suite of cloud -based solutions for leading communications solution provider Engage with 60 IT decisionmakers and understand user needs Create awareness for the product

IT NEXT RESPONSE Organised a webinar to engage with the community and share the benefits of the cloud-based solution Trained the client speaker on how to conduct a webinar Generated an online buzz on IT NEXT social networks and forums around the benefits of the new product Leveraged editorial experience to structure the flow of the presentation Developed a target list of IT Managers for direct telecalling

Webinar: a Cool Marketing Tool

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15,500

11,500

Visits Per Month

25,000

TRAFFIC GROWTH 10000

IT Managers have attended IT NEXT webinars

www.itnext.in

Mar-12 Projected Mar-11

2000

1000

generate leads and create awareness. In just over six months, we have connected our marketing partners with more than 1000 IT Managers through webinars.

IT NEXT webinars give following key benefits to sponsors: Quick turnaround time: We execute webinars with 40 attendees in 10 days, against a typical 20- day cycle for ground events Higher ROI: We often overdeliver on the number of attendees to our webinars, which also results in higher lead generation Post-webinar promotion: We host the webinar recordings on our website to encourage repeat viewings and create awareness with a wider audience

Awareness created among 60,000 IT Managers through electronic mailers 180 IT Managers attended the webinar Lead generation was higher than anticipated

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THE INTERNET has completely changed the way we communicate and collaborate with each other. Gone are the days when geographic limitations restricted the engagement you could have with your customers. Smart marketing planners realise that not only do webinars connect to a larger audience, but they are also more cost-effective and require less time than traditional marketing methods. They allow the presenters to interact with their audiences, providing a level of participation quite similar to a face-to-face interaction at on-ground event.

IT NEXT webinars are increasingly used by our partners to

RESULT

Dec-10 Aug-10

Mar-10

May-10

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SOLUTION CENTRES

CUSTOM NEWSLETTERS

SOCIAL NETWORKS

At 300 downloads per month per microsite, our content rich solution centres have been highly successful in driving targeted traffic to clients’ product portfolios

Leveraging our rich database, experienced editorial resources and strong design capabilities allows precise and cost-effective marketing communications

Our Linked-in and Facebook groups provide opportunities to engage and initiate discussions with IT Managers

Virtual Conference: Breaking the Boundaries VIRTUAL EVENTS are becoming an increasingly important part of the marketing mix. For marketers, virtual events can provide a rich source of marketing data, because the activities of each participant can be tracked and evaluated.

This is a very useful tool for sales people to know the quality of the leads they are pursuing.

Virtual events offer a number of ways for participants to connect and communicate. For example, webcasts, live presentations or pre-recorded videos where the presenters are available for question and answer sessions at the end of the event. Virtual booths, forums and designated

IT Next is “the best KISS (knowledge and information sharing suite)” RATNAKAR NEMANI GROUP CIO Himatsingka Seide

meeting places allow participants to connect with event staff or fellow attendees using online chat, video and voice. They can also share the findings with their online communities, often leading to viral

Surveys: Be the First to Know WHAT is the IT purchase plan of your target companies? What solutions are they looking for? What is the expected demand potential for a new product launch? These are some of the questions marketing professionals have to tackle every now and then. IT NEXT online surveys can help you find answers to these questions, and more. Our success in conducting more than ten sponsored surveys in the first year testifies to our deep connect with the IT community and the expertise of an in-house team of technology specialists and researchers who are well versed in the art of conducting insightful surveys.

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popularisation of an event.

IT NEXT has created a portfolio of virtual events.

Starting with INFOSEC, an information security conclave, it will lead to NEXTCONNECT, our telecom-focused platform.

INFOSEC is designed as a hybrid event which includes a three-city faceto-face engagement supplemented by a 30-day virtual conference.

IT NEXT will also create custom virtual events acrosss mutiple communities by leveraging our brands like CTO Forum, CFO India, Digit and Industry 2.0

2500

500+

IT Managers connected through surveys in past 10 months

members on social forums

ITNEXT.in presents numerous advertising options to deliver interactive ROI-driven campaigns n

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Banner Ads Site Capture Electronic Direct Mailers

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Newsletter Banners Videocasts Podcasts Slide Shows

5/24/2011 5:35:19 PM

EVENTS E N G A G I N G

1000

IT Managers have participated in IT NEXT events over the past 12 months A CASE AND A POINT

Custom Offsite CLIENT OBJECTIVEs Engage a leading security solution provider with a select group of its customers at an offsite Establish client as a thought leader in security domain Help attendees build a security roadmap for their enterprise

IT NEXT F2F: Engage Buyers with Sellers NOTHING BUILDS relationships like face-to-face contact. IT NEXT events create an environment where cutting-edge information is shared, networking is nurtured, contacts made and partnerships forged. By bringing together industry experts, IT Managers and IT NEXT editors discuss and debate today’s most critical issues and trends. IT NEXT events provide an ideal environment

for advertisers to connect with customers.

IT NEXT has created a slew of branded events like INFOSEC, BI Conference, NEXT100, and the NEXTCONNECT Seminars, which coupled with our innovative formats and top-notch speakers, create a perfect platform to generate leads and establish long lasting relationships with technology buyers.

How did the attendees rate the IT NEXT event fomat?

Excellent

54% Good

39% Average

4% Poor

3%

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43% Client Conversion at IT NEXT Events

IT NEXT RESPONSE Editorial team consulted the client and developed an impactful agenda for the event Agenda included various workshops and a security game to sustain audience interest The audience acquisition team was deployed to target attendees from the client’s wishlist Extensive logistical arrangements were made to pick up the attendees from their respective locations in different cities and transfer them to the venue Premium venue location identified to host participants Safari dinner organised to entertain attendees and allow for an informal networking with client’s sales executives IT NEXT presented premiumbranded memorabilia to attendees RESULT 60% higher turnout than expected Highly satisfactory engagement between client and attende Attendees impressed with the agenda and hospitality IT NEXT awarded a contract to execute a similar event in another city

5/24/2011 2:35:51 PM

NEXT100 Book A highquality book with winner profiles and sponsor message

Technology Awards Felicitate individual excellence in specific technologies

Award Webcast Live broadcast of the awards ceremony. 4000+ IT Managers viewed this online in 2010

NEXT100: the Game Changer

NEXT100 connects you with the 100 future CIOs of the country who are selected through a rigorous process and vetted by more than 30 leading CIOs. The engagement runs for nine months, starting in June, with multi-city workshops, and ending in February with NEXT100 CLUB events.

“Thanks again for organising such a grand event...”

ASHISH SHAH, AVP IT Future Generali India Life Insurance Co. Ltd NEXT100 awardee 2010

“Congratulations for organising such a professionally managed event. The memories of this event will never fade from our minds for years to come.”

DEEPAK AGARWAL, DGM, Indian Oil NEXT100 awardee 2010

“Heartiest thanks to you for conducting NEXT100 CIOs search and giving us such a valuable platform.

Winning the NEXT100 Award is an unforgettable moment of my life.”

VINAY VERMA, Sr. Manager, Panasonic NEXT100 awardee 2010

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72,000

INFOSEC

IT MANAGERS REACHED VIA MAILERS

A multi-city ground plus virtual event designed to engage on information security issues faced by enterprises

11,929 UNIQUE VISITORS TO THE NEXT100 SITE

450 IT MANAGERS TOOK LEADERSHIP TEST

36

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BI CONFERENCE

a

b

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a

b

c

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a

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a

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EMINENT CIOS AS JURY MEMBERS

MULTI-CITY WORKSHOPS “GET READY SERIES”

IT NEXT EVENTS 2011

A multi-city full day summit focused on business intelligence solutions and global best practices

NEXTCONNECT A full-day workshop to discuss best practices in deploying and managing connectivity and collaboration solutions

5/24/2011 2:36:09 PM

COMPETITIVE

R AT E CARD French Window Inside Front Cover

Trim Size: 20.5 X 28 cm Bleed: 21.1 X 28.6 cm

Print Rate Card Position

Price in

Full Page

135,000

Double Spread

230,000

Back Cover

280,000

Inside Front Cover

250,000

Inside Back Cover

250,000

HPC-Colour

85,000

Strip/Qtr Page-Colour

40,000

1st Double Spread

260,000

Page Facing IFC

180,000

Half Page Double Spread

190,000

Page Facing Editor’s Page

170,000

Back Cover

Inside Back Cover

Full Page Front Cover Flap

Trim Size: 20.5 X 28 cm Bleed: 21.1 X 28.6 cm Trim Size: 41 X 28 cm Double Spread

Trim Size: 20.5 X 28 cm Bleed: 21.1 X 28.6 cm

Bleed: 41.6 X 28.6 cm

Reverse Gate Fold

Size: 20.5 X 14 cm Bleed: 21.1 X 14.3 cm Half Page Half Page

Trim Size: 41 X 28 cm Bleed: 41.6 X 28.6 cm

Size: 10.3 X 28 cm Bleed: 10.6 X 28.6 cm False Cover

Full Page with Tab

Book Mark Wrap Around

Trim Size: 20.5 X 28 cm Bleed: 21.1 X 28.6 cm

Online Rate Card

TOP BANNER Specification 728px X 90px

Activity

Price in

eDM Leading Banner Right Hand Side Weekly Newsletter Banner Daily Newsletter Banner Webinars Case studies/White papers Virtual Conference Webchats Videocasts/Podcasts

70,000 per EDM 100,000 per month 80,000 per month 60,000 per month 80,000 per month 5,000 per attendee Based on downloads Based on attendance 3,500 per attendee Based on downloads

RIGHT SIDE BANNER Specification 300px X 250px

TOP BANNER Specification 470px X 60px

CENTRE BANNER Specification 180px X 150px

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CONTACT DETAILS NATIONAL HEADS

WEST

NORTH

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Siddhant Raizada +91-9873555231

Hafeez Shaikh +91-9833103611

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B.N.Raghavendra +91- 9845381683

sachin.m@9dot9.in

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