You are on page 1of 78

Detailed Course Outlines of Term-VI (2018-19)

1. International Economics (EC-211)


Course Name/Code EC 211

Term PGP II, Term VI

Name of Course Instructor Prof. Parthapratim Pal

Course Prerequisites (if any) Familiarity with basic microeconomics and macroeconomics is
required. The student is expected to understand calculus and basic

Restrictions on course registration

Minimum number of students required to offer 10

the course

Session Plan
Session 1 Introduction
1. What international economics is all about
2. Brief introduction to international trade and international capital flows
3. Why countries trade- different motives for trading
4. How trade theory and policy have evolved over the years- Mercantilism
5. Introduction to the theory of Absolute Advantage and the theory of comparative advantage

Session 2 Basic models of international trade I

1. Basic derivation of theories of comparative advantage
2. Gains from trade
3. Implications of the comparative advantage model
4. Shortcomings of comparative advantage

Session 3 Basic models of international trade II

1. Brief introduction to Hecksher Ohlin model
2. Standard trade theory
3. Some important results based on standard trade theory

Session 4 International Trade in presence of imperfect competition
1. Internal economies of scale and trade
2. External economies of scale and trade
3. Production networks
4. Special Economic Zones
Session 5 Trade Policy Instruments
1. Tariff
2. Quotas
3. Tariff rate quotas
4. The concept of ‘dumping’
5. Introduction to WTO

Session 6 Present multilateral trading system

1. WTO
2. Various components of WTO
3. WTO and trade in goods
4. Implications of WTO rules for developing countries

Session 7 More on WTO

1. Non-tariff Measures in WTO
2. Trade Related Intellectual Property Rights
3. General Agreements on Trade in services
4. The Doha Development Round

Session 8 Regional Trade agreements

1. Regional trade agreements
2. Case Study of India-ASEAN RTA
3. Global trading pattern, how it has changed over the years, emerging features
4. Trade and trade facilitation;
Session 9 Trade and Poverty and Human Development
International movement of factors: Migration

Session 10 International economics and balance of payments

1. various components of BOP
2. Capital flows
3. Discussion on types of capital flows
4. Economic implications of Capital flows

Session 11 Capital Glows and internationalization

1. Debt crisis of the 1980s
2. Change in the pattern of capital flows in the 1990s, Global and Indian trend in capital flows
and current account balance
3. Non-equity Mode of production

Session 12 Open Economy macroeconomics I
1. Consequences of capital flows
2. Monetary management of capital flows
3. The impossible trinity
4. Sterilization of capital flows

Session 13 Open Economy macroeconomics II: Exchange rate management with an open capital account
1. Fixed versus flexible exchange rates
2. India’s exchange rate policy
3. Reserve accumulation
4. How central banks manages capital flows
5. Discussion on capital controls

Session 14 International Monetary System

1. History of international monetary system
2. Bretton Woods System
3. Breakdown of Bretton Woods system
4. The present global monetary system and its functioning
5. Bretton Woods 2?
Session 15 Guest Lecture 1: India and international trade
1. Evaluation of India’s export-import policies
2. Setting up an export oriented unit in India
3. Trade incentives given by the government
Session 16 Guest lecture 2. Policymakers view on international trade
Session 17-20 Group presentations by students (may vary depending on the number of registrations)

B. Mode of evaluation (This may change depending upon the number of registration)

1. Mid-term examination -40%

2. End-term examination -40%
3. Group presentation- 20%

C. Textbook for the course: Basic text for this course is ‘International Economics: Theory and Policy’, by
Krugman and Obstfeld (latest edition available). Other reading material will be uploaded to courseweb.

2. The Economics of Business Policy (EC-227)

Prof. Anindya Sen

Internationally, a lot of integration is taking place between economic theory, particularly industrial
organization theory, and management strategy theory. On the one hand, industrial organization
theorists are trying to draw on real life management practices to develop newer and more relevant
theories. On the other hand, management strategy theorists are coming to depend on industrial
organization theory to provide a general framework for organizing the otherwise incoherent mass of
facts available to them.

In this context, the current course seeks to provide management students with an introduction to the
interface between industrial organization theory and strategic management theory.


D.W. Carlton and J.F. Perloff - Modern Industrial Organization, HarperCollins Publishers.
Luis Cabral – Introduction to Industrial Organization, The MIT Press.

Supplementary Readings:
Jean Tirole - The Theory of Industrial Organization, The MIT Press.
Oz Shy - Industrial Organization, The MIT Press.
F.M. Scherer and D. Ross - Industrial Market Structure and Economic Performance, Houghton
Mifflin Company.
John Kay - Why Firms Succeed, Oxford University Press.

Other references will be provided as and when necessary

Students will be graded on the basis of a mid-term examination (accounting for 50% of the total
marks) and a final examination (accounting for 50% of the total marks). Exams will not, in general,
be cumulative, but if sufficient material is not covered before an exam, some material from earlier
part of the course might be included.


1. Costs
Opportunity Cost; The Production Possibilities Curve; Transaction Costs; Rationality; Marginal
Analysis; Production Costs (Costs in the Short Run; Costs in the Long Run; The Relationship
between Short Run and Long Run Cost Curves); Multi-product Firms

2. Value
(Added) value from the point of view of the firm: The concept of economic profit: EVA:
Demand-supply Analysis and Value: (Added) value from the point of view of the market;
Government Intervention in the Market: The Elasticity Concept

3. Uncertainty, Information and Game Theory

Uncertainty (Choice under Uncertainty; Attitudes towards Risk; Value of Information and
Option Value); Information (The Principal-Agent Framework; Moral Hazard and Adverse
Selection Problems); Game Theory (Normal Form Games and Extensive Form Games;
Dominant Strategy Equilibrium; Iterated Elimination of Dominated Strategies; Nash Equilibria;
Mixed Strategies)

4. Market Structures
Perfect Competition; Monopoly; Contestable Markets – the Impact of Potential Entry; Theories
of Oligopolistic Competition

5. Collusion, Entry Barriers and Entry Strategies

Collusion (Explicit collusion and Tacit Co-operation); Entry Barriers and Limit Pricing
(Absolute Cost Advantage; Product Differentiation Advantage; Economies of Scale; The Limit
Pricing Model); Other Models of Entry Deterrence (Building Extra Capacity: Commitment and
credibility; Plant Proliferation; Product Proliferation; Reputation; Predatory Pricing; Strategic
Groups and Mobility Barriers); Entry Strategies

6. Pricing Strategies
Price Inertia: The Kinked Demand Curve Model; Cost-Plus Pricing; Price Discrimination; Tying
and Bundling; Auctions; Quality and Pricing

7. Product Differentiation
Monopolistic Competition; Duopoly models; The Hotelling Model; Advertising

8. Firm as the Source of Profit

Theory of the Firm (The Concept of Proprietary Assets; A Resource-based View of the Firm); Architecture;
Reputation; Knowledge; Creation of Quasi-rent; Sustenance and Appropriation of Quasi-rent ; Strategic Assets
9. Multi-market Operations
Types of Multi-market Operations; Vertical Integration; Conglomerate Diversification;
Internationalisation; International Production as an Alternative to International Trade; Strategic
Motivations for Multi-market Operations

10. Architecture I: Internal Architecture and the Organisation Structure

Internal Architecture; Designing the Organisation Structure; Organisation


11. Architecture II: Compensation and Performance Evaluation Systems,

External Architecture and Corporate Governance

Designing the Compensation System; Designing the Performance

Evaluation System; External Architecture; Corporate Governance

12. Requirements for Long Term Success

The Basic Hypothesis; Why Do Successful Firms Decline? Requirement 1:

Innovation; Requirement 2: Growth; Requirement 3: A Changing Product
Portfolio; Requirement 4: Entrepreneurship; Requirement 5: Luck

13. Regulation and Privatization

Regulation (Price Controls; Rate of Return Regulation; Alternatives to Regulation;
Environmental Regulation); Privatization (Reasons for Privatization; Techniques of

Privatization; Obstacles to Privatization; Privatization in India); A Model of the Interaction
between Private and Public Sector

14. The Environment of Business

Competition Law; Different Approaches: The Indian Context; Competition Law in India

3. Select Issues in Banking and Monetary Policy (EC-241)

(Instructor: Partha Ray)

The aim of the course is to introduce some contemporary issues on banking and monetary
policy. The course will be a mix of theory, experience and policy, with a distinct tilt towards
some of the applied aspects of commercial and central banking. The course can be appreciated
with some background in macroeconomics and can act as a useful knowledge base to anyone
with interests / career plans in the financial sector.


This is a one and half credit course and will be spanned over 10 lectures. Assessment will
be based on a closed book test at the end of the lectures.

Session Plan

Lectures 1 & 2: Why do banks exist?

Reading List:

 Ferguson, Niall (2008): The Ascent of Money, Penguin books, Chapter 1, “Dreams of
 Diamond, Douglas W. and Philip H. Dybvig (1983): “Bank Runs, Deposit Insurance, and
Liquidity”, Journal of Political Economy, Vol. 91, No. 3 (June 1983), pp. 401-419,
available at

Lecture 3 & 4: Capital based bank regulations: Basel I, II and III

Reading List:

 Dewatripont, Mathias., and Jean Tirole (1994): The Prudential Regulation of Banks,
Chapter 11 on , “Analysis of Basle Accords”, MIT Press, Cambridge, Massachusetts.
 Basel Committee on Banking Supervision (2011): “Basel III: A Global regulatory
framework for more resilient banks and banking systems”, available at

Lecture 5: Macro-prudential banking regulation

Reading List:

 Bank of England (2011): Instruments of Macro-prudential Policy, Discussion Paper,

available at

Lectures 6 & 7: Monetary Transmission Channels: Differing Perspectives

Reading List:

 Blanchard, Olivier Jean (2001): “Why Does Money Affect Output? A Survey”, Chapter
15 in Benjamin M. Friedman and Frank H. Hahn (eds.): Handbook of Monetary
Economics, Volume 2, Elsevier.

Lectures 8, 9 and 10: Monetary Policy Operating Procedures in select countries: US, Euro
Area, UK and India

Reading List:

 Borio, C E V (2001): “A Hundred Ways to Skin a Cat: Comparing Monetary Policy

Operating Procedures in the United States, Japan and the Euro Area”, in BIS Papers No.
9, Bank for International Settlements, Basel, available at
 Gray, Simon and Nick Talbot (2006): Handbook on Monetary Operations, Bank of
England CCBS Handbook No 24, available at
 Reserve Bank of India (2011): Report of the Working Group on Operating Procedure of
Monetary Policy, available at

4. Games and Information (EC-247)


Instructor Arijit Sen
Term PGP II, Term VI
Credits Three credits
Enrollment Cap Eighty PGP II students
Prerequisite DECISIONS AND GAMES or an “equivalent” course

Private information and strategic behaviour interact in interesting and complicated ways. Sometimes a person wants
the world to know what she knows, but can’t find a credible way to transmit her information. At other times, she
wants to hide what she knows, but her actions betray her and publicly reveal her information. In many cases, a policy
designer’s inability to collate diverse pieces of information residing with dispersed economic agents prevents her from
formulating effective policy. This second course of the two-course sequence focuses on two substantive issues
relating to Information and Strategic Behaviour: (a) how to “play” in strategic environments when information is
asymmetrically distributed among players; and (b) how to “design” strategic environments so that players will play in
a priori desirable ways.

Course Topics
Static Games and Bayes-Nash Equilibria; Dynamic Games and Perfect-Bayesian Equilibria;
Learning from the past, Bayes Rule, and Forward Induction Refinements


Information Problems in Cooperation Dilemmas; Reputation-building in Coordination
Games; Wars of Attrition under Asymmetric Information


Beliefs about Other’s Beliefs and Strategic Behaviour; Theory of Global Games;
Applications to Bank Runs and Currency Crises


The Logic of Signaling: Product Warranties and Dividend Policy; The Logic of Screening:
Price Discrimination, Yield Management, Commodity Bundling, and Versioning


Credit and Insurance Contracts; Managerial Incentive Contracts; Capital Structure and
Venture Capital Contracts


Bidding Strategies in Alternative Auction Formats; Interdependent Values and the Winner’s
Curse; Rent-seeking, Patent Races, and other Contests
Mechanisms and the Revelation Principle; Dominant-strategy and Bayesian Mechanisms;
Applications to the design of Auctions and Contests


Strategic Voting and the Design of Majoritarian Rules; Bargaining under Asymmetric
Information; Arbitration Design and Alliance Design


Design of Permits Markets for Externalities; Design of Contribution Schemes for Public
Goods; Principles of Market Design: Matching Markets and Markets for Merit Goods

Basic Texts Steven Tadelis: Game Theory – An Introduction

Eric Rasmusen: Games and Information

Bedside Books Thomas Schelling: Micromotives and Macrobehaviour

Adam Brandenburger and Barry Nalebuff: Co-opetition

Course Pedagogy As in the case of the first course, this course will also take a predominantly “intuitive”
approach, where theoretical concepts and constructs will be introduced and analyzed through a series of Discussion
Problems and Classroom Experiments.

Course Evaluation Classroom experiments will constitute 15% of grade; an in-class mid- term exam will
constitute 35% of grade; and a comprehensive end-term exam will constitute 50% of grade.

5. Topics in Macroeconomics (EC-256)

Topics in Macroeconomics
Instructor: Soumyen Sikdar
Credits: 1.5
The purpose of this course is to acquaint the students with some important issues and developments in modern
macroeconomics. It will build on the basics they have learned in the compulsory economics courses.
Evaluation: One quiz ( 20%) and one endterm examination (80%)
Lecture Plan
Lecture 1.An overview of post Keynesian developments in macroeconomics
Lecture 2. The Ramsey-Cass- Koopmansmodel , the Diamond model,possibility of dynamic inefficiency.
Lecture 3.Asset bubbles and stability
Lecture 4, 5.Short run management of the economy in a globalized world.
Lecture 6.Expectations in macroeconomics, the Efficient Market Hypothesis
Lecture 7.Budget deficits and fiscal policy, the Ricardian Equivalence debate.
Lecture 8. Endogenous growth
Lecture 9. Consumption and investment, the random walk hypothesis
Lecture 10.Financial crises, the Great Depression and the Global Financial Crisis of 2008
Selected chapters from
O. Blanchard and S. Fischer: Lectures on Macroeconomics
L. Copeland: Exchange Rates and International Finance
D. Romer: Advanced Macroeconomics

6. Global Political Economy of the 21st Century (EC/PP-266)

1. Course Title: Global Political Economy of the 21st Century (Cross

Listed Course – PPM and Economics)

2. Course Instructors:

a. Partha Ray (PR), Professor, Economics Group

b. Biju Paul Abraham (BPA), Professor, Public Policy and Management


3. Offered for: Term VI

4. Course Objective: The course aims to expose students to contemporary

global economic developments and relate it to changes in the regional and

global political environment so that they gain a better perspective of the

current global, regional and national business environment. The primary

focus of the course will be on discussing the background and context of

global economic and political changes in different regions / countries of

the world that are of current concern. Its special emphasis is on the

political economy of the US, Europe, Japan and the BRICS countries.

5. Evaluation Procedure:

a. Two Announced Quizzes – each with 10 percent (one pre mid-term

and the other post mid-term)

b. One Mid-Term exam – 40 percent (one long and a few Short-answer

type questions)

c. One End-Term exam – 40 percent (one long and a few Short-answer

type questions)

6. Cap on Students enrolment – 60

7. Course Outline
No. Broad Heading Instructor Broad Outline
1 Introduction BPA & PR Introduction to Global Political Economy
2 Global Economic Trends PR Economic Forces behind Globalization –
and Challenges Long-term trends in Global Growth – Recent
protectionist tendencies in developed
3 Politics of Globalization: BPA The post-war world order – Rise of US power
Trends and Challenges - the collapse of communism and the rise of
new powers in the International political
system – The challenge of integrating new
powers in the global political architecture

4 International Political BPA United Nations and its various Agencies;

Institutions Global Groups (G7 / G8 or G 20); the role of
the G7 during the Cold War, the co-option of
Russia and the formation of the G8; the rise
of the G-20 post-2008; legacy issues
impeding reform of global institutions.

5 International Economic PR Global Economic and Financial Architecture -

Institutions IMF, World Bank, WTO, BIS and global
financial regulatory bodies (such as FSB,

6 The Euro Area PR The Euro-area crisis with special reference to

the Greek and the Irish economy

7 Politics of the European BPA The impact of the EU on global and regional
Union politics; Political impact of the Euro crisis;
political impact of the current refugee crisis
on the EU

8 Brexit PR & BPA Economic and Political factors leading to

Brexit; Its possible impact on EU and global
economy and polity
9 Asia – with special PR Emergence of China as an industrial
reference to China superpower – global imbalance - Chinese
Currency Misalignment as a strategy of trade

No. Broad Heading Instructor Broad Outline
policy - Recent growth deceleration in China

10 Asia – with special BPA The ‘re-emergence’ of China and its impact
reference to China on global politics/institutions; China-
Mid –Term Examination
11 Economic Trends in Asia BPA Long-term stagnation in the Japanese
– Japan economy – bursting of asset price bubble –
emergence of quantitative easing – the
demographic crisis – Abenomics.
12 Political trends in Asia – BPA Japan in East Asia – Japan-China relations –
Japan Constitutional changes and its potential
13 Economies in Middle East PR Middle East Economies - Exchange rate
and North Africa arrangement among GCC countries-
Economics of Oil Price and its recent
collapse – Resource Curse
14 Gulf Politics, Syria and BPA Oil and Geopolitics in the Middle East and
the Middle East Crisis North Africa; The impact of religious conflict
on Arab and Gulf geopolitics; Syria; the rise
of ISIS and its impact on MENA politics
15 Russia and CIS Countries PR Emergence of Russia as a 21st century
economic power and its recent downturns –
CIS countries & their economic potential

16 Russian and the Second BPA The downturn in US-Russian relations and its
Cold War impact on global politics; US-EU-Russia
relations – the impact of EU’s energy
dependency on Russia and Russia’s actions
in its neighbourhood – Ukraine

17 Latin American PR Latin American economies with special

Economies reference to Brazil (emergence of an
economic power house and its recent
downturns) and Argentina (Debt crisis and

18 Latin American Politics BPA Brazil, Argentina, Venezuela and the re-
emergence of Latin America as an
independent actor since the 90s; Politics of

No. Broad Heading Instructor Broad Outline
free trade in the Americas; Brazil and BRICS
19 South Africa PR & BPA Trends in South African economy and polity –
tow commodity prices and its impact – inter-
race relations and political trends
20 Summing -up BPA & PR Conclusions and summing-up

8. Text: Ravenhill John (2016): Global Political Economy, Fifth Edition (Oxford:
Oxford University Press).

9. Reference: Instructors will refer to relevant articles that will be distributed in the
class / uploaded in course-web.

7. Credit Risk Management (FI-282)

PGP II – Elective Finance & Control

Course Instructor: Deb Ghosh
Term / Semester: VI- 2017-18
Credits: ½ unit
Duration: 15 hours

Course Learning Objectives

1. Understanding Credit risk, Market risk and Counterparty risk and differences thereof.
2. Risk Management practice in Banks for different types of counterparties – corporate, sovereigns, Financial Institutions, Hedge funds & CCPs
3. Theoretical understanding of the risk models for single counterparty / portfolio level default, correlated defaults, recovery rates .etc
4. Evolution of Risk management – Post Crisis and impact of regulatory changes affecting Derivatives trading and managing Derivatives risk.

1 Course work – Project I 20%

2 Course work –Project II 20%

3 Final Term 60%

Course Outline

 Introduction:
i. Credit Risk
a. IRBA (Internal Ratings Based Approach)
b. External Ratings and Transition Matrix
c. Early Warning signs
ii. Sovereign Risk
a. Ratings / Outlook
b. CDS spreads and Sovreign Bond risk premium
c. Private Risk Insurance and Political risk cover
iii. Risk Mitigants
a. ISDA Framework

b. CSA and Collateral calls
iv. Derivatives Global Markets
a. Rates and Fx products, Equities and Commodities, Credit derivatives
b. Repos and Bonds options
v. Trading markets
a. OTC
b. Listed

2. Risk Management Practice and Process in Banks

a. Corporate & Investment Banking

i. Credit Approval Process
ii. Credit Policy and Underwriting standards
b. Financial Institutions Group (includes Sovereign)
i. Global Credit Lines, VAR limits, Market Risk Limits
ii. Country Limits
c. Investment Markets & Markets Infrastructure
i. Regulated Funds and Asset Managers
ii. SPVs and importance of bankruptcy remote structures and liquidity lines
iii. Hedge Funds and Funds of Hedge Funds
iv. ETFs
v. CCPs

3. Single Counterparty Default Risk

i. Credit Scoring Metrics in banks / FIs
ii. Altman - Z Score
iii. Structural vs Reduced form Models
1. Merton
2. KMV - edf
iv. Market driven risk indicators – CDS and credit spreads

4. Course Work: Project I Risk Analysis Workshop on Global Commodity Traders

i. Review pre / post Financial crisis period
ii. Review triggers for corporate actions
iii. Performance in the recent commodity crisis period 2014-2016

5. Portfolio Models for Default & Recovery

i. Actuarial Model
ii. Credit Risk + .. Expected Loss / Unexpected Loss and Economic Capital
iii. Credit Metrics and CVA origin
iv. Correlated defaults – debt levels vs firm (asset returns) volatility

6. Counterparty Risk
i. VAR definition and fundamentals- PV, PFE and simulation process
ii. Understanding Counterparty risk and measuring exposure to counterparty risk
iii. Credit Value Adjustment (CVA), MPNV+, EPE …etc
iv. Liquidity Value Adjustment (LVA)

7. Market Risk
i. Market Risk indicators, measure of market risk
ii. Stress Testing VAR on CVA, and market scenario
iii. Wrong way Risk
iv. OTC market vs Listed market
v. CCPs and changes in the trading infrastructure post crisis

8. CDS /Legal Framework and Collateral Management

i. CDS – risk arbitrage, evolution of CDS market post crisis, pricing and market recovery rate vs LGD.
ii. CDS pricing and examples of inversion in price curves
iii. Difference between CDS market/ Bond market and CDS price vs credit spreads

iv. CDS indices as hedging CVA and CVA trading
v. Legal Framework
a. ISDA and CSA
b. GMRA and GMSLA for Repos and SLAB
vi. Collateral Management

9. Basel III & Dodd Frank

i. Background to Basel III and summary of Basel I /II
ii. Regulatory Changes in Pillar I affecting Capital adequacy and Credit exposure coverage
iii. Importance of Stress Testing (VAR on CVA)
iv. Predominance of Regulatory Capital over Economic Capital
v. Liquidity and Leverage measures
vi. Dodd Frank and Volcker Rule – proprietary trading, SEC /CFTC reporting and trade compliance

10. Course Work Project II - Workshop on Global Banks and Indian Banks
i. Risk Analysis of the two banks and comparisons thereof
ii. Review of Economic Capital / Regulatory Capital
iii. Capital Adequacy from Basel III perspective and application of Prudential filters
iv. NPA and provisioning comparison and Key Risk Indicators of Banks

Reference Book: The Essentials of Risk Management M.Crouhy, D.Galai and R.Mark (2 nd Edition).
In addition Notes and Reference papers shall be supplied for pre/post class reference reading

8. Fintech (FI-285)

Course Outline
No. of students – max. 40 and Classroom hours - 15
Course Description
Technology is playing an increasingly dominant role in the financial services industry,
empowering existing players and threatening to obliviate business models of entire sectors within
the industry. The course exposes students to this fast-growing and exciting intersection between
technology and finance – P2P lending, Loan processing, Block chains, Crypto currency, Bit
coins, mobile payments and applications of Machine learning.

B.B.Chakrabarti - email: (For appointment pl email me.)

Course Material
1) Cases:
a) “Lending Club” – HBS case no. E 597
b) “Credit Ease: Taking Inclusive Finance Online” – HBS case no. 9-316-151
c) “Stripe: Helping Money Move on the Internet” – HBS case no. Ke - 1042
d) “Quants in Utopia? Quantopian and Its Crowd-Wisdom Hedge-Fund Model” – HBS
case no. HK - 1109
2) Class material
3) Web based resources - TBA

Course Evaluation
1) Group Project work – 50%
No. of group members - max 5.
2) End-term examination – 50%

Group Project (50% weightage)

The group project is an opportunity to apply the knowledge and tools covered in the course to an
original business idea developed by your group.
The project can be presented as a slide deck or as a word document. In any case, make sure to
include all the explanations in the presentation such that the document is self-explanatory.
Your group project outlining your Fintech venture idea should cover the following points:
1) Venture goal
2) Problem your venture is solving
3) Solution you are building
4) Market size
5) Technology and product
6) Competition
7) Business model (How do you plan on making money)
8) Customer acquisition
9) Role of regulation
Your final group project grade is determined based on the following criteria:
a) 25% - innovativeness of the venture
b) 25% - analysis of the industry and the strategy of existing and potential competitors
c) 25% - defensibility of the business model
d) 25% - integration of data and analytics into the model

Learning Environment
1) Class starts and ends on time. Students and faculty are expected to be prompt.
2) Students should remain in attendance for the duration of the class.
3) Students should display their institute name tags.
4) All phones and electronic devices should be turned off.

Session Plan

Sessi Description Readings

1 Overview of the Fintech industry
2 P2P lending market HBS case – Lending club
3 Loan processing from a P2P platform HBS case – Credit Ease
4 Block chain – Distributed ledger technology
5 Block chain - Applications
6 Crypto currency and Bitcoin
7 Mobile payments HBS case - Stripe
8 Machine learning and financial applications HBS case - Quantopia
9 Group project presentation – 4 groups; 15 minutes each
10 Group project presentation – 4 groups; 15 minutes each

9. Topics in Financial Services (FI-286)

2018-19 Term VI

Faculty: Balachandran R

Course introduction
Financial services is often associated with commercial banking and investment banking. This
course will focus on selected topics in financial services, covering some of the latest trends,
products and players.

Learning objectives
The course will help participants aspiring to work in financial services companies,
commercial and investment banks, consulting firms, wealth management, corporate
treasuries etc. to acquire breadth of knowledge in some of the latest developments in
financial services, and certain traditional areas hitherto uncovered. Emerging players like
Asset Reconstruction Companies and traditional ones like insurance providers would be
covered. The inter play between the currency, bond, commodity and equity markets would
be discussed. A comparison of securities market regulators in the US and India will help in
attaining a global perspective on regulatory trends. Students will acquire insights into the
challenges from financial crime and money laundering through case studies, and will learn
important lessons on how to avoid falling prey to them.
The rise and fall of crypto currencies, digitalization of financial services, fintech companies
would be discussed. The course will also address the trending topic of Blockchain technology
and its potential to transform financial services.
Real life scenarios and cases will be interspersed throughout the course. Perspectives will be
offered in global financial services.

A mix of pre reads, class room interactions, group projects and extensive usage of case

Evaluation scheme

Evaluation component Type(Individu Weightage

al/ %
Group Project submission (Report-10%, Group 20
Quiz(1,mandatory) Individual 40
End term exam Individual 40

Project Submission
The project work will be executed through a team. Further inputs will be shared during the
Session wise plan
Sessi Topics covered Pre class reading

1 Introduction to the financial services industry :
beyond commercial banking and investment

2 Global FX markets

The correlation between currency, bond, ign-currency-market-work/
commodity and equity markets

3 Insurance companies, old generation and new

Life and non-life insurance NCMS/cms/NormalData_Layout
The role of actuaries .aspx?page=PageNo4&mid=2
The role of IRDA
The rise of pension funds in Indian financial

4 Investment/merchant banking, buy side/sell side

analysts russalanprince/2014/05/16/wh
Wealth management firms at-is-wealth-
Classic asset allocation strategies
Wealth management in China, one of the largest
in the world, its off balance sheet nature and
potential threat to financial stability

5 Emergence of Asset Reconstruction Companies

in the stressed assets market /vwLUAssets/ey-the-
The burgeoning market for Resolution insolvency-and-bankruptcy-
Professionals created by the Insolvency and
Bankruptcy Code(IBC) insolvency-and-bankruptcy-
Comparison between the IBC in India and code-2016-an-overview.pdf
Chapter 11 bankruptcy process in the US
Debtor in Possession Financiers

6 Investor protection: SEBI, the overarching https://economictimes.indiatim

guardian angel of the financial markets, and its
effectiveness. iew-indian-investors-in-search-
SEBI vs SEC enforcement, a comparison
The role of credit rating agencies
Proxy advisory firms http://epaperbeta.timesofindia.c

7 Financial market startups in India

The fintech scenario in India and globally:

competition for banks or partners? truth-about-blockchain
The rise and fall of crypto currencies: investment
avenue or medium of exchange?

Digitalization of financial services

Blockchain applications in financial services

8 The role of the Financial Action Task Force, Paris, http://www.fatf-

in combating crime in financial services
Financial Intelligence Units
Offshore financial centres

9 Case studies Will be provided prior to the


10 Project presentation by groups

About the faculty

Balachandran R has completed his PGP from IIM Calcutta during 1987-89(24th batch). His
27 + year career has been primarily with Standard Chartered Bank in Corporate and
Investment Banking and Infosys Finacle in Banking Product Management. Since leaving the
corporate world, he has contributed extensively to Economic Times as a columnist on a
variety of topics including banking, fixed income investing, financial markets and investor
protection. He has contributed to other financial media as well (Business Standard, Business
Line and Business World). He is keenly looking forward to sharing his experience acquired
through travelling and working on assignments with financial institutions in many regions
including India, United States, Middle East and Latin America.

10. International Marketing (MK-216)

International Marketing, MK-216 : 2nd Year Course

Faculty : Dr. Ashish K. Banerjee
Professor of Marketing

Objective: As global economic growth occurs, understanding markets in different countries across the world
becomes increasingly important. International Marketing addresses global issues and deals with concepts relevant to
all international marketers. All organizations are affected by global competition. International Marketing emphasizes
the strategic implications of global competition. The economic, political and social changes that have occurred in the
last decade have dramatically altered the landscape of global business. International Marketing studies, in depth,
how these changes have been dealt with by successful companies across the globe over the last few decades.

Teaching Methodology: Textual Material, articles from referred Journals and contemporary research material
provide the conceptual framework and foundation Case Studies and Group-Project Work focus in application.

Grading Method: The final grade will be awarded based on the following components: (equal weightage)

a) project work and presentation in groups

b) case analysis and presentation in groups
c) Quiz (individual)
d) Viva

Course Outline

 The scope and challenge of International Marketing

 The Dynamic Environment of International Trade
 The Cultural Environment of Global Markets
 Business Customer in Global Markets
 The Political Environment : A Critical Concern
 The International Legal Environment : Playing By Rules
 Developing a Global Vision
 Emerging Markets
 Multinational Market Regions and Market Groups
 Developing Global Marketing Strategies.
 Products and Services for Customers and for Business: Global Issues
 International Marketing Channels
 Exporting and Logistics: Special Issues for Business
 Integrated Marketing Communications and International Advertising
 Personal selling and sales Management: Global Issues
 Pricing for International Markets
 Implementing global Marketing Strategies: Negotiating with International Customers, Partners and Regulators

Text Books: International Marketing: Philip R. Cateora & John L. Graham

McGraw Hill Higher Education
International Marketing: Analysis + Strategy Sak Onkvisit and John J. Shaw
Prentice Hall

Both the above books will be provided as course materials to each student.

Both credit and non-credit students can opt for this course.

There is no restriction on no. of students who can register for this course.

 Besides IIMC, where the faculty has been offering this course for the last 14 years, he has been invited by
premier Business Schools in India and abroad of offer this course in the 2 nd year…. These include IIMB,
XIMB, Goa Institute of Management, IMI Delhi, Calcutta University, IISWBM, NIMC etc.

11. B2B Marketing (MK-224)

Business to Business Marketing
Koushiki Choudhury
Course Outline

Course Coordinator: Koushiki Choudhury

Instructor(s): Prof. Koushiki Choudhury ( KC)

Office: NAB K-306 (KC)

Course Outline

Business-to-Business (B2B) Marketing encompasses those management activities that enable a

supplier firm to understand, create, and deliver value to other businesses, governments, and/or
institutional customers. The business market is huge. In fact, when measured in dollars, this
market is over four times larger than the consumer market. This vital segment of our economy
has undergone major transformations in the past several decades reflecting the changing face of
global commerce. In the context of these business markets, value is the worth in monetary terms
of the economic, technical, service, and social benefits a customer firm receives in exchange for
the price it pays for a market offering. This course examines practices, strategies, and
managerial problems unique to marketing and distribution of products and services to industrial
and business buyers.

Course Objectives:
This course aims to give students an understanding of business marketing management. It
presumes a familiarity with marketing concepts and frameworks gained through the core
Marketing courses. The focus of class sessions delves into the practical application of theoretical
frameworks and concepts. The class sessions will follow a participant-centered leaning model,
with focus on exploring the unique, challenging issues in each area of business marketing.
Students are expected to explore how business markets are different from consumer markets, and
will be expected to delve into new emerging areas in business marketing and come up with how
the frontiers of business marketing can be expanded in new, relevant dimensions.

Specific objectives for this course:

• To provide basic information and terminology on business marketing.

• Understanding business markets and how they differ from consumer markets.

• To understand organizational buying behavior and the needs and motivations shaping that

• Understanding the unique challenges of business marketing

• Explore ethical issues in business marketing

 Branding in business markets

• Exploring long-term partnering relationships with customers versus making immediate sales
 Exploring service quality management, measurement and monitoring in business markets

 Understanding issues in coordinating sales activities with marketing and other functional

 Understanding issues in cross-cultural selling

 Identify new, emerging areas in business markets such as emergence of social media

Course structure
The course will be a blend of lectures, case discussions, class discussions and student

Evaluation Method:
Case Analysis – 30%
Quiz – 50%
Project – 20%

Text Book: Business to Business Marketing Management: A Global Perspective

By Alan Zimmerman (Author), Jim Blythe (Author), Latest Edition, Routledge.
Readings & Cases from Harvard Business Publishing and the Text Book

Course outline

Topics to be covered in the course include:

Sessions 1 and 2.

 The nature of Business Markets and characteristics of Business Marketing

 Organizational Buying Behavior

Text: Chapter 1 and 2

Sessions 3 and 4.

 Establishing and maintaining buyer-supplier relationships

 Development and management of marketing programs

 Managing innovation

 B2B Market segmentation and positioning

Text: Chapter 3, 5 and 6

Sessions 5 and 6

 Power, conflict and building relationships

 Market entry tactics
 A model of B2B Marketing communication
 Advertising and Public Relations in B2B

Text: Chapter 5, 7 and 13

Sessions 7 and 8.

 Organizational networks, structures and management issues

 Market Research

 Product strategy and Product Development

Text: Chapter 5 and 8

Sessions 9 and 10.

 Managing business marketing channels

 Customer relationships and key account management

Text: Chapter 12 and 14

Sessions 11 and 12

 Supply chain management

 E commerce strategies for business markets

 Sales promotions, exhibitions and trade fairs

Text: Chapter 11 and 15

Sessions 13 and 14

 Managing the personal selling function

 Pricing
 Organizing for maximum effectiveness

Text: Chapter 10 and 18

Sessions 15 and 16.

 Services for Business Markets

 Planning, Implementation and control

Text: Chapter 9 and 17

Sessions 17 and 18.

 Strategic planning for Global Business markets

 The future of Business Marketing

Text: Chapter 3 and 19

Sessions 19 and 20.

 Ethical issues and dilemmas in Business Marketing
 Management of corporate reputation

Text: Chapter 4 and 16

12. Strategic Marketing of Innovation and Technology Business (MK-257)


The high technology (hi-tech) world is characterized by a chaotic environment in which the
products, players and users are constantly changing. Profitable and well-differentiated products

segments could suddenly face commoditization pressures at the entry segment, or even
disruptive technologies at the high end eating into their business. Technology innovation could
lead to blurring of boundaries between different product segments. Newer distribution or
ownership models could lead to need for re-education of consumers and integration of services.
Even the role of different players in distribution chain could evolve as each tries to move up in
value with increasing deliverables.
This constant churn and ever-changing industry dynamics has fundamental implications for
marketing. Today’s technology marketers face challenges across the marketing mix, starting with
the need to provide clear differentiation, positioning, better integration across offerings and
newer and more effective ways of providing value to the customer.

Despite such complexities, the hi-tech world continues to provide exciting and newer business
opportunities. Whereas in traditional and mature markets a new entrant or small player is
unlikely to compete effectively with established leaders, the hi-tech world offers tremendous
prospects for innovation and entrepreneurship, both for established companies as well as new
Such opportunities are pursued by multiple aspirants with exciting new technologies, and the
winner is usually the one with the strongest market model. Success amidst this dynamic and
turbulent environment calls for diverse skills, an understanding of a wide range of capabilities
and an approach beyond the traditional gamut of marketing management.
Given the dynamic environments and fast paced nature of hi-tech industries, they provide great
context for appreciating long-term business strategy in general and for managing and marketing
innovation in particular.
Course Overview
“Strategic Marketing for Innovation & Technology Businesses(SMIT)” is intended to
address some of the earlier outlined challenges and consequent marketing dynamics.
This course will focus on the application of basic business framework in the hi-tech context
while including those concepts unique to this world. It will build understanding on specifics of
high technology business and its difference from regular businesses. It will subsequently
introduce tools and techniques for more effectively developing strategic market models and
marketing plans for hi-tech products and services. The focus will be in guiding business persons
and marketers on how to adapt, modify and prioritize the basic tenets of marketing, while
incorporating the unique and specific hi-tech aspects.
Given the context, the course will not focus on some adjacent topics. Specifically, it will not
focus on (1) how to employ technology as a marketing tool (digital marketing), (2) identifying
“hot technologies” of today or the future, (3) overall organizational technology strategy and (4)
organizational culture and climate in technology companies. Nonetheless, some of these subjects
will find mention or will appear in discussions, without being the key concern for the sessions.
The course will attempt to explore a range and diversity of industries and contexts within hi-tech,
but based on the available and published pedagogy, a significant focus will emerge on
information technology. However, given their specific characteristics these illustrations and
lessons will be very relevant to all new age businesses and industries and those that are now
emerging or just starting-up.
This course is intended for students preparing for a sustained career in the hi-tech industry or for
those planning to join start-ups or to become entrepreneurs. Students seeking roles in sales,
marketing and business or product development in hardware or software, newer & emerging
technologies, around the internet as well as in companies providing B2B or B2C services &
solutions will find the tenets of this course relevant for their career goals.

Course Text & Readings
The text-book will provide as a backgrounder to the course.
The course pack distributed along with contains a selection of readings which are being provided
as an essential precursor to class discussions.
Recommended readings are outlined in the Session Plan, with supplementary bibliography
appended as Annexure I. Readings should be completed prior to the respective sessions. Class
material will supplement the texts and will be made available after sessions.
Additionally, a selection of global media articles and thought-leader perspectives are curated by
the instructor on Flipboard as follows.
Understanding Innovation & Technology
by Prakash Bagri

Students are welcome to subscribe, contribute and interact therein, if they wish to
stay abreast of current developments and cross-link those with course learnings.

Course Objectives
This course will explore the following with reference to hi-tech and innovation businesses:
1. Defining characteristics and major forces of differentiation
2. Types of innovations and implications for business
3. Strategic market planning tools & techniques
4. Business model development
5. Adaptations to the marketing mix

Pedagogy & Evaluation

This course will use a mixture of different learning and teaching techniques including lectures,
real-life examples, expert opinions, case discussions and articles from academic and business
journals along with and project work.
The students will be graded as follows on each of the segments for the final evaluation:

End-term Examination (Open Book): 20%

Project Work: 20%
Class Assignments (Case, Articles etc.): 30%
Mid-term Examination (Closed Book): 30%
A document titled Achieving the Course Objectives is provided with this Course Outline. It
details expectations (including time-lines, submission guidelines and grading particulars) around
each of the components of Class lectures, articles & readings, case analysis and group project
work. Students are advised to review the same and seek clarifications during the initial
sessions itself.

Session Plan (Indicative)

Session Coverage (Student Activity) Compulsory Readings Suggested Readings

1 Hi-Tech Introduction The Value of Networks by Farris, Case of the Profitless PC
 Why High Tech & Innovation Marketing? Pfeifer & Johnson by Blackburn, Halprin & Veloria (1998)
 Defining Characteristics Pipelines, Platforms etc by Van Case Analysis Questions (Class Discussion Only)
 Network Effects Alstyne, Parker and Choudary 1. What as per your analysis should Praxim do? Why?
2. Which strategic model/s did you use to analyze the situation?
3. How has the PC industry evolved since 1998?

2 Understanding Innovation) Types of Innovation: Several Types on  Clockspeed: Winning Industry Control in the
 Nature of Innovation Many Fronts by Harvard Business Age of Temporary Advantage by Charles H. Fine
 Contingency Model for Hi-Tech Marketing Essentials (Chapter 1)  Value Migration: How to Think Several Moves
 Value Migration Ahead of the Competition by Adrian J. Slywotzky

3 Technology Cycles Performance Provided, Market Case Discussion Questions (Group Submission*)
 Competitive Volatility Demand etc by Christensen 1. With which of the experts do you agree regarding his or her
 Technology S Curves & Life Cycle How to Anticipate Value Migration by analysis of Praxim’s situation?
 Dominant Design & Industry Standards Slywotzky 2. What learnings from the case are relevant for other technology
industries? Which ones?
Case of the Profitless PC (Expert Commentary) by Dubinsky, Keeley,
Ward, Quesnelle, Pifer & Moore#

4 Strategic Market Planning - I Reinventing Your Business Model by  Competitive Advantage in Technology Intensive
 Competitive Advantage in Technology Johnson, Christensen & Kagermann Industries by Frank Rothaermel (2008)
 Strategic Planning Models Overview From value chain to value network by
 Value Networks Peppard & Rylander

# Will be handed over in Class after Session 1 (Not to be included in Course Binder)

Session plan above is indicative and subject to change. They will be continuously updated as the course progresses, including reshuffling if required.

Session Coverage (Student Activity) Compulsory Readings Suggested Readings
5 **Case Discussion (Group Submission) Study Questions:
1. Examine the major shifts in Netflix’s strategy. Did Netflix do the same jobs for consumers as Blockbuster did? How
did it evolve over time?
Netflix 2. Compare Blockbuster’s & Netflix’s value networks and business models. How might the differences affect the
by Willy Shih, Stephen P. Kaufman, David Spinola respective company’s strategies?
HBR Case Study ( 2007) 3. Of the options available in front of Hastings, which one would you recommend and why?

6 Strategic Market Planning –II Managing the Strategy Development  Innovator's Solution: Creating and Sustaining
 Deliberate vs. Emergent Strategy Formation Process by Christensen and Raynor Successful Growth by Clayton M. Christensen,
 Strategic Fit & Value Network Michael E. Raynor
 Strategic Dissonance Strategic Dissonance by Burgelman & Grove
7 Partnerships & Alliances Technological Discontinuities and  The Death of Competition: Leadership and
 Role of Business Ecosystem Dominant Designs: A Cyclical Model of Strategy in the Age of Business Ecosystems by
 Types of partnerships & alliances Technological James F. Moore
Change by Anderson & Tushman
 Co-optition Art of Standards Wars by Shapiro &
The Right Game: Use Game Theory to Shape Strategy by
Brandenburger & Nalebuff
8 Understanding Technology Customers – I  Crossing the Chasm: Marketing and Selling
 Diffusion of Innovation Models High-Technology Products to Mainstream
 Technology Adoption Life Cycle Customers by Geoffrey A. Moore
 Crossing the Chasm

Session Coverage (Student Activity) Compulsory Readings Suggested Readings
9 **Case Discussion (Group Submission) Study Questions:
1. Analyse Second Life’s position w.r.t. it’s industry. It’s ecosystem
2. At the time of the case, what strategic options are available to Linden Labs?
Linden Lab: Crossing the Chasm 3. How can Second Life Cross the Chasm into the mainstream? What could be a likely beachhead segment? Explain your
by Thomas R. Eisenmann; Alison Berkley Wagonfeld choice and way forward.
HBS, 2009 4. Is platformization a viable option for Linden Labs?

10 Understanding Technology Customers - II Living on the Fault Line by Moore  Inside the Tornado: Marketing Strategies from
 Technology Adoption Life Cycle (contd/-) Silicon Valley's Cutting Edge by Geoffrey A. Moore
 Rogers Five Factors (Product Differences)
 Bass Model of Diffusion

11 Managing Innovation: Putting it Together Case Analysis Question

 Innovation Success Are "bioresorbable implants" worth the risk for Synthes? Take a stance and defend it.

* Synthes by Gourville (2002) (Group Case


12 Product Management - Role of Design Defeating Feature Fatigue: When

 Design Thinking Product Capabilities become too
 Feature Fatigue much of a good thing by Thompson,
 Research Techniques Hamilton & Rust

Session Coverage (Student Activity) Compulsory Readings Suggested Readings

13 Technology Asset Management Building the Foundation: Product Product Strategy for High Technology
 Design Thinking & Feature Fatigue Platform Strategy by McGrath Companies by Michael E. Mcgrath
 Technology Mapping Managing in an Age of Modularity by

 Modularity Baldwin & Clark
 Platforms & Derivatives

14 Technology Business Models & Multi-Sided Strategies for Two-Sided Markets by Eisenmann, Parker & Van Alstyne
Markets Every Product’s a Platform by Sviokla & Paoni
 Business Models Perspective Staged Solution to the Catch-22 by Hagiu & Eisenmann
 Two-sided Market Characteristics
 Factors to Success

15 **Case Discussion (Group Submission) Study Questions:

1. Analyse the structural attractiveness of the console industry in 2008 and over time
Responding to the Wii? 2. What has been the basis of innovation in the videogame console industry across generations?
by Andrei Hagiu & Hanna Halaburda 3. How did Sony manage to regain leadership across two successive generations of consoles?
Harvard Business School, 2010 4. Why was Microsoft unsuccessful in replicating its PC industry-like arrangement here?
5. Of the strategic options available to Sony, which one would you recommend and why?

16 Pricing & Supply Chain Competing Against Free by Bryce, Dyer &
 Technology Pricing Paradox Hatch
 Harmonized, Integrated & Multi-channels Versioning: The Smart Way to Sell
Information by Shapiro & Varian
 Mapping Supply Chain to Innovation Aligning Supply Chains Strategies with
 New Perspectives Product Uncertainties by Lee

Session Coverage (Student Activity) Compulsory Readings Suggested Readings
17 **Case Discussion (Group Submission) Study Questions:
1. What factors accounted for i-mode’s overwhelming success in Japan?
NTT DoCoMo: Marketing i-mode, 2. Describe the i-mode value proposition from the perspective of the various parties in its value network.
by Youngme Moon 3. Describe i-mode’s customer base. How has it changed over time?
Harvard Business School, 2002 4. How did i-mode ensure business profitability?
5. What are the prospects for DoCoMo’s 3G(FOMA) service? How would you market it?
18 Branding & Marketing Communications in Hi-Tech What Hi-Tech Managers Need to
 Integrated Marketing Communications Know about Brands by Ward, Light
 Strategic Brand Considerations and Goldstine
 Ingredient Branding

19 Foundations for Growth etc by

Christensen, Johnson & Rigby

Annexure: Recommended Readings

The Innovator's Dilemma: When New Technologies Cause Great

Firms to Fail (2013)
Authors: Clayton M. Christensen
ISBN: 0875845851 or 978-0875845852

Marketing of High Technology Products and Innovations (2010) –

Authors: Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater
ISBN: 9788131761076

Clockspeed: Winning Industry Control in the Age of Temporary

Advantage (1999)
Author: Charles H. Fine
ISBN: 0738201537 or 978-0738201535

Value Migration: How to Think Several Moves Ahead of the

Competition (1995)
Author: Adrian J. Slywotzky
ISBN: 0875846327 or 978-0875846323

Innovator's Solution: Creating and Sustaining Successful Growth

Authors: Clayton M. Christensen, Michael E. Raynor
ISBN: 1422196577 or 978-1422196571

Annexure I: Recommended Readings continued

Crossing the Chasm: Marketing and Selling High-Technology

Products to Mainstream Customers (2014)
Author: Geoffrey A. Moore
ISBN: 0066620023 or 978-0066620022

Inside the Tornado: Marketing Strategies from Silicon Valley's

Cutting Edge (2013)
Author: Geoffrey A. Moore
ISBN: 0887308244 or 978-0887308246

The Death of Competition: Leadership and Strategy in the Age of

Business Ecosystems (1999)
Author: James F. Moore
ISBN: 0887308503 or 978-0887308505

Product Strategy for High Technology Companies (2000)

Author: Michael E. Mcgrath
ISBN: 0071362460 or 978-007136246

13. Managing Luxury Business (MK-260)

Managing Luxury Business

Prof. Ashok Som ( and Prof. Prasanth Mishra (
Note: This course is an elective course and as the name suggests focuses only on the Luxury

Objectives: The world of the luxury business is being transformed. The luxury industry primarily originates
from France and Italy but as the world is becoming ‘borderless’, luxury houses are being corporatized. The local
luxury houses are being transformed to global corporations as they start competing across the world and not only
in their home markets, Consolidation through mergers and acquisitions, distribution through global retail
networks are the only way to build multi-brand conglomerates to reach size, scale and efficiency and reach
wealthy consumers across the globe.

As the luxury houses become global firms (to begin with we define them as MNCs) they like any other firms
encompasses any problem or opportunity, in the areas of finance, production, marketing, information
technology, and human resource management. This course draws from both the external and internal
environment, and macro and micro economies of the firm focused on the business of luxury. Hence it is both
interdisciplinary and integrative.

Topics covered: The course will deal with the following issues (a) Introducing strategy tools and
concepts (b introducing the key players in the Luxury industry and their globalization strategies? Did role of the
state play a part in the evolution of the luxury industry? (d) organization of structures in the evolution of the
luxury business? (e) the role of culture in the creation and of the luxury business and its transformation during
the democratization of the luxury (e) as luxury companies move from family businesses to global corporations
how do they ‘manage change’ in this process? (f) How does one manage Talent in the Luxury industry? (g) is
the lure of emerging markets in the Luxury industry is here to stay? (h) Asia’s involvement in the growth of the
luxury business (i) sustainable Luxury and CSR Strategy

Teaching methods: The approach taken to deal with these queries will be managerially oriented. We will
use a combination of theory and case studies to probe your contextual familiarity, analytical abilities and
debating skills. To be an effective manager in an international context you have to be aware of your own
orientations, your values while learning to listen sensitively to others. This methodology will attempt to
maximize your learning experience. In-class discussions and exchanges will be a critical part of the course.
Maximum benefit (both learning-wise and grade-wise) can only be assured by your attending class prepared,
the quality of your presentations, ready to listen to and debate with your class members.

3| Teaching methods

The approach taken to deal with these queries will be managerially oriented. We will use a combination of
theory and case studies to probe your contextual familiarity, analytical abilities and debating skills. To be an
effective manager in an international context you have to be aware of your own orientations, your values while
learning to listen sensitively to others. This methodology will attempt to maximize your learning experience.

In-class discussions and exchanges will be a critical part of the course. Maximum benefit (both learning-wise
and grade-wise) can only be assured by your attending class prepared, the quality of your presentations, ready
to listen to and debate with your class members.

4| Evaluation and grading


• Class Participation & Attendance 25%

• Regular Group Work (5 member Group) 40%
• Individual Research Report 35%

Total 100%

| Outline Session 1

Introduction to the Course:
Marketing Strategy Tools

Session 2-3 Session 4

Topic Topic
MNCs, Globalization, Role of the State, Country of Origin Globalization and Luxury Business: The Actors
Case: The ’Invisible Hand’, De Beers, and
Case: Coach: To be or not to be Luxury?
Emerging Markets
Background Reading:
Technical Note (A): Overview of the Global
Luxury Industry

Session 5-6 Session 7-8

Topic Topic
Managing Multi-Brand Conglomerate Organizing International Operations and Expansion
Case: Rolex
Case: LVMH

Session 9 Session 10

Topic Topic
The People Factor Luxury & CSR

Case: In-Class Case Case: Estee Lauder

Background Reading: Technical Note (B):

Luxury Industry in Emerging Markets (India
& China)

Session 11 Session 12

Topic Topic
The Luxury Consumer Luxury Brand Management
Case: BMW
Case: Neiman Marcus

Session 13 Session 14

Topic Topic
Structure of the Luxury Organization Service in the Luxury Industry
Case: Plaza Athenee

Case: Gucci

Session 15 Session 16

Topic Topic
Luxury Retail Distribution Pricing of Luxury Products

Case: Armani Case: Chateau Margaux

Session 17 Session 18

Emerging Market and India
Designing and Managing CRM
Case: HiDesign
Case: Harra Entertainment
Background Reading: Technical Note (C):
Issues of Luxury Industry in Emerging

Session 19-20

Research Project
- 25 pages maximum (with exhibits, bibliography, 11
point font, 1.5 spacing)
- Report with examples, graphs, charts and frameworks
(used in class)
- Secondary sources such as website, annual report, work
experience, business press, database – Factiva;
Datamonitor etc
- The Report should integrate the readings, concepts and
the understandings from the course.
- Deadline for submission: 12:00 Midnight the day before
the 18th Session

6| Bibliography

Session 1
Competition and Business Strategy in Historical Perspective (HBR Note # 9-798-010)

Reference Books(s)
Michel Chevalier & Gerald. Mazzalovo. (2013). Luxury Brand Management: A World of Privilege .
Jean-Noel Kapferer, Vincent Bastian. (2013). The Luxury Strategy: Break the Rules of Marketing to
Build Luxury Brands. Kogan Page.

Michael Boroian & Alix De Poix (2009). India by Design: The Pursuit of Luxury and Fashion. Wiley.
Ashok Som (2009): International Management. McGrawHill, UK.

14. Digital and Social Media Marketing (DSMM) (MK-265)

Digital and Social Media Marketing (DSMM)
PGP (IIM Calcutta) Term VI 2018-19

Course Code:, Credits: 3

Instructor: Dr. Prashant Mishra & VF


Course Outline
In this course you will explore how to develop social media marketing initiatives that are designed
to meet business objectives. With a heavy emphasis on real-life case studies, best practices, and
data-driven techniques, you will learn how to create a strategically-focused social media
marketing plan that integrates with other marketing activities and helps you establish and
maintain an effective online presence (that goes beyond Facebook and Twitter).

Learning Outcomes

Upon successful completion of this course, the student will be able to:
 Understand the Social Media space and tools
 Analyze the effectiveness of your company’s and competitors’ social media programs.
 Design social media programs that directly support business and marketing goals.
 Develop social marketing tactics that integrate with other online and offline marketing
channels and programs.
 Implement a process for planning social media marketing activities.
 Identify how to effectively utilize common social marketing techniques, such as
crowdsourcing and viral marketing.
 Measure the effectiveness of social marketing activities.
 Use tools to manage social media marketing programs.

Course Reading Material

 Specific readings and case studies to be distributed by program office

Texts Books

Michael R Solomon, & Tracy Tuten (2015), Social Media Marketing, Indian Edition, 1st edition, Pearson
Education, ISBN: 978-93-325-3656-2
Prerequisites: The participants are expected to be well versed with the Course
Marketing Management I & II.

Evaluation: The evaluation of the course has following elements

Elements Weightage
End term (Case Based Exam) 40
Class Participation/ Case Analysis (Group) 25
Project Assignment (Group) 35


Session Topics Readings and Cases

1-2 Understanding Social Media R: Note on Social Media (9-510-095)
and its Role in Contemporary R: Chapter 1 Text Book
Marketing Planning Case: BJP Case (IMB629)
3-4 R: A Practical Approach to Developing Your Company’s Social
Crafting a firms Social Media Media Strategy (8341BC)
Strategy R: Chapter 2 Text Book
Case: Porsche: Harnessing Social Media (W14565)
Case: Nokia N8 Push (INS945)
5-7 Case: Maersk Line: B2B social media ---“its
Social Media Usage communication not marketing (B5779)
Case: Marketing the Nissan Micra and Tata Nano using
Social Media (KEL774)

8-10 R: Using Social Technology to Turn Your Most Enthusiastic

Social Media and Consumers Customers into Evangelists (8348BC)
R: Applying Social Media Demographics to your business
strategy (8340BC)
R: Chapter 3, 4, 5 Text Book
Case: HubSpot: Inbound Marketing and Web 2.0 (5-510-
Case: Commonwealth Edison (KEL735)

11-12 R: Branding in the age of Social Media (R16038)

Social Media and Brand R: Marketing Today: Branding for Digital Marketing and Social
Building Media (BEP228)
Case: The Hunger Games: Catching Fire (KEL964)
Case: Banking on Social Media (W14686)
Social Media and Viral Case: Ford Fiesta Movement: … . (INS232)
14-16 Measuring Effectiveness R: Chapter 9 & 10 Text Book
Case: Hootsuite: Monetizing the social media
dashboard (W12333)
Case: UnMe Jeans (9-509-035)

17-20 Discussion, evaluation and feedback on projects

Project Presentations and

15. Marketing and Society (MK-268)

Indian Institute of Management,

Calcutta PGDM Programme in
Management Credits 3

Course Name Marketing and Society

Term V
Names of the Course Coordinator Rohit Varman
Name of the Instructors Rohit Varman
Course Prerequisites (if any) None
Restrictions on course registration 50

Course Background and Objectives:

This course examines the societal impact of contemporary marketing practices. It focuses on how the
dissemination of marketing knowledge and marketization can influence society through the decisions made by
public policy makers, corporations, and non-profit marketers.

This course on marketing and society draws upon critical marketing. Critical marketing has emerged as a
significant area of enquiry in marketing theory in the last few years. Extant theory in critical marketing is
eclectic and embraces a range of issues that include consumer vulnerability, marketization, gender
discrimination, creation of market myths, environmental degradation, and disenchantment among consumers to
mention a few. Critical marketing helps students to broaden their horizons by focusing on issues of justice,
equality, sustainability, and freedom from a wider societal perspective. In this course, students will develop an
understanding of marketers’ responsibilities and impact on society by exploring a range of current issues and
criticisms facing marketing. In doing so, students will understand the wider social, cultural, and political context
of marketing.

Apart from the usual method of lecture, the course will also extensively use films as tools for learning. In
addition, the course will present an opportunity to students to be creative and to use drama and film-making as
forms of project work.

Following are the broad course objectives:

 Explore contemporary debates on problems with markets and marketing.

 To provide students with a broad exposure to critical theory in marketing.
 To help students to think about alternatives to markets and marketing.

Course Package to include the prescribed readings.

Evaluation Method:
Class Participation: 30
Project: 40 (20 marks presentation; 20 marks report) End Term
Exam: 30

Class Participation. Students are expected to regularly attend classes and be on time. Attendance will
contribute to the participation grade. But attendance is not sufficient. Students are expected to read
assigned materials, ask questions, and contribute to class discussions. I may call on students to volunteer
their point of view or do role playing to encourage debates.

Exam. A final exam will be held at the end of the term and cover material from the entire course. All
assigned readings and in-class discussion are testable. The format of the exam will consist of both short
and long answer questions.

Project. Projects are to be completed by groups. Students will make presentations and submit a paper based
on a topic of their choice in consultation with the instructor. Students can choose to present their work as a
film, drama, or power point.
The final paper will review and discuss any relevant literature concerning group’s topic of interest.
Submissions should be no more than 15 pages (typed, double
spaced, and use 12 point font with one inch margins).

Session Plan:

1-2 Topic: Corporations, Markets, and Society
Film: The Shock Doctrine
1. Klein, Noami: The Shock Doctrine (Book excerpts)
2. Boltanski L and Thevenot L: On Justification (Book excerpt)
3-4 Topic: Marketing and Vulnerable Consumers
Film: Fire in the Blood
1. Sandal, Michael: What Money Can’t buy: The Moral Limits of Markets (book
2. Jackall, Robert: Moral Mazes (Book excerpt)
5-6 Topic: Marketing and Gender
Film: Gender in Advertising
1. Stern, B. B., & Holbrook, M. B. (1994). Gender and genre in the interpretation
of advertising text. In J. Costa (Ed). Gender Issues and Consumer Behavior (pp.
11-41). Thousand Oaks, California: Sage Publications.
2. Varman, Rohit, Paromita Goswami and Devi Vijay (2018). The Precarity of
Respectable Consumption: Normalizing Sexual Violence Against
Women. Journal of Marketing Management

7-8 Topic: Marketing, Consumption, and Environment

1. Srivastava, Aseem and Kothari, Ashish: Churning the Earth (Book excerpts)
Guest Speaker

9-10 Topic: Myths and consumer culture

Film: Advertising at the Edge of the Apocalypse
1. Klein, Naomi: No Logo (Book excerpts)
2. Craig J. Thompson (2004), “Marketplace Mythology and Discourses of
Power,” Journal of Consumer Research, Volume 31(1),162–180
3. Varman, Rohit and Russell W. Belk (2008) “Weaving a Web: Subaltern
Consumers, Rising Consumer Culture and Television.” Marketing Theory,
8(3): 227-252.
11-12 Topic: Resisting Consumer Culture
Film: Culture Jam
1. Rumbo, J.D. (2002). Consumer resistance in a world of advertising clutter: The
case of Adbusters. Psychology & Marketing, 19 (2), 127-148.
2. Varman, Rohit and Russell W. Belk (2009), “Nationalism and Ideology in an
Anti-Consumption Movement.” Journal of Consumer Research, 36 (4), 686-700.
13 -14 Topic: Propaganda and Political Marketing
1. Bernays, Edward: Propaganda (Book excerpts)
Guest Speaker
15-16 Topic: Social Marketing and Marketization of Welfare
Film: Social Entrepreneurship
1. Hancock, Graham: Lords of Poverty (Book excerpts)
2. Dar, Sadhvi and Bill Cooke (2008) The New Development Management: Critiquing
the Dual Modernization (Book excerpts)

17-18 Topic: Markets, Modern Slavery, and Violence

Film: Labels from a Global City
1. Bales, K., Trodd, Z. & A. K. Williamson (2009). Modern Slavery: The Secret
World of 27 Million People, Oxford: Oneworld Publishers (Book Excerpts)
2. Varman, Rohit and Devi Vijay (2018). Dispossessing Vulnerable Consumers:
Derealization, Desubjectification and Violence. Marketing Theory

19-20 Topic: Project presentations as short films, documentaries, plays, or regular power


Information on some of the films included in the course is provided below (the descriptions provided by the
films’ producers are reproduced verbatim):

1. Labels from a Global City

An assembly line of hands staple labels with fancy logos and the sale price in Dollars or Pounds. Young
women work under the fear of severe verbal abuse. The testimonies that emerge from within large factories
producing garment for global labels are chilling. In 2006, a small but significant trade union was formed in
Bangalore, The Garment and Textile Workers’ Trade Union. ‘Labels from a Global City’ documents the work
of GATWU in an industry that uses coercion and bullying to keep the production line going.

2. Fire in the Blood

An intricate tale of 'medicine, monopoly and malice', Fire in the Blood tells the story of how Western
pharmaceutical companies and governments aggressively blocked access to low-cost AIDS drugs for the
countries of Africa and the global south in the years after 1996 - causing ten million or more unnecessary
deaths - and the improbable group of people who decided to fight back.

3. Advertising at the Edge of the Apocalypse

Media scholar Sut Jhally explores the devastating personal and environmental fallout from advertising, commercial
culture, and rampant American consumerism. Ranging from the emergence of the modern advertising industry in the
early 20th century to the full-scale commercialization of the culture today, Jhally identifies one consistent message
running throughout all of advertising: the idea that corporate brands and consumer goods are the keys to human
happiness. He then shows how this powerful narrative, backed by billions of dollars a year and propagated by the best
creative minds, has blinded us to the catastrophic costs of ever-accelerating rates of consumption. The result is an ideal
teaching tool for courses that look at commercialism, media culture, social well-being, environmental issues, and the
tensions between capitalism and democracy.

4. Culture Jam: Hijacking Commercial Culture

Culturejam: Hijacking Commercial Culture delivers a fascinating rap on the 20th Century movement called Culture
Jamming. Pranksters and subversive artists are causing a bit of brand damage to corporate mindshare. Jammers, cultural
commentators, a billboard advertiser and a constitutional lawyer take us on a wild roller coaster ride through the back
streets of our mental environment. Stopping over in San Francisco, New York's Times Square, and Toronto, we catch
the jamming in action with Batman-inspired Jack Napier of the Billboard Liberation Front, Disney arch-enemy
Reverend Billy from the Church of Stop Shopping and Media Tigress Carly Stasko. Culturejam asks: Is Culture
Jamming civil disobedience? Senseless vandalism? The only form of self defense left?

5. The Shock Doctrine

The film is based on a 2007 book (The Shock Doctrine: The Rise of Disaster Capitalism) by the Canadian author and
social activist Naomi Klein. In the book, Klein argues that neoliberal free market policies (as advocated by the
economist Milton Friedman) have risen to prominence in some countries because of a deliberate strategy of "shock
therapy". This centers on the exploitation of national crises to push through controversial policies while citizens are too
emotionally and physically distracted by disasters or upheavals to mount an effective resistance. The book suggests that
some man-made events, such as the Iraq War, were undertaken with the intention of pushing through such unpopular
policies in their wake.

16. FMCG Retailing Trends and Strategies (MK-269)

Indian Institute of Management

FMCG Retailing Trends and
Course Credits: 1.5; PGP 2018-19 Elective Course (Term VI)
Professor Murali Mantrala;

Page 45 of
Retailing in general, and FMCG retailing in particular, in the 21st century stands as an exciting, complex, vibrant and
vital business sector in most developed as well as emerging economies. In India, the FMCG market is thriving and
expected to be more than 100 billion dollars in size by 2020 as the country becomes the third largest consumer
economy by 2025. Not surprisingly, a May 2018 report of a survey of 1,100 graduating students from 36 Indian
business schools by research and insights firm Nielsen India has found that the FMCG industry is currently the
most preferred employer for management students graduating in India.

The pace of changes – indeed disruptions - taking place currently in the world of FMCG retailing is tremendous. Key
trends and developments such as rapidly changing customer needs and increasing interest in the shopping
experience as much as products, migration from traditional to omnichannel shopping behavior, advances in
technologies and data analytics, strengthening private label strategies, disruptions in manufacturer-retailer channel
relationships, global retailer consolidation and competition within and between retailing formats, etc. are having a
dramatic impact on FMCG retailing strategies today.

Against this backdrop, the overall objective of this course to provide knowledge to students to pursue successful
careers in FMCG retailing. More specifically, the objectives of this course are to:
(1) educate students about key current trends in FMCG retailing, their history and likely evolution;
(2) provide students insights into how the current trends in FMCG retailing industry are shaping strategies
and management practices of firms globally and in India; and
(3) provide students with frameworks and tools for assessing, developing, and implementing
strategies in future FMCG marketing and retailing careers.

Each classroom session will be a combination of lecture, discussions based on cases and readings, and in-class

Readings, cases, and selected book chapters will be provided as part of the course-pack.

Student evaluation for this course will have the following components:
 In-class participation, engagement, exercises, attendance 25%
 Announced Quiz 1 (Week of Dec 24) 20%
 Announced Quiz 2 (Week of Jan 7) 10%

Page 46 of
 Group Written Case Analysis (One submission) 15%
 Group In-class presentation (One presentation) 15%
 Group Term Paper (Due by end of exam week) 15%

Session Topic Assignment (R: Read/Review; P: Prepare; S: Submit)
1 Course Introduction;  R1: UK FMCG Trend Report (Criteo);
Overview of FMCG Retailing  R2: Indian FMCG Retail Report (IBEF);
Consumer & Industry Trends  R3: US Total Conumer Report (Nielsen)
& Disruptions Globally and in
2&3 FMCG Retailing Strategies:  R: "Retail Success and Key Drivers" (Grewal et
Trends, Innovations and al 2010);
Frameworks  R: "Innovations in Shopper Marketing"
(Shankar et al 2011);
 R: Building Competitive Advantage in Retailing
(Ring & Tigert 1995) "Shopping Revolution"
 Ch 1-2 (Kahn 2018)
 PS: HBS Case: DMART: Disrupting Food
4&5 FMCG Retail Assortment,  R: "Why is Assortment Planning So Difficult for
Category Management, and Retailers?" (Mantrala et al 2009);
Private Label Strategies  R: "How to Brand Your Private Labels" (Geyskens
et al 2018)
 PS: HBS Case: The ALDI Brand;: Private-label
Success in Australia
6&7 FMCG Online Retailing, Dual-  R: "Electronic Retailing" (Weitz, 2010);
& O2O Channel Strategies  P: HBS Case Hindustan Unilever Mulls Over E-
Grocery Market Option
8&9 Trends in FMCG Mobile  R: "Mobile Shopping Revolution" (Faulds et al
Shopping and OmniChannel 2018)
Retailing  P: HBS case: "Instacart and the New Wave of
Grocery Startups"
10 Course Wrap-up  R&P: HBS Case: "Amazon.Com: Conquering
Grocery's Last Mile"
17. Social Network Analytics (MI-279)

Course title: Social Network Analytics (3 credits, to be offered in Term IV)

Learning goal: To understand the dynamics of network effect in the marketplace

Broad Contents:
Week 1: Network modeling fundamentals
Week 2: Social network centrality measures
Week 3: Network externalities in the market place
Week 4: Small world phenomenon, Power law, long tail, Rich gets richer phenomenon
Week 5: Information cascades and herding effect in the marketplace
Week 6: Network modeling of markets with intermediaries
Week 7: Bargaining power in networks
Week 8: Web structure, web search, and link analysis
Week 9: Online advertising and the dynamics of sponsored search market
Week 10: Group decision making in a networked environment

Pedagogy: Lectures, Games, Simulation, and Case studies

Evaluation: Mid-term examination: 35%
Project: 30%
End-term Examination: 35%
Text book: Networks, Crowds, and Markets: Reasoning about a highly connected world,
D. Easley and J Kleinberg, Cambridge University press, 2010

18. Management of Change (MG-201)


(Term VI, 3 credit course for PGP Students)

1. Title of the course: Management through Films

2. Instructors
i. Rajesh Bhattacharya (PPM)
ii. Anirvan Pant (SM)
iii. Bhaskar Chakrabarti (PPM) (Course Coordinator)
iv. Partha Ray (Econ)
v. Vidyanand Jha (OB)
vi. Smeeta Mishra (BEC)

3. Course Description

 The course aims at exposing students to a variety of social, economic and

ethical themes through a select set of films to sensitize themto think more
about these issues. This, we believe, will contribute to the making of a good
manager and better citizen.
 Students will be encouraged to raise critical questions about individual
choices, social and economic arrangements, and corporate cultures and
 Students will be asked to relate the cinematic themes totheories and core
concepts from different branches of management such as economics, public
policy, operations management, strategic management, human resources,
organizational behavior and corporate ethics.
 Each chosen film will be presented by a different faculty member who will
focus on one core theme of the film, around which questions will be raised
for discussion. Discussion of the cinematic techniques and aesthetic features
will only be incidental in the discussion of the core theme chosen to be
highlighted by the concerned faculty.
 Students will be expected to prepare for classes through the assigned
readings and discussion questions, to actively engage in the viewing of the
movie in the classroom, and to contribute to classroom discussion by sharing
their interpretations and analysis.

For reasons of pedagogic convenience the class will have a maximum of 45


4. Learning Objectives
The objective is to sensitize students to larger social, political and moral issues
that affect corporate decisions and hone their critical thinking skills. Upon
completion of the course, students should be able to:

 Demonstrate evidence of well-argued critical thinking and the ability to

imagine alternative state of affairs to improve human well-being.
 Demonstrate evidence of integrating and applying knowledge from various
domains to practical problems and take decisions in complex and unfamiliar
situations in the global economy.
 Demonstrate the ability to make connections between different cultures and
 Demonstrate traits of being a reflexive and responsible manager.

5. Teaching Methods

The course is anchored around using films as a pedagogical device. It is

important to note that the course is not about the de-construction and critique of
a film. Rather, the selected films create the context required within which
management concepts can be illustrated. The visual medium can enrich the
learning experience by shifting from a linear to non-linear modes of knowledge
acquisition, enhancing comprehension, and by facilitating the application of
various concepts learned in the MBA program to the narrative of the film, thus
serving as a beneficial complement to traditional teaching methods. Further,
such a medium is particularly beneficial for those students who are visual and
auditory learners. While this approach certainly makes learning enjoyable,
students will be encouraged to actively engage with the film, take notes, and
consider the screening of the films in the classroom as pivotal to the collective
learning experience. Students will be provided with guiding questions prior to
the screening which will later be picked up for discussion and debate. Viewing
the film in the classroom creates a foundation for learning by crafting a common
shared experience among students. Further, it is important to note that the film
does not replace teaching but reinforces it. The role of the instructor here will
be to as a guide who will illustrate ways to identify, analyze, and re-combine
information and knowledge represented in the film.This pedagogy will provide
space for students to interpret the movie from different positions and create
new knowledge.
6. Text and Resources

Instructors will share readings that complement the film assigned to a session to
set the context for the discussions. There is no textbook for this course.

7. Copyright Issues

The instructors may need a DVD of the film for showing them to students and
will make a few copies of the films available through the library for students.

8. Evaluation

a. Class Participation 30 %
b. Take Home Assignment 30%
c. End-term Examination 40 %

9. Course Format and the Session Plans

The first and last session will be of the ninety-minute format. The remaining sessions in
this course would be for three-hours, with the movie screened in-class followed by class
discussions. The course will involve five instructors from different groups at IIM
Calcutta, each of whom will be responsible for one class spanning over three hours. In
addition, we will have a few guest speaker sessions from academics and industry.
10. Session-wise Plan

Session Topic Assigned Readings

1 Introduction
2-3 The Insider (1999) 1. Abagail McWilliams and Donald Siegel (2001): “Corporate
Social Responsibility: a Theory of the Firm Perspective”, The
Academy of Management Review, Vol. 26, No. 1 (Jan., 2001), pp.
2. Frank J. Chaloupka and Kenneth E. Warner (2000): “The
Economics of Smoking”, in Elsevier Handbook of Health
Economics, Volume 1, Part B, pp 1539 – 1627.
4-5 Other Peoples 1. Micklethwait, J. & Wooldridge, A. 2003. The Company: A Short
Money (1991) History of a Revolutionary Idea, Chapter 7 (The Corporate
Paradox, 1975-2002)
2. Martin, R.L. &Moldoveanu, M.C. 2003. Capital versus Talent:
The Battle That's Reshaping Business, Harvard Business
6-7 Seemabaddha / 1. Seton, Marie, Portrait of a Director
Company Limited 2. Robinson, Andrew, The Inner Eye

8-9 Court (2014) 1. Chatterjee, Partha. "Democracy and economic transformation

in India." Economic and political weekly (2008): 53-62.
2. Agamben, Giorgio. State of exception. University of Chicago
Press, 2005.

10-11 The Big Short 1. Hellwig, Martin (2008): “Systemic Risk in the Financial Sector: An
(2015) Analysis of the Subprime-Mortgage Financial Crisis”, Max Plank
Institute mimeo,
12-13 Jaane Bhi Do Yaaron 1. Kochanek, Stanley A. "Briefcase politics in India: The Congress
(1983) party and the business elite." Asian Survey (1987): 1278-1301.
2. Khan, Mushtaq H. "Patron‐Client networks and the economic
effects of corruption in Asia." The European Journal of
Development Research 10.1 (1998): 15-39.
14-15 Dr. Strangelove 1. Dan Lindley (2001): “What I Learned Since I Stopped
(1963) Worrying and Studied the Movie: A Teaching Guide to Stanley
Kubrick’s Dr. Strangelove”, OAH Magazine of History.
16-17 Erin Brockovich 1. David Ruccio (2008): “The Economic Cost of Prevention”,
(2000) available at
18 Film Personality 1
19 Film Personality 2
20 Summing Up

19. Organisational Structure & Design (OB-219)

Organisation Structure and Design
Term V BS Group Elective

Instructor: Nimruji Prasad J
Room. No. K 402, Extn. 721,
Course Objective
This course will consider the various approaches to designing organizational structures. Rooted in the various
economic and sociological theories of structuring of organizations, the course aims at providing a broad overview of
these theories and the specific implications they have for managers seeking to organize work and design
organizational structural arrangements. The course will involve both lectures and case discussions.
Assignment: 20%
Project: 20%
End Term 40%
Class Participation: 20%

Session Topic
1-2. Bureaucracy Readings:
1.Weber, Max. (1997) “Legitimate Authority and Bureaucracy” in Pugh, D.S.
(ed.) Organization Theory: Selected Readings (1997) Penguin: London, 3-15.
2. Hall, Richard (1963) “The Concept of Bureaucracy: An Empirical
Assessment” American Journal of Sociology, 69, 32-40
3. Pugh, D.S. (1997) “Does Context Determine Form?” in in Pugh, D.S. (ed.)
Organization Theory: Selected Readings (1997) Penguin: London, 16-35.
4.Gouldner, A.W. (1955) “Metaphysical Pathos and the Theory of Bureaucracy”
American Political Science Review, 49, 496-507.
3-5 Theory of the Firm Readings:
Transaction Cost and 1. Chapter 2. “Transaction Costs” from Ricketts, Martin (2002) The
Resource- Economics of Business Enterprise, Edward Elgar: Cheltanham
Dependence 2. Coase, R.H. (1937) “The Nature of the Firm” Economics, 4, 386-405.
Perspectives 3. Chapter 8: “The Modern Corporation: Origins, Evolution, Attributes from
Williamson, O.E. (…) Economic Organization: Firms, Markets and Policy
4. Simon, H.A. (1991) Organizations and Markets, Journal of Economic
Perspectives, 5, 2, 25-44.
5. Pfeffer, J. & Salancik, G.R. (1978) “The Design of Externally Controlled
Organizations” in Pugh, D.S. (ed.) Organization Theory: Selected Readings
(1997) Penguin: London, 130-161.
6 Case Discussion: ECCO A/S. Global Value Chain Mangement
7-8 Strategy and Structure Readings:
1. Miles, R.E. & Snow, C.C. (1984) Organizational Fit in Pugh, D.S. (ed.)
Organization Theory: Selected Readings (1997) Penguin: London, 162-
2. Chandler, A. (1981) “Historical Determinants of Managerial
Hierarchies: A Response to Perrow” in Perspectives on Organisation
Change and Behaviour, (ed.) Andrew Van de Van, John Wiley, Canada
3. Mintzberg, Henry (1981) Organization Design: Fashion or Fit?, HBR,
4. Kim, C. & Mauborgne, R (2009) How Strategy shapes Structure” HBR,
9 Case Discussion: American Heart Association
10 Case Discussion: Andersen Consulting: EMEAI Reorganizing for Revitalization
11 Power and Control Readings:
1. Perrow, C. (1981) Markets, Hierarchies and Hegemon
2. y in Perspectives on Organisation Change and Behaviour, (ed.) Andrew
Van de Van, John Wiley, Canada

12 Ownership and Readings:

Growth Greiner, L (1998) Evolution and Revolution as Organizations Grow, HBR, June
Churchill, N & Lewis, V (1983) The Five Stages of Small Business Growth,
HBR, June
Adler, P, Heckscher, C & Prusak, L (2011) Building a Collaborative Enterprise,
HBR, August
The Organisation Design of Owner Managed Companies
13 Case: Organising From Scratch
14 Case: Johnsonville Sausage Co. (A) and (B)
15-16 Institutional and 1. Meyer, John & Rowan, Brian (1977) “Institutionalized Organizations: Formal
Ecological Structure as Myth and Ceremony” American journal of Sociology 83,2.
Perspective 2. DiMaggio, Paul & Powell, Walter (1983) “The Iron Cage Revisited:
Institutional Isomorphism and Collective Rationality in Organizational
Fields” American Sociological Review, 48, 2.
3. Scott, Richard & Meyer, John (1983) “The Organization of Societal Sectors:
Propositions and Early Evidence” in John W. Meyer and W. Richard Scott
(eds.), Organizational Environments: Ritual and Rationality, Beverly Hills,
CA: Sage.

17 Case: To be announced
18 Networks Readings:
1. Powell, W (1996) Trust-based Forms of Governance, in Kramer, R 7
Tyler, T (Eds.) Trust in Organisations, Sage: California.
2. Powell, w (1990) Neither Market nor Hierarchy:Network Forms of
3. Miles, R & Snow, C (1992) Causes of Failure in Network
Organizations, California Mangement Review, 34,4.
19 Case: Rainforest Alliance
20 Review and Readings:
Integration Tensions of Organisation Design
Do You have a Well Designed Organization
Case : ABB Poland

20. Organisational Leadership: Inspiration, Dilemmas and Action (OB-227)



Course Title: Organizational Leadership: Inspiration, Dilemmas and

Course Code: OB-227
Course Instructor: Chetan Joshi (
Office: K 406, New Academic Block Ext: 2050
Elective Offered in: Term VI
Course Introduction: The course aims at understanding and appreciating the dynamics of
becoming and being leaders. It draws from business case studies as well as stories of leadership
in history, literature, multimedia resources to tease out relevant concepts in the practice of
modern leadership. The course attempts to highlight some of the questions students need to
resolve in their journey towards becoming leaders. These questions include, among others: How
is a leader different from a manager? What is leadership? What is meant by vision? How does a
leader execute public and private responsibilities? What does a leadership team do in the event of a

Course Objective: The main objectives of this course are twofold:

 Use stories of leadership in business cases, books, history, literature, multimedia
resources to enable students appreciate and understand key concepts in leadership such as
vision, charisma, ambition, responsibility, etc., and,
 Allow students to connect the lessons derived from the above sources to their own
personal experiences and to set their own agenda for a very personal leadership journey.

Requirements and Evaluation: The grade for this course will be based on:
Individual class participation 25%
Group Presentation 25%
Group Project 25%
Individual reflection write-up 25%

1. Individual class participation (25%): Students are expected to come to each session
prepared and ready to discuss/share their thoughts on the assigned reading(s). Students will be
assessed on the basis of their individual contributions to class discussions.

2. Group presentation (25%): The in-class presentation should be thirty to forty minutes long.
It will be evaluated on: quality of interpretation of the assigned reading (and not just providing a
summary of the reading), issues that are generated for class discussion, and handling of
questions/issues generated.

3. Group Project (25%): The focus of the group project will be on reading about the leader
from biographies/autobiographies/articles in the business press and uncover critical incidents
from the leader's life which provide inklings of some or all of the following:- leader's vision,
values, traits, (un)ethical leadership, transformational and charismatic skills, dilemmas leader
may have faced and actions he/she took The group can choose leaders from public/private/NGO
sector or from sports or political leaders.

The group project report will be 2000 - 3000 words long (Times New Roman with 1 inch margin
on sides and double spacing).

To initiate the group project work, one member from each group should email names of at least
two leaders the group may want to work for this project to and cc his/her
group. The faculty member will confirm which leader the group will work on. First come first
served will be applicable. If another group has already been allotted your preferences, faculty
will ask for more choices from the group.

4. Individual reflection write-ups (25%): Each student will write his/her reflections on the
issues covered in the course. The individual reflection write-ups are expected to be 5-7 pages
long, Times New Roman 12 point, 1 inch margin on all sides. 1.5 spacing between sentences.

Session Plan:

Session 1: Expectation Clarification, Course Introduction, Starting the Journey

Clawson, J. The leadership point of view.
Kotter. J. P. (2001). What leaders really do. Harvard Business Review,
December, pp. 85-96.
Iyer, P. Leadership lessons from a teabag

Inventory to be distributed and discussed in class: Inventory of

Managerial Styles

Session 2: Leadership Styles – Diagnosis and Concept

Bass, B. M. (1998). Transformational and transactional organizational culture. In B. M. Bass
(Ed.), Transformational leadership: Industrial, military and educational impact (Ch. 5, pp. 62-
71), Mahwah, NJ: Lawrence Erlbaum Associates.

Prepare Case
Transforming ICRISAT: The leadership of Dr. William Dar
Inventory to be distributed and discussed in class: Two Leadership Styles

Session 3: Visionary Leader

Conger, J. A., & Kanungo, R. (1998). The leader’s search for opportunity. In J. A. Conger & R.
Kanungo (Eds.), Charismatic leadership in organizations (Ch. 4, pp. 121-152), Thousand Oaks,
California: Sage Publications.
Conger, J. A., & Kanungo, R. (1998). Aligning the organization through vision. In J. A. Conger &
R. Kanungo (Eds.), Charismatic leadership in organizations (Ch. 5, pp. 153-188), Thousand
Oaks, California: Sage Publications.
Prepare case
Aravind Eye Hospital, Madurai, India: In Service for Sight (HBSP Product# 593098-PDF-ENG)
Session 4: Authentic Leadership
Discovering your authentic leadership (HBSP Product# R0702H-PDF-ENG).
Prepare Case
Coach Hurley at St. Anthony High School (HBSP Product# 411309-PDF-ENG).

Session 5: Leadership’s Role in Creating a Learning Organization

Is Yours a Learning Organization?
Prepare case
Children’s Hospital and Clinics (A) (HBSP Product# 302050-PDF-ENG)

Session 6: Opportunities for Leading Organizations through Transformations - I

Chapter Re-engineering BHEL from the book “At the Helm: A Memoir”

Group Presentation I

Session 7: Opportunities for Leading Organizations through Transformations – II

Chapter Reforging SAIL from the book “At the Helm: A Memoir” (Group Presentation II)

Session 8: Dreams, Passion and the Human Spirit

Lala, R. M. The Joy of Achievement: Conversations with J R D Tata. New Delhi: Penguin.

Group Presentation III

Session 9: Legitimacy and Leadership

Karnad, G. Tughlaq. New Delhi: Oxford University Press.

Group Presentation IV

Session 10: Leaders in the Making

Watch the film Sardar (Hindi version available at before coming to the session.

Watch the film Sardar (English Dubbed version available at before coming to the session.

Group Presentation V

Session 11: Illusions and Reality

Ibsen, H. The Wild Duck. Mineola, NY: Dover Publications.

Group Presentation VI

Session 12: Responsibilities - Public versus Private

Miller, A. All My Sons. New Delhi: Oxford University Press.

Group Presentation VII

Session 13: Professionals, Principles and Compromises

Bagchi, S. The Professional. New Delhi: Penguin. (Group Presentation VIII)

Session 14: Ethics

Kar. B. Satyadas. New Delhi: Katha.
McCoy, B. H. (1997). Parable of the Sadhu. Harvard Business Review, May-June 1997 (HBSP
Product# 97307-PDF-ENG).
Trevino, L., Hartman, L., & Brown, M. (2000). Moral Person and Moral Manager: How
Executives Develop A Reputation for Ethical Leadership. California Management Review,
Summer, 42, 128-142.

Session 15: Leading Teams

In-class exercise on team work

Session 16: Leading Cross-cultural and Virtual Teams

Five Challenges to Virtual Team Success: Lessons from Sabre Inc.
Prepare case
Shield: Product Development in a Distributed Team (HBSP Product# INS561-PDF-ENG)

Multimedia Resource to be screened in class: Cross-cultural teams at the

‘Concert for George’
Session 17: Crisis Leadership

James, E. H. (2004). Crisis leadership (HBSP Product# UV3243-PDF-ENG)
Prepare Case
A bomb in your pocket? Crisis leadership at Nokia India (A) (HBSP Product# 910M64-PDF-

Session 18: Leaders as Effective Negotiators

Prepare Case
Boost M6700 – Buyer Supplier Negotiation

Session 19: Leading a Diverse Workforce - I

Dietz, J. & Hamilton, L. (2008). Subtle Biases and Covert Prejudice in the Workplace, Ivey
Publishing (Product# 9B08C005).
Prepare Case
Case of the unequal opportunity (HBSP Product# 91406-PDF-ENG)

Questionnaire to be completed online: Implicit Attitude Test

Session 20: Leading a Diverse Workforce – II and Course Wrap Up

Sexual Harassment: Legal Remedy (IIMA Product # GRC0001)

Prepare Case
Harassment at work? (HBSP Product# 398001-PDF-ENG)

21. Management Practices Across Cross Cultural Contexts (OB-229)

PGP Term – 6 / CEMS-MIM

Course coordinator Prof. Abhishek Goel

Office A-309 (Second floor of A-Block)
Extn. 2040
Meeting With prior appointment on email

This course offering is an outcome of requirements of CEMS-MIM program. Common
goals of IIMC and CEMS-MIM indicate development of a managerial mindset that is ready to
take on the challenges posed by multi-cultural environment. This ability to work with people
from different cultures has been found to be an important predictor for team success in
multicultural business environment. Those skilled in mitigating such challenges are expected to
stand a better chance in some of the most important tests on or off campus. This course
introduces the participants to the basics of what it takes to create a mindset conducive to
managing across cultural boundaries. It would then build the perspective to develop the
necessary skills for managing and leading businesses in cross-cultural context.
Keeping this in mind, the course is designed primarily to sensitize the participants
towards, (i) basic issues in deciphering, understanding and managing intricacies faced in
interactions among people from different cultures, and (ii) expose participants to management
practices and leadership qualities in major cultural clusters in the world.
The idea is to develop an attitude of understanding other people’s assumptions, beliefs
and values that are rooted in their own culture.
The requirements of managers form the bedrock of this course. Therefore, the course
includes tools such as cases from real business situations, simulations to drive home the need
for sensitization. Most of times we shall have data based discussions before we arrive at a more
plausible conclusion. An open mind would help in better understanding the cases and
deciphering the learning(s) therein.

CEMS-MIM Objectives
CEMS-MIM specifies a few objectives that are to be attained in all courses of the
The five objectives are:

1) Internationalism: The course should consistently focus on international and multicultural
settings and challenges and promote internationalism as value, attitude and approach to
cultural, social and gender differences.
2) Business Embeddedness: The course should engage corporate partners as guest speakers,
providers of “live cases” (real challenges put to the class for discussion/solution).
3) Responsible Citizenship: The course should challenge participants to discover, challenge and
develop their own values, attitudes and behavior, and to reflect on and take responsibility for
the broader environment in which their actions take place.
4) Reflective Critical Thinking: The course should employ a managerial decision-making
approach including reflecting on consequences of decisions and actions.
5) Comprehensive Leadership: Students should be able to reflect on their own strengths and
weaknesses, their values and behaviors, and how their actions as leaders impact other people,
organizations, society and the environment.
This course addresses all five objectives of the program. Session outline has session-wise fit
with these objectives.

Participant Profile
Participation in this course is open to all relevant student members. Some exposure to
cross-cultural context is desirable though not compulsory. Students from varied cultural
backgrounds are encouraged to join. Having a multicultural group coming together to discuss
cross cultural issues is in itself an interesting and learning experience.

The pedagogy for this course would involve a mix of readings, film watching, case
studies, group presentations, field exercises, guest speakers from industry, and in-class
simulations to highlight the need for and issues involved in understanding someone foreign or
from a foreign culture.

Instruction Philosophy
The coordinator believes that such subjects cannot be taught. They can only be learned
with individual effort to observe, explore, and distill own learning points. Learning can happen
only if people wish to experience and have an open mind conducive to exploration.
The topic involved demands open discussions to share information about own
assumptions and at times look into ourselves. Therefore, this course would follow Socratic
philosophy of instruction to honour the spirit of the subject at hand. Instructor in this course
would act as a facilitator for raising issues and moderating their discussion. Meaningful class
participation would be encouraged.
Course Text

Text Book:
Since this course is based on the premise that people learn out of interest, it is difficult to
suggest a series of compulsory readings. A large part of texts and other reading material is
determined by enthusiasm of the class, direction of discussion, and questions with participants.
Hence, other articles and readings shall be assigned from time to time.

Module Outline

Module 1: Understanding basics (4 sessions)

Exploration Issue: What do I look for when I study cultures?
Part 1: The need for a Global Mindset, What does culture mean? (2 sessions)
Understanding different levels of culture
How does culture evolve? How to understand about cultures?
CEMS-MIM Objectives: 1, 5

Part 2: Influence of culture on how we define ourselves (1 session)

Case Study: Road to Hell
CEMS-MIM Objectives: 1, 3, 4, 5

Part 3: Setting up coordination in current times (1 session)

Case Study: Rudi Gassner and the Executive Committee of BMG International
CEMS-MIM Objectives: 1, 2, 4, 5

Module 2: Differences in practices, us (2 sessions)

Exploration Issue: We are same, yet different
Part (i). A presentation on culture of choice (by the group) including on prevalent business and
leadership practices in a cultural cluster. You will be encouraged to bring in videos, your
experiences, real-life evidence through secondary sources, enactment of situations via short
act, etc. Max time will be 20 minutes each. The presentation will be graded. IN CLASS
(double session, to be announced by PGP office after registration)
CEMS-MIM Objectives: 1 2, 3, 4

Module 3: Experiencing differences (2 sessions) (Simulation)

Bafa-Bafa simulation (double session, to be announced by PGP office after registration)
CEMS-MIM Objectives: 1, 2, 3, 5

Module 4: Delayering Organizational Culture and National Culture (2 sessions)

Exploration Issue: Balancing between organizational culture and national cultures: Impact on
Case Study1: Four Seasons goes to Paris
Case study 2: Establishing an ECL culture in China
CEMS-MIM Objectives: 1, 2, 3, 4

Module 5: Dilemmas in cross cultural communication (2 sessions)

Exploration Issue: Cross cultural complexities in communication
Case Study1: Johannes Van Den Bosch Sends an Email
Case Study 2: Intersoft of Argentina
CEMS-MIM Objectives: 1, 2, 3, 4

Module 6: Being an expatriate (2 session)

Exploration Issue: What to do when you are posted abroad?
Case study 1: Joe Willis feels the heat in Thailand
Case study 2: a) Learning to Learn: Michael Faye Goes to China
b) Learning to Lead: Antonio Scarsi takes command
CEMS-MIM Objectives: 1, 2, 3, 5

Learning from Practice (2 sessions) - Tentative

Interaction with Guest Faculty (Tentative - TBA)
*Tentative: Depending on timing of guest faculty
CEMS-MIM Objectives: 1,2, 3, 4, 5

Module 7: Cross cultural negotiation (2 sessions) – Exercise - Simulation

Exploration Issue: How to win
Tripartite Negotiation game
(double session, to be announced by PGP office after registration, needs three classrooms)
CEMS-MIM Objectives: 1, 2, 3, 4, 5

Module 8: Special topic: Corporates vs. Governments in International Context (1 session)

Exploration issue: Resolving conflicts with governments
Case Study: Fiji vs FIJI
CEMS-MIM Objectives: 1, 2, 3, 4, 5

Module 9: Integration (1 session)

Wrap up of the course, integration, and way forward in cross-cultural life

CEMS-MIM Objectives: 2, 3, 4, 5

Module 10: Individual Feedback on learning diary

Reflection has been found to be one of the cornerstones of successful careers. Feedback on
individual viewpoint is a compulsory component of the course. This is extremely important to
improve participants ability to reflect on their actions.

Project work (Tentative – to be finalized after the course is on offer) –

This year’s (2017-18) project will be built around cross-cultural conflicts that students faced in
their actions.

This will be evaluated

CEMS-MIM Objectives: 1, 2, 3, 4

Evaluation Criteria
This course would use multiple evaluation criteria as described below:
1) Meaningful class participation – 25%
2) Learning diary and seeking feedback – 25%
3) Group Assignments – Presentations and reports – 20%
4) End-Term exam – 30%

Discussion questions for cases will be handed via google group/email for easy online access in
the previous week. Feel free to clarify doubts with the instructor.
22. Designing Corporate Citizenship Initiatives (OB-235)

Designing Corporate Citizenship Initiatives

Instructor: Dr. Nimruji Prasad J

Course Objective
In recent years, businesses have been compelled to look at social responsibility as not just an add-on but as an
integral part of corporate strategy. The bottomlines now include not just profit but people and planet as well. This
course is aimed at providing an understanding about how to integrate social responsibility into the strategy of a
business. The degree to which it can be done, the ways in which it can be done and issues involved in implementing
chosen social responsibility strategies. The course begins with an examination of the foundation of CSR and
progressively moves towards developing abilities for integrating CSR into corporate strategy and designing and
implementing CSR programs. It sums up by examining some of the issues surrounding evaluation of CSR and its
relationship with investment.

The course will follow the case method and learning will depend heavily on student participation. Groups of
students will be expected to make a presentation of cases and set the tone for further class discussion. Project work
will also be a very important part of the methodology. There is a cap of 45 students for this course.


Written Case Analysis: 20%

Class Participation: 30%
Assignments: 30%
Final Project Presentations: 20%

Session Schedule

Class Module I : Foundations of CSR: History, Philosophy and Pragmatics

1  Introduction to the Course

 A Glimpse into the history of business-society relationship

2  A Glimpse into the history of business-society relationship contd.

 A Glimpse into the corporation’s control of society

Read: Perrow Charles (1991) A Society of Organisations, Theory and Society, Volume 20, 6
3  A Glimpse into the corporation’s control of society contd.

 Pragmatics of present planetary circumstances (Student presentation)

Discussion: Korten David ( 2001) Cowboys in a Spaceship in When Corporations Rule the
World, Kumarian Connecticut

4  The philosophy of profits and shareholder value: A debate with Milton Friedman
Read/Discussion: Friedman, Milton (1970) The Social Responsibility of Business is to
Increase its Profits The New York Times Magazine, September 13, 1970 with C P Dunn’s

5  India and CSR: History and Present State

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

7 Read: Note: Conflicting Responsibilities

Note: Corporate Purpose and Responsibility
Case: Timberland: Commerce and Justice

8 Read: Bhattacharya C B & Sen S (2004) Doing Better at Doing Good: When, Why and How
Consumers Respond to Corporate Social Initiatives, CMR, 47,1 Fall 2004
Supplementary Read:Barrientos, S. (2008) Contract Labour: The ‘Achilles Heel’ of
Corporate Codes in Commercial Value Chains
Case: Charles Veillon, S.A. (A)

9 Read: Porter M & Kramer M (2006) Strategy and Society, HBR, December 2006
Case: Starbucks Corporation: Building a Sustainable Supply Chain

10 Read: Porter M & Kramer M (2002) The Competitive Advantage of Corporate Philanthropy,
HBR, December 2002
Case: Alpina, Inc

11 Read: Porter M & Kramer M (2006) Strategy and Society, HBR, December 2006
Case: IBM: The Corporate Service Corps

12 Read: The Future of Big Pharma

Case: Merck: Global Health and Access to Medicines

13 Read: Berger I, Cuccinghan P & Drumwright M (2007) Mainstreaming Corporate Social

Responsibility: Developing Markets of Virtue, CMR 49, 4, Summer 2007
Case: Walking the Walk: Putting Social Responsibility into action at the White Dog Café

14  CSR in SMEs: Why and How

(Student Presentations)
Implementing CSR Strategies
15  Building CSR culture and Systems
Case: Embedding CSR at Brukchardt Compression
16  Strategic Decision Making
Read: Defining What Matters in Googins B, Mirvis P & Rochlin S (2007) Beyond Good
Company: Next Generation Corporate Citizenship, Palgrave Macmillan New York
 Case: Scandinavian Airlines: The Green Engine Decision
17  Working with Partnerships
 Guest Lecture: Speaker to be announced

Background reading
 Brugmann J & Prahalad C K (2007) Cocreating Business’s New Social Compact,
Harvard Business Review, February 2007
 Seitanidi M & Crane A (2008) Implementing CSR Through Partnerships:
Understanding the Selection, Design and Institutionalisation of Nonprofit-Business
Partnerships Journal of Business Ethics,

18  Engaging the community, managing business

 Guest Lecture: Speaker to be announced
Svendsen A & Laberge M (2006) A New Direction for CSR: Engaging Networks for Whole
System Change in Jonker J & Witte de M (eds.) The Challenge of Organizing and
Implementing Corporate Social Responsibility, Palgrave Macmillan New York

19  Engaging the community, managing business

 (Issues of extractive industry)
 Guest Lecture: Speaker to be announced
20  Managing Corporate CSR portfolio
 Guest Lecture: Speaker to be announed
 Reporting Standards for Social Responsibility
(Student Presentations)

22. Revenue Management & Dynamic Pricing (OM-252)

Course Name Revenue Management & Dynamic Pricing

Term PGP Term-VI (3 credit course)

Name of Course Prof. Preetam Basu


Name of the Instructor(s) Prof. Preetam Basu, Prof. Sumanta Basu

Revenue management is a process for capacity-constrained industries to maximize profitability by
allocating the right inventory to the right customers at the right price. A familiar example comes from the
airline industry, where tickets for the same flight may be sold at many different fares. One of the
distinguishing characteristics of revenue management is the use of analytical techniques derived from
management science to compete in complex and dynamic environments. It enables organizations to
address three basic categories of demand management decisions: structural, price and quantity decisions.
Revenue management is becoming increasingly important in retail, telecommunications, entertainment,
financial services, health care and manufacturing. The emphasis of this course will be on understanding
the modeling aspects and the related issues of revenue management and dynamic pricing strategies.
Through a combination of case studies, lectures, and problem solving techniques, we will review the main
methodologies and explore the application areas of revenue management in different industrial contexts.

Session Plan:

Sessio Instructor
1 Introduction to Revenue Management PB
Background and Context
Financial Impact of Revenue Management

2 Different Strategies of Revenue Management PB

Measuring Revenue Management Effectiveness
Revenue Optimization and Pricing Theory

3 Introduction to Airline Revenue Management PB

Market Segmentation with Differential Pricing
Tactics for Price Differentiation

4 Case Discussion (American Airlines Inc.) PB
Price Differentiation and Consumer Welfare
Industry Adopters beyond the Airlines

5 Case Discussion (Cambridge Software Corp) PB

Business Conditions Conducive to Revenue Management

6 Pricing with Constrained Supply SB

Variable Pricing in Action
7 Implementation of Revenue Management and Dynamic SB
Pricing on Supply Chain Management
Case: Right Price Consultant
8 Dynamic Pricing in Practice: A Marketing Perspective SB
Case: Hyrule Cinemas: Pricing Movies and Popcorn
9 Discussion of Pricing Principles in Practice SB
Case: Atlantic Computer – A Bundle of Pricing Options
10 Discussion on Bundle Pricing SB

11 Session for Project Discussion SB

12 Overbooking PB

13 Network Management PB
Concepts of Nesting
Network Management in Action
14 Case Discussion (Springfield Noreasters) PB
Analysis of Network Problems
Decentralized Network Control

15 Revenue Management in Indian Context Guest Speaker

16 Future Directions in Revenue Management Guest Speaker

17 Project Presentation on Applications of Revenue Management SB/PB

18 Project Presentation on Applications of Revenue Management SB/PB

19 Revenue Management and Dynamic Pricing: An SB

Implementation Perspective
Case: Container Transportation Corporation
20 Revenue Management and Dynamic Pricing: An SB
Implementation Perspective
Pricing Simulation: Universal Rental Car V2

PB: Prof. Preetam Basu, SB: Prof. Sumanta Basu

Text Book: Robert L. Phillips, Pricing and Revenue Optimization, Stanford Business Books, 2005.

Reference book: (1). Robert Cross, Revenue Management, Crown Publishing Group, 1997.
(2). Kalyan T. Talluri, Garrett J. van Ryzin, Theory and Practice of Revenue Management, Springer,

The course would be conducted through lectures, case discussions and problem solving.

Evaluation Method
In-Class Quiz: 10% Case Analysis: 30%, End Term: 50%, Project: 10%

24. Politics of Development (PP-207)

Politics of Development
Optional Course offered in Term VI
Course Coordinator: Raghabendra Chattopadhyay

The course discusses the issues related to economic development in the context of capitalist development and
analyses the emergence of the modern state and its imperatives reflected in the ideas of development and the
emergence of the idea of post modern societies. The specific thrust in the course is to analyse and conceptualise the
modern and post-modern issues faced by today’s world and their relations to industrial capitalism with special
reference to India.

Evaluation Method:
The course is based on 40% pedagogy and 60% presentations by the students. The course is oriented to help the
students develop self-learning and analyse the concepts reflected in writings of different genre. A list of books
related to different areas of concern of the modern/post modern societies is chosen during the first week of the
course, in consultation with the students. The selected books are distributed as readings among the students to
present review papers in classroom seminars starting from the 5th week. All students are required to participate in
the discussions. Grading is based on (i) draft paper presentation (40%), (ii) participation in the presentations (20%),
and, (iii) grading of final paper submitted by the students during the end-term test week (40%).

Week 1 The evolution of modern state and its imperatives

Week 2 State and the People – Economic Growth and Poverty – Development Imperatives, The concept of
Post modernism.

Weeks 3-4 Current Issues –Gender inequality – Green Movement – New Imperatives of capitalism – Politico-
economic polarities in the present world and the possible future road maps.

Weeks 5-10 Draft Paper presentations by students and interactive classroom discussion.

The minimum number of students to run the course: 10

Readings: A supplementary reading list will be provided by the beginning of Term VI. The list of books
related to different areas of concern of the modern/post modern societies is chosen during the first week of the
course, in consultation with the students, because the selected books are distributed as readings among the students
to present review papers in classroom seminars starting from the 5th week.


25. Global Political Economy of the 21st Century (PP/EC-266)

Optional Course - Term VI - 2016-17

1. Course Title: Global Political Economy of the 21st Century (Cross

Listed Course – PPM and Economics)

2. Course Instructors:

a. Partha Ray (PR), Professor, Economics Group

b. Biju Paul Abraham (BPA), Professor, Public Policy and Management


3. Offered for: Term VI

4. Course Objective: The course aims to expose students to contemporary

global economic developments and relate it to changes in the regional and

global political environment so that they gain a better perspective of the

current global, regional and national business environment. The primary

focus of the course will be on discussing the background and context of

global economic and political changes in different regions / countries of

the world that are of current concern. Its special emphasis is on the

political economy of the US, Europe, Japan and the BRICS countries.

5. Evaluation Procedure:

a. Two Announced Quizzes – each with 10 percent (one pre mid-term

and the other post mid-term)

b. One Mid-Term exam – 40 percent (one long and a few Short-answer

type questions)

c. One End-Term exam – 40 percent (one long and a few Short-answer

type questions)

6. Cap on Students enrolment – 60

7. Course Outline
No. Broad Heading Instructor Broad Outline
1 Introduction BPA & PR Introduction to Global Political Economy
2 Global Economic Trends PR Economic Forces behind Globalization –
and Challenges Long-term trends in Global Growth – Recent
protectionist tendencies in developed
3 Politics of Globalization: BPA The post-war world order – Rise of US power
Trends and Challenges - the collapse of communism and the rise of
new powers in the International political
system – The challenge of integrating new
powers in the global political architecture

4 International Political BPA United Nations and its various Agencies;

Institutions Global Groups (G7 / G8 or G 20); the role of
the G7 during the Cold War, the co-option of
Russia and the formation of the G8; the rise
of the G-20 post-2008; legacy issues
impeding reform of global institutions.

5 International Economic PR Global Economic and Financial Architecture -

Institutions IMF, World Bank, WTO, BIS and global
financial regulatory bodies (such as FSB,

6 The Euro Area PR The Euro-area crisis with special reference to

the Greek and the Irish economy

No. Broad Heading Instructor Broad Outline

7 Politics of the European BPA The impact of the EU on global and regional
Union politics; Political impact of the Euro crisis;
political impact of the current refugee crisis
on the EU

8 Brexit PR & BPA Economic and Political factors leading to

Brexit; Its possible impact on EU and global
economy and polity
9 Asia – with special PR Emergence of China as an industrial
reference to China superpower – global imbalance - Chinese
Currency Misalignment as a strategy of trade
policy - Recent growth deceleration in China

10 Asia – with special BPA The ‘re-emergence’ of China and its impact
reference to China on global politics/institutions; China-
Mid –Term Examination
11 Economic Trends in Asia BPA Long-term stagnation in the Japanese
– Japan economy – bursting of asset price bubble –
emergence of quantitative easing – the
demographic crisis – Abenomics.
12 Political trends in Asia – BPA Japan in East Asia – Japan-China relations –
Japan Constitutional changes and its potential
13 Economies in Middle East PR Middle East Economies - Exchange rate
and North Africa arrangement among GCC countries-
Economics of Oil Price and its recent
collapse – Resource Curse
14 Gulf Politics, Syria and BPA Oil and Geopolitics in the Middle East and
the Middle East Crisis North Africa; The impact of religious conflict
on Arab and Gulf geopolitics; Syria; the rise
of ISIS and its impact on MENA politics
15 Russia and CIS Countries PR Emergence of Russia as a 21st century
economic power and its recent downturns –
CIS countries & their economic potential

16 Russian and the Second BPA The downturn in US-Russian relations and its
Cold War impact on global politics; US-EU-Russia
relations – the impact of EU’s energy

No. Broad Heading Instructor Broad Outline
dependency on Russia and Russia’s actions
in its neighbourhood – Ukraine

17 Latin American PR Latin American economies with special

Economies reference to Brazil (emergence of an
economic power house and its recent
downturns) and Argentina (Debt crisis and

18 Latin American Politics BPA Brazil, Argentina, Venezuela and the re-
emergence of Latin America as an
independent actor since the 90s; Politics of
free trade in the Americas; Brazil and BRICS
19 South Africa PR & BPA Trends in South African economy and polity –
tow commodity prices and its impact – inter-
race relations and political trends
20 Summing -up BPA & PR Conclusions and summing-up

8. Text: Ravenhill John (2016): Global Political Economy, Fifth Edition (Oxford:
Oxford University Press).

9. Reference: Instructors will refer to relevant articles that will be distributed in the
class / uploaded in course-web.

26. Market Reform and Economic Governance in (PP-267)

I. Course Title: Market Reform and Economic Governance in Asia

II. Instructor: Chiranjib Sen (PTVF, Public Policy Group)

III. Course Pre-requisites: None

IV. Restrictions on course registration: None

V. Course Objectives:

This course will discuss the relationship between economic growth and institutions in the era of market reforms.
Markets are embedded in institutions. As the economic role of the government changes, these institutions must also
adapt. The institutions of policymaking, regulation and promotion play a key role in enabling markets to function
effectively. The course will focus on the contemporary experience of selected Asian countries that have attempted to
transition to a market economy after decades of dominance by government in the economy. The empirical analysis
will focus on countries that combined capitalist economic systems alongside an activist developmental state, i.e.,
India, S. Korea, Japan, Singapore and Taiwan.
The aim of the course is to:
 Provide a perspective on past three decades of economic policy in the Asian region. These countries
provide interesting contrasts in the way in which erstwhile state-dominant economies have adapted: (a)
their policies from economic nationalism to engaging with globalization, and (b) adapted institutions to
enhance the role of markets vis-à-vis the state as allocative mechanisms.
 Examine through a political economy lens the evolving relationship between governments and business
enterprises, and the associated policy and institutional transitions.
 In the context of enabling markets, examine the following selected set of three sector-specific policy
challenges and the institutional reforms that are needed. We shall examine the current Indian context in
these areas, and analyze the comparable experience of other Asian countries, to seek possible policy

a. Large Private Manufacturing Industry: The relationship between large private enterprises and
government, the changing character of policy making institutions and the institutional response to
the threat of crony capitalism.
b. Public Sector Natural Monopoly Industries: The evolution of independent regulatory and audit
institutions where the private sector is inducted, public assets are privatized, and markets
established. (The case of Indian coal and telecom spectrum allocation)
c. Private Participation in the Social Sector: (The case of Higher Education). This sector is
characterized by the rapid growth and the marked rise of private providers. This sector has
traditionally been dominated by public academic institutions. The entry of private players has
impacted equity of access and quality.

VI. Outline of Session Themes (10 sessions):

Session 1:
 Economic Nationalism, Policy Institutions and Markets in the Pre-Reform Era in Asia (1960-90)—A
Comparative Overview
o Dynamic Comparative Advantage and Strategic Capitalism in East Asia
o The Institutional Structures of the Developmental State—Comparing India with S. Korea,
Taiwan, Japan

Session 2:
 Growth and Structural Transformation in Asian Economies
o Contrasting patterns of growth and structural change
o India’s “stalled industrial transformation” vis-à-vis other structural evolution of other Asian
o Differential performance and dualism among formal manufacturing enterprises
o Business environment and governance as determinants of manufacturing performance
o Weak governance as a key cause of India’s relatively weak performance

Session 3:
 Business, Government and Policymaking—Case Study of S. Korea

o The rising economic power of big business and its impact on the autonomy of the state 1960-
o Restructuring the economic system following the East Asian Crisis
o Lessons from the Korean experience with business-government relations
 Corruption and policy capture

Session 4:
 Market Reform in Asia and the Transformation of Economic Policymaking Institutions
o The Washington Consensus Reform Model and the Role of the State
o Changing Role of Indian Planning Commission, Korean Economic Planning Board, Japanese
o Retaining Strategic Policymaking in the Era of Globalization
 Case Study: The Incheon Free Economic Zone (S. Korea)

Sessions 5 and 6:
 Governance of Private Sector Access to Publicly Owned Natural Resources
o Weak Governance and the threat of crony capitalism
 Case Study of the Coal Block Allocation Controversy in India
 The Capture of the Policy Process
o Crony Capitalism and its Structural Determinants
o Strengthening Economic Governance
 Core Design Principles:
 Rules-based vis-à-vis Relations-based governance
 Applications:
 Strengthening Policy Making Process
 Strengthening Audit Institutions
 Lessons from E. and SE Asia

Sessions 7 and 8:
 Independent Regulatory Institutions in Asia
o Indian Independent Regulatory Institutions-an assessment
o The Evolution of Indian Regulatory Institutions via interaction between the policy
process and the legal process—Case Study of the Indian Telecommunication Sector
o Regulatory Design and Experience of selected Asian Countries—a Comparative
o Strengthening Regulatory Institutions

Sessions 9 and 10:

 Higher Education Policy, Roles of Public and Private Providers and Governance
o The strategic importance of higher education in the Knowledge Economy
o Rising demand and the growing private participation of higher education services
o Different categories of higher education providers and the varying institutional motives
o Balancing the requirements of Quality-Quantity-Equity
o The shortage of teaching faculty and policy suggestions
o Opportunities and challenges of globalization of higher education
o Lessons from the experience of Asian countries

VII. Recommended Readings (Tentative):

Amsden, Alice. Asia’s Next Giant, Oxford University Press, 1989

Baumol, William J., Robert E. Litan and Carl J. Schramm. Good Capitalism, Bad Capitalism and the
Economics of Growth and Prosperity, Yale University Press, 2007.

Chu, Yun-han. "The Realignment of Business-Government Relations and Regime Transition in Taiwan,"
in Andrew MacIntyre, ed., Business and Government in Industrializing Asia (Ithaca: Cornell University
Press, 1994)

Dreze, Jean and Sen, Amartya. An Uncertain Glory—India and its Contradictions, Oxford University Press, Allen
Lane, 2013 (Chapter 3: India in Comparative Perspective, and Chapter 4: Accountability and Corruption)

Evans, Peter. Embedded Autonomy—States and Industrial Transformation, Princeton University Press,

Gandhi, Aditi and Walton, Michael. “Where do India’s Billionaires Get their Wealth?” Economic and
Political Weekly, October 6, 2012

Government of Japan, Ministry of Economy, Trade and Industry (METI), “Industrial Structure Vision
2010” document,

Hasan, Rana and Jandoc, Karl Robert L. “The Distribution of Firm Size in India: What can Survey Data
Tell Us”, Asian Development Bank, Working Paper 213, 2010.

Kapur, Devesh and Mehta, Pratap Bhanu, editors. Public Institutions in India—Performance and Design.
Oxford University Press, 2005, Chapters 4 and 7.

Kang, David C. Crony Capitalism—Corruption and Development in South Korea and the Philippines,
Cambridge University Press, 2002

Kang, David C. “Transactions Cost and Crony Capitalism in East Asia”, Working Paper 02-11, Tuck
School of Business at Dartmouth, 2002

Khatri, Naresh and Ojha, Abhoy K, editors. Crony Capitalism in India—Establishing Robust
Counteractive Institutional Frameworks. Palgrave Macmillan, 2016.

Kim, Eun Mee. Big Business, Strong State—Collusion and Conflict in South Korean Development, SUNY
Press 1997

Kochanek, Stanley A. “Liberalization and Business Lobbying in India”, in Rahul Mukherjee edited,
India’s Economic Transition—the Politics of Reforms, Oxford University Press, 2007

Kohli, Atul. State-Directed Development, Cambridge University Press, 2004. Chapters 3 and 7

Mazumdar, Surajit “Crony Capitalism and India — Before and After Liberalization”, Working Paper 2008/04,

Institute for Studies in Industrial Development (ISID), 2008

Rai, Vinod (2014), Not Just an Accountant—the Diary of the Nation’s Conscience Keeper, Rupa Publications.

Rao, D. Narasimha and Gupta, Subhashish. “Recent Developments in the Regulatory Framework for the Private

Sector in Infrastructure”, in Asian Development Bank, Trade Policy, Industrial Performance and Private Sector

Development in India, Oxford University Press, 2008

Sen, Chiranjib. “Industrial Policy in India—Improving Institutions for Economic Governance”, APU Teaching
Note, 2016

Sen, Chiranjib and Suraj, Anil (2009), “The Role of Legal Process in the Redesign of Indian
Government-Business Relations”, Working Paper 102, Center on Democracy, Development, and the Rule of Law,
Freeman Spogli Institute for International Studies, Stanford University

Sen, Chiranjib (2017). “Curbing Crony Capitalism in India”, Working Paper 5, Azim Premji University

Sen, Chiranjib and Balasubramanian, N. “Regulation in Corporate Governance and Elsewhere”, in

Balasubramanian, N. and Satwalekar, D.M. Editors, Corporate Governance—An Emerging Scenario,
National Stock Exchange of India, 2010.

Wade, Robert Governing the Market-Economic Theory and the Role of Government in East Asian
Industrialization, Princeton University Press, 2003
Walton, Michael. “Inequalities, Rents and the long-run transformation of India”, Kennedy School of
Government, Harvard University, April 2010. (

van Zyl, Albert, Ramkumar, Vivek and de Renzio, Paolo. “Responding to the Challenges of Supreme
Audit Institutions—Can Legislatures and Civil Society Help?”, Chr Michelsen Institute, Anti-
Corruption Resource Center, U4 Issue 2009;1.

Varghese, N.V. and Malik, Garima editors. India Higher Education Report 2015, Routledge, 2016.
Yergin, Daniel and Stanislaw, Joseph. The Commanding Heights-The Battle Between Government and the
Marketplace that is Remaking the Modern World, Chapter 5 (Crisis of Confidence-The Global Critique), and
Chapter 13

VIII. Pedagogy

The pedagogy in this course will be based on the following elements:

 lectures (which will follow a set of circulated presentation slides);
 discussion on selected video-clips, including from the PBS documentary Commanding
 discussion of specific case studies (coal allocation scam, telecommunication spectrum
allocation and evolution of regulatory institutions, TRAI, TDSAT)
 students will work on individual term papers for which there will time for discussion with
instructor outside the class room. Students will be encouraged to choose term paper

topics that will enable them to understand the context and dynamics of contemporary
economic governance institutions in the light of comparisons with Asian economies.

IX. Evaluation Method

 Term paper: 45 %
 End Term exam: 40 %
 Class Participation: 15%