AEGIS GLOBAL ACADEMY'S BATCH OF 2012 - PLACEMENT BROCHURE

WELCOME TO THE WORLD’S FIRST

PGPBM
PGPBM
PLACEMENT BROCHURE
PLACEMENT BROCHURE CLASS OF 2012
CLASS OF 2012
knowledge partners

COPC Inc., USA

Singapore

www.aegisglobalacademy.com

3 www.aegisglobalacademy.com

why aegis global academy’s students

Aegis Global Academy, an ESSAR Enterprise has Every student has been trained with a great mindset of “Mission First, Me Next” with an unflinching spirit to make a difference.
launched The World's First Institute of Customer And also,
Experience Management, in September 2010. The n have been taught and certified by IIM Indore and SQC Singapore
They
course content, offered with its Academic Partners, n have got extensive exposure to their respective specializations (Retailing, Analytics, ITeS and Banking) through a
They
IIM Indore, SQC Singapore and COPC (USA), rigorous blend of science and art – through lectures, case studies, field studies, mini internships, mentorships, etc
prepares the students to deliver an engaging n run their respective experiential learning initiatives – CueMart (Retailing), QmaP (ITeS) and QminE
They
customer experience. Based out of Coimbatore, the (www.qmine.org) for Analytics students. PFIA a write up on Cuemart in The Hindu
institute's philosophy is to deliver the course content n have been taught at the Academy through HBS case material by industry veterans and seasoned practitioners
They
with 65% practicals and 35% theory. Divided into 4 n carry out their field visits, projects and mini-internships (ICE – In-House Customer Experience Program) in
They
terms with a duration of 15 months, the first 11 months Coimbatore-based companies from their respective specializations
is for academic delivery and the remaining 4 months n have been exposed to several practical, on-field, in-company studies as opposed to visits
They
are for internship . As the Academy largely follows a n projects have been well appreciated and received by the respective companies
Their
case-driven learning pedagogy, all the case studies n ITeS specialization students have been certified with LEP and COPC's HPMT (most of them with distinction)
All the
and the relevant material are sourced from Harvard n have been trained to be better communicators through CLAP (Communicate Like A Professional) Program delivered
They
Business School. PFIA the course structure. by communication skills experts
n have been trained for taking on operational leadership positions, i.e. a operational mindset with a strategic
They
Some of the unique, distinct and exclusive programs orientation
included as a part of this course are: Field Visits, n go through a grueling schedule of almost 14 hours a day for all the 7 days throughout their 11 month stint with the
They
GramDarshan, In-House Customer Experience Academy
Management program, etc. In each of these n have been sufficiently groomed for taking responsible positions with several responsibility-oriented initiatives
They
programs, the students engagement with the delivered through MILAN (Mentorship Interactive Learning and Nourishment) and performing teams
customers is not only a learning experience but also n exposure to wide spectrum of knowledge delivered through several innovative and cutting edge learning platforms,
Their
highly revealing for the companies. The academy including Capstone Course
offers industry-specific specializations – Retailing, n ability to perform both as an individual player, team player as well as team leader
Their
Banking, Analytics and ITeS – as opposed to n proficiency in Business Analysis Tools – MS Excel, MS Access, SPSS, Google Analytics, etc
Their
functional areas specializations – Marketing, n have been groomed adequately for fostering, furthering and sustaining exemplary relationships (both with the
They
Finance, HRM, etc. To that extent, the students would internal customers as well external customers) through an innovative program, PEARL (Personal Effectiveness and
be well-trained and prepared for the respective Relationship Leadership).
industries. Our focus would therefore be to prepare n exposure to respective industry's best practices in the world as well as finest sources of benchmarking through
Their
the students to take on the new and demanding roles guest lectures from industry veterans both from within India as well as abroad (through WebEx)
in the respective industries with a clear focus on n have been given well-grounded training in customer service and customer experience management by SQC
They
improving the customer experience so that customer Singapore at two levels – at individual level (Certified Customer Experience Professional) as well as at leadership level
life time value improves and in the process, prepare (Certified Experience Leader)
the respective organizations to be absolutely n come with an envious combination of competencies and character with a zeal to make difference
They
customer-centric organizations. n whole each one of them get trained for ' Making a Difference' with “Mission First, Me Next” mindset
On the


IIM FACULTY
In-house Faculty, Guest Faculty & Visiting Faculty

Dr. Nagendra V. Chowdary Dr. R. Chandra Sekhar Menon Dr. Sandhya Rani Ms. Mou D. Choudhuri Mr. Arun Prasad G S
Centre Director Head Executive Exucation Faculty Faculty Faculty

Mr. Venkatesh Srinivasan Mr. Divagar Krishnamoorthy Ms. Madhumita Ghosh Mr. Rajesh Mallaiah Mr. Suhas Phadnis
Faculty Faculty Guest Faculty, Vice President - Aegis Ltd Guest Faculty, Vice President - Aegis Ltd Guest Faculty, Manager - Aegis Ltd

Ms. Shika Murali Mr. Avinash Das Dr. C Kandasamy Dr. Ponnammal K Pandian Mr. Chandrasekar
Guest Faculty, Vice President - Aegis Ltd Guest Faculty, Asst. Vice President - Aegis Ltd Visiting Faculty - Statistics & SPSS Visiting Faculty - Business Economics Visiting Faculty - Banking
Director, RVS College


IIM FACULTY
In-house Faculty, Guest Faculty & Visiting Faculty

Dr. R Krishnamurthi Dr. Sangeetha Mr. V Rajesh Mr. Sekhar Mr. Pabitra Dey
Visiting Faculty - HRM Visiting Faculty - Marketing Research Visiting Faculty - Retail Visiting Faculty - ITeS Visiting Faculty - Retail
Founder & CEO of Impact, Coimbatore Consultant & Trainer at Retail Subject Matter Expert Senior Management Professional- Retail & Telecom

Dr. Venkatesh Parthasarathy Mr. Indraneel Peratla Dr. Sanjay Fuloria Mr. Uday Bhate Mr. P K Jayaram
Visiting Faculty - Analytics Visiting Faculty - Analytics Visiting Faculty - Marketing Research Visiting Faculty - Analytics Visiting Faculty - Corporate Finance
Primary Researchat Hewlette Packard DGM at Cognizant Technology Solutions Founder & CEO nmore,Hyderabad

Dr. R Chandrasekaran Mr. Subir Ghosh Mr.Sanjay Rawat
Visiting Faculty - Operations Management President, Aegis Global Academy Vice President, Aegis Global Academy
Director, KPR Business School


IIM FACULTY

Prof.Ashish Sadh Prof. A.Kanagaraj Prof.Patturaja Prof. Ranjeet N.

Prof.Rohit Kapoor Prof. Gaurav S C Prof.Harshal L Prof. Manish D

Prof.Prashant S Prof. Rahul N Prof. Sabita M Prof. S K Pani

Prof. S Gopal Prof. Siddhartha Prof. Srabanti Prof. Srinivas G

Prof. S Gopal Prof. Siddhartha Mr. Sashidharan Ms. Neeta Nagar


SQC FACULTY

Dr. Buck Peng Tang
Group Director & Principal Consultant,
Service Quality Centre, Singapore

Mr. Saifuddin BinYosuf,
Senior Consultant,

Mr. Lawrence Lim,
Consultant,

Certified Customer Experience Professional Certified Customer Experience Leader
Course outline: Course Outline:
Delivering Signature Experience: Concept of Creating a Formidable Customer Experience Strategy: The basics of service
customer experience; Customer focus-roles strategy; The concept of “Strategy Service Intent (SSI)”; Customer experience
definition; Service chain; Delight customer with DNAs; The implementation of service strategy
GEMS Nurturing a Sustainable Service Culture: The importance of the voice of
employee; The new paradigm in people management; The power of
Customer Interface Skills: Communication skills; empowerment, service reward and recognitions; Key service transformation
Listening skills; Questioning skills; Rapport building; elements: an excellent service mindset
Handling complaints & difficult requests; Customer Managing Signature Experience: The critical dimensions of customers’ need and
profiling technique; Winning replies; Professional expectations; Understand and manage customers’ perception, both physically
service etiquette; The service innovation cycle; and emotionally; Managing customers’ 5 senses; Customer experience standards
Innovation blockers; Service Innovation Techniques Customer Experience Recovery: Customer experience breakdown management;
Teaching Methodology: Mini lectures; Group S E R V E model; Service fail-safing
discussion; Experiential learning activities; Videos Customer Experience Performance Management
Participants: First and second level persons in Teaching Methodology: Mini lectures; Service case discussion and analysis;
customer management roles. Group discussion; Experiential learning activities; Video
Participants: Any person upward from a second level managerial role


FIELD VISITS

1. Brookefield Mall

2. Sabzi Mandi

3, ITeS Field Visit (365 Media)

4. Retail Field Visit
(Max, Spar, Nilgiris, RMKV, Allen Solly)

5. Telecom Field Visit (IDEA, TATA)

6. EOT I (Retail Stores)

7. EOT II (Interviews - Managers, CEOs)

8. ICE

9. Gramdarshans (I & II)

10. Retail Field Visit - Ooty
(Farm Field to Market - Process)


Gramdarshan

Gramdarshan I &
Gramdarshan II are rural
immersion workshops letting
the students spend 3 full days
with rural customers in their
villages understanding their
consumer behavior. The
prime objective of this
experiential learning activity
is to answer a simple, yet
powerful, question: What it
takes to sell rural customers?
This question needs a
thorough understanding of
their life style, their
aspirations, the spending and
saving patterns, etc.
GRAMDARSHAN thus enables
the students to have a first-
hand preview into rural
customers buying behavior.


ICE

In-house Customer Experience (ICE) - Retail & Analytics
ICE is an Aegis Global Academy's Institute of Customer
Experience Management's initiative to let the participants
engage with the customers in a real-time environment in any
of the designated and approved retail outlets. The objectives
of this initiative are:
(a) To provide a win-win platform for the participants as well
as the retail outlet whereby the participants would strive
to make a real difference to shopping experience of the
customers enabling the retail outlet to engage with the
customer on a long term basis and also to learn the
operational and strategic aspects of managing either a
standalone retail outlet or one of the retail outlets of an
organized retailer
(b) To work in any of the retail outlets as one of the employees
for about 5-7 days
© To let participants understand and experience what it takes
to serve the customers and stand up to the explicit and
implicit customer demands
(d) To have a deeper and more meaningful understanding of
the 7As Approach to Customer Experience Management at
the retail outlet
(e) To explore and constantly seeking ways to making a true In-house Customer Experience (ICE) - ITeS
difference to the shopping experience of the customers a. Day 1 – Our students have to sit and understand how a research is done with a briefing in classroom and practical
thereby enabling the store to have more footfalls, session – will be handled by Mr. Sekar.
enhanced shopping ticket size, improved customer loyalty
b. Day 2 – Introduction to call center, and they should correlate it with Research- will be handled by Ms. Uma.
and increased customer life time value.
c. Day 3 – A Mixture of both day 1 and 2 – better understanding of the research and call center.
(f) To engage with the customers in a more meaningful, yet
nonobtrusive and intrusive, way to understand the d. Day 4 – Quality measurement in correlation with research.
emotional side of their consumer behavior e. Day 5 – Do research on their own.


CUEMART

Cue Mart is a retail venture initiated by
Aegis Global Academy's and The
World's First Institute of Customer
Experience Management's retailing
specialization students. Based on an
unique model of 'Zero Inventory Model'
this venture primarily helps to cater to
the daily needs of all the inmates of
ESSAR House in Coimbatore. It helps to
expand the horizons of retailing
learning for the retailing students.


QMAP

Aegis Global Academy, an ESSAR enterprise has launched quite substantially and more than anything else, the
the World's First Institute of Customer Experience process owners become the business owners. When that
Management in September 2010 with a distinct happens during a students' higher learning pursuit, it is
philosophy of 65% Practicals and 35% Theory. The revolutionary. And this revolution is evolutionary and The
Academy offers a 15 month PGPBM program with IIM Academy wishes to pioneer this initiative. The uniqueness
Indore, SQC Singapore and COPC, USA as its academic of QmAP is:
partners. 11 Months is devoted to training (as opposed to (a) It's a hybrid model – Outbound + Inbound Processes –
teaching) the participants in nuances of managing making outbound calls as well as receiving inbound
businesses in four different industries – Retailing, ITeS, calls restricted only to voice-based format
Analytics and Banking and 4 months are meant for
(b) The Inbound Call Process is based on Peak Process
specialization-based Internship. Accordingly, The Academy
Model, i.e. QmAP students would be attending to
offers 4 industry specializations as opposed to functional
some of the peak time calls of a few the clients, for
specializations.
example, Vodafone, Univercell, etc.
To offer ITeS participants an experiential learning and give
The objectives of QmAP are:
them a headstart in their respective careers, The Academy
has launched a unique platform, QmAP. QmAP is built (i) To be a breeding ground for a few best practices for
around Reverse Migration Model. This model is based on a Indian BPO industry through the power of
simple premise that all the works that had been 'unadulterated' and 'boundaryless' ideating and
outsourced to established companies would have to be executing
sourced to the source itself, i.e. the students / the future (ii) To provide an experiential learning platform for the
employees. As every BPO makes money only through its ITeS students of Aegis Global Academy
frontline employees (while the rest of the employees are to (iii) To make QmAP as a thriving Not-for-Profit venture
ensure the process control and process quality) if the work with all the musings of business principles playing
is outsourced to the source, the overheads can be reduced around


QMINE
Welcome to the happy world of Analytics, QminE. QminE is an initiative of Aegis Global
Academy's Class of 2012's Analytics specialization students'. The next three decades
shall be the age of analytics, as many corporate pundits prophesize and what better
way to embrace this impending change than to delve into it to make a difference.
QminE is a platform to make Analytics simple for everyone who wants to either know
or use. It's not an ivory-tower science after all. It's fun. Playing with data and flying
with analysis. The philosophy of QminE is to, “enable effective decision making
through discernible data sets and data points”
If running any business is all about making decisions, how to make better decisions.
One often-cited way is through data-driven decisions. Data by itself, as everyone would
agree, has no impact on business decisions unless accompanied by insightful analysis.
How do we get insightful analysis? Through analytics. Analytics can therefore be an
important tool for making better decisions.
The objectives of QminE are:
(a) To enunciate Analytics specialization students into the world of Business
Analytics
(b) To provide a platform to Analytics Specialization students' to explore, engage and
execute analytics projects on a turnkey basis
(c) To provide customized analytics solutions to cottage, small and medium scale
enterprises
(d) To bridge the gap between theory and practice through various collaborative
initiatives


MILAN

One of the most often-cited drawbacks of a management graduate is that he is not responsible. When we
tossed this question around, we came up with an interesting initiative, MILAN (Mentorship Interactive
Learning And Nourishment) enabling two of our students to mentor one colleague from the off-campus
(executive hostel) with a mandate to polish their etiquette and service delivery. If you are judged by the way


CLAP Communicate Like A Professional (CLAP) is a rigorous program that enables the students to get
trained in business communication, spoken English, public speaking, etc. Offered across all the three
terms, this course is driven largely by practicals. This is a platform to chisel up students
communication skills for them to be effective communicators.


MEDIA


PEARL
(There are four need based modules appropriately, minimize errors while speaking and 4 Power Presentations
1 Application of Transactional Analysis (TA) writing and spot often mispronounced words. Presentation is fewer slides and more of
Different strokes to different folks 3 Emotional Freedom Technique personality

Learning Objectives “The cause of all negative emotions is a Learning Objective
disruption in the body's energy system" To help the participants design, develop and
? participants analyze and understand
To help the
intrapersonal and interpersonal behaviour. – Gary Craig deliver-by overcoming nerves- presentations that
Learning Objectives will be Informative, Interesting and Inspiring.
To improve the quality of interpersonal
?
communication. To help the participants learn the importance of EI
2 Communicative English for personal and interpersonal competence, to be
aware of destructive emotions, regulate their
Learning Objectives
emotions and to practice Emotional Freedom
To help the participants increase their ability to Techniques.
match verbs to the subjects, learn to use tenses


GUEST LECTURES

1. Mr.Udayan Bose, Founder &
CEO,Netelixir,Inc
2. Ms.Smitha Tharoor, CEO of Tharoor
Associates,London
3. Mr.P.S.Krishnan, Chief Operating
Officer,Customer Centria
4. Mr.Aparup Sengupta,
CEO,Aegis,Mumbai
5. Dr.Mathew J.Manimala,
Chairperson,OBHRM,IIM-Bangalore.
6. Swami Samarpanananda,
Ramakrishna Mission
7. Mr.Mallikarjuna Rao, Vice President-
Service Delivery,Idea Cellular Ltd


CAPSTORE COURSES

1. MOL - Making of a Legend
2. Holly Man - Movie-based
Presentations (John Q, Coach
Carter)
3. Industry Presentations
4. Global 100 Brands Presentations
5. Indian Business History
Presentations
6. Business Classics - Books Review
7. Business Quiz
8. Customer Experience
Management
9. Putting Leadership Back into
Strategy


tC op
9- 1 0 2 -0 7 2
REV: MAY 30, 2007
5-110-059

S
REV: JANUARY 1 3, 2011
o

IE
T E A C H I N G N OT E

AL
Letter from Pr
f rison
oN
V.G. NARAYANAN

D
Customer Profitability and Customer Relationship
Overview 9-105-023
Management at RBC Financial Group (Abridged)

U
MARCH 23, 2005

Th case, “A Letter from Pr
he L rison,” offers a unique way of introdu
s ucing a discuussion of corpporate
ethics and manage
s erial responsib
bility in a fin
nancial accoun
nting course. The focus of the case is a letter F. ASÍS MARTÍNEZ-JEREZ

V.G. NARAYANAN

writte from priso by Stephe Richards, t former gl
en on en the lobal head of sales at Com
f mputer Asso ociates (1) Who are our most important customers? (2) How do we put them in charge of our Company?

ST
Intern
national Inc. (CA), to a Un
( niversity of Ch hicago graduuate student. R
Richards resp
ponds to a nuumber Screen saver1 on the computer of Kevin Purkiss, senior manager, Henkel Ibérica (A)
of quuestions pose by the stu
ed udent about the pressure and challe
es enges he face while a s
ed senior Customer Value Analytics at RBC Financial Group
mana ager at Comp puter Associ iates. Topics addressed b Richards include the manipulatio of
by e on
D

Introduction
financ performa
cial ance and the e effects of an ooverly aggres
ssive corporate culture. By reading the letter
y
At the dawning of the year 2002, the sales and marketing group at Henkel Spain agreed on one
and ddiscussing the views of Ri
eir ichards’ comm ments, studen have the o
nts opportunity to confront dif
o fficult Introduction thing: they had a problem. It was clear that the skyrocketing level of sales promotions and the
issues that manage can be forc to face.
s ers ced complexity of the portfolio in their flagship laundry detergents unit had, over the last decade,
seriously taxed their sales, production, and distribution systems. The proliferation of new product
Richard McLaughlin looked again at the latest customer profitability reports. The new data- launches, brand variations, and special product packaging had increased the company’s stock
Th case is app
he propriate for c
courses at bot the underg
th graduate and graduate lev At the Ha
vel. arvard mining capability that RBC Financial Group had pioneered was astonishing. The good news was that keeping units (SKUs) from roughly 250 in 1995 to 660 in 2000. Lack of viable long-range forecasts

SE
caused production costs to skyrocket as well as increasing over- or under-stocks. Sales of promotional
Busin
ness School, the case is di
t iscussed on tthe final day of the first-
y -year MBA course on fina
ancial customer, customer segment, and product profitability numbers were more comprehensive and items were very difficult to forecast. In 40% of promotional cases, the company was either left with
reporting. Using the case near the end of the course p
t r permits studeents to draw from the maaterial over-stocks, which were difficult to reutilize, or wrestled with out-of-stocks due to higher than
accurate than with the Bank’s old profitability model. The bad news was that those precise numbers expected sales. In addition, discount chains and private label products were conducting a direct
presen
nted and disc
cussed earlier in the course
r e.
clearly showed major losses in the Bank’s personal checking accounts. McLaughlin knew the Bank assault on branded laundry detergents.

was also struggling with its seventh-out-of-eight ranking among financial institutions in the Bank’s Although it was clear to everyone in the organization that this situation could not continue, the
solution was far less obvious. Sales and marketing wanted more flexibility from manufacturing,
Obje
ectives of the Case internal value for money study. The Canadian public increasingly wanted value and personal service while the manufacturing managers said they were hindered by the lack of accurate long-range
from its Banks. Competition among Canada’s leading financial institutions was fierce as the industry forecasts from sales. Some managers felt that the company should abandon or cut back special
promotions and adopt an “everyday low price” (EDLP) strategy.
Th variety of topics raised by Richards in the letter offers the ins
he t structor consi iderable flexib
bility.
A
responded to deregulation and new niche-market entrants. McLaughlin’s thoughts turned to how he
Esteban Garriga, director of customer service at Henkel Spain, believed he had the answer in a
One ppossible direc
ction is to focu on the ethi issues rais by the let
us ical sed tter. By positioning his situ
uation would present this information to the Bank’s segment and product managers, and questioned how relatively new initiative called Collaborative Planning, Forecasting, and Replenishment (CPFR).
at Commputer Assoc ciates as one that students can relate to, students wil have the op
s ll pportunity to think the Bank should respond: CPFR was an outgrowth of various supply chain efficiency programs such as VMI (vendor managed
inventory), CRP (continuous replenishment programs), and JIT (just-in-time inventory). CPFR sought
deepl about how they would respond to t challenges Richards fa
ly w the s aced. During the class, stu udents to join supply chain companies into a cohesive, efficient group. By collaborating continuously on
C
can discuss the dif
fferent source of pressure and how this would affec behavior. T
es s ct This discussion will
n Now we have real customer profitability numbers and, through our customer relationship promotion planning, sales and production forecasts, and inventory levels; manufacturers, suppliers,
and retailers could develop more accurate forecasts and take advantage of considerable reductions in
challe
enge students to think crit
s tically about the personal and professional standard that guide their
ds e management (CRM) tools, we know an awful lot about customer preferences and needs. The obsolete items, out of stocks, inventory levels, and production costs.
personal conduct. question is, what do we do with this information? How can the Bank derive value from CRM CPFR’s benefits were attractive, but the realities of implementation were daunting. Garriga knew
and customer profitability? How can we turn unprofitable customers and products into from his involvement with industry wide CPFR groups that no company yet had fully implemented a
CPFR program. Members of industry supply chain groups were divided on how to promote
Allternatively, the case can b used to fo
t be ocus on earniings managem ment and financial fraud. Most profitable ones? Is there a way to enhance the Bank’s value in the eyes of the banking public? standards and facilitate implementation. Garriga’s instincts told him that CPFR was the answer, but
students have the impression, often derived from popu
d ular media, th all earnin managem
hat ngs ment is
S

how could he sell something still in the formative stages when even its proponents were unsure of
How can we put the whole picture together and make decisions that work for both the Bank the best way to go forward?
fraud and/or illeg gal. The disc cussion of re
evenue recogn nition and o
other related practices tha are
at and our customers? ________________________________________________________________________________________________________________
broug up in Ri chards’ letter can provide students wit a more nu
ght c th uanced view of this issue. This
Professors F. Asis Martinez-Jerez and V.G. Narayanan and Research Associate Lisa Brem prepared this case. HBS cases are developed solely as
discusssion can also lead to a b r
o roader discus
ssion of which accounting practices are legal, illegal and
h g e l, the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective
B

management.
poten
ntially ambigu uous. Copyright © 2005 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685,
write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be
1 Downloaded from http://www.fastcompany.com/homepage. reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Harvard Business School.
________________________________________________________________________________________________________________
H

_______
_______________
_______________
_______________
________________
_______________
_______________
________________
______ This document is authorized for use only by Nagendra Chowdary until February 2012. Copying or posting is an
This case derives from an earlier case, “Customer Profitability and Customer Relationship Management at RBC Financial Group,” HBS No. infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860.
This not was prepared by Professor Eugene Soltes for the sole purpose of aiding classroom instruct
te y tors in the use of “A Letter from Priso
A on,” HBS 102-043, by Professor V.G. Narayanan and Research Associate Lisa Brem. This version was prepared by the same authors. HBS cases are
No. 110-045. It provides analysis and questi
a ions that are intended to present alte ernative approache to deepening s t
es tudents’ comprehen nsion of developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of
business issues and energi
s izing classroom dis
scussion. HBS case are developed so
es olely as the basis fo class discussion. Cases are not inte
or . ended to effective or ineffective management.
serve as endorsements, sou
s urces of primary da or illustrations of effective or inef
ata, ffective managemen nt.
Copyright © 2002, 2007 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-
Copyrig © 2010, 2011 Pr
ght resident and Fellow of Harvard Coll
ws lege. To order copie or request perm
es mission to reproduc materials, call 1-8
ce 800-545- 7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be
7685, wr Harvard Busin
rite ness School Publishhing, Boston, MA 02163, or go to ww ww.hbsp.harvard.eedu/educators. Th publication may not be
his y reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical,
digitized photocopied, or otherwise reprodu
d, uced, posted, or trannsmitted, without t permission of H
the Harvard Business SSchool. photocopying, recording, or otherwise—without the permission of Harvard Business School.

This document is authorized for use only by Nagendra Chowdary until February 2012. Copying or posting is an This document is authorized for use only by Nagendra Chowdary until February 2012. Copying or posting is an
infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860.


Overview about Retail Shopper behavior & Retail Marketing
RETAILING
= about Retailing
Overview = behavior
Consumer
International Retailing
= Buying behavior
=
The Indian retail industry is divided into Indian Retail
= Retail market research
=
Key drivers
= Retail Marketing
=
organised and unorganised sectors.
= formats
Different What is Retail marketing
4
Organised retailing refers to trading Franchising
= 4the store brand
Building
Retail functions & organization
= 4 of Retail Marketing
Elements
activities undertaken by licensed retailers, Role of customer service in Retail brand building
4
Strategic Retail Management
that is, those who are registered for sales Retail Advertising
=
= elements of Retailing
Strategic
Social media marketing
=
Format
4
tax, income tax, etc. These include the Project – Select any store and critique its merchandising
Location
4 and marketing strategy an plans.
corporate-backed hypermarkets and retail Assortment
4
Service
4 Store Operations
chains, and also the privately owned large Pricing
4 Key deliverables
=
= of store operations
Elements
retail businesses. Unorganised retailing, on SCM
4
Store design & VM
= Key issues
=
the other hand, refers to the traditional Project – Select any store and analyze the various Project – Decide on a store format and prepare a
strategic elements of the store as also areas of comprehensive business plan for the same with regard
formats of low-cost retailing, for example, improvement. to its various strategic elements

the local kirana shops, owner manned Merchandising Management Other Support functions, Retail IT and CRM
Indian supply chain
= =functions and key roles
Support
general stores, paan/beedi shops, Merchandise management
= Retail IT
=
= Retail context
CRM in the
convenience stores, hand cart and pavement Merchandising hierarchy
4
Merchandise and Assortment planning
4 Consumerism and Ethics
=
vendors, etc. Space planning
4
Private label management
=
MRP & Price life cycle management
=


PROFILES (Retail):
PGPBM with joint certificate from IIM Indore, Service Quality (SQ) Centre - Singapore – Pursuing from Aegis Global Academy’s
Institute of Customer Experience Management, an ESSAR enterprise , Coimbatore (2011-12)

Sandeep Dangwal, 24 years Harsh Dalvi, 21 years
BBA from ICFAI University, Deharadun (2008-11) BCA from MIT College, Pune University, (2011)
Professional Experience: Professional Experience:
? with Commercial Hyundai from 1st May- 15th
Internship ? hands on Experience in a Retail Venture named
Having a
June 2009 in my Graduation CUE MART
? a Small Venture CUE MART inside the college as
Running In-house Customer Experience (ICE)-Training in
?
a part of academic Pantaloon Pvt. Ltd. for 5 days
In-house Customer Experience (ICE)-Training in
? GRAMDARSHAN I - Shopping Experience, Cultural
?
Pantaloon Pvt. Ltd. for 5 days Quotient and Consumer Behaviour @ Kolarpatti,
CGPA: 3.01 GRAMDARSHAN I - Shopping Experience, Cultural
? CGPA: 4.20 Panamaratupalayam and Koilnakkenpatti
Quotient and Consumer Behaviour @ Kolarpatti, GRAMDARSHAN II - Rural Survey on Consumer Behaviour
?
Panamaratupalayam and Koilnakkenpatti @ Thangadu - 23-012012 to 25-01-2012
GRAMDARSHAN II - Rural Survey on Consumer Behaviour
?
@ Thangadu - 23-012012 to 25-01-2012

Anshuman Pandey, 22 years Aman kumar, 23 years
B.Com from Lucknow University, 2010 BA from University of Delhi, (2010)
? Limited , Bank Officer, From - 20thseptmber
ICICI Bank ? hands on Experience in a Retail Venture named
Having a
2010 – 10thSeptember 2011 CUE MART
Running ? Customer Experience (ICE) - Training in Max for
In-house
a part of academic 5 days
?
Pantaloon Pvt. Ltd. for 5 days Quotient and Consumer Behaviour @ Kolarpatti,
GRAMDARSHAN I - Shopping Experience, Cultural
? Panamaratupalayam and Koilnakkenpatti
CGPA: 3.27 CGPA: 2.71
Quotient and Consumer Behaviour @ Kolarpatti, GRAMDARSHAN II - Rural Survey on Consumer Behaviour
?
Panamaratupalayam and Koilnakkenpatti @ Thangadu - 23-012012 to 25-01-2012
?
@ Thangadu - 23-012012 to 25-01-2012


PROFILES (Retail):

Satakshi Chauhan, 21 years
BBA from Chaudhary Charan Singh University, Meerut
(2011)
Professional Experience:
? as a sales and marketing Intern with ACC Cement
Worked
for a period of 2 months
Running
a part of academic
? Customer Experience (ICE) - Training in Life Style
In-house
CGPA: 3.46 for 5 days
?
Quotient and Consumer Behaviour @ Kolarpatti,
Panamaratupalayam and Koilnakkenpatti
?
@ Thangadu - 23-012012 to 25-01-2012


ANALYTICS Data Mining and Business Intelligence
st Data Warehousing
?
We are proud to be the 1 Institute to
I. ETL process, II. Various types of Databases and structures
introduce an unique specialization on ? & Metrics, KPIs & MIS
Measures
customer experience, based on a data Introduction to few well-known BI , Reporting Tools
?
driven analytics framework. This Alalytics Foundations
specialization would prepare students in Acquisition
?
Retention/Churn management/Loyalty Management
?
careers in marketing & market research,
Cross sell/Up sell
?
in Industries of any kind; especially those
Risk Assessment
?
that deal with a large mass of consumers, CLTV & profitability increase
?
like FMCG, Banking, Insurance, Telecom ? experience , satisfaction and service
Customer
and specialized market research and Analytics Methods & Applications
consulting firms, that operate in this Analytics Tools and Techniques
space. Market Research and Predictive Analytics

Being extremely data and analytics
oriented, candidates would need to go
through an additional screening process,
to determine their ability & aptitude to do
justice to the course rigor. Eligible
candidates for this program are Engineers
/ MCA / Statistics / Science graduates with
Mathematics.


PROFILES (Analytics):

Ramya S, 21 years Sneha Nimkar, 22 years
BE in Electronics & Communication from Anna University, B.E. in Computer Technology from K.I.T.S. Ramtek,
Tamilnadu (2011) Nagpur University, in the year 2010.
? ? Customer Experience (ICE)-Training in Max for 5
In-house
Pantaloon Pvt. Ltd. for 5 days days
?
Quotient and Consumer Behaviour @ Kolarpatti, Quotient and Consumer Behaviour @ Kolarpatti,
Panamaratupalayam and Koilnakkenpatti Panamaratupalayam and Koilnakkenpatti
Placed @ Placed @
? GRAMDARSHAN II - Rural Survey on Consumer Behaviour
?
@ Thangadu - 23-012012 to 25-01-2012 @ Thangadu - 23-012012 to 25-01-2012
? training: Focuz Infotec, Kochi, Kerala and at
In-plant ? project with small venture mall, i.e., WelTexx
Real time
Nuclear Training Centre, Madras Atomic Power Station, Qmine.org' Website - Team project
?
Chennai Kalpakkam for fifteen days. Mumbai Factors affecting poverty of top 40 countries
?

CGPA: 4.79 CGPA: 3.91

Baibhav Bajpai, 26 years Sourangshu Sarkar, 33 years
B.Sc (Bio) from CSJM University Kanpur, 2011 BE Mechanical from NIT Surat
? ? Limited (Haldia, West Bengal) Since March 2005.
Essar Oil
Pantaloon Pvt. Ltd. for 5 days ? Customer Experience (ICE)-Training in Life Style
In-house
? for 5 days
Quotient and Consumer Behaviour @ Kolarpatti, GRAMDARSHAN I - Shopping Experience, Cultural
?
Panamaratupalayam and Koilnakkenpatti Quotient and Consumer Behaviour @ Kolarpatti,
? Panamaratupalayam and Koilnakkenpatti
Placed @ Placed @
@ Thangadu - 23-012012 to 25-01-2012 GRAMDARSHAN II - Rural Survey on Consumer Behaviour
?
? project with WellTexx Retail
End to end @ Thangadu - 23-012012 to 25-01-2012
Team project – Q mine, A venture by Aegis Global
?
Academy and real time application of concepts learnt
Mumbai

CGPA: 4.16 CGPA: 4.47


PROFILES (Analytics):

Rahul Wadhwa, 23 years
BE Mechanical from G.H.Raisoni College of Engg ,Nagpur
University (2009)
Since September 2009 – till date with Essar Oil Ltd
?
?
Pantaloon Pvt. Ltd. for 5 days
?
Placed @
?
@ Thangadu - 23-012012 to 25-01-2012

CGPA: 3.54


ITES ITeS Business Dynamics
?Insight: Outsourcing, Off-shoring, Near-shoring, Home-
ITeS: An
The Indian information technology (IT) / IT enabled shoring, Information security, Globalization, Business process
outsourcing in India, Business process outsourcing in the Philippines,
Services (ITeS) industry has played a key role in Recruitment, Business process outsourcing (BPO), Human Resource
and Recruitment Process Outsourcing, Finance / Accounting,
putting India on the global map. Over the past Contact Center Services, Captive Services, Knowledge process
decade, the Indian IT-BPO sector has become the outsourcing (KPO), Off-shoring Research Network, Legal Process
outsourcing (LPO), Software testing outsourcing, Website
country’s premier growth engine, crossing Management Outsourcing (WMO), IT Support Outsourcing, Medical
Process Outsourcing
significant milestones in terms of revenue growth,
? Business
Future of the
employment generation and value creation, in Managing a BPO Operation
addition to becoming the global brand ambassador LEP
for India. COPC’s High Performance Management Techniques (HPMT)
Certification Training & Assessment
With a compounded annual growth rate (CAGR) of ? Learning:
Method of
Best Practices, Industry Benchmarks
over 24% in the last decade, the Indian IT/ITeS ?
Inbound phone metrics
industry has emerged as a key growth engine for ?
Cost Efficiency and productivity
the economy, contributing around 5.6% to the ? staffing, scheduling & RTM
Forecasting,
? previous day’s material
Review from
country’s Gross Domestic Product (GDP) in FY 2010
? metrics and measuring variation
managing
and also providing direct employment to about 2.3 ? setting targets
CUIKA and
million people (from just about half a million in ? satisfaction and dissatisfaction
Customer
2001). It remains one of the biggest sectors for ?transaction monitoring
Quality &
? training & skills verification
Recruiting,
wealth generation in the country. As per the
? and Attrition
Absenteeism
industry body, NASSCOM, the sector is estimated ? transactions
Non-phone
to provide direct employment to 10 million and
indirect employment to 20 million by 2020.


PROFILES (ITeS):
PGPBM with joint certificate from IIM Indore, Service Quality (SQ) Centre - Singapore & COPC Inc., USA – Pursuing from Aegis Global Academy’s

Syed Munir Husain, 24 years Mir Zeeshan Ali, 21 years
BA from Manav Bharti University, New Delhi BCA from Kashmir University, 2010
? Initiative started by ITeS Participants, based on
QmAP (An ? Initiative started by ITeS Participants, based on
QmAP (An
Reverse Migration Model) Reverse Migration Model)
LEP (Leadership Essentials Program)
? ? LEP (Leadership Essentials Program)
? Customer Experience (ICE) - Training in 365
In-house ? Customer Experience (ICE) - Training in 365
In-house
Media for 5 days Media for 5 days
? ? GRAMDARSHAN I - Shopping Experience, Cultural
CGPA: 3.81 Quotient and Consumer Behaviour @ Kolarpatti, CGPA: 3.56 Quotient and Consumer Behaviour @ Kolarpatti,
Panamaratupalayam and Koilnakkenpatti Panamaratupalayam and Koilnakkenpatti
? ? GRAMDARSHAN II - Rural Survey on Consumer Behaviour
COPC: 100 COPC: 98
@ Thangadu - 23-012012 to 25-01-2012 @ Thangadu - 23-012012 to 25-01-2012

LEP: 93 LEP: 85

Aadina popalzai, 21 years Nikhil Tiwari, 24 years
BCA from Kashmir University, 2010 B.Com from Lucknow University, 2009
QmAP (An Was working with The Eminent, an associate of Vodafone
?
Reverse Migration Model) - Aug'07 – Nov'08
? ? with Aegis, an enterprise of Essar - Nov'08 till
Working
? Customer Experience (ICE)-Training in 365
In-house date
Media for 5 days ? Initiative started by ITeS Participants, based on
QmAP (An
? Reverse Migration Model)
CGPA: 4.21 Quotient and Consumer Behaviour @ Kolarpatti, CGPA: 2.85 LEP (Leadership Essentials Program)
?
Panamaratupalayam and Koilnakkenpatti ? Customer Experience (ICE) - Training in 365
In-house
? Media for 5 days
COPC: 98 @ Thangadu - 23-012012 to 25-01-2012 COPC: 95 GRAMDARSHAN I - Shopping Experience, Cultural
?
LEP: 95 LEP: 84
?
@ Thangadu - 23-012012 to 25-01-2012


PROFILES (ITeS):
PGPBM with joint certificate from IIM Indore, Service Quality (SQ) Centre - Singapore & COPC Inc., USA – Pursuing from Aegis Global Academy’s

Abhishek Ravindra Varma, 31 years M. Dhandabani, 26 years
BBA from Guru Ghasidas University, 2007 MBA from Madras University, 2006-2008
QmAP (An
QmAP (An
Reverse Migration Model)
Reverse Migration Model)
?
?
? Customer Experience (ICE)-Training in 365
In-house
CGPA: 2.95 Media for 5 days CGPA:3.48 ? Customer Experience (ICE) - Training in 365
In-house
Media for 5 days
?
COPC: 98 Quotient and Consumer Behaviour @ Kolarpatti, COPC: 90 GRAMDARSHAN I - Shopping Experience, Cultural
?
Panamaratupalayam and Koilnakkenpatti Quotient and Consumer Behaviour @ Kolarpatti,
LEP: 82 GRAMDARSHAN II - Rural Survey on Consumer Behaviour
? LEP: 81 Panamaratupalayam and Koilnakkenpatti
@ Thangadu - 23-012012 to 25-01-2012
?
?PR OUTSOURCING PVT LTD, Assistant Operations
SOCIAL @ Thangadu - 23-012012 to 25-01-2012
Manager, Dec 2009 to Sep 2010
Quality Analyst, TCS e-serve LTD, October 08 – July 11
?
AB SOFTSOURCE PVT LTD, Accounts Manager/Customer
?
Relations Manager, Oct 2009 to Dec 2009 Senior Officer, H.S.B.C., Feb 06 – April 08
?

BIRLA SUN LIFE INSURANCE, Agency Manager, Sep 2008
? Payor Relationship Officer, Nittany Decision Services, July
?
to Feb 2009 05 – Jan 06
? SERVICES PVT LTD, Customer Senior Advisor/
3 GLOBAL
Subject Matter Expert, Jan 2007 to May 2008
?O R E S P O N D E Z , S r. C u st o m e r S e r v i c e
S PA N C
Representative, Dec 2005 to Oct 2007
TRAC MAIL PVT LTD, Sr. Customer Service Representative
?
and Report Analyst, March 2003 to Oct 2005


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