Placement Brochure 2014

www.jaipuria.ac.in ANNUAL ISSUE, 2013-14
WHAT THEY DON’T TEACH
AT BUSINESSSCHOOL
A CULTURE, A SINGLE WINDOW
INTERFACE AND A PLACEMENT PLATFORM
THE UNCAMPUS
SUCCESS STORY
FROM JAIPURIATO
PALM JUMEIRAH
MEET
A JAIPURIAN AT HEART AND ONE OF THE
‘TOP 100 INDIAN LEADERS’ IN THE UAE
LISTED BY FORBES MIDDLE EAST
ANAND NARAIN KAPOOR
OUT OF
THE BOX

CONTENTS
CHAIRMAN'S
MESSAGE
BOARDOF
GOVERNORS
02
03
KNOWLEDGE
EDGE04
WHATTOB08
COURSE
MATTERS10
THEPLACE
TOB18
INTROSPECT22
INDUSTRYLIVE
PROJECTS17
SPECIALFEATURE
ANANDNARAINKAPOOR28
UNCAMPUS
UNCOVERED20
PLACEMENT
TREND40
POTENTIAL
INFINITE24
THEUNFINISHEDPROMISE
OFTALENTMANAGEMENT34
INDUSTRY
SPEAK36
CURRENTBATCH
PROFILE:2012-1444
PLACEMENTPROCESS
ANDIMPORTANTDATES46
CHALLENGESOF
CAMPUSRECRUITMENT23
CAMPUS
BUZZ26
WEALTHOF
KNOWLEDGE30
ALUMNUS
GLORIOUS35

CHAIRMAN'SMESSAGE
DON’THIRE
LEADERS
Before you ask the obvious, let me get this out of the way – “why We are just a platform, rich in knowledge, experience, exposure
should I hire a Jaipuria student?” Isn’t this the first question that and endless opportunities. A platform that supports their quest to
appeared in your mind? And I guess, this question will keep identify and realize their latent potential. We help them think
resurfacing in your mind every time you see a placement brochure beyond the obvious and see beyond the horizon. We offer them a
of a B-School. This question pops up in my mind too; as the head culture that instigates learning. Our pool of talented and
of a Business house. And as the head of Jaipuria Institute of experienced mentors act as guiding lights for these thinkers to
Management, I try to answer it to myself and to you. direct their energies towards a definite outcome for themselves
and for their institute too.
Businesses today are treading the most dynamic times ever. You
tackle one issue and there are hundred others staring at your face.
These are testing times and it’s not the leader who’s put to test
here. Only those who can quickly adapt to the situation and act out-
of-the-box, sail through. In other words–only the learners sail
through.
Across all our campuses we acquire talent (students) not on the
hollow claims of converting them into leaders. We simply offer them
a helping hand. We are no transfiguration experts.
02
HIRE JAIPURIA STUDENTS BECAUSE THEY ARE NOT
LEADERS. HIRE THEM BECAUSE THEY ARE LEARNERS.
THINKING, ADAPTIVE, INNOVATIVE LEARNERS.
THE BOX THAT IS JAIPURIA.
I INVITE YOU TO EXPERIENCE EVERYTHING OUT OF

BOARDOFGOVERNORS
Sharad Jaipuria
Chairman & Managing Director
Ginni International Ltd.
Senior Vice President- PHDCCI
Anjali Jaipuria
Educationist
Shreevats Jaipuria
Executive Director
Ginni International Ltd.
03
CHAIRPERSON VICE-CHAIRPERSONS
MEMBERS
Corporate Consultant
Anurag Dalmia
Vice Chairman
Dalmia Bros. (P) Ltd.
Dr. Kamal Gupta
Corporate Consultant
Former Technical Director, ICAI
Sudhir Jalan
Co - Chairperson
Rieter India (P) Ltd.
Ravi Jhunjhunwala
Chairman
LNJ Bhilwara Group
S.S. Kohli
Former CMD
India Infrastructure
Finance Company Ltd.
Kashi N. Memani
Former Chairman &
Country Managing Partner
Ernst & Young, India
Salil Bhandari
Vice Chancellor
University of Lucknow, Lucknow
Dr. Pritam Singh
Director General, IMI, New Delhi
Former Director, MDI and IIM, Lucknow
D. Swarup
Ex-Chairman
Pension Fund Regulatory &
Development Authority
Dr. Pankaj Gupta
Director General
Jaipuria Institute of Management
Dr. S.R. Musanna
Director
Jaipuria Institute of Management,
Lucknow
Dr. G. Pattanaik Dr. Rajiv R Thakur
Director
Jaipuria Institute of Management, Noida
Dr. Prabhat Pankaj
Director
Jaipuria Institute of Management, Jaipur
Dr. Jai Prakash Upadhyay
Director
Jaipuria Institute of Management, Indore
Nominee, AICTE, New Delhi
Nominee, State Government

LEARN
Seek the truth, pursue it,
reach out. Be ready to
head anywhere,
as long as it's forward.
IMBIBE
Absorb, experience,
appreciate - as much as you
can. Let go of insecurity,
start feeling proud
of who you are.
CHOOSE
Weigh your options,
prioritize, take your pick,
try the new, accept
challenges. Understand the
power of risk-taking.
INNOVATE
Think uniquely, traverse
new roads, achieve
the extraordinary,
keep it simple. Discover
new routes to success.
KNOWLEDGEEDGE
WHATTHEYDON’TTEACH
ATBUSINESSSCHOOL
Creative thinkers and not mere managers is the
need of the hour. How is management
education responding to this need? Find out.
T
usiness environments today stay transformed owing to
various factors. Rapid advancements in information
technology, deepening of globalisation, changes in business
practices, cross functionality among others, have changed
our paradigms. What the world demands today are not mere
managers, but creative thinkers and effective leaders.
While the goal of management education is to create leaders, one institute dares
tread a different path. Jaipuria Institute of Management, born of a business
house celebrates the spirit of learning instead. The path is simple and clear.
Learning after all is the genesis of effective leadership. The ability and the
freedom to think from all possible angles is the starting point. Jaipuria creates the
environment and the curriculum to facilitate active thinking. Active thinkers
become aware about their Self as much as the businesses they are a part of. And
this very awareness creates the stage for these students to start their learning.
Once you ask the right questions, you seek out your possible solutions. You
absorb and assimilate, you learn. But learning is never an end in itself. From the
learning that you absorb comes a new question, a new thought.
The culture at Jaipuria propels students to step out of the box, to think afresh and
to discover anew. Innovation becomes a way of life. Students at Jaipuria thrive on
risks. And this puts them in centre stage wherever they go. Leadership therefore
becomes their next natural step.
B
The first lesson that a student gets here is that learning is a
continuous journey; it goes on for a lifetime. Effective leaders-
these students at Jaipuria are hence driven to a path of
continuous Self Learning. At Jaipuria Institute, learning remains
the core of all pedagogy. And the student Self, at its epicenter.
04

THINK
Ask questions, contemplate,
explore new avenues. After
all, what you think is
what you become.
LEAD
Take charge, blaze a
new trail, be a trendsetter.
Management is doing things
right, leadership is
doing the right things.
JAIPURIA’SLOOPOF
KNOWLEDGE
LEARNING WITH THE MIND. LEADING WITH THE HEART.
AT JAIPURIA, EDUCATION IS EMPOWERMENT. THAT IS WHY
THE ETHOS HERE IS BUILT AROUND THE STUDENT, THE
INDIVIDUAL WHO YEARNS FOR KNOWLEDGE.
05

KNOWLEDGEEDGE
CORPORATETOCAMPUS
What does a corporate house look for while recruiting its people? P.K.Shrivastava,
Head-HR, Cooper Standard India, shares his thoughts with us. Read on.
T
empower and educate your people is what
makes the difference.’
Students on campus must see this great
opportunity come their way, and make the
most out of “The Times of Constant Flux”.
Business has to be provided with talent at
all levels. In order to ensure adequate pool
of talent, corporates are faced with the
following concerns, which I have termed as
“Problem Ka Solution.”
There will be Problems and Opportunities
co-existing in every organisation.
The strength of the balance sheet of ae are living in volatile
company comes much more from itstimes, across the
invisible rather than tangible assets. Theglobe. Distance no
primary inputs for growth of anmore is of any
organisation today are innovation, can-do-consequence. Speed
mindset and aspiration of its people.and accuracy is not a
big problem any longer. Yet Customer
Organisations in the globally integrated
Delight, Internal Efficiencies and
economy will need to lead competition. It is
Innovation are the hallmarks of the
the people, their talent, which can provide
contemporary organisations. And this has
this winning edge. Right Talent, at the
forced organisations to be lean - more
Right Time, at the Right Place.
productive and more innovative.
During these times the corporate leaders
There is consensus amongst all concerned
need to “lead competition”. It is the
that effective organisations cannot be built
people who can provide this winning edge
merely on investments and returns, but
for organisations. This idea can be aptly
more so on the quality of their workforce,
explained in the words of Robert Eaton,
its commitment to the goals of the
CEO of Chrysler Corporation – ‘the only
organisation and the investment made to
way we can beat the competition is with
attract, train and retain superior human
people. That’s the only thing anybody has.
resources.
Your culture and how you motivate and
W This diagram covers all aspects
related to successful running of
an organisation. You need to
introspect and draw your own
Action Plan, based on your own
situation. Understand the
problem your organisation is
facing and then look for the
best possible solution.
06

Your attitude will determine your altitude of Life.
Have a positive attitude towards your seniors, class
mates, situations etc. You can improve your attitude
when you undertake new experiences.
To start with “think globally and act locally.” Read
magazines and conceptualise global trends.
Effective people are not problem–minded, they are
opportunity–minded. Think for various alternatives
that can resolve the problem, that may exist today,
or that may surface tomorrow.
I think, if one avoids criticism, comparison and
complaint the attitude will undergo a change.
Practice to live your decision & avoid
procrastination.
ATTITUDE
Others will get influenced when they trust you.
Practice trust - why should people trust you?
Because you exhibit confidence, authenticity and
concern for others.
Being a good listener helps - listen to people and
respond properly. Disagree without being
disagreeable. Express your ideas without getting
into conflict.
In short, if you strive to be a good human being you
will stand a better chance of being hired in campus.
INFLUENCE
COMMUNICATE
HAVINGBEENAPARTOFCORPORATEINDIAFORMORETHAN3DECADES
ITHINKTHEFOLLOWINGISWHATTHECORPORATELOOKSFOR:
TASK RELATIONSHIP
KNOWLEDGE
ATTITUDE
BEHAVIOUR
SKILLS
(JOB RELATED, CONCEPTUAL &
INTERPERSONAL)
CONTROL ABILITY
DEVELOPMENT ~ WILLINGNESS ~ TRUST
RESPECT ~ CARE ~ SPIRITUALISM ~ APPROACH
07

WHATTOB!
OUTOFTHEBOX
08
With new management institutes mushrooming in the country,
are institutes able to differentiate themselves and offer
something new? Take a look.

TT
here are over 4500
management
schools in India
today, with over
350,000
management course
spots. The rise is steep, over 100% in
past 6 years. New B-Schools come up,
some survive and a majority is forced to
shut shop. Reason? Inability to
differentiate; in terms of programmes
and quality-value-proposition. Barring a
few exceptions, most institutes look and
talk the same. Industry experts rue that
though even the top B-Schools have
produced good managers, they have
failed to create leaders of tomorrow. So
what affects the ‘education’ in these
management institutes? Is it the course
losing relevance to industry needs? Or is
it, education losing its soul?
Jaipuria’s innovative ways are not
B MORE
restricted to the programmes and
Clearly appears to be the mantra this
pedagogy. It transcends into the unique
institute lives by. And it resonates in
culture it is trying to cultivate through its
everything Jaipuria does. They were the
campus integration called UNCAMPUS.
first to offer Retail Management in
Quite unheard of in any B-School in India
Lucknow, when it was still in its nascent
before. Creating an uninhibited,
stage. Today having emerged as one of
borderless learning experience across 4
the most attractive investment
campuses, it has consolidated its huge
opportunities with 35-40% growth in the
talent and resource pool. This has not only
retail sector, other institutes too are
created a rich interaction between the
following suit. (Business World, July,
campuses, it has also brought a one-
2013). Jaipuria Institute has gone ahead
window interface for students and
offering new courses time and again. The
recruiters alike.
Noida campus offered PGDM Service
Management and Marketing way back in The energy to do more is palpable. It is
2007, again one of the first few who ingrained in the very ethos of this
anticipated the need for specialised institute. “I am not what happened to me,”
marketing professionals with a cross- says Tuhin Sharma. “I am what I chose to
industrial outlook. It just doesn’t stop become.”
there. Jaipuria’s unorthodox ways also
For this student at Jaipuria Institute ofmake its pedagogy interesting and
Management, becoming better than one’srelevant. Introduction of Theatrics as a
Self is far more important than beingpedagogical tool is one such example.
better than others. This belief finds an
Even the latest campus of Jaipuria in echo among all students here. Whether
Indore brings management education with going on to play a larger role in Indo-UK
an innovative, Industry Centric Mentorship business ties like Vijay Goel did, or taking
Programme (IMP). This programme lets on successful business empires abroad
students play consultants rather than like Anand Kapoor. Jaipurians love to live
interns, battling the management issues more.
of firms on a real-time basis.
Management institutes today
must reinvent themselves. Or join
the herd. But they could also, like
Jaipuria Institute of Management,
choose a distinct path.
09

10
COURSEMATTERS
CHANGINGTHECOURSEOFLIFE
A
s businesses evolve in a vibrant knowledge into six trimesters. A total of 35 courses (23 core and 12 electives)
economy, so must management education. of three credits each are required to be successfully completed by
Quick to respond to the emerging trends a student to qualify for the award of the Post Graduate Diploma in
around the globe, Jaipuria Institute has Management. Apart from specialised programmes in Retail,
designed an industry- ready, multiple course Finance, Marketing and Service Management, students in their
programme for students to choose from. second year get to choose a dual specialisation. A rich industry
Bringing together courses like E-commerce, Risk Management, exposure through Summer Internships and Live Projects further
Mall Management and Social Media to name a few, the curriculum substantiates and affirms management knowledge acquired on
assures value delivery. The entire two year programme is divided campus.
A

11
POST GRADUATE
DIPLOMA IN MANAGEMENT
OFFERED AT LUCKNOW, NOIDA,
JAIPUR AND INDORE
Core Courses
Business Communication – I
Business Communication – II
BUSINESS COMMUNICATIONS
Marketing Management – I
Marketing Management – II
MARKETING
Organisation Behaviour – I
Organisation Behaviour – II
Human Resource Management
HUMAN RESOURCE & ORGANISATION
BEHAVIOUR (HR & OB)
Quantitative Analysis for Management – I
Quantitative Analysis for Management – II
Operations Management
QUANTITATIVE MANAGEMENT &
OPERATION MANAGEMENT (QM & OM)
Accounting for Decision Making – I
Accounting for Decision Making – II
Financial Management – I
Financial Management – II
FINANCE
Information Technology for Managers
Management Information Systems
INFORMATION TECHNOLOGY (IT)
Strategy Formulation
Strategy Implementation & Control
STRATEGY
(Including Capstone Simulation Course)
Managerial Economics
Macroeconomics & Business Environment
International Economics & Business
ECONOMICS
(At Jaipuria Lucknow)
Research Methods for Management
Legal Aspects for Management
Entrepreneurship
Social Media
GENERAL MANAGEMENT
PGDM (FINANCIAL SERVICES)
OFFERED AT JAIPURIA LUCKNOW
Management Information System in Financial Services
Core Courses
Accounting for Decision Making
Financial Markets and Services
FINANCE
Quantitative Analysis for Management
Quantitative Analysis for Finance
Services Operations Management
BEHAVIOUR (HR & OB)
Marketing Management
Marketing of Financial Products & Services
MARKETING
Strategy Formulation and Financial Services Business
Strategy Implementation and Control in Financial Services Business
STRATEGY
International Economics & Financial Services Business
ECONOMICS
Research Methods in Management
Legal Aspects of Management
GENERAL MANAGEMENT

12
PGDM (RETAIL MANAGEMENT)
OFFERED AT JAIPURIA LUCKNOW
Management Information System and Retail Management
Core Courses
Accounting for Decision Making – I
Accounting for Decision Making – II
FINANCE
Quantitative Analysis for Management
Quantitative Analysis: Its Applications for Retail Business
Retail Store Operations Management
BEHAVIOUR (HR & OB)
Marketing Management
Strategic Marketing for Retail Management
Understanding Retail Business: Theory and Principles
MARKETING
Strategy Implementation & Control in Retail Management
STRATEGY
ECONOMICS
Legal Aspects of Business: Implications for Retail Management
GENERAL MANAGEMENT
Core Courses
PGDM (MARKETING)
OFFERED AT JAIPURIA NOIDA
Management & Marketing Information Systems
Accounting for Decision Making - I
Accounting for Decision Making - II
Financial Management - I
Financial Management - II
FINANCE
Quantitative Analysis for Management - I
Quantitative Analysis for Management - II
Operations Management
Organisation Behaviour - I
Organisation Behaviour - II
BEHAVIOUR (HR & OB)
Sales and Distribution Management
Consumer Behaviour
Marketing Research
Retail Marketing
Marketing of Services
Brand Marketing Management
Customer Relationship Management
Integrated Marketing Communication
Internet Marketing & E-tailing
Marketing Management - I
Marketing Management - II
MARKETING
Business Communication - I
Business Communication - II
Strategy Implementation and Control
STRATEGY
Macroeconomics and Business Environment
ECONOMICS
Legal Aspects of Business
GENERAL MANAGEMENT

13
Management Information Systems
Core Courses
Accounting for Decision Making - I
Accounting for Decision Making - II
Financial Management - I
Financial Management - II
FINANCE
Quantitative Analysis for Management - I
Quantitative Analysis for Management -II
Services Operations Management
Organisation Behaviour - I
Organisation Behaviour - II
BEHAVIOUR (HR & OB)
Marketing Management - I
Marketing Management - II
MARKETING
Business Communication - I
Business Communication - II
Strategy Implementation & Control
STRATEGY
PGDM (SERVICE MANAGEMENT)
OFFERED AT JAIPURIA NOIDA
Macro Economic & Business Environment
ECONOMICS
Understanding Services Business
Legal Aspects of Management
Managing Outsourcing of Services: Strategy,
Process and Contracts
GENERAL MANAGEMENT

*
POOLOFELECTIVES
MARKETING
Retail Marketing
Rural Marketing
Brand Management
Marketing Research
Distribution and Channel Management
Advertising and Sales promotions
Consumer Behavior
Franchisee Marketing
Marketing in Practice
Managing and Marketing of Innovation
Business Marketing
Understanding Service Business
Sales Management
Merchandising Management
Strategy Management of Retailing
Product & Category Management
International Marketing
Special Topics in Marketing
Marketing of Financial Services
Strategic Marketing Management
Below-the-Line Marketing
MARKETING SERVICES
Product and Category Management
Advertising and Sales Promotion
Distribution and Channel Management
Consumer Behaviour
Sales Management
Integrated Marketing Communication
Brand Marketing Management
International Marketing
Marketing Research
Internet Marketing and E-tailing
Retail Marketing
Marketing of Services
Applied Marketing Strategy
Below-the-line Marketing
Services Communication Management
Media Planning and Management
Event Management
Public Relations
FINANCE
International Finance and Reporting Standards
Financial Econometrics
Financial Modeling
Wealth Management
Investment Management
Corporate Valuation
Fixed Income Securities
Financial Derivatives and Risk Management
Financial Markets & Services
Risk Management in Commercial Banks
International Finance
Project Finance
Private Equity and Venture Capital
Infrastructure Financing
Corporate Restructuring
Raising Capital: Financial Instruments, Institutions and Strategy
Mgmt. of Marketing Research & Advertising Agency Services
Managing Management Consultancy
Strategic Marketing of Services
Service Satisfaction: Measurement and Management
FINANCIAL SERVICES
International Finance
Financial Statement Analysis
Financial Derivatives and Risk Management
International Financial Reporting Standards
Bank Financial Management
Risk Management in Commercial Banks
Financial Planning
Fixed Income Securities
Corporate Tax Management: Planning & Execution
Project Finance
Advanced Corporate Finance
Strategic Cost Management
Financial Engineering
Private Equity and Venture Capital
14
HUMAN RESOURCE AND
ORGANISATION BEHAVIOUR
Training and Development
Leadership and Team Building
Performance Management

15
Compensation Management
Recruitment and Selection
Occupational Testing and Competency Mapping
Industrial Relations
Designing Work Organisations
International Human Resource Management
Organisational Development and Change
Strategic Human Resource Management
Labor Legislations
Transactional Analysis
Negotiation Skills
IT AND ITES MANAGEMENT
E-Business
Management Science with Spreadsheet Modeling
Enterprise Management Systems
IT Governance: Risk Management and Compliance
IT Project Management
Data Warehouse and Data Mining
Information Security & Management
Telecom Management in Business
Intelligent Interface for Managerial Decision
Dashboard Reporting
Database Management System
E –Commerce
Data Mining for Business Intelligence
Enterprise Resource Planning
Knowledge Management
Software Project Management
Telecom Management
RETAIL AND MERCHANDISING
Retail Management
New Store Planning
Merchandise and Category Management
Store Designing and Visual Merchandising
Indirect Tax laws
Store Operations
Franchising and Global Retailing
Mall Management
Rural Retailing
Retail Environment: Global Trends & Concepts
Retail Economics & Store Profitability
Retail Store Operations Management
Retail Selling & Sales Management
Merchandising Management
Management of Store Design & Layout
Supply Chain Management & Warehousing Management
Management of Store Events, Advertising & Promotions
Category Management and Private Label Development
Managing Retail Verticals
E-tailing
Vendor Development & Management
Retail Brand Building & Management
Retail Research & Retail Audit
Strategic Management of Retailing
HUMAN RESOURCE
MANAGEMENT SERVICES
Manpower Planning & Recruitment Strategies
Training & Development
Competency Mapping and Performance Management
Compensation Management and Reward System
Employee Relations
International HRM
Human Resource Information System
Labour Laws
Knowledge Management
Cross-Culture & Diversity Management
Strategic Human Resource Management
Organisation Development & Change
Talent Acquisition, Retention & Growth
DECISION SCIENCES AND
OPERATIONS MANAGEMENT
Total Quality Management
Manufacturing Planning and Control
Technology and Innovation Management
Management of Outsourcing
Supply Chain Management
Data Analysis
Project Management
Operation Strategy
Quality Management
Service Operation Management
Material Management
Logistics Management
Safety Health and Environment Management
Ware housing Management
Inventory Management
Managing Services Operation
Management of Technology
*The pool of electives is indicative. It may differ from campus to campus and programme to programme.

16
Essentials of Business Communications
Advanced Managerial Communications
STRATEGY MANAGEMENT
Corporate Governance and Business ethics
Merger, Acquisition and Collaborations
Global Competitive Strategy
Entrepreneurship and New Venture Management
ECONOMICS
Business Analytics
Business Forecasting
Environmental Economics for Business
Behavioural Economics and Decision Making
Game theory application for Managers
Economic Policy Analysis
INSURANCE AND
RISK MANAGEMENT
Actuarial Science
Corporate Finance and Financial Risk Management
Fire & Miscellaneous Insurance
Life, Health and Disability Insurance
Operations in Insurance Companies
Pricing of Life & Health Insurance
Principles of Insurance
Property Maintenance & Risk Management
Risk Management and Insurance Planning
Strategic Management of Insurance Organisations
Underwriting Motor and Marine Insurance
INTERNATIONAL BUSINESS
Intellectual Property Rights
Business Dynamics in BRICS
Geo Politics and International Business
CDM and International Business
WTO and International Business
GENERAL MANAGEMENT AND
OPEN ELECTIVES
Banking Products
Banking Systems
Principles of Insurance
Operations and Regulations in Banks
Advance Data Analysis
Investment Banking
Entrepreneurship – (Open elective in campuses where
it is not offered as core course)
Marketing of Insurance Products
Securities Market Regulations
Operations in Insurance Companies
Business Negotiations Skills
Business Ethics and Values
Leadership
Interpersonal Processes and Team building
Coaching and Counseling Skills
Creativity and Innovation
Advanced Communication
Thinking and Writing Skills
Personal Growth
Personality Development and Business Etiquette
Spirituality and Management
Advanced Entrepreneurship
Power, Ethics and Politics
Women Leadership
Corporate Social Responsibility
Business Forecasting
Management of NGOs
Business Government and Global Economy
Business Analytics
Building and Sustaining a Successful Economy
Business Turnaround Management
*The pool of electives is indicative. It may differ from campus to campus and programme to programme.

INDUSTRYLIVEPROJECTS
The Jaipuria edge expresses itself in a rich What they emerged with as solutions were the company to open a new store. This
industry exposure under the Industry Live easy to implement, and could help entailed market research and analysis to
Projects. The students have carved an reducing wait time. Most importantly these find out sustainability. Big Bazaar
excellent name for themselves. Under the solutions looked at making the whole appreciated the efforts of the students as
live projects, students interact directly with experience more enjoyable for the the outcome of the project was
industry to work on live projects. This direct customers. overwhelming.
hands- on experience allows them to put
Students placed in an advertising agencytheir classroom learning to test with
SCALE THE SALEcame up with an in-depth study withpractical experience, helping them turn
Likewise Cadbury, came up with a livedifferent tools and games to identifyinto management professionals.
project for the students of Jaipuria Instituteengagement level. The management found
for tracking and accelerating their salesFour businesses which recently took on these results useful in order to take the
during the festive seasons. This projectJaipuria students under this programme organisation to the next level. At Design
titled 'Scale the Sale' was particularly donewere all praise for them. The students too Cluster Ltd., students worked in teams to
in the auspicious season ofhad an exuberant industry exposure well in design the company service book to
Rakshabandhan. Students analysis helpedsync with their classroom learning. incorporate a uniform human resources
Cadbury’s in evaluating their market andpolicy structure. They also helped outline
Students have had a diverse experience in sales strategies. The students worked hardjob descriptions according to needs and
hospitality, advertising, FMCG and to collect the data. This project helped themarket. Students also designed web sites,
software consultancy among others. Sayaji students in understanding the importancebrochure and did market research for
Hotels Ltd, which operates Kebabsville of sales strategies as well as the consumerGreen Healthcare Disposals to find out the
were looking for a solution for customer behavior. It led them to a betterposition of its healthcare products.
waiting. Jaipuria students researched understanding and application of their
possible solutions at all relative levels and concepts. And in turn the creation of
CANNABALISATION INDEXstudied the entire process of booking and concrete knowledge.
At Big Bazaar Lucknow, under the projectcustomer reception.
‘Cannibalisation Index’ students assisted
All can do the talking. But Jaipuria students have gone out and proved
themselves to be good resources when placed in various industries.
LOOKWHATJUST
CAMEOUTOFTHEBOX
17

JAIPUR
A fine blend of tradition and
modernity, Jaipuria Jaipur breathes
in the entrepreneurial air of the city.
Rated one of the best B-Schools in
Rajasthan, Jaipuria Jaipur grooms its
students with entrepreneurial
daredevilry. The faculty, led by
Dr. Prabhat Pankaj, is a mix of
experienced academicians, industry
managers and entrepreneurs.
2006
BEST B-SCHOOL IN RAJASTHAN
(BUSINESS TODAY, 2012)
BEST B-SCHOOL IN RAJASTHAN
(FINANCIAL EXPRESS)
RATED “A” (BUSINESS
INDIA, 2011)
NOIDA
In the company of elite corporates,
Jaipuria Noida is right in the hub of
NCR region. Taking advantage of its
neighbourhood, Jaipuria Noida
exposes its students to best possible
industrial experience. The air here is
thick with innovation and learning.
Dr. Rajiv R Thakur, leading a strong
team of experienced professors as
well as industry managers turned
academicians, mentor the global
managers of tomorrow.
2004
LUCKNOW
Abuzz with industry-focused activities,
Jaipuria Lucknow is a campus of
choice for most aspirants aiming for a
PGDM. Led by veteran management
guru and most sought after corporate
trainer Dr. S.R. Mussana; the institute
has a pool of highly experienced full
time faculty, duly supported by
experienced industry managers and
academicians as visiting faculty. It is
also among the first colleges to offer
PGDM in Retail Management.
1995
‘A’ GRADE ACCREDITATION BY NAAC
4th IN NORTH INDIA AMONGST
THE TOP PRIVATE B-SCHOOLS
(CAREER 360, 2012)
23rd IN INDIA AMONGST BEST
PRIVATE B-SCHOOLS (NHRDN, 2013)
‘A’ GRADE ACCREDITATION BY NAAC
RATED “A++”
(BUSINESS INDIA, 2013)
7th IN NORTH INDIA AMONGST
THE TOP PRIVATE B-SCHOOLS
(CAREER 360, 2012)
20th IN INDIA AMONGST BEST
PRIVATE B-SCHOOLS (NHRDN, 2013)
THEPLACETOB
PGDM,PGDM(FINANCIALSERVICES)
PGDM(RETAILMANAGEMENT)
PGDM,PGDM(MARKETING)
PGDM(SERVICEMANAGEMENT)
PGDM
26th BY RECRUITERS AMONGST
PRIVATE B-SCHOOLS IN INDIA
(BUSINESS WORLD, 2013)
18

The youngest of all, Jaipuria Indore is
“tomorrow’s” B-School. Situated in the
picturesque location, it is fully
equipped with modern amenities to
facilitate learning in a digital based
business learning environment.
Spearheaded by Dr. J. P. Upadhyay,
the institute goes beyond conventional
education methodologies where
students are not merely learners but
also contributors.
2010
INDORE
UNIQUE INDUSTRY MENTORSHIP
PROGRAMME-CHISEL FOR HANDS
ON EXPERIENCE
SUMMER AND WINTER IMMERSION
FOR EXPERIENTIAL LEARNING
FULLY RESIDENTIAL CAMPUS
WITH FOCUS ON LEARNING BY DOING
PGDM
YEARSOF
EDUCATIONAL
EXPERIENCE
68 LOCATIONS
5DISTINCTPGDM
PROGRAMMES
1UNIQUEDELIVERY
04 VISITINGFACULTY
MEMBERSFROM
INDUSTRY&OTHER
TOPINSTITUTIONS
+
55
+
95FULLTIME
EMINENTFACULTY
MEMBERSACROSS
FOURLOCATIONS
NATIONAL&
MULTINATIONAL
COMPANIESTO
RECRUIT
+
300 CEOs&SENIOR
MANAGERSINTERACT
WITHSTUDENTS
&DELIVERLECTURES
+
150
INTERNATIONAL
LINKAGESFOR
GLOBALSTUDENT&
FACULTYEXCHANGE
PROGRAMMES
RESEARCHPAPERS
PUBLISHEDIN
INTERNATIONAL&
INDIANJOURNALS
+
400 05BOOKSPUBLISHED
ADMINISTRATIVE&
SUPPORT STAFF
+
100 MDPsOFFERED
FORTOP&MIDDLE
LEVELMANAGERS
+
150 ALUMNIWORKINGIN
DIFFERENTSECTORS
OFBUSINESS&
INDUSTRYACROSS
THECOUNTRY
+
3900
JAIPURIA AT A GLANCE
09
19

POSSIBILITIESINFINITE
T
-School campuses buzzing with energy dot the hiring from Jaipuria through a centralised placement cell.
entire landscape of the country. Standalone Corporates can now find a wider choice to pick from. It enables
as well as multi-campus B-Schools nurture an them to connect with a large pool of talent at a location of their
infinite pool of talent. Each campus is an choice which caters to their cross-geographical needs as well.
independent star. This is true with multi- Students can access more opportunities available across all
campus institutions where each campus 4 campuses. The placement and recruitment process is therefore
stands on its own. What seems lost in such a scenario is a simple, effective and convenient. And both students and
common core, a homogenous essence, a culture that binds them recruiters are making the best of it all.
all. It is a predicament most multi-campus B-Schools share. Well,
Uncampus offers a unique curriculum. The Jaipuria Academic Areaalmost.
Councils gets together a faculty pool from all the campuses to
Walk into Jaipuria Institute of Management and you find an design the curriculum and syllabus. The result is undoubtedly at
exception to this rule. Lucknow, Noida, Jaipur or Indore campus, par with the best in the world.
walk in anywhere and you are connected to them all. Throbbing
Uncampus also enables a rich interaction between campuses.with a common pulse, these distinct campuses speak a common
Flagship events like Interdependence, Integration and Co-creationlanguage, reflect a unified soul.
National Conference at Jaipuria Lucknow, Jaipuria Annual
It was not without a unique initiative called the Uncampus that this Management Conference at Jaipuria Noida, International
integration came about. Quite unheard of in any B-School in India Conference On Creating A Sustainable Business Managerial
before, the Jaipuria Institute engineered a rare campus Implications and Challenges at Jaipuria Jaipur, NEN workshop,
integration across 4 campuses to unleash an unlimited world of HR, Marketing, Finance, Social Media, Retail, IT Conclave, Encore,
possibilities. The results of which are there for all to see. Annual Cultural Festivals (Ojas, Udaan, Abhyudaya, Jai Utsav)
Talaash, Milan (Inter Campus Student Exchange Programme),
Punarsangam (Uncampus Alumni Meet) provides for an unlimited
opportunity to students across campuses to interact, coordinate
A single window interface through Uncampus makes imminent
and learn from.
sense for holistic learning and optimum benefits to all the
stakeholders. Uncampus renders Jaipuria as a microcosm of One of the most interesting facets is the restructuring of the
boundless exchanges. Be it the ideas, learning, exposure or simply student exchange programme. Out of these campuses, students
faculty pool. Everything is for everyone at Jaipuria. get the opportunity to study for one trimester in any of the campus
of choice. And this is over and above the global exposure that they
The first benefit it offers is the placements and recruitments; the
get through Foreign University Exchange Programme. Add to that a
Uncampus is a great experience. It’s a win- win situation all the
Faculty Exchange Programme that connects students to more than
way. For the simple reason that recruiters get access to all the
100 faculty members.
talent in Jaipuria and students get access to all the recruiters
A WIN- WIN SITUATION FOR ALL
B
UNCOVERED
A rare multi-campus integration at Jaipuria Institute of Management has created
boundless exchanges in ideas, learning, exposure and even the faculty pool. Here is how.
20

UNCAMPUS
ADMISSIONS
Transparentselection
parametersforadmission
throughCommon
admissionprocessacross
campuses
UNCAMPUS
EXPERIENCE
StudentExchange
Programmeforonetrimester
eachacross4campuses
UNCAMPUSLEARNINGRichexchangeofknowledge
throughfacultyexchange
programmes,cultural
andacademiceventsacross
allcampuses
UNCAMPUSPLACEMENTS
Centralisedplacementsforawiderchoice
bothforrecruiters
andstudents
UNCAMPUS
CURRICULUM
Centrallydesigned
curriculumbyJaipuria
AcademicAreaCouncil
foradaptationofbest
practices
21
“Nowhere else will you find students appearing for the same interviews,
helping each other out. Jaipuria Institute of Management has a truly
extraordinary culture”, shares Prachi Sahai (batch of 2011-13) who is
currently placed with Federal Bank as an Assistant Manager.

INTROSPECT
SEEKINGTHEANSWERWITHIN
c
the question. A sound understanding emphasise on skill development and
therefore of not only markets but also the employability led them to launch various
needs of businesses is imperative for any industry specialised programmes, much
management education to prepare ahead of its time.
students for the industry.
But times are a changing, again.
Few B-Schools have that edge. Jaipuria Companies now demand employees who
Institute of Management stands at a have an expertise in a definite area of
vantage point. Being run by a business work or industry. In keeping with the need
house it is better placed to understand the for specialists in the industry, Jaipuria
whole spectrum of market needs and the offers a specialisation in the second year
general business trends. of the programme in areas such as Human
Resource Management, Marketing,
Today, the House of Jaipuria is one of the Finance, IT and Operations.
most respected and trusted business
groups of the country. With a leading Above and beyond academic projects, the
textile manufacturing company- institute prepares students with a rich
GINNI INTERNATIONAL LTD and industry interface and live projects with
an independent power corporate houses.
company GINNI GLOBAL LTD,
in its stable, the Jaipuria
Group employs over 2000
people in various capacities.
While Ginni International Ltd.
is an established name in denim
and denim fabric exports across
the globe, Ginni Global strives to become a
leading renewable energy player in the
country. Both the companies operate in a
global scenario. And as recruiters they
understand that whilst the functionality of
all management verticals remains the
hange, high tide, low
same, the talents today need to be highly
tide, bulls and bears-
adaptive, not only to the business
are the only constant
dynamics but also to cross-industry
in any economy.
scenarios.
Young professionals
entering the industry Armed with a recruiters’ perspective,
must thus be prepared to preempt and Jaipuria designs a course and pedagogy
navigate through the trends in the market. that focuses on learning as much as
Though burgeoning B-Schools in the market readiness and employability. A well
country produce management graduates, rounded course offering is the first step in
do they really have what it takes - remains that direction. Offering courses that
C
These industry centric
programmes expose
students to the dynamics
of management and the
complex realities of
business environments.
Jaipuria Institute of
Management is a learning
ground. The recruiters
coming on campus really
appreciate it.
Backed by deep insights
into the industry and current
business trends, the Jaipuria
Institute is gearing its
students for tomorrow.
22

INDIAN CULTURE
COMPANIES’ PROFILE
ROLES&RESPONSIBILITIES
CAMPUS RECRUITMENT
selection test or a rejection test. Tests REDESIGN COURSE CONTENT AND CO-
used for Indian competitive examinations CURRICULAR ACTIVITIES:Even today, children are cultured in
like entrance exams are normally a Students’ activities, both academic andnegative environment. Parents instruct
rejection test. social must be reengineered to fit into thechildren in ‘what to do’ and ‘what not to
frame of corporates’ expectations anddo.’ According to psychologists, basic
CORPORATE BEHAVIOR: aspirations. Students need to undergo morepersonalities are formed by the age of
Corporates depending on their needs and more simulation exercises to facilitate10–12 years. After this phase
segment institutes and follow more or less their development and growth into strongpersonalities can be only modified and
a bell curve. Some corporates only visit local business leaders who can take risks. If anot changed.
institutes, some focus on middle or lower business does not grow, it falls very sharply
middle grade institutes. Many organisations and employees are also at stake.
pick up candidates from small towns even if Corporates want manpower that can
Mostly there are European, American and they are not fluent in English. At times a contribute significantly to business
Asian companies. Europeans are as particular company visits a campus but processes. If right people in terms of
conservative as Indians. Americans are does not select or selects just 1-2 knowledge, skills and attitudes are not
open, they provide freedom with candidates. available the team suffers. Perhaps a mix of
accountability and responsibilities. While faculty from academics, industries and
Asian companies have struggled and armed forces should be more appropriate
emerged out of hard and long hours of for students to experience both ideal and
PERSONALITYDEVELOPMENT:working, their corporate culture too has real situations and undergo tough physical
As far as possible students need to learn tobeen rough and tough. trainings and exercises.
lead a tough and real life. Till college, we
teach them academic principles, theories & PLACEMENTCOORDINATORS:
models. We also teach them “ don’t look at Placement coordinators must first
Campus recruitment is a dynamic process bad things, don’t hear bad news and don’t understand student profiles in terms of
full of challenges for the recruitment team. speak bad words”. But when he/she enters grade, strengths and weaknesses, etc. and
The output depends on company’s organisation, he/she gets a cultural shock. then look for appropriate organisations .
business, recruitment team, their The reality is far removed from what is Campus recruitment is more of a fitment
background, vision, mission, strategies, taught. The challenge before institutes test. Each corporate has its culture and
goals, tools they use, profile of the therefore is, “Within the short stay of 2 years values for which they look for suitable
institute, profile of students available how to transform basic personality of our candidates. This process is like match
before them. future business leaders so as to not remove making. So more we know of our products,
completely but at least minimise better we sell.TESTS / TOOLS: contradictions from their unconscious
Tests / Tools used can be either a
minds.”
CHALLENGESOF
CAMPUSRECRUITMENT
What are the challenges faced by corporates during
campus placements? Vinay K Singh, AGM– HR
Hyundai Mobis India Ltd., shares some of his concerns.
23

HOURSOFRIGOROUS
INTERACTIVECLASSROOM
SESSIONSBYCOREAND
VISITINGMENTORS
+
1050
POTENTIALINFINITE
TAPPINGTHEPOWEROFTHEMIND
The true test of management education comes in the
learnability, adaptability and the employability of its students.
Jaipuria’s pedagogy is a case in the point.
T
s 1,00,000 or more course and pedagogy prepares students to Lucknow. This helps generate a lot of ideas
management enter the industry up and running. A pool in a course of 30 hours duration.
graduates step out of of learned faculty, mentors students in Moreover, once the basic concepts are
their B-Schools, new their career path using innovative and fun clear, the students can build on those
entrants prepare for teaching methods to face the real time concepts and can resolve even the
their tryst with destiny. challenges of the corporate world. toughest challenges.”
Campuses across the country buzz with Teaching at Jaipuria is essentially about
young minds as they go about attending encouraging students for self learning.
lectures, seminars, workshops, events and
what have you. But when they step out, as Apart from the four key elements of its
they will the next year, will they be ready educational models - Management
Dr. Amar Nath Chatterjee, who has
for their dream job? Will they be ready to Knowledge, Industry Exposure, Managerial
conducted an unbelievable 108 MDPs all
take on responsibilities? Will the Skills and Personal Attributes, Jaipuria
over India, says that his teaching
unimaginable power of these bright minds makes its students ‘industry ready’, with
philosophy is simple. “I usually adhere to
been done justice to? practical on ground experience covering the
corporate story-telling as a method of
major part of their study tenure.
teaching in my classrooms. I gauge theHaving the skills and capabilities to work is
level of interaction constantly by askingone thing, but reaching the core of one’s
questions and seeking suggestions frompotential is quite another. Whilst most
the students, and interspersing mystudents in the job market today come
lectures with PPTs and video clips. I buildwith hyped self-image and an attitude of
on concepts from fundamentals with theleaders, students at Jaipuria have no air
help of inputs from the studentsabout themselves. They are confident
themselves, assigning group-exercises andthinkers, yes but they are equally eager to
role-plays, or presentation of a caselearn new ways, adapt to the job
analysis.” Some of the subjects he coversrequirements and over and above, are
are ‘Creative Thinking’ and ‘Personalityextremely self-aware. Mentored by thought
Mapping’. Dr. Ankit Mehrotra, faculty atleaders, exposed to the ground realities
Jaipuria Institute of Management, Lucknowand rooted in Self, they are ready to take
says,“My teaching philosophy revolveson the world.
around the concept of ‘learning to learn’.
“I have received my education from a lot of I stick to the basics in my classroom –
institutes in different parts of the country, basic conceptual knowledge, basic
but the faculty at Jaipuria Institute of analytical skills and basic presentation
Management is incomparable.” says skills and then create an environment of
Geetika, a student of Jaipuria Institute of debate, so that students probe and prod
Management. Fellow students agree. The their way through my lessons at Jaipuria
READY TO CONQUER
LEARNING FOR LIFE
A
24

CONFERENCES,
COMPETITIONS&EVENTS
OFNATIONAL&
INTER-COLLEGIATELEVEL
+
20+
35STUDENT
LEDCLUBS
+
60DAYSOF
COMPULSORY
SUMMER
INTERNSHIP
+
100HOURSOF
INTERACTIONWITH
INDUSTRIALSETUPS
ANDEXPERTS
FROMINDUSTRIES
Jaipuria’s 360 degree teaching skills, Time and Stress Management skills
methodology, GDs, presentation along with Team Management skills.
Jaipuria prepares students not just for the
techniques and corporate interactions, Jaipuria students are not only connected
industry but also for the global market.
form a major part of the process. Students to the outside world but also to the core of
Collaborating with international
are exposed to industry issues and their being. Jaipuria empowers its students
universities is fundamental for meeting the
situations which involve a crucial thought to become learners who are sharp, but
challenges of working in foreign countries,
process they are likely to encounter as also learners who are adaptable. Ready to
interacting with people across the world
future managers, through Orientation and navigate various tides, these students are
and communicating effectively in an
Foundation Programmes, Guest lectures set to carve their own destiny. And as for
international environment.
and Industrial visits. For students like Geetika, having imbibed all the necessary
Abhinav Sachdeva “Jaipuria is helping build skills at Jaipuria, she is confident, thatThanks to strong and symbiotic
competencies needed in the industry.” going forward she will be able to get arelationships with renowned international
placement to suit her caliber. We agree.educational institutions like University of
Deepti Chandra Mehra, Senior Manager,
Illinois and Newcastle, the Jaipuria
Business Development at Hungama Digital
students reap the benefits of student and
Entertainment Ltd., confides “2 years at
faculty exchange, teaching, research and
Jaipuria, the team work, combined
fellowship programmes.
projects, working odd hours to meet
deadlines, and working with a set of
people actually prepared me to face the
realities of the advertising world.” At Jaipuria Institute, students not only
build skills like Public Speaking, they also
develop Self Discipline, Interpersonal
ON THE RADAR
LEARNING TO LEAD
What sets apart Jaipuria Institute
of Management from the rest is its
unflinching focus on grooming
students in their ability to learn
and to adapt to industry needs.
25

CAMPUSBUZZ
ALLWORKANDALLPLAY
Host to many sought after conferences and conclaves, Jaipuria Institute is
home to many enriching and stimulating experiences. Here is a quick look.
T
he Jaipuria Institute of Management thrives on Business, Managerial Implications and Challenges (ICSBMC) also
ideas and a sharing of experiences. Eminent bring into focus pertinent issues like sustainability. Sustainability
academicians and industry experts visit the or the efficient use of resources, is ultimately about ‘adding value’
4 campuses for various conferences and to businesses with people, planet and good business decisions in
conclaves organised regularly on its premises. mind. Sustainability has also serious, social and economic
As various experts come together on a single implications for both stakeholders and the regulators. ICSBMC
platform, students not only benefit from an exchange of ideas, but hosted at Jaipuria Jaipur provides an interdisciplinary and cross-
they also come to appreciate their role in driving change as Gen- sectoral forum. It proposes multidisciplinary strategies for
Next Managers. economic, socio-political, cultural, and institutional changes. It
further promotes a sharing of ideas and discusses practical
IIC, the national level conference on Interdependence, Integration challenges encountered.
and Co-creation (IIC) hosted by the Lucknow campus is a great
opportunity for students to understand the present and emerging Various competitions at Jaipuria ignite the competitive spirit in
challenges and opportunities and also to contribute and present students while widening their horizons. Encore, The Presentation
research papers on a larger forum. Design & Delivery Contest organised at Jaipuria Indore, allows
people to show their work and share their thoughts and ideas in a
Students also get a hands-on experience in organising events at a fairly relaxed way. It is a learning experience for students and a
national level. The Noida campus plays host to Jaipuria Annual platform for an exchange of ideas amongst seniors and peer. The
Management Conference (JAMC), to deliberate upon opportunities camaraderie, experience of organising an event of this scale, and
and challenges faced by the industry today. working tirelessly lends a fresh perspective to team building,
organisation skills, time management, resource management and
As the institute prepares students for the industry, conferences
hospitality.
such as International Conference on Creating a Sustainable
T
For students, life at the institute is all of learning yet a lot of fun. Contests like Rocket
Singh Marketing Event pitch them against different B-School teams selling some really
unusual products like - ‘Mop Slippers’, ‘Hand Pants’, ‘Pocket Shower’, ‘Ticket to Heaven’,
‘Book your own Burial’ and ‘Blackie Toothpaste’. Campus festivals like Ojas, Abhyudaya,
Jai Utsav and Udaan celebrate the spirit of learning in true Jaipuria style.
26

SELF-CONFIDENT
RESOURCEFUL GO GETTER
INNOVATIVE
GROUNDED
PREPARED
ASSERTIVE
ADAPTABLE
LIFELONG-LEARNER
RESPONSIBLE
A JAIPURIAN IS A TEAM PLAYER FIRST. READY TO ADAPT, READY TO LEARN, READY TO THINK,
READY TO LEAD, READY TO CHOOSE, READY TO INNOVATE AND READY TO IMBIBE.
ALL TOGETHER FORMING A STRONG FOUNDATION OF WELL KNITTED JAIPURIA’S ETHOS.
27

SPECIALFEATURE
THESKYISTHELIMIT
THEFORBESSAGAWITH
ANANDNARAINKAPOOR
DYNAMIC, CHARISMATIC, VISIONARY,
ANAND NARAIN KAPOOR IS A BUSINESSMAN
WHO CAN TRANSFORM AN ORGANISATION INTO
A BUSINESS EMPIRE. A SPECIAL FEATURE ON
THE MAN AND HIS LIFE AFTER HIS PGDM FROM
JAIPURIA INSTITUTE.
Anand holds a Post Graduate Diploma in IFC (International Finance Corporation) to
Business Management from Jaipuria take over an international school in
Institute of Management. He worked hard Uganda, which he turned into the leading
to find opportunities outside of his regular international school across East Africa.
work to hone his entrepreneurial skills. His
Anand’s biggest success came with thefirst entrepreneurial foray came in the
birth of MIDCOM. In Africa, he securedform of a foreign exchange bureau in
NOKIA distribution in Rwanda and set outpartnership with a local businessman.
to establish a distribution network; oneAnand had a clear vision of how a
that superceded competition. Todaynand Kapoor, a business house should operate and
MIDCOM sells more than 25 Milliondynamic forty year - sustain. He strove for diversification after
handsets on an annual basis and caters toold entrepreneur getting his first big break.
8% of Nokia’s volumes globally. It hasbased out of Dubai
In the year 1999, he purchased a 40 acre become the leading Nokia distributor inexudes charisma and
site, on the Banks of Lake Victoria near Middle East and Africa region with verysymbolizes courage,A Entebbe in Uganda and started growing deep distribution strength across morecommitment and hard work. He embodies
and exporting Rose Stems. For Anand than 16 countries in the MEA region. It hasthe perseverance associated with
mediocrity had no place and he ensured tie ups and partnerships with almost allbusinessmen who transform mere
that this endeavour also met with optimal the telecom companies operating in Africa.organisations into business empires. He
results. His already growing empire also The infrastructure includes world classhas been accredited amongst ‘Top 100
furthered his resolve for expansion and in warehousing facilities, retail chainIndian Leaders’ in the UAE by Forbes
2003 Anand won the tender floated by the management, distribution capabilities,Middle East.
A
28
CLASS OF 1995-97

29
experiential stores and a team of more he recently turned his attention back to two daughters and considers them as his
than 700 people to manage this chain. the agro sector. He realized that Uganda is biggest strength.
the producer of one of the finest quality ofMIDCOM has now become the Anand is also a passionate golfer andraw milk, but the natural resource is much
largest telecom distribution ensures that he takes his time off to followunderutilized. Thus Anand has set up Pearl
his love for the game of golf. His desire tochain in Middle East and Africa. Dairy Farms, a state of the art milk powder
excel and be the best is a characteristicprocessing plant which collects raw milk
carried over to the golf course as well.from farmers and processes it to milk
He lifted the Chairman’s Cup on thepowder for export to the international
25th anniversary of the Emiratesmarkets.
Golf Club in 2013.
While Anand is not a stereotypical
workaholic, his work is his passion. While Passionate about his family,
utilizing his understanding of distribution
work and golf coupled with a
network he initiated a commodity trade
clear vision for the futuredivision. This sector has presence in 12
countries and is a prominent player in the makes him an out and out
Indian, African and Middle East markets
success in all aspects of life.
for commodities like sugar, rice, paper and
tyres. Anand realized his strength and His message for the budding managers is
vision in sales and distribution to pursue their dreams, and not be just a
management and catering to this capacity part of the rat race.
Alongside growing MIDCOM from 2004, of the group; the commodity trade division
Anand also continued to diversify his has established a niche for itself within
business portfolio. After cultivating an in- Anand’s empire. The group employees
depth understanding of the real estate 1,200 people from more than 40
sector, Anand set up a state of the art nationalities with offices in 11 countries.
commercial complex in Kampala, Uganda.
This project was accompanied by Kololo When it comes to managing his business,
Greens- one of the most luxurious he is a visionary leader and sky is the limit
residential apartments of Uganda. By now for him. Anand is an example of a
the group’s 3rd Commercial project has businessperson who can persevere with
also commenced and is expected to finish any challenge and his strength lies in his
by Q-2 2014. Apart from this, he has also ability to bring out the best from his team
built a portfolio of high-end properties and to achieve all that he strives for.
across the Middle-East & Africa. Even with Despite a very hectic work schedule, for
such a diverse portfolio, Anand’s desire to Anand his family comes first. He resides in
seek new opportunities has not waned and Palm Jumeirah, Dubai with his wife and
Anand’s journey speaks about a
life that identifies opportunities
and makes the most of them. It
is a life, in the true spirit of his
alma mater, one that relentlessly
chooses to be more.

WEALTHOFKNOWLEDGE
ONSOLIDGROUND
Jaipuria Institute’s rich faculty pool not only builds
and sustains it, it adds to the body of knowledge and
empowers professionals to navigate market trends.
T
challenge most decision making. Using innovative teaching
institutes face today is methods, the faculty at Jaipuria prepares
that of a faculty talented young minds to think, learn,
shortage. With growing explore, adapt and face the industry from
B-Schools, the crisis day one.
has only worsened.
As the economy undergoes change, so tooBut retaining a rich resource pool not only
must management practices. Preparingbuilds but also sustains the institution. It
professionals to sail through the winds ofdraws talent. Given the scenario, Jaipuria
change is a need of the hour. MostInstitute of Management, in the past 18
B-Schools are gearing up to this fact byyears is doing well with a 95+ strong team
offering continuous managementof academicians and industry experts.
education programmes. What sets apart
THE INSTITUTE, KNOWN FOR ITS Jaipuria’s Management Development
FOCUS ON SELF LEARNING, HAS TO Programme is its holistic approach,
building into it the entire ethos of lifelongITS CREDIT A FACULTY THAT SHARES
learning. The institute’s MDP Centre is
KNOWLEDGE AND IGNITES A ambitious. It offers state of the art
HUNGER FOR MORE. facilities complete with latest training
They are renowned for their excellent gadgets and an intellectual pool of over a
teaching skills and contribution to 95+ distinguished faculty members. This
management education through creation Centre focuses on organising market
of new knowledge. With a rich count of driven customised Workshops, Seminars,
published papers and books to their credit, Conferences, Management Development
many among them are also much sought Programmes, Faculty Development
after for conducting MDPs and offering Programmes, and Training Programmes for
research support and consultancy by industry and academicians alike.
leading organisations in India. Consultancy and research activities are
also undertaken to facilitate knowledge
The faculty or ‘mentors’ as they are called dissemination from faculty members to
enthuse, challenge and provoke students update students in terms of experiential
to think out of the box in order to develop learning.
the art of critical thinking and holistic
A
MDPs:
LEADERSHIP SKILLS
DEVELOPMENT PROGRAMME
FOR THE MANAGERS AT NATIONAL
DAIRY DEVELOPMENT BOARD
EXCELLENCE IN HR, 2012
FOR THE MANAGERS OF
NEW HOLLAND TRACTORS PVT. LTD.
+
400
Researchpapers
publishedinInternational
andIndianjournals
+
100
CEOsandseniorlevel
managers deliver
leadershiplectures
+
150
MDPsofferedfor
topandmiddlelevel
managers
RESEARCHDRIVENFACULTYPOOL
+
95
Teamofacademicians
andIndustryexpertsas
fulltimefaculty
RESEARCHSUPPORTAND
CONSULTANCYTOLEADING
ORGANISATIONS
30

Dr. Sheenu Jain has been awarded as Management Systems’, Vol.15 (2012), Dr. Poonam Sharma’s article ‘Destination
“Emerald Educator” for significant No.1 pp. 93-106. Branding’ was published in International
contribution to developing a sustainable Journal-Journal Indian Culture & Business
Prof. Abha R. Dixit presented a paperecosystem of entrepreneurship on campus. Management, Vol.6, No.1, Oct. 2012.
titled “Teaching Business Communication
Dr. Shalini Srivastava’s paper titled, Job through Social Media” at the Tenth Asia Jaipuria Institute of Management, Jaipur
Burnout and Organisational Commitment TEFL International Conference. has been awarded as “Strong Capacity for
relationship: Moderating Effect of Career Entrepreneurship” for running intensive
Dr. Prabhat Pankaj, Director, JaipuriaSalience: An Empirical Study on Indian Entrepreneurship Programme on campus.
Institute of Management, Jaipur has beenManagers has been awarded the Second
honored with Bharat Vidya Shiromani Jaipuria Institute of Management, JaipurBest Research Paper at Natcomp, Bhartiya
Award and was also presented Certificate has been awarded the first prize in theVidyapeeth University, Delhi on 17th
of Education Excellence for his remarkable category “Social Community Engagement”March’2012.
role in the field of education by Indian in the Community Leadership Awards-
‘A Conceptual Framework for Rural Solidarity Council, New Delhi. Rajasthan, 2012 by Institute of Leadership
Employment Generation in India’ by Development and Foundation for
Dr. Athar Mahmood presented a paperDr. Pratibha Wasan was published in Information & Technology Transfer Society.
titled “Perceptions of Young PeopleInnovative Studies: International Journal
regarding Workplace Spirituality” at the(ISIJ), Volume (2), Issue (1). Her paper on
4th International Conference onConceptual framework for online stock
Spirituality & Organized Leadership,trading phenomenon in India, was
organized by ISOL Foundation at XIMpublished in ‘Journal of Statistics &
‘Assessment Index: A Strong Sustainability Approach to Measure
Sustainable Human Development’ an article by ,
Associate Professor at Jaipuria, Jaipur was published in International
Journal of Sustainable Development and World Ecology, 2013 published by
world renowned publisher Taylor and Francis.
Dr. Prerna Jain
MAKERS
REFLECTIONS
FACULTYSPEAK
DR. PRATIBHA WASAN
(JAIPURIA NOIDA)
For Associate Dean and Professor, Dr. Kavita Pathak, the secret of
classroom participation is “Engaging with the students and making
them curious to learn more.”
As an enabler for learning she believes in “providing cues and
teasing young minds with stimulating questions”. An MBA and PhD,
Dr. Pathak has over 20 years of teaching experience, which
includes not only the time spent with Jaipuria Institute, Lucknow
but also her four-year teaching and research stint at UQ Business
School, University of Queensland, Australia. And what is her
message for students? “You are what you think you can be.
Challenge the limits and take life as it comes.” She signs off.
The spirit of excellence-that is what Dr. Pratibha Wasan brings to
her classrooms everyday. Her teaching style, pedagogy and
management orientation in the course engages students for
learning. “My industry experience helps me establish and deliver
the connection between theory and practice. It has given me an
insight into corporate functioning, its behaviour, value systems,
culture, challenges and realities, which I now pass on to my
students.”
The academic experience for her is “ongoing, delightful and self-
rewarding”. She also adds that Faculty Development Programmes
have helped her use interactive, practical course content and
pedagogical tools.
DR. KAVITA PATHAK
(JAIPURIA LUCKNOW )
31

EMINENTSPEAKERS
ORGANISATION
Hero Corporate
Indian National Congress
Bhartiya Janta Party
Advatech Cera Tiles Ltd
Axis Bank
LG Electronics
Exchange4media group
Grail Research
School of Business, University of Houston
Govt. of Rajasthan
Rural Development & Panchayati Raj
Steel Authority of India, Ltd.
Human Potential Project, Washington
Nokia
The Innovation Workshop
Tata Teleservices Ltd.
Star TV
Karvy
Perfect Relations
Indian Institute of Management, Lucknow
University of Illinois, USA
Future Group
JBM Group
Federal Bank
Bond University, Queensland, Australia
GE Capital
Government of India
Export Import Bank of India
Axis Bank
NEUERTH GROUP
Baroda Uttar Pradesh Gramin Bank
HUDCO
SBI Cards and Payment Services Pvt. Ltd.
Government of India
National Housing Bank
Bharati Enterprises
Centum Learning
Dainik Bhaskar Group
Oyster Connect.com
IIFCL
Bank of Baroda
Vardhman Group
Ernst & Young
DCM Shriram Consolidated Limited
Reserve Bank of India
Delhi International Airport (P) Limited
Lanco Infratech Ltd.
J.P. Morgan, London
Benchmark Six Sigma
Munjal Showa - A Hero Group Co.
DESIGNATION
Vice President-Human Resources
Member of Parliament
Member of Parliament
Director- Marketing and Operations
Former Finance Secretary, Chairman
General Manager-Human Resources
Managing Director & Editor-in-Chief
Director-Human Resources
Professor and Chairman
Cabinet Minister of Woman & Child Development, Tourism,
Art & Culture, Archeology, Printing & Stationery departments.
Union Minister
Chairman
Founder & Chief Executive Officer
Former Operation Head, India, West Africa and Africa
Chief Executive Officer
President EPU
Vice President
Vice President & Group Head-Human Resources
Director Strategy and Planning
Director
Professor of Business Administration and Director of
the Technology Management Programme
Head - People Office, Retail Business
Vice President & Group Head-Human Resources
Chief Manager-Human Resources
Professor and Head
Vice President
Adviser (Transport)- Planning Commission
Chairman-cum-Managing Director
Vice President- Priority Banking
Chairman
Chairman
Chairman, Indian Infrastructure & Urban Development &
Former Chairman and Managing Director
Additional Solicitor General
Vice Chairman & Managing Director
Vice President
Chairman
Founder & Chief Learning Officer
Executive Director
National Director-Human Resources
Senior Vice President & Business Head
Former Deputy Governor
Associate Vice President & Head Strategy Planning
Vice President-Design & Engg.
Vice President
Managing Director
NAME
Abhay Saxena
Abhishek Manu Singhvi
Rajnath Singh
Achal N Rangaswamy
Adarsh Kishore
Adrash Mishra
Anurag Batra
Archana Gulati
Ashish Chandra
Bina Kak
C P Joshi
C. S. Verma
Chris Majer
D. Shivakumar
David Wittenberg
Debashis Sur
Debasish Biswas
Deepak Gupta
Devdarshan Chakrabortyy
Devi Singh
Dileep Chhajed
G.R. Venkatesh
Hari Das Nair
Joemon Mathew
Kuldeep Kumar
Manish Dewan
Manoj Singh
N. Shankar
Naushad Alam
Navein Shriram
Nirmesh Kumar
P. S. Rana
Pallav Mohapatra
Paras Kuhad
R. V. Verma
Rajan Bharti Mittal
Rajeev Tandon
Ramesh Chandra Agrawal
Rimy Oberoi
S. K. Goel
S.S. Mundra
Sachit Jain
Sandeep Kohli
Sandeep Mathur
Subir Gokarn
Subir Hazra
Uday Ravi
Vinit Singh Chauhan
Vishwadeep Khatri
Yogesh Munjal
32

QUOTEUNQUOTE
THESUMMERINTERNSHIPPROGRAMME
“Krishna Kant (PGDM, Jaipuria Jaipur)
has accomplished his project on
'Customer Loyality for Ice cream
Segment' is really commendable and has
drawn lot of insight for effective
consumer strategies.”
Prashant Sharma
Amul
“The project on 'Market mapping to
enhance market share' accomplished by
Ajay Wadhwa (PGDM, Jaipuria Lucknow) is
really appreciable and is being considered
for further referencing and targeting
projects. We would definitely consider Ajay
for final placements as he will prove to be
an asset for the organisation.”
Shelly Jamwal
Assistant Manager, HR- Orient Bell Ltd.
“Jipson Joseph (PGDM, Jaipuria Indore)
was given an opportunity to work in live
environment related to Telecom
consultancy. He worked on field for over
1 month. His quick adaptation to
corporate environment was quite
impressive considering he was on
internship. For a first timer, he was quite
good in understanding the work in less
time. He performed efficiently well in
tasks given to him and completed his
work in stipulated time. He has also
shown his mettle as a good team player
and self-motivated individual.”
Vinod Thakur - KPMG India
“Sakshi Mobar of 2012-14 batch of
Lucknow Campus was assigned on client
engagement and was helping the team
leader in the tasks as mandated by the
client. She blended well in the team, was
flexible and performed well.”
Rahul Hakeem
Manager, KPMG India
“Shraddha has shown excellent
amount of her grit to accomplish the
project titled ' Role of Finance in
Power Project Contract by NTPC'.
I am glad to mention that she was
made the coordinator for the entire
activities relating to evaluation of one
high value tender. Such diligence
shown by a fresher is exemplary.”
“Mayank was very keen on learning
systems & procedures, Operations, SCM
etc. On SCM, he has spent enough time
on understanding Warehouse
Management and contributed a lot with
his findings and recommendations.”
Vijay Lahare
Sr. Manager- Supply Chain Management
Mahindra Heavy Engines Pvt. Ltd.
A Sheikh
General Manager, NTPC Limited
“Janisar Najish’s (PGDM, Jaipuria Indore)
hard work was of good use to our
division. The comparative study made on
Rewards and Recognition, will now help
us to revise our existing process. It has
also become a guiding document for any
new-comer to understand the exiting set
of policy & procedure on Rewards &
Recognition. I must also mention that he
is a rare combination of smart & hard
working, by which he was able to
complete the assigned project on time.”
Girish Kumar - Business HR, Tata Steel
“The project accomplished by Abhay
Sharma of 2012-14 batch helped us to
know more of the financial data with
clarity. I appreciate Abhay for his
analytical skills and grabbing power, also
he is compatible to the industry culture
and environment.”
Archit Malani
Manager Finance, Dalmia Cements
“The project done by Sharad from
Jaipuria Noida helped us in identifying
the potential of our products. He coped
well with the industry trends.
His performance was excellent.”
33
Deepak Chawla
Sr. Organisation Development Consultant
Haier Appliances India Pvt. Ltd.

THEUNFINISHEDPROMISE
OFTALENTMANAGEMENT
T
I am a notable fan of technology. I think HR people are scared and shy
away from technology. However, in the case of Talent Management,
the phrase “Talent Management Software” doesn’t mean anything.
In most cases, it’s a case of calling “Human Resources Management
Systems” in a new way. If as a HR professional think buying, the
former will help you to implement a successful Talent Managementhe premise of “Talent Management” is simple.
programme, you’ve just been sold snake oil.A company identifies its most superior
performers across levels and businesses and
focuses special development needs and
career milestones for them, so that when the
time comes they have the ready “talent” they
This is the biggest reason why Talent Management Programmesneed in the roles they need them. To do so they rely not just on
fail. When so called “futurists” cannot predict the future, how canpast performance data but also psychometric tests, development
linear thinking business and HR folks even know what kind ofcenters, coaching and mentoring.
“talent” would be needed to be “future-proof”? Only in the case of
The thought further goes that giving your top talent the very best in highly stable industries could they even hope to think beyond a
development and career opportunities it will act as a retention one year timeline. In fast growing industries, as business models
tool, keeping them back in the organisation. organisation evolve with mind numbing speed it is a dream.
A company that makes a large percentage of its revenues selling
However, if you talk to HR and business leaders across hardware might change to one earning its revenues via services in
organisations that have tried their programmes, the success of a couple of years, making the hardware performers in the talent
such Talent Management Programmes are decidedly mixed. management programme a liability. Or the FMCG company’s talent
who were successful in an age of broadcast mass media who haveHere are some reasons why that happens:
little or no idea to deal with new media. Indeed, people who you
might not have seen as “talent” a year ago might become the
people who are needed to make it successful.
The first thing Talent Management systems do is identify “Talent” So while the stated intent of Talent Management programmes are
based on performance. To do better, they try to look at consistent laudable, the success and therefore the ROI are not very easy to
performance over a period of time. However, they often forget that quantify. So what does a HR group do? It should focus on building
successful performance is also dependent on a context of a resilience and “learnability” rather than designing prescriptive
myriad of enabling factors that might not be available in other programmes.
roles/positions even in the same company. Some examples are a
manager who lets the performer focus on his strength and takes
away the de-energising part of the job and gives it to other team
members. When this performer moves to a new role with a more
conventional manager the de-energising aspects of the job fall into
his lap, and might impact his performance overall. Same is true of
the high performer who was successful in a business where the
processes were well set who might not perform spectacularly in a
business unit that is being set up from scratch.
OVER-FOCUS ON TECHNOLOGY
THE INABILITY OF HR & BUSINESS TO
PREDICT THE FUTURE
PERFORMANCE IS SUCCESSFUL IN A CONTEXT
T
Learnability and resilience instead of mere prescriptive
programmes should be the focus of HR for managing
talent. Gautam Ghosh-GM (HR Strategy)-Philips India,
a social media and HR professional shares with us why.
34

anagement education. Now what next? It
is the road we take that defines who we
are. As students graduate from Jaipuria,
they take on their unique journeys.
Being more and playing a larger
Mrole not only in India but also
abroad, these stellar journeys, often on an unbeaten path,
exemplify a spirit of courage, commitment and hard work.
Take a look at this. Vijay Goel, Senior Partner at
Singhania & Co. for the London office for more than ten
years now is perhaps the best ode to the Jaipuria philosophy.
With a number of achievements in his kitty he has been felicitated clutter-free, and my thought process clear.” Today, with a career
in India and the UK for his larger role in strengthening Indo- UK that is different from most of his batch mates he has one piece of
business ties. Founder of the "Indo-European Business Forum" advice for future students: “follow your heart, find out what you like
established in 2007, which includes prestigious members of the most, and then give it your hundred percent. Money will follow.
House of Lords, Members of Parliament and Members of Most of all, you’d always be happy.”
European Parliaments, top business leaders, like G.P. Hinduja,
Ketan Badhwar, an alumnus of the 2002-04 batch is working withK.K. Modi and Mohit Burman, he is also a Special Advisor to the
a French MNC called Geodis Wilson in the area of logistics andCommonwealth Business Council and an advisor to the world
supply chain management as National Business Developmentrenowned Hinduja Group. That is not all; he is on the Board of
Manager, Australia. He started as a marketing associate with"T I E" (The Indus Entrepreneur) UK, Executive Board Member of
IFFCO TOKIO and worked in that role for 9 months. Since 2005, he"The Asian Guide” UK, Member of London Chamber of Commerce
joined Geodis Overseas as sales executive. He has spent 5 yearsand Industry and many more. Not surprisingly, felicitations have
handling variety of sales related roles including short internationalcome his way as ‘Pride of India’ at House of Lords, Asian Achievers
assignments before being offered a posting in Australia. WhenAward for Professional of the Year, National Law Day Award for
asked about his 2 years in Jaipuria, he fondly remembers the timestrengthening Indo-UK business realtions, from Hon'ble President
spent with friends, meeting deadlines for projects, and marketingof India in 2009, 'Glory of India Award', for promoting investment
his skills, along with of course the great memories of hostel life.between India and the UK, 'Asian Leadership in Europe' by Asian
And what learning does he still carry in his heart? “I think thatWho's Who International in London in 2009.
personal interaction and relationship building are most important
Deepak Singh, Class of 1997 from Lucknow campus is today a for your success especially in a sales/marketing role. The more
freelance journalist, writer and radio producer based out of USA. networking you do, the more it works for your business. I learned
Taking a trip down memory lane, he remembers the intellectually this in my 2 years at Jaipuria”.
stimulating interactions with mentors on campus. “Getting to study
These vivid career graphs capture the true spirit of a Jaipurian.with people with different backgrounds, different education, and
Climbing mountains, exploring horizons, in short- tapping one’sdifferent places taught me a lot. In those two years I learned who I
infinite potential.was, what I believed in, and what I wanted from life. And, that is
the most valuable asset I still have. My mind started to become
ALUMNUSGLORIOUS
THEROADLESSTRAVELLED
Students graduating from Jaipuria are taking unique paths.
That is making all the difference.
M
35

INDUSTRYSPEAK
TALENT RETENTION AND
ACQUISITION– FRESH PERSPECTIVES
Mr. Kishore Chakraborti, VP, McCann
C
onventional wisdom in managing employee’s role. A recruiter must write and clarify five things
talent is comfortably easy; it is easy to a candidate should do. If the quest is right, the selection
believe each employee has unlimited should in all probability be right. So once you pick the right
potential. What industry has so far people, you must trust them. Put them in groups to
done is to put up a façade of equality. compliment their skills and foster mutual respect and
Treat everybody same and that admiration. Nine points incorporated from a global
strategy keeps the HR person safe- no favoritism. Therefore, management guru’s speech can help us measure strength
looking at training for all round development of an employee of the workplace. Answers to talent acquisition and
is not possible. We must treat every individual as unique. To retention lie in the following questions-
pick the right person, one has to be clear about the
C
Do I know what is expected of me at work?
Do I have the right kit/equipment to do my work?
Do I have opportunity to do what I do best?
Have I received recognition for my good work?
Does my co-worker make me feel that my work is important?
Do my opinions count in my work?
Are my co-workers committed to do quality work?
Is there somebody who takes personal care of me as a person?
Do I have the opportunity to learn and grow?
36
T
alent means not only the number of development programmes, open communications and more
employees, but also their capabilities. transparency. The HR needs to differentiate performance,
Even with organisations investing reward selectively, policies should be more centralised and
millions of hard earned money and hence returns on talent to be through reducing cost and
time, rarely HR is involved in measuring focusing on the best talents to be retained. The phase of
the return on talent employed. With the Rapid Growth is difficult to manage talent where the focus
economics of the world struggling to avoid a recession, such of organisation is on talent acquisition & development. The
investments hit bottom line of the organisation and hence a shift happens from differentiation to retention and increase
balance has to be there between short term issues and long in numbers. Emphasis is on retaining talent by liberal
term obligations. Like business strategy, talent strategy benefits and maintains talent capacity, with high degree of
covers the key challenge an organisation faces and needs delegation and authority. Third, Global Expansion, leads to
to adapt itself to changing trends to improve return on talent creation of difficult cultures, defining talent practices to
employed. Generally an organisation is in three business meet geographical needs and adoption of global
phases-Down Turn/Slow Growth where business has to practices/polices for high compliance, but offers growth and
contain cost and needs to utilize talent effectively. It needs multiple opportunities to create talent.
top management involvement and innovation for in-house
T
TALENT STRATEGY– KEY CHALLENGES
FOR AN ORGANISATION
Mr. Mayur Chaturvedi, Head HR (Asia Pacific), Zimmer

STUDENTSPEAK!
“A practical approach, the ability to execute
the application of a concept, and the attitude
to deliver these are some of the critical
elements of a Jaipuria grooming which are of
great value to me even today.”
Vinay Kumar Pundir
PGDM 1995-97
“The placement month at Jaipuria Indore was nothing less
than a learning month. Every day I learnt something new.
Every day I got to know new details about the job markets in
India and across the globe. The placement at Amazon.com
was off-campus. I went through fiverounds of interviews,
including the aptitude test and psychometric tests.
The preparatory training helped me a lot during the selection
process, because the interviews at Amazon
are very tough to crack.”
Nishchay Jamwale
PGDM 2011-13
“I tried my best to be an active participant in almost all the
activities in and around the campus (Collage Making,
Poster Making, Mind Game, Article Writing, Singing and
Shot put). I’ve had the opportunity to attend numerous
conferences and seminars and represented my institute
at Amity, Jaipuria Jaipur, the OOH Conference, etc. I also
found the wonderful opportunity of working on a
LIVE project with Dalmia Healthcare Ltd.”
Bhavna Tandon
PGDM 2011-13
“It is nice to see budding
young retailers at Jaipuria
Institute of Management,
Noida, full of enthusiasm
and inquisitive about the
nuances of retail.”
Anurag Sharma
DGM Reebok
“Jaipuria Institute of Management has brought
about a remarkable change in me. I used to be
a rebel without a cause; Jaipuria Indore has
made me understand the importance of
choosing my battles carefully. I now understand
group dynamics better, I have begun negotiating
and convincing people and have understood
that a manager needs to be able to bring
different kinds of people together.”
Snehlata Kashyap
PGDM 2012-14
37

WHATILOOKFORINMBASTUDENTS
Dr. Virendra P Singh, Executive Director- Human Resources & Chief Pupil
RJ Corp/Devyani International Limited/Devyani Food Street Limited
Q
corporate family. I often seek answers and evidence to this
primordial question as follows: Do you own your life and career?
If yes, can you share some examples, which can corroborate your
claim and self belief? My take is as follows: If you have a
reasonably high sense of ownership, you take charge. If you take
charge, it is a good omen for my team and my business goals; as I
would not have to push you to make you believe that your personal
& professional ownership is a good starting point for both of us.
No wonder, quite a few employers use psychometric instruments
to measure this attribute amongst aspiring candidates.
Are you an alert and sensitive person? Can you ‘visualize’ and
anticipate changes in macro & micro environment? If yes, how
diligently & regularly you equip & enable yourself (and your key
people in your network) to handle and surmount inevitableuite often, business school students standing
changes. How often you wait for things to happen? Ideally, I willat the edge of employment market ask: ‘what
like you to make things happen. If you can’t, I don’t want you to bedoes an employer look for in a fresh talent
a silent observer of ‘change’. Reverse of proactive is reactive. Thislike me?’ While one could answer this query
century is not looking for people, who are waiting for things, evenin multiple combinations & permutations, as
good things, to happen. We are looking for people who can makethey say, yet there are certain attributes or
good things better for people around us. Do you have this in you?DNA characteristics, which are universally sought after and
If yes, let’s talk about it.appreciated by nearly all employers. Here is a list of 5 such key
attributes. Culled out after an informal round of discussions with a
handful of CHRO’s some years back, I think they remain relevant
and valid in 2013-14 as well.
Organisations expect even talented people to be humble,
courteous and good learners. I don’t look for people, who want to
come in boardroom at Randhir Kapoor’s age! Some do, admittedly,
Behavioral scientists use Locus of Control for this ‘desiderata’. become CEO at Randhir Kapoor’s age, not because they were
This primary attribute relates to mindset, attitude or assumptions driven by this burning desire to become CEO at that age. Their
about sense of ownership in a young person seeking entry in a burning desire was to come out with a technology or a solution,
PROACTIVITY
HUMILITY
SENSE OF RESPONSIBILITY
Q
WORDSOFWISDOM
38

which made an altogether new sense to current reality and they
bent reality or made a significant difference in the way we live our
Do you know yourself as truly as you should? Do you know your
lives; and therefore people around such Randhir Kapoors’ make
emotional & spiritual assets & liabilities? Does your emotion
them CEO. So, I would like you to start from shop floor and eat your
overpower you quite enough? Do you know what motivates you &
lunch with that assembly line bloke, who comes from that god
why? Do you know what gets you in a ‘flow’? Can you ‘empathize’
damn forsaken village in Barmer.
and ‘be’ with a slum dweller or a villager in a forest of Chhattisgarh
literally run by Maoists? What is the quality of your network or FB
friends? How do you leverage it for larger good? These are a few
While sense of ownership, proactive outlook and humility are key queries I may ask if you meet me next time. (Meanwhile, read
ingredients of a copy book leader; a leader is also known by his Daniel Goleman’s book on Emotional Intelligence.)
DNA to ‘vision’ unique offerings to its clients & constituencies.
Lastly, let me assure you that you are better than what you think
I look for people, who can be comfortable in different places and
about yourself. You and your ‘loved’ ones have created a mist of
times; from Barmer in Rajasthan to Brisbane in Australia, yet look
inadequacy about and around you. Invite the Sun. You are destined
for ‘newer’ solutions- without anybody asking! A leader finds his
to shine. Just believe it. If ever you are in doubt, there are some
anchors even in inhospitable terrains; and marshals his key
people with you, by you and for you. Just look around.
resources people with shared vision to transform wastelands into
vineyards. Leaders align people to achieve common goals with a
smile. My question is: did you do anything of this kind in the last
three years or even when you were in school? If you can show me
evidence, welcome into corporate corridors!
EMOTIONAL INTELLIGENCE
LEADERSHIP MINDSET
39

UNCAMPUSPLUSREPORT
THEUNCAMPUSSUCCESSSTORY
The current economic slowdown has spared none. While placements have taken
a dip everywhere, it is business as usual in Jaipuria Institute of Management.
`8.9 lac
HIGHEST
PACKAGE
PLACEMENT TREND
The current placement season witnessed participation from
leading companies, offering roles across varied functions and
geographies. The Financial services sector continued to be in
demand constituting over 24% of offers followed by
Manufacturing which yielded about 13% of the offers and a
broad spectrum of roles in Banking, KPO/Consulting, Real Estate,
FMCG/Consumer Durable, IT/ITES, etc.
THE CLASS OF 2013
T
usiness institutes across the country are in the Thanks to Uncampus which gives the institute a good head start.
midst of intense activity. It is recruitment time Uncampus is a pioneering initiative that has brought all
and the air is thick with expectation. But these 4 campuses of the institute on one platform.
are also challenging times. As the economy
slows down, institutes have had to brave a dip
in placements. Given that the gap between the
demand and supply of management graduates has widened, many
students have even had to settle down for jobs fit for an
undergraduate.
And the best names in banking, media, finance and other sectors
have come hiring. Not surprisingly, year after year, the institute has
But all seems well at Jaipuria Institute of Management. Despite
broken its own placement record. This year is no different, the
the economic slowdown, it is business as usual. The current
institute has registered a 91% placement record. The companies
placement season too is looking positive and vibrant. “With the
who have hired this year are Nestle, LG India, Deloitte, Business
response received from recruiters, we are overwhelmed that the
Octane, Network 18, Standard Chartered Bank, Asian Paints,
placements have set a new benchmark this year”, says Ms. Mithu
Deutsche Bank among others.
Gupta, Sr. Manager-Placements and Corporate Relations.
BUSINESS AS USUAL
MAKING AVAILABLE A DIVERSE POOL OF STUDENTS TO
RECRUITERS THROUGH A SINGLE WINDOW INTERFACE, IT
HAS NOT ONLY SIMPLIFIED THE WHOLE PROCESS, IT
ALSO OFFERS A BOUQUET OF CHOICE.
B
100
90
80
70
60
50
40
30
20
10
81%
2009-11
2010-12
2011-13
89% 91%
40

SECTORWISEPLACEMENTBATCH2009-11
Banking
Financial Services
KPO/Telecom & Others
Consumer Durables/Retail
Consulting/Research
Manufacturing
10%
9%
7%
46%
16%
12%
6%
5%
43%
16%
13%
9%
Banking
Manufacturing/Automobiles
Financial Services/Insurance
Others
Research/KPO & Consultancy
Telecom
IT/ITES
Consumer Durables/FMCG
Logistics/Retail
13%
1%
2%
3%
3%
3%
4%
5%
5%
7%
14%
24%
1%
Financial Services
Banking
Manufacturing
Real Estate
KPO/Consulting
Insurance
FMCG/Consumer Durable
IT/ITES
HR Consultancy
Media/Advertising
E-Commerce
Retail
Publishing
Others
10%
3%
3%
2%
Mr. Pankaj Dobhal
AVP, GE Capital Americas, F&A Leader
“Ability to adapt to situations and
different working environments and the
technical knowledge of the people hired
from Jaipuria have been the key
differentiator. One of the attributes that
stands out, when it comes to students
that we have hired from Jaipuria, is the
way they get involved with the existing
Genpact employees, whether it is getting
trained or helping new joinees or
participating in the Genpact initiatives.
Acquainting with Genpact culture and
making it part of their own life, is
probably the grooming given/acquired
from the college.”
Shivesh Singh
Regional HR Partner- North
ING Vysya Bank Limited
“Jaipuria Institute of Management, Noida
adopts proactive approach for placing
their students. Their connect with
Recruiters/Company is noteworthy, which
makes the entire recruitment cum industry
interface with candidate flawless.
Jaipuria’s has generally owned the entire
process of campus placement from end to
end which somehow assures better future
prospects for students studying there.”
41

SOMEOFOURFINALRECRUITERS
BANKING RETAIL & LOGISTICS
KPO, RESEARCH &
CONSULTING
FINANCIAL SERVICES & ADVERTISING & MEDIA
INSURANCE
OTHERS
MANUFACTURING &
AUTOMOBILE
IT/ITES
FMCG & CONSUMER
DURABLES
Nestle
Axis Bank Lexi Pens Cantabil Retail India Ltd.
Allahabad Bank MTR Foods Delhi Duty Free Services
Bank of Baroda Parle Foods Future Group
Deutsche Bank PepsiCo GATI KWE
Federal Bank TVS Electronics ITC-Lifestyle
HDFC Bank VLCC Lilliput
ICICI Bank Vishal Videos Max Retail
IDBI Bank Asian Paints Next Retail India Ltd.
Indian Bank Orient Fans Next Retail
IndusInd Bank Pantaloon Retail
Vijaya Bank Reliance
ING Vysya Bank Reliance Retail
Antal InternationalOriental Bank of Commerce Safexpress
Beroe ConsultingRoyal Bank of Scotland TCIL
Capital IQUCO Bank WH Smith Retail
Deloitte Consulting
Ernst & Young
Grail Research Advel Group
Alankit Mancer Consulting CNBC
Aviva Life Insurance Onicra Credit Rating Agency Fever 104
Bajaj Allianz Quest Career Solutions Future Eye Intl. Ltd.
Bharti AXA Tata Consultancy Sevices Hindustan Times
Carte Blanche Price Waterhouse Coopers
HDFC Home Loan
ICICI Securities Ashiana Housing
IFFCO-TOKIO Eli Lilly
Cheviot GroupIndia Bulls Idea Cellular
Eureka ForbesKarvyiTrust Matrix Cellular
GreenplyKotak Securities Onmobile
HavellsLIC Housing Finance Reliance Property Solution
HindwareL & T Finance ValueFirst Messaging Pvt. Ltd.
Hyundai Mobis India Ltd.Mahindra Finance Vodafone
JK Lakshmi CementMuthoot Finance
JK TyreNational Payment Corporation
Kajaria CeramicsSBI Life Insurance Ltd. A & S Software
Kamdhenu SteelsTata AIG Drishti Software
Metafrique
Genpact
Midland Group
HCL Infosystems
Siyarams
Helix Technology
Blue Star Ltd. TVS
Indiamart
Berger Paints TATA Motors
Infosys BPO
Godfrey Phillips TTK Prestige
MCS Geotech Pvt. Ltd.
Grasim Industries Usha International
ITC VIP Industries
Dr. Rajesh Choudhary
Sr. Manager– HR
Future Group
“Management graduates we picked from
Jaipuria in last couple of years are doing
real good job and have added a lot of value
to our organisation.”
UNCAMPUSPLUSREPORT
42

LOOKWHO’S
HIRINGAGAIN
Hindware
Deloitte Consulting
Federal Bank
Capital IQ
Axis Bank
ITC Ltd.
Berger Paints
Asian Paints
LG India
HDFC Bank
ICICI Bank
ICICI Securities
Citi Bank
Progressive Media
xL Dynamics
TTK Prestige
Ernst & Young
Nestle India
Genpact
Blue Star
GATI KWE
Mahindra & Mahindra Financial
Services Ltd.
Vishal Retail
PepsiCo
Polyplex Corporation Ltd.
Onicra Credit Rating Agency
Standard Chartered Bank
CROMA- Tata Group
i-venture Capital
Bose Corporation
Indiabulls Securities
Ms. Ankita Parashar
HR Department
Hotel Clarks, Amer
“We are happy with the kind of dedication
and focus your student has put in her SIP
with us. The approach towards learning
and understanding new things was good.
Our overall experience with your student
and institute has marked a commendable
start. We would definitely look forward to
a healthy and fruitful association with
your institute.”
PANINDIACOVER
Jaipuria students across campuses are placed PAN INDIA and are
ready to relocate depending on the company’s job profile.
ORGANISATION
Deloitte Consulting
Asian Paints
Progressive Media
Axis Bank
Colgate Palmolive
LG India
xL Dynamics
Berger Paints
Web Peripherals
GATI KWE
Nestle
Laurent & Benon
Federal Bank
Orient Fans
Just Dial
Blue Star
Hindware
Indiabulls
RSPL
Mahindra Finance
Ego Group
Business Octane Solutions
Wipro
India First Life Insurance
PNB Metlife
Ernst & Young
SECTOR
KPO/Consulting
IT/ITES
Banking
Financial Services
IT/ITES
Logistics
HR Consultancy
Banking
E–commerce
Financial Services
Financial Services
Telecom
IT/ITES
Insurance
Insurance
KPO/Consulting
LOCATION
Hyderabad
PAN India
Hyderabad
UP, Delhi/NCR
Gurgaon
Delhi/NCR
Mumbai
Kolkata
Mangalore
Secunderabad
Jodhpur, UP Region
Mumbai
PAN India
Delhi/NCR
Lucknow, Delhi/NCR
UP
Gurgaon
UP
Kanpur
UP
Mumbai
PAN India
Gurgaon
PAN India
UP
Gurgaon
“Jaipuria Institute of Management, Lucknow is
making an excellent effort in developing young
students to a total exposure of various facets of
Management so that the PGDM & PGDM (Retail)
students are able to meet the present and
future needs of industry.”
“We recruited from Jaipuria
because the students here were
really hard working and they were
eager to learn from their
internships.”
Mr. Divyankar Goel
Regional Sales Manager– North
Grasim Consumer Products
Dr. Rajen Mehrotra
Chief Knowledge Officer
ACC Ltd., Mumbai
43

CURRENTPROFILE:2012-14
TOTAL
STRENGTH
677283FEMALE
394MALE
Arts
Biotechnology
Commerce
Computers
Engineering
Management
Science
Others
TOTAL
20
2
264
34
94
195
50
18
677
EXPERIENCE
BREAK UP
PIE CHART
Complete profile of students can be
viewed on website
www.jaipuria.ac.in/placements
EDUCATIONAL
BACKGROUND
PIE-CHART
GRADUATION STREAM STUDENTS
SPECIALISATION
WISE BREAK UP
PIE CHART
DUAL SPECIALISATIONS
Finance
Human Resource Mgmt.
Information Technology
International Business
Marketing
Production & Operations
Management
Retail Management
TOTAL
429
151
12
21
631
35
52
1331*
SPECIALISATION STUDENTS
Freshers
1-12 Months
13-24 Months
25-36 Months
> 36 Months
TOTAL
605
41
12
10
9
677
MONTHS STUDENTS
44 *The total number is larger than number of students due to dual specialisation opted by students.

Placement Brochure 2014

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Placement Brochure 2014