aima news june 2014

1

JUNE 2014

M A N A G E M E N T T I M E S

AIMA’S MONTHLY E-MAGAZINE

AIMA OFFICE BEARERS

PRESIDENTMs Preetha Reddy Managing Director Apollo Hospitals Group

SENIOR VICE PRESIDENTMr Hemant M Nerurkar ChairmanTRL Krosaki Refractories Limited

VICE PRESIDENTMr Firdose Vandrevala Executive Vice Chairman Essar Steel India Ltd

TREASURERMr P DwarakanathAdvisorGroup Human Capital Max India Ltd

IMMEDIATE PAST PRESIDENTMr D Shivakumar Chairman & CEO-India region PepsiCo India Holdings Pvt. Ltd.

DIRECTOR GENERALMs Rekha Sethi

Published by:

Management House,14, Institutional Area,Lodhi Road, New Delhi-110003Tel : 01124645100Fax : 01124626689E-mail : [email protected] : http://www.aima.in

Managing Editor:Ms Smita Das

Dear Readers,

It gives me great pleasure to present the June issue of AIMA News.

The past month has kept us busy at AIMA with several events and programmes being conducted during the period. AIMA was one of the co-organisers of the 2014 Global India Business Meeting held in Liverpool, United Kingdom, convened by Horasis where AIMA contributed a high profile delegation of speakers and participants. The Global India Business Meeting is the foremost annual gathering of Indian business leaders and their global counterparts. You will find more details inside.

During the period AIMA also held its 6th Business Responsibility Summit in New Delhi, which was chaired by Mr. Shankar Venkateswaran. The two day event witnessed industry leaders deliberate on the need for businesses to conduct themselves in a responsible manner. You will find a brief report inside.

In addition, the 23rd edition of AIMA’s National Management Games was conducted across the country between May to June with the Grand Finale held in New Delhi recently. AIMA continued to offer its Management Development, Skill Development & Training Programmes to professionals and corporates during the period. This issue also carries coverage on the three day training programme on Google AdWords and Analytics organised in collaboration with Digital Academy India Pvt Ltd (Certified Google Partner), and an Interactive Session on ‘Leadership 2020: Reinventing The Wheel’. You will also find some interesting articles on management and updates from our LMAs.

Preparations for the 41st AIMA National Management Convention are well underway and the NMC is scheduled to be held in New Delhi on 23-24 September. I request you to block your calendars accordingly and join us for the NMC. The event will also witness the launch of the third edition of AIMA’s unique Management Capability Index Report, being done in collaboration with KPMG. We also invite your participation in the survey, you can do the same by clicking here.

I hope you enjoy reading this edition of AIMA News and look forward to your feedback and comments.

Warm regards,

Rekha Sethi Director General

http://www.in.kpmg.com/Surveys/AIMA-KPMG-Survey.asp

www.aima.in

2

AIMA SNAPSHOTS

26 LMA NEWS37 AIMA EVENTS CALENDAR

Global India Business Meeting

FEATURES08 CHANAKYA

09 TRAINING PROGRAMMES

14 MORE BANK FOR YOUR IT BUCK

20 USING MARKETING ANALYTICS TO DRIVE SUPERIOR GROWTH

10 INTERACTIVE SESSION

11 MANAGEMENT DEVELOPMENT PROGRAMME

12 TRAINING ON GOOGLE ADWORDS AND ANALYTICS06 6TH BUSINESS RESPONSIBILITY SUMMIT

CONTENTS04

AIMA | CONTENTS | JUNE 2014

www.sail.co.in

www.sail.co.in

AIMA | SNAPSHOTS | JUNE 2014

4

Global India Business Meeting

AIMA was one of the co-organisers of the 2014 Global India Business Meeting on 22-23 June in Liverpool, United Kingdom, convened by Horasis and co-hosted by the City of Liverpool. This year’s Global India Business Meeting was part of the International Festival for Business, a series of global business events held in Liverpool to celebrate entrepreneurship and economic growth. The Global India Business Meeting emphasised the Festival’s focus on emerging markets with India at the core. AIMA contributed with a high profile delegation of speakers and participants including Mr Subodh Bhargava, Chairman, Tata Communications; Mr Sunil Kant

Munjal, Jt Managing Director, Hero MotoCorp; Mr Rajive Kaul, Chairman, NICCO Group; Mr Sudhir Jalan, Chairman, Jalan Group; Mr Rajiv Vastupal, Chairman & Managing Director, Rajiv Petrochemicals; Dr Hari Krishna Maram, MD and CEO, Imperial Group; Mr Yatindra R Sharma, Managing Director, KHS India and Ms Rekha Sethi, Director General, AIMA.

In his welcome speech, Mr N.K. Singh, Former Member of Parliament, Former Member of the Planning Commission, Former Secretary to the Prime Minister, India, announced that the Indian government will push for more economic reforms in the months ahead. Addressing

Virtual ribbon cutting ceremony


5

Delegates from India

participants, Mr Gregory Barker, Minister of State for Energy and Climate Change, United Kingdom, said that India holds great promise for economic engagement with the United Kingdom. Mr Rahul Bajaj, Chairman, Bajaj Auto, India, opined that now - with the optimism linked to the new government - economic growth is expected to come back to 8-10% within the next 3-5 years. Mr Shashi Tharoor, Member of Parliament, Former Union Minister, India, told participants that while the economic turnaround won’t be quick, the ongoing reform process is reason to hope.

The Global India Business Meeting is the foremost annual of Indian business leaders and their global counterparts. The meeting gathered 250 senior decision makers from business and government. Informed by the outcomes of the national elections, the meeting engaged

participants to provide a holistic and timely perspective on the future direction for India. The location of the meeting rotates annually, and has been held so far in Munich (2009), Madrid (2010), Naples (2011), Antwerp (2012) and Belfast (2013).

Co-chair Sunil Kant Munjal, Jt Managing Director, Hero MotoCorp


6

6th Business Responsibility Summit

The 6th Business Responsibility Summit, held on 27th-28th of June 2014 in New Delhi, was chaired by Mr. Shankar Venkateswaran, Chief, Tata Sustainability Group, Tata Sons. The inaugural session was addressed by the Summit Chairman, Mr. Parul Soni, ED, Ernst & Young; Mr. Ashok K. Pavadia, Jt. Secretary, Dept. of Public Enterprise; Mr. Vijay K Thadani, CEO, NIIT & Founder NIIT University and Ms Rekha Sethi, DG, AIMA.

The summit focused on three key aspects of business responsibility: corporate transparency and accountability, providing goods and

(L-R) Shankar Venkateswaran, Summit Chairman & Chief-Tata Sustainability Group, Tata Sons Limited; Rekha Sethi, Director General, AlMA; Vijay K Thadani, Chief Executive Officer, NIIT Ltd & Co-Founder, NIIT University; Ashok Kumar Pavadia, Joint Secretary, Department of Public Enterprises, Government of India and Parul Soni, Executive Director & Practice Leader -

Development Advisory Service, Ernst & Young

D Shivakumar, Chairman & CEO, PepsiCo India Holdings Pvt. Ltd addressing the session


7

services that support sustainability and inclusive growth. On the first day of the summit, focused sessions were held to discuss the business responsibility in the areas of water conservation and management, healthcare and nutrition, and inclusion. Some of the other speakers included Mr Rajan Sankar, Country Manager & Senior Advisor South Asia, Global Alliance for Improved Nutrition; Mr Manoj Kumar, CEO, Naandi Foundation Programme; Ms Anuja

(L-R) Shekhar Singh, Coordinator, National Campaign for Right to Information and Bharat Wakhlu, Resident Director, Tata Group

Bansal, Director – Operations, Oxfam amongst others. The first day of the summit rounded off with the 3 winning teams of the case study contests presenting their case studie.

On day two of the summit, Mr. D Shivakumar, Chairman & CEO, PepsiCo India Holiday Pvt. Ltd. and Immediate Past President, AIMA, stressed upon the importance of equality at the start rather than as an outcome. Some of the other speakers included Mr Ashok Bharti, Chairman, National Confederation of Dalit

Organisations, (NACDOR); Mr Govindraj Ethiraj, Founder-Editor, India Spend; Mr Bharat Wakhlu, Resident Director, Tata Group; Mr Jagdeep S Chhokar, Founder Member, Association for Democratic Reforms, Founder Chairperson, Aajeevika Bureau, Mr Shekhar Singh, Coordinator, National Campaign for Right to Information amongst others.

AIMA KPMG Management Capability Index SurveyAIMA is proud to bring to you the third edition of the cutting edge research on Indian management- the Management Capability Index (MCI) with KPMG as the knowledge partner. The survey for the third AIMA MCI report is well underway with over 300 CEOs, CXOs and senior management participating till date. You are invited to participate in the AIMA KPMG Management Capability Index Survey 2014 Survey. The survey has a total of 50 questions across 10 categories and should take about 20 minutes to complete.

To participate please

http://www.in.kpmg.com/Surveys/AIMA-KPMG-Survey.asp


8

Chanakya

AIMA’s National Management Games (NMG), popularly known as ‘Chanakya’ is a national level competition organised by AIMA for corporates from the past 22 years. It is recognised as the most esteemed of all management competitions in the country. The 23rd edition of NMG was conducted across the country between May to June 2014 and the Grand Finale was held on 30th June, 2014. This year about 115 teams from approximately 60 different organisations participated in the competition. Indian Oil Corporation emerged as National Champions of NMG 2014 this year. The champion team and

the first Runner Up will represent India in the Asian Management Games (AMG) conducted by Macau Management Association. The best performing team from AMG will get to participate in the Global Management Challenge (GMC).

In addition, AIMA conducted a programme for Ashok Leyland on 13th & 14th May, 2014. The programme was targeted at senior management so they can contribute more towards guiding the organisation through the new age challenges. The programme was conducted on AIMA’s online platform and was highly appreciated by the participants.

Indian Oil Corporation emerged National Champions of NMG 2014 in the Grand Finale


9

Training Programmes

Effectiveness for Women Professionals

To help women sharpen managerial skills, develop new skills and carve leadership path for themselves, AIMA organised a two day training programme on ‘Effectiveness for Women Professionals’ on 25-26 June 2014 at AIMA, New Delhi. The training helped women professionals achieve their full potential and take up leadership roles in the future.

The training programme was conducted by an expert trainer and it also featured special address by role model women professionals including Dr. Reena Ramachandran, Member Task Force, Performance Management Division, Cabinet Secretariat & Former CMD, Hindustan Organic Chemicals Ltd.; Ms Seema Bangia, Head - Human Resources, Mahindra Defence Systems Limited; Ms Shashi Singh, Gender

Specialist, Chairperson, Consortium of Women Entrepreneurs of India and Ms Anju Talwar, CEO at Skills Academy, Former, Sr. Vice President, GENPACT.

Apart from Delhi NCR, the training was attended by participants from Numaligarh, Assam, Vadodara and Jamshedpur. Participating organisations were Engineers India Limited, PowerGrid Corporation, TATA Steel, Numaligarh Refinery Limited, Defence Research & Development Organization, Delhi Metro Rail Coorporation, OSRAM, Gujarat Alkalies and Chemicals Ltd, CDOT, Vindhya Telelinks Limited. The training was very well received and was appreciated by participants. Based on the feedback of this training and demand received by organisations, the second training has been scheduled on 25-26 September 2014.

Participants at Effectiveness for Women Professionals


10

Innovation Training

AIMA organised a two day training session on ‘Innovation’ on 20-21 June 2014. The objective of the training was to help participants encourage and institutionalise innovation, develop a sense of managing creative process of others, develop ability to take risk and implement potential ideas and facilitate creative brainstorming within the team and people outside for innovative ideas. The training was very well received.

AIMA organised an Interactive Session with Ms Nina Chatrath, Founder, Enhance Consulting and Former Partner, Heidrick & Struggles on the theme ‘Leadership 2020: Reinventing The Wheel’ on 30th June 2014.

Ms Chatrath shared four key workforce trends, that would define the new tenets of Leadership; which are Contingency, Shortage, Longevity and Diversity. According to her, one in two workers will be contingent and talent will be deployed and redeployed from around the world as internal and external labour shall become more mobile. Teams will form to tackle projects, after which they will disband. Work will be done anywhere, anytime in the world.

She shared that skills shortages will challenge growth and innovation, especially among STEM (science, technology, engineering and math) career workers. An organisation’s lifespan will drop from 45 years to less than 10. To survive, organisations will need to be agile, innovative

and demonstrate sustainable practices that are socially responsible. Regarding diversity, she said that there will be much greater cultural diversity in the workplace than ever before, leading to a broader set of values and beliefs than today.

The programme was very well received by the audience and was very interactive.

Interactive Session

Ms Nina Chatrath addressing the audience.

The training programme in progress


11

Delegates at the workshop

A Management Development Programme was held on ‘Contract Labour Management-Challenges & Issues’ on 20-21 June, 2014, at AIMA Auditorium, New Delhi. The keynote address was delivered by Dr. Rajendar Dhar, Additional Labour Commissioner, Govt. of NCT of Delhi.

The two day workshop covered the background and context of Contract Labour; state amendments to Contract Labour; important judgements to Contract Labour; sham contracts; statutory canteen; present relevance and future of Contract Labour system in India; Contract Labour and Industrial Disputes Act; inspection issues and penal provisions and practical situations and challenges in handling Contract Labour issues.

The other speakers were Mr. G. M. Saini, Principal Consultant, GMS Solutions; Mr.

The American Society for Quality (ASQ) recently published Mr Arun Hariharan's (Founder & CEO, The CPi Coach) book ‘Continuous Permanent Improvement’. It has forewords by Dr. Mikel J. Harry (co-creator of the Six Sigma Quality methodology) and Dr. Kewal K. Nohria (former Chairman, Crompton Greaves Ltd.). The primary purpose of the book is to help leaders align their Quality strategy with their business priorities.

For more information please write to [email protected]

Hari Parmeshwar, Labour Consultant; Mr. Alok Bhasin, Advocate and specialist in Labour laws; Ms. Indu Wadhwa, Founder & Principal Consultant, Aspiring People and Mr. H. L. Kumar, Senior Advocate, Supreme Court & Chief Editor, Labour Law Reporter. The programme was well received and attended by 25 participants from both the public and private sector.

Management Development Programme

Members Corner


12

All India Management Education, in collaboration with Digital Academy India Pvt Ltd (Certified Google Partner) organised a three day training programme on Google AdWords and Analytics on 12th, 13th and 14th June 2014 at AIMA.

Every day when most of us login to the internet, the first page we open is www.google.com Google AdWords and Analytics is the modern era marketing technique to accomplish the marketing goals and open up the doors to expand business clientele. The training programme received an overwhelming response from

marketing experts and academicians from all over the country. The programme sensitised the participants to the concepts of Google AdWords and Analytics and also exposed them to the advantages of advertising through Google AdWords, how it works and most importantly how to measure and monitor results.

This course was designed by AdWords Experts (Certified Google Partners). During the three day’s training, the participants also created their online marketing campaigns and learned tips and tricks to market their products and services effectively. The programme was very well received.

Training on Google AdWords and Analytics

Participants at the training

www.aima.in

www.aima.in

AIMA | FEATURES | JUNE 2014

14

Asia-Pacific’s mature- and emerging-market banks differ in many ways, but most have one thing in common: they urgently need to improve their IT operating models.June 2014 | by Keiichi Aritomo, Driek Desmet, and Andy Holley

Asia–Pacific is the banking industry’s biggest growth engine. The region, when excluding its most mature markets, Japan and Australia, is expected to account for about 39 percent of global banking revenue growth between 2012 and 2020. However, this growth may be accompanied by decreasing profitability, due to increasingly intense competition and because of many banks’ operating models reaching their limits in efficient scalability and flexibility in the face of change.1

AIMA FEATURES

IT is a major catalyst for growth in the banking industry; it supports, for example, scalability, productivity growth, and risk management. Unfortunately, the findings from our annual Asia–Pacific banking IT benchmarking survey among 85 banks across 13 countries suggest that many banks do not invest enough in IT and that others’ investments are not effective enough to propel growth and business efficiency. Some banks, however, are generating significant business impact with IT, and they are

More bank for your it buck


15

doing so despite spending less on IT than most of their peers. This article summarizes key findings based on our survey and highlights success factors and characteristics of operating models that can help both mature- and emerging-market banks realize IT’s potential as a key enabler of business efficiency and growth.

A tale of two markets

Asia–Pacific’s mature-market banks have marginally increased their IT spending since 2010, with the average hovering around 15 percent of operating expense and a wide span ranging from a 7.1 percent share at banks in the bottom quartile of spending to 29.4 percent at banks in the top quartile.

At banks in Asia–Pacific’s emerging markets, however, IT spending’s relative share of operating expense has decreased from an already-low 9.4 percent in 2010 to 8.1 percent in 2012 and a range across the sample of 3.1 percent at the bottom to 15 percent in the top quartile (Exhibit 1). This means that the region’s emerging-market banks have, on average, not kept their IT spending in line with the overall rise in operating costs. While the data in our report stretch only until financial year 2012 due to the usual reporting time lags, our subsequent work with Asia–Pacific banks has confirmed these spending patterns and the issues raised by our analysis.

Overall, banks in Asia–Pacific are spending significantly less on IT compared with banks elsewhere. In Europe, banks’ IT spending averaged about 19 percent of operating expense across mature and emerging markets in 2011 and 2012.

A close look at how the region’s mature- and emerging-market banks allocate and focus their overall IT spending reflects similar patterns across mature and emerging markets in other regions. Asia–

Pacific’s mature-market banks are increasing their spending on enabling strategic change and thus spending less on running the bank. Not surprisingly, they spend more of their IT budget on applications than on IT infrastructure. In contrast, banks in Asia–Pacific’s emerging markets continued to increase their focus on running the bank, even if they are now spending more than before on developing and maintaining applications.

According to the survey, banks in Asia–Pacific’s mature markets have begun to use IT more often to enable growth and business efficiency, promote customer centricity and channel transformation, improve process efficiency and automation in application development, introduce infrastructure upgrades to create scale, and meet the infrastructure demands of new business initiatives. Emerging-market banks, on the other hand, are focusing on getting the fundamentals right and reducing IT complexity through platform renewal, application consolidation, and storage. Given the overall patterns outlined earlier, however, these findings suggest that emerging Asia’s banks are using their IT spending more on incrementally catching up with business growth than on spending strategically to prepare for future business growth and change.

In both mature and emerging markets, banks’ IT investment priorities do not always maximize long-term synergies and frequently seem to be driven by reactive or short-term decision making. For example, systems for regulatory compliance rank high on the list of priorities, while nonregulatory risk or management information systems and data warehousing rank low, despite being fundamental to integrated, fully functional risk-management capabilities in the long run. If Asian banks, especially in emerging markets, do not develop capabilities to


16

continuously innovate and deliver business value, they may lose market share to nonconventional players. Most emerging customer populations in Asia are younger than in other regions, more comfortable with mobile technologies, and increasingly less dependent on conventional banking infrastructure. Alipay, for instance, a leading Chinese third-party online payment provider, served more than 845 million registered accounts and facilitated transactions worth more than $290 billion in 2012. This shift in customer expectations and behaviors, as well as current and emerging competition from innovative, agile nonbank competitors, mirrors developments in the rest of the world.

The differences in IT spending levels and growth dynamics between Asia–Pacific’s mature and emerging markets have practical implications for business-value generation through IT. Even if mature-market banks maintain their current IT spending level, they need to ensure that the investment generates maximum strategic business value by raising the portion spent to enable strategic change from the current level of 31 percent.

Emerging Asia’s banks, whose portion spent on enabling change in the business is only 29 percent of substantially lower spending levels, face an even bigger challenge. Their current total IT spending levels and spending on strategic change imply that, for example, an average bank in the top revenue bracket in Malaysia or Thailand spends less than $100 million a year on strategic change. These numbers are far too small to enable business change and also carry the cost of major systems and programs that provide the capabilities needed to compete in the future. While many emerging-market banks should save costs by evolving leaner IT operating models and architectures, they also need to spend much

more on IT to keep up with growth and the resulting complexity of business operations. If they don’t, they risk destroying business value and profitability at the margin as they grow. What is more, their current spending levels on strategic change are too low to compete in the intensifying digital “arms race” against incumbents and new competitors.

Getting on a better performance curve

Spending more on IT and enabling strategic change is only one part of the equation. Best-practice banks are able to create more value through a structurally better IT operating model that is more efficient, scalable, and flexible and gives them a head start in digital banking.

As in previous years, our benchmark analysis has classified the IT performance of each bank by comparing its spending levels and relative business performance with the average across Asia–Pacific.4 There are striking differences that demonstrate that efficiency and effectiveness in the banking sector can be increased significantly across three dimensions:

• Total IT spending. Best-practice banks spend more than 10 percent less on IT than the average bank in Asia–Pacific (based on a comparison of IT spending levels by operating expense). This does not necessarily mean that they could not benefit from spending more; rather, it is an indication of greater efficiency and effectiveness than other banks in the region.

• Business efficiency. Best-practice banks spend 70 cents less in non-IT operating expense for each additional $1 of IT spending than the average bank in Asia–Pacific, which translates to potential savings of up to $32.7 billion a year across the entire banking industry in the region by streamlining operating expense with the help of technology.


17

• Contribution to business growth. Best-practice banks generate $3.70 more operating income per $1 of IT spending than the average bank in Asia–Pacific. Clearly not all of this difference can be attributed to smart use of technology, but it nevertheless indicates the significant potential of IT to contribute to business growth, from new products to customer experience.

While these benchmarking results reflect the potential currently available to banks in the region, other research estimating the potential economic value of digital-enterprise transformations6 demonstrates that the value at stake is likely to increase in the future, as will the opportunity cost of falling behind digital leaders.

A more detailed correlation analysis of IT spending and business-value generation (both income and cost efficiency) confirms that best-practice banks are on a different performance curve. They manage to convert every increase in IT spending into at least a proportionate increase in business value while others do not.

Our benchmarking of IT operating practices, combining both performance today and health (performance tomorrow), showed what differentiates best-practice banks from the rest:

• Running the bank versus enabling strategic change. Best-practice banks spend much less on running the bank than banks with higher-than-average IT spending. Best-practice banks

maintain a strong alignment of IT and business strategies through direct CIO–CEO reporting lines and through regular enterprise-wide IT project prioritization.

• IT capability and IT cost. Best-practice banks achieve more with fewer people and lower average cost per IT employee by building superior project-execution engines with lean and agile continuous-development practices

that involve business users much more closely and proactively. They also suffer far less from long maintenance backlogs.

• IT architecture complexity. Best-practice banks have strong central IT governance teams that continuously execute architecture and application rationalization programs, leverage infrastructure economies of scale through strategic asset-management practices, and proactively involve business to design IT for the future. One of the largest Asian banks, for example, maintained less than 150 applications


18

compared with the regional average of 450 per bank.

• Rightsourcing. Best-practice banks report lower outsourcing levels and higher value realized from outsourcing by measures such as quality and flexibility. Their “secret” is more mature capabilities to manage out¬sourcing providers, better demand management, and in-house offshoring capabilities, even for core projects.

These practices are the key elements of best-practice IT operating models in general, but the practical implications and value for each bank will differ depending on its starting point and geographic footprint. The path to success differs for emerging- and mature-market banks.

• Emerging markets. Many banks in Asia’s growth markets need to substantially increase IT investment. Their top-line growth rates require major continued investment, even beyond current levels. At the same time, banks in these markets have an opportunity to build a simpler initial setup (for example, fewer appli¬ca¬tions and less complex infra¬structure architecture) to break down emerging bottlenecks early and avoid increasing complexity that may severely constrain future competitiveness.

• Mature markets. Banks here need to con¬tinue to invest in simplification efforts to maintain or further reduce IT spending on running the bank. This is similar to mature markets else¬where but emphasized by the lower degrees of cross-border competition in many of Asia–Pacific’s mature markets than in Europe, for example. Consolidation may help to further reduce overall IT spending initially and allow banks in mature markets to maximize spending on enabling strategic change by digitally trans¬forming

their business models and delivering a customer experience that lives up to fundamental shifts in customers’ expectations.

Furthermore, beyond managing increasing regulatory demands, mature- as well as emerging-market banks also need to urgently invest in improving their risk-management IT and operational capabilities. And regardless of location and market dynamics, banks across the region should continue to invest in improving their IT operating model.

Adopting best-practice IT operating models remains an imperative for banks across the Asia–Pacific region. In an increasingly digital future, banks need strong and consistent IT leadership to keep building IT engines that act as catalysts for business, rather than as bottlenecks.

This article was originally published in McKinsey Quarterly,

www.mckinseyquarterly.com. Copyright (c) [2014] McKinsey &

Company. All rights reserved

About the authors

Keiichi Aritomo is a principal in McKinsey’s Tokyo office;

DriekDesmet is a director in the Singapore office, where Andy Holley

is a specialist.

The authors wish to thank Gaurav Jain and Gaurav Kalani for their

contributions to this article.

http://www.leaninstitute.in/lean-summit

www.aima.in

http://www.leaninstitute.in/


20

Companies have so many analytical options at their disposal that they often become paralyzed, defaulting to just one approach.June 2014 | by Rishi Bhandari, Marc Singer, and Hiek van der Scheer

Using marketing analytics to drive superior growth

There’s no question that the development of better analytical tools and approaches in recent years has given business leaders significant new decision-making firepower. Yet while advanced analytics provide the ability to increase growth and marketing return on investment (MROI), organizations seem almost paralyzed by the choices on offer. As a result, business leaders tend to rely on just one planning and performance-management approach. They quickly find that even the most advanced single methodology has limits.

The diverse activities and audiences that marketing dollars typically support and the variety of investment time horizons call for a more

sophisticated approach. In our experience, the best way for business leaders to improve marketing effectiveness is to integrate MROI options in a way that takes advantage of the best assets of each. The benefits can be enormous: our review of more than 400 diverse client engagements from the past eight years, across industries and regions, found that an integrated analytics approach can free up some 15 to 20 percent of marketing spending. Worldwide, that equates to as much as $200 billion that can be reinvested by companies or drop straight to the bottom line.

Here’s one example. A property-and-casualty insurance company in the United States increased


21

marketing productivity by more than 15 percent each year from 2009 to 2012. The company was able to keep marketing spending flat over this period, even as related spending across the industry grew by 62 percent. As the chief marketing officer put it, “Marketing analytics have allowed us to make every decision we made before, better.”

Anchoring analytics to strategy

A company’s overarching strategy should ground its choice of analytical options. Without a strategy anchor, we find companies often allocate marketing dollars based largely on the previous year’s budget or on what business line or product fared well in recent quarters. Those approaches can devolve into “beauty contests” that reward the coolest proposal or the department that shouts the loudest rather than the area that most needs to grow or defend its current position.

A more useful approach measures proposals based on their strategic return, economic value, and payback window. Evaluating options using such scores provides a consistent lens for comparison, and these measurements can be combined with preconditions such as baseline spending, thresholds for certain media, and prior commitments.

The other prerequisite in shaping an effective MROI portfolio is understanding your target consumers’ buying behavior. That behavior has changed so radically in the past five years that old ways of thinking about the consumer—such as the marketing “funnel”—generally don’t apply. Where the funnel approach prioritized generating as much brand awareness as possible, the consumer decision journey recognizes that the buying process is more dynamic and that consumer behavior is subject to many different moments of influence.1 (A sidebar, “Five questions for maximizing MROI,” highlights

additional considerations.)

One home-appliance company, for example, typically spent a large portion of its marketing budget on print, television, and display advertising to get into the consideration set of its target consumers. Yet analysis of the consumer decision journey showed that most people looking for home appliances browsed retailers’ websites—and fewer than 9 percent visited the manufacturer’s own site. When the company shifted spending away from general advertising to distributor website content, it gained 21 percent in e-commerce sales.

Making better decisions

While new sources of data have improved the science of marketing analytics, “art” retains an important role; business judgment is needed to challenge or validate approaches, but creativity is necessary to develop new ways of using data or to identify new opportunities for unlocking data. These “soft” skills are particularly useful because data availability and quality can run the gamut. For instance, while online data allow “audience reached” to be measured in great detail, other consumer data are often highly aggregated and difficult to access. But such challenges shouldn’t impede the use of data for better decision making, provided teams follow three simple steps.

1. Identify the best analytical approaches

To establish the right marketing mix, organizations need to evaluate the pros and cons of each of the many available tools and methods to determine which best support their strategy. When it comes to nondirect marketing, the prevailing choices include the following:

• Advanced analytics approaches such asmarketing-mix modeling (MMM).MMM uses big


22

data to determine the effectiveness of spending by channel. This approach statistically links marketing investments to other drivers of sales and often includes external variables such as seasonality and competitor and promotional activities to uncover both longitudinal effects (changes in individuals and segments over time) and interaction effects (differences among offline, online, and—in the most advanced models—social-media activities). MMM can be used for both long-range strategic purposes and near-term tactical planning, but it does have limitations: it requires high-quality data on sales and marketing spending going back over a period of years; it cannot measure activities that change little over time (for example, out-of-house or outdoor media); and it cannot measure the long-term effects of investing in any one touchpoint, such as a new mobile app or social-media feed. MMM also requires users with sufficiently deep econometric knowledge to understand the models and a scenario-planning tool to model budget implications of spending decisions.

• Heuristics such as reach, cost, quality (RCQ).RCQ disaggregates each touchpoint into its component parts—the number of target consumers reached, cost per unique touch, the quality of the engagement—using both data and structured judgment. It is often used when MMM is not feasible, such as when there is limited data; when the rate of spending is relatively constant throughout the year, as is the case with sponsorships; and with persistent, always-on media where the marginal investment effects are harder to isolate. RCQ brings all touchpoints

back to the same unit of measurement so they can be more easily compared. It is relatively straightforward to execute, often with little more than an Excel model. In practice, though, calibrating the value of each touchpoint can be challenging given the differences among channels. RCQ also lacks the ability to account for network or interaction effects and is heavily dependent on the assumptions that feed it.

• Emerging approaches such as attributionmodeling. As advertising dollars move online, attribution becomes increasingly important for online media buying and marketing execution. Attribution modeling refers to the set of rules or algorithms that govern how credit for converting traffic to sales is assigned to online touchpoints,

such as an e-mail campaign, online ad, social-networking feed, or website. Those credits help marketers evaluate the relative success of different online investment activities in driving sales. The most widely used scoring methods take a basic rules-based approach, such as “last touch/click,” which assigns 100 percent of the credit to the last touchpoint before conversion. But newer methods that use statistical modeling, regression techniques, and sophisticated algorithms that tie into real-time bidding systems are gaining traction for their analytical rigor. While these approaches are a step up from methods tied to


23

rules, they still typically depend on cookie data as an input, which limits the richness of the data set and consequently makes it difficult to accurately attribute the importance of each of the online touchpoints.

2. Integrate capabilities to generate insights

Although some companies rely on just one analytical technique, the greatest returns come when MROI tools are used in concert. An integrated approach, which includes pulling in direct-response data and insights, reduces the biases inherent in any one MROI method and provides business leaders with the flexibility to shift the budget toward activities that produce the most bang for their buck.

So how do these techniques work together? A company may find, for instance, that TV, digital, print, and radio make up about 80 percent of its marketing spending. Since those activities generate audience-measurement data that can be tracked longitudinally, it makes sense to use MMM. But digital spending can be refined further using attribution modeling to pinpoint the activities within broad categories—such as search or display—that are likely to generate the most conversion. The company could then use heuristics analysis such as RCQ to monitor the remaining 20 percent of its spending, which may go toward sponsorships and out-of-home advertising to capture the company’s non-TV-watching target audience.

Developing common response curves across analytical techniques helps marketers put the values of different approaches on common footing. The organization can then use a decision-support tool to integrate the results, allowing business leaders to track and share marketing performance on a near-real-time basis and course correct as needed.

An international power company, for example, used RCQ analysis to adjust its out-of-home and sponsorship mix, efforts that increased reach within its target audience and raised the efficiency of marketing communications by 10 to 15 percent. The company then turned to MMM to get a more granular MROI assessment of its spending on digital versus traditional media. It found that while each €1 million invested online generated 1,300 new consumers, the same investment in TV, print, and radio helped the company retain 4,300 consumers (40 percent of whom were likely to stay loyal to the brand over the long term). Those insights helped the company understand where to best focus its spending and messaging for both attracting new customers and keeping existing ones.

In fine-tuning the mix, it can be tempting to allocate money to short-term initiatives that generate high ROI. That bias is fed by the fact that so much data comes from consumers engaging in short-term behavior, such as signing up for brand-related news and promotions on a smartphone or buying a product on sale. That short-term effect typically comprises 10 to 20 percent of total sales, while the brand, a longer-term asset, accounts for the rest. Businesses need to ensure their mix models are capable of examining marketing effectiveness over both time horizons.

One consumer food brand almost fell into this short-term trap. It launched a campaign using Facebook advertising, contests, photo-sharing incentives, and shared-shopping-list apps. At a fraction of the cost, the approach delivered sales results similar to those generated by more traditional marketing, which included heavy TV and significant print advertising. Not surprisingly, the brand considered shifting spending from TV and print advertising to


24

social-media channels. Yet when long-term effects were included in its calculations, the impact of its digital efforts was cut by half. If the company had proceeded with significantly cutting its TV spending, as traditional MMM suggested, it would have reduced the net present value of the brand’s profit.

3. Put the analytical approach at the heart of the organization

It’s not uncommon for teams to outsource analysis or throw it over the wall to an internal analytics group. When the findings come back, however, those same teams may be reluctant to implement them because they don’t fully understand or trust the numbers.

To solve that problem, marketers must work closely with data scientists, marketing researchers, and digital analysts to question assumptions, formulate hypotheses, and fine-tune the math. Companies also need to cultivate “translators,” individuals who both understand the analytics and speak the language of business. One financial-services company, for instance, set up councils within its marketing

function to bring the creative and analytical halves of the department together. The councils helped analysts understand the business goals and helped creatives understand how analysis could inform marketing programs. We’ve seen such collaboration cut the duration of MROI efforts in half.

Speed and agility are also important. Insights from the consumer decision journey and the marketing-mix allocation should inform the tactical media mix. Actual results should be compared with target figures as they come in, with the mix and budget adjusted accordingly. Attribution modeling can be especially helpful with in-process campaign changes, since digital spending can be modified on very short notice. Our research shows that the best-performing organizations can reallocate as much as 80 percent of their digital-marketing budget during a campaign.

The pressure on business leaders to demonstrate return on investment from a diverse portfolio of marketing programs is only increasing. The data to make smarter decisions are available, as are the analytical tools. We believe that taking an integrated analytics approach is the key to uncovering meaningful insights and driving above-market growth for brands.

This article was originally published in McKinsey Quarterly,

www.mckinseyquarterly.com. Copyright (c) [2014] McKinsey &

Company. All rights reserved

About the authors

Rishi Bhandari is a senior expert in McKinsey’s Chicago office, Marc

Singer is a director in the San Francisco office, and Hiek van der

Scheer is a consultant in the Amsterdam office.

www.aima.in

www.aima.in

www.aima.in

AIMA | NEWS FROM LMA | JUNE 2014

26

News from LMAs

Ahmedabad Management Association

AMA Annual Award 2013 Winners with Chief Guest R.C. Bhargava

The AMA Annual Award Presentation Function-2013 was held on 4th June. Mr. R. C. Bhargava, Chairman, Maruti Suzuki India Ltd. presented the Awards and addressed the function. The award recipients included Capt. Unmesh Abhyankar, Chief Operating Officer Mundra Port; Mr. Hardik Shah, Member Secretary, GPCB; Mr. Govind Dholakia, Founder Chairman, Shree Ramkrishna Exports; Mr. Parag DesaI, Executive Director, Wagh Bakri Tea Group and Ms. Anita Shah, Founder Anjali Society for Rural Health and Development.

Winners of S. R. Bhandari AMA Speakers Award contest 2014

The S. R. Bhandari AMA Speakers Award contest witnessed a participation of 70 participants in the

preliminary round, where 25 qualified for finals. The prize money of Rs.10,000, a trophy and a certificate was presented as first prize to the winner whereas runner-ups received Rs. 5000 a trophy and a certificate each.

Followed by this, lecture programmes were addressed by Dr. Sudhir Shah on ‘Wanna have USA Green Card’ (June 6th); Mr. Sanjay Chakraborty on ‘Interesting Brand Stories’ (June 14th); Mr G. Balachandran on ‘20 tips to Business excellence’.

During the month 56 Management Development Programmes were organised including a visit to Solar Power Installation site. AMA published ‘Business Handbook 2014’ for 14 different countries.

Allahabad Management Association

Prof. Jagdish Khatri, President, AMA presenting a memento to the Chief Guest, Mr. Badal Chatterjee, Commissioner Allahabad Division

The annual general meeting of AMA was held on 7th June. The Chief Guest, Mr. Badal Chatterjee, IAS, Commissioner, Allahabad Division at the silver jubilee function of Allahabad Management Association (AMA), shared, “Let us all pool our rich resources to develop Allahabad as a model city”. To commemorate AMA silver jubilee, a special souvenir cup was released by the Commissioner.


27

Prof. Jagdish Khatri, President, AMA made a presentation on highlights of the 25 years of AMA and was unanimously re-elected as President for the third year in succession. The team of Secretary Vibhav Bajpai, Joint Secretary Ravi Prakash and Treasurer Pramod Bansal also got re-elected at respective posts. Dr. KNN Singh & Dr. Ashish Kumar were chosen as Vice Presidents.

Bangalore Management Association

61st Anniversary Award Winners with Mr. R.V. Deshpande and other esteemed guests

Bangalore Management Association (BMA) held the BMA 61st Anniversary awards ceremony on 25th May. On the occasion of their 61st anniversary, BMA felicitated business icons and enterprises of Bangalore for exemplary performance in their respective fields. The event was presided by Mr. R.V. Deshpande, Minister of Higher Education & Tourism, Govt of Karnataka. The Chief Guest on the occasion was Mr. D Shivakumar, past president AIMA and Chairman & CEO, India Region, PepsiCo India Holdings Pvt. Ltd. and the Guest of Honour, was Mr. H.M. Nerurkar, Senior Vice President, AIMA and Chairman, TRL Krosaki Refractories Ltd. BMA endeavours to make this award ceremony an annual affair, to encourage socially responsible, efficient

individuals and corporate entities of Bangalore. BMA also held the AIMA South LMAs Convention on the theme ‘Management & Society’ on the same day.

Dignitaries lighting the lamp of BMA 61st Anniversary Awards

Baroda Management AssociationMDP

Mr. K B Lele along with the participants of the Management Development Programme on ‘Managing Contract Labour in Industry’

Baroda Management Association organised a Management Development Programme on ‘Management of Contract Labour’ by Mr. K B Lele on 7th June. Mr Lele stated the terms and conditions of contract work, basic requirements of management


28

of Contract Labour system in industry.

Another Management Development Programme on ‘Manufacturing Excellence’ by Dr. Jitesh Thakkar, Faculty, IIT Kharagpur was held on 10th June. An MDP on Lean Management was held on 18th June. Mr. Vijay Dhonde, who has 20 years of experience in industries and a lean practitioner led the programme.

Mr. Vijay Dhonde addressing the session on Lean Management

Evening Talk

Dr. Bhavna Mehta addressing the Friday Evening Talk

A Friday Evening Talk on the topic ‘Climate Change – An analysis of AR5 report’ by IPCC was held on 6th June led by Mrinal Das, a mechanical engineer from IIT – Bombay.

Another talk on ‘Multitasking: Natural or Nurtured’ by

Dr Bhavna Mehta was held on 13th June; ‘Thinking out of the Box’ by Mr. Vikas Chawda was held on 20th June and ‘Illusion of Conscious Thinking’ by Mr. Bhavin Bhatt on 27th June.

Bharuch District Management Association

Ms. Avi Sabavala conducting the session

MDP

BDMA organised an MDP by Corporate Trainer & Management Consultant, Ms. Avi Sabavala on 17th June. The programme was highly interactive and participants included experienced professionals and young students. A real-time video recording of the presentation made by each participant, play-back of the same and individual feedback was the highlight of this workshop.

Book Lovers’ Meet

The 226th Book Lovers’ Meet was held on 19th June by Mr. E Anand Swaroop, DGM - HR in PI Industries Ltd. Co-authored by Mr. Cyrus M Gonda and Dr. Nitin Parab, the book covers the leadership traits exhibited by Shivaji Maharaj. The book throws light on values, upbringing, mentoring and holistic

approach in dealing situations - which makes one an

able leader.


29

Mr. E Anand Swaroop, DGM - HR in PI Industries Ltd (right) being presented a memento by Chairman, Book Lovers’ Forum, BDMA, Mr. J K Shah (left)

Evening Talk

An Evening Talk on ‘Health & Stress Management

through Clapping’ was organised on 5th June. ‘Clap

15 seconds a day, keep all the life doctors away’ is a

unique concept initiated by Mr Arun Rishi (Swargiya),

Founder of Aayushman Bhav Trust & Research Center,

Ujjain.

An Evening Talk on ‘Understanding Article 370,

beyond Politics’ by Mr. Angiras Shukla a leading

alignment, a prominent Rotarian and Secretary

of SRICT Engineering College was held on 20th

June. Approximately 70 people attended ranging

from industrialists, managers to house wives and

students of Law College. The talk included very

rare historical clippings of the emergence of Article

370 in face of independent states merging into the

Indian federation after Independence on August

15th, 1947 and the miss-conceptions surrounding its continuance.

Bombay Management AssociationInteractive Session

BMA in collaboration with Kitab Khana held an

Interactive Session by Mr. Sudhakar Ram, Group CEO, MD & Co-founder of Mastek about his book – ‘The Connected’ on 13th June at Kitab Khana.

Mr. Sudhakar Ram, Group CEO, MD & Co-founder of Mastek along with Mr. Bhaskar Joshi, Chairman of the Membership Services Committee

Movie Discussion

Participants at the movie discussion

The movie ‘The Success Principles’ was screened on 19th June. In the movie the author Jack Canfield shares his latest breakthrough principles and details show one can use them rapidly to achieve their goals.

Workshop

A one day workshop on ‘HR Analytics’ by Mr. Sumeet Varghese, SPHR – Founding Partner, Your HR Buddy


30

was conducted on 20th June. The workshop was interactive and was a great learning for all. At the end of the one day workshop, all the participants, apart from gaining knowledge, also received certificates.

Faculty Mr. Sumeet Varghese, Mr. V Sarangapani, ED – BMA and the participants

Calicut Management AssociationIndustry Interaction

Joint meeting of the food exhibition committee

An interactive meeting with the industry associations (Kerala State Small Industries Association-KSSIA, MILMA, Food Industry Association) was held at CMA office on 19th June to discuss the agenda to promote North Kerala as an industrial destination. An international industry exhibition to promote food industries was planned for the month of November

2014 in association with the KSSIA. Committees were formed with Mr. K.T. Thomas, Vice President, CMA as the Chairman.

Workshop

A joint workshop on ‘Natural Gas Development – Prospects for Kerala’ organised along with the ‘Malabar Chamber of Commerce’ and ‘Centre for Green Technology & Management’ was held at Malabar Chamber Hall on 25th June. Detailed presentations and discussions were done by Mr. M. P. Sukumaran Nair, Director, CGTM; Mr. K. M. Nair, Director, CGTM; Mr. Radhakrishnan, CGTM, Kochi. Mr. P. K. Narayanan, President, CMA, welcomed the gathering and Mr. Alok Kumar Saboo, President, MCC gave the Presidential address.

Technical workshop on the LNG gasline session

Chandigarh Management Association48th Annual General Meeting of Chandigarh Management Association was held on 7th June. Mr. Gandhi, President, CMA briefed the performance of CMA during the year 2013-14.

Mr. A K Gandhi honoured Mr. Deepak K. Dhingra for his outstanding contribution to CMA. He was declared Distinguished CMA member for the year 2013-2014 with round of applause from all members.


31

Mr. A K Gandhi, President, CMA presenting Mr. Deepak K Dhingra, with the award of Distinguished CMA member for the year 2013-14 during AGM

At another function, Mr. Arun Gandhi, President, CMA was honoured with appreciation award for his excellent leadership by Dr. Anshu Kataria, the incoming President, CMA, his office bearers and other dignitaries on 20th June.

Honouring Mr. Gandhi

Delhi Management AssociationWith a view to provide insights on how to improve professional image, increase confidence in the business world, networking and formal dining, along with the correct approach to communicating in this instant net-world, DMA Workshop on ‘Business Etiquettes & Corporate Grooming’ was held on 11th June .

The Programme Director, Mr. Rajiv Talwar, former Head TM & OD, UNINOR and a senior HR professional shared his vast pool of knowledge and expertise on business communication, dressing for impact, dining, handshakes, greetings & protocols, international business traveller by means of presentations, creative role-play and live demonstrations.

The programme was attended by corporate professionals from the different levels of management fraternity. The programme concluded by a vote of thanks given by Mr. Pandhi.

Indore Management AssociationHR Forum Meeting

Discussion during the HR Forum Meeting

Participants at the workshop


32

IMA organised a HR Forum Meeting on the topic ‘Why Should We Hire Slow & Fire Fast?’ on 30th May. It was a discussion which emphasised the modern approach of ‘hire slow & fire fast’. The companies that participated in the discussion included Pensol Industries Limited, Kodixodel Ltd., Webgility Software Pvt. Ltd., Premier Biosoft, E Morphis, Diaspark Infotech, STI Textiles, National Steel, Indo German Tool Room, Cap & Seal, Piramal, LIC, Mahindra, GSIMR, Scientech.

Tête-à-tête

Mr. Anurag Batra during the discussion with the participants

Indore Management Association organised a Tête-à-tête with Mr. Anurag Batra, Chairman and Editor-in-Chief of exchange4media group on the topic ‘Impact of MEDIA in innovating & managing governance in future’ & Mr. Suhas Gopinath, CEO, Globals Inc. on the topic ‘Seeing GLOBE through WEB’, on 10th June.

Mr. Utkarsh Trivedi, EC member IMA welcomed and introduced the guest speakers.

Mr. Anurag Batra emphasised that good governance is all about how citizens, leaders and public institutions relate to each other in order to make change happen. Mr. Suhas Gopinath apprised about SMAC, Social mobile analytics & cloud.

American Business Corner

U.S. Principal Commercial Officer, Ms. Camille

Richardson inaugurated the American Business Corner (ABC) in partnership with the Indore Management Association (IMA) in Indore.

The Indore ABC is the second such initiative in western India, the first being in Surat, Gujarat. ABCs allow the Foreign Commercial Service to organise programmes, visits, events and disseminate information on U.S. Government programmes to connecting Indian buyers to U.S. suppliers, and Indian investors to opportunities in the United States.

IMA welcomed the esteemed guests to the

Inaugural Ceremony of American Business Corner & the prestigious partnership of International Trade Administration, US Department of Commerce with IMA. The members present appreciated & congratulated IMA for this prestigious collaboration with US Department of Commerce.

IMA’s Evolution for Excellence Workshop

Indore Management Association organised its one-day workshop for corporates on 26th June. The module for the workshop was ‘Managing Conflict at Work Place’ and the speaker for the session was Lt. Col. Dr. V K Gautam, Corporate Trainer and MD, CAPE Assessment Center.

Ms. Camille Richardson during the inaugural ceremony of American Business Corner at Indore Management Association with Mr. Jagdish Verma, Mr. Vijay Goyal & Mr. Shamit Dave


33

IMA’s Evolution of Excellence Workshop by Lt. Col. Dr. V K Gautam.

Participants during discussion at the workshop with Lt. Col. Dr. V K Gautam.

Col. Gautam covered various aspects starting from causes, process and various schools of resolutions techniques, to find out the approach in life of participants and for application of the subjects, real industry cases were discussed. The companies that participated in the workshop were Cipla, Jaideep Ispat & Alloys, Capco, Cummins, Pinnacle, Indira Securities Pvt. Ltd, Idea, Sonic Biochem, HEG Ltd., Rajratan Global Wire, Sigma Chemicals, Capital Via, Anik Industries Ltd., D&H Secheron, E Morphis.

Kanpur Management Association Kanpur Management Association in association with JK Centre for Technician Training, Kanpur organised a motivational lecture on 16th June. The lecture

was attended by more than 30 students who are undergoing technician training in welding under STAR scheme.

(L-R) Mr. P. C. Bhandari, Mr. Lalit Khanna & Mr. Md. Umar

The speakers included Mr. Lalit Khanna (President KMA); Mr. P. C. Bhandari (Academic Head, JKCT); Mr. Md. Umar (Dy Dir- KPC). The programme was also attended by Mr. Ashutosh Tiwari (Manager JKCT), Mr. Sachin Awasthi & all the team members of KMA & JKCT.

Kerala Management Association Evening Meeting

Swamiji Anukoolananda addressing KMA Members

An Evening Lecture Meeting addressed by Swami Anukoolananda, Chinmaya International


34

Foundation, Chennai on the topic ‘Transform to Transcend’ was held on 6th June at KMA.

Members Forum

Members Forum presentation was held on 18th June by Mr. Monish V. T., BPCL Kochi Refinery, on the topic ‘The 5 Nuggets of Wisdom’.

Mr. Monish VT addressing at the Members Forum

Meerut Management Association

(L-R) Dr. Akhil Prasad being felicitated by Mr. M.P. Jain

Meerut Management Association organised a talk on 7th June at Western U.P. Chamber of Comm. & Industry, Bombay Bazar, Meerut Cantt. The topic was ‘Making Meerut a Preferred Business Destination’ and the speaker at the programme were Dr. Akhil Prasad,

Country Counsel India and Company Secretary with Boeing International Corporation, New Delhi and the event was coordinated by Ms. Priyanka Jain.

Nagpur Management Association Nagpur Management Association had a meeting with the Pro Vice Chancellor of RTMNU (Nagpur University) for inclusion of the training technique of NMA for all management, engineering and other colleges in Nagpur. He has agreed to introduce it as soon as the colleges open next month. In addition, the Regional Director IGNOU has agreed to train all B.Ed and D.Ed teachers in entire Vidarbha under its jurisdiction as per the teaching technique of NMA from next month.

The technique was conducted on students preparing for UPSC examinations in Dream Plus Academy. The students who said they would clear the exam increased from 3 before the start of the technique to 40 after the technique. A meeting was held with Director, India Peace Centre and Director, National Council of Churches in India regarding promoting this technique throughout the world. The two eminent personalities expressed their gratitude for being made part of an exceptional programme and promised to promote it in real earnest.

Dr Mundhada, an eminent doctor of Nagpur, has decided to set up an Academy of Creative Education and begin its courses next month. Dr Parasher, Ex Pro VC of RTMNU and IGNOU have promised to include the courses in the curriculum of Nagpur University and IGNOU. Ordinance Factory, Nagpur and National Academy for Defence Production will also soon introduce this technique for its trainers. Their officers have already expressed their keen desire to train their trainers through this technique.

Rohilkhand Management AssociationRohilkhand Management Association organised two training programmes during the period. On 3rd June an interactive programme on Industrial Automation


35

presided by Mr. K. K. Damani, (Chemical Engineer, IIT) RMA President was held. Mr. Vivek Kumar, Electronics and Instrument Engineer from B. L. Agro Oils Ltd. was the speaker at the programme where managers and engineers of different streams from Engg. Department of various industries participated.

Interactive programme on Industrial Automation in progress

On 6th June a workshop on Safety Management and Creating Safety Attitude was organised. Mr. Suresh Sundrani (B.Tech-Mech. Engg.), senior member of RMA inaugurated the programme and Mr. Ghanshyam Khandelwal, Managing Director, B.L. Agro Oils Ltd. welcomed the participants. The speaker Mr. S. K. Suri, Chairman, Institute of EHS Studies delivered a very fruitful lecture on safety management and safety attitude.

Thrissur Management AssociationThrissur Management Association conducted a seminar on 30th May on the topic was ‘Corporate Restructuring and Succession Planning - Points to ponder’. The speakers were Mr Sherry Samuel Oommen and Mr Anas Rahman Junaid of Gyan Magnus Associates, Kochi. On the same day a reception was given to Mr Ssundar Menon, Chairman, Ssun Group International, Middle East, who have been recognised by Forbes Middle East as one of the top Indian leaders in Arab World-2014. The other speakers for the seminar were Er Anand Menon, Er M R Gopalakrishnan, Dr C A V Venugopal and Dr V M Xaviour.

Welcome to Mr Sherry Samuel Oommen and Mr Anas Rahman Junaid for the seminar

Trivandrum Management Association

Mr. N. Sethumadhavan, Management Consultant, delivering the inaugural address. (L - R ) Mr. B. Ajayyakumar, Trainer; Mr. T. A. Krishnamoorthy, Hon. Secretary and Mr. B. S. Basanthkumar, Hon. Jt. Secretary on the dais.

Trivandrum Management Association, conducted an one day training programme on ‘You - The Professional!’ on 27th June. Mr. Ajayyakumar B. Nair, Corporate Trainer & Accredited International Trainer, JCI University, USA was the faculty for the programme. Mr. N. Sethumadhavan, Management Consultant inaugurated the function and Mr. T.A. Krishnamoorthy, Hon. Secretary, and Mr. B.S. Basanth Kumar, Hon. Jt. Secretary also spoke at the programme.

www.aima.in

www.aima.in

www.aima.in

AIMA | AIMA EVENTS CALENDAR | JUNE 2014

37

AIMA Events CalendarEvent Conference Director Venue Date

Global AdvancedManagement Programme

Solomon N. DarwinAssociate DirectorInstitute for BusinessInnovationHaas School ofBusinessUniversity ofCalifornia, Berkeley

San FranciscoBay Area, US

06-12 July 2014

SYMP Coimbatore 25 July 2014

Learning & SkillDevelopment Summit

Dilip ChenoyCEO & MDNational SkillDevelopmentCorporation

New Delhi 31 July-01 August 2014

Workshop on “Enhancing Managerial Effectiveness through Emotional Wellbeing and Intelligence”

New Delhi 01-02 August 2014

SYMP Ahmedabad 02 August 2014

Workshop on “Positive Psychology”

New Delhi 05-06 August 2014

AIMA Managing India Awards

Sanjiv Goenka Chairman RP-Sanjiv Goenka Group

New Delhi 06 August 2014

AIMA Convocation New Delhi 13 August 2014


38

Event Conference Director Venue Date

Marketing Retreat D ShivakumarChairman and CEOPepsiCo IndiaHoldingsPvt Ltd

Goa 22-24 August 2014

40th National Competitionfor Young Managers: Ruby Jubilee

RegionalsWestEastSouthNorthGrand Finale

07 – 08 August 201422 – 23 August 201422 – 23 August 201428 – 30 August 201413 September 2014

11th National Competition for Young India

RegionalsEast WestSouthNorthGrand Finale

21-22 August 201404-05 September 201411-12 September 201418-19 September 201426 September 2014

Family Business Retreat Goa 8-10 September 2014

41st National ManagementConvention

New Delhi 23-24 September2014

18th Student ManagementGames (SMG 2014)

NorthWestOnlineSouthHyderabadGrand Finale

17–18 Sept 201403–04 October 201407–08 October 201424–27 October 201428–29 October 201401 November 2014

Lean Summit Bangalore 05-06 November2014

Young Leader's Retreat Shivinder MohanSingh & VineetAgarwal

Goa 14-16 November2014


39

To view full calendar please visit www.aima.in

[email protected] any feedback, suggestions or advertising queries please write to,

Published and released by AIMA Corporate Communications.also follow us on

Event Conference Director Venue Date

Workshop on Innovation Soumitra Dutta,Anne and ElmerLindseth, Deanand Professor ofManagement,Samuel Curtis JohnsonGraduate School ofManagement,Cornell University

New Delhi 24 November 2014

South Asia Conclave Lahore, Pakistan 20-21 November 2014

National Management Quiz

Pan India November- December2014

Four Day Workshop onthe Totality of ProjectManagement

New Delhi 01 December 2014

http://plus.google.com/u/0/b/117660688350876462148/117660688350876462148/posts

http://www.youtube.com/user/AIMAIndiaOfficial?feature=mhee

http://twitter.com/aimaindia

http://www.facebook.com/allindiamanagementassociation

http://www.linkedin.com/groups/AIMA-Official-Management-Group-4171010?trk=myg_ugrp_ovr

to greater potential.

For more information, please contact:

Management House, 14, Institutional Area, Lodhi Road, New Delhi-110 003 Tel: + 91 11 2464 5100 , 4312 8100 Extn. 705/Email:[email protected], [email protected], [email protected], [email protected]

All India Management Association

710/722/734, Fax: + 91 11 2464 3035

www.aima.in

• HRM

• Marketing Management

• Financial Management

• Operations Management

• Information Systems

• International Business

Duration: 2 Years + Project work

Eligibility:

PGDMPost Graduate Diploma in Management

Graduate with 50% marks and above are exempted from the entrance test. Graduates with less than 50% marks require valid MAT/CAT/XAT/ATMA/other State Level Entrance Test Scores.

• Retail Management

• HRD


• Finance

• Marketing

• Operations Systems

• Pharmaceutical Marketing

Eligibility:

PGDITM*Post Graduate Diploma in IT Management

• Information Technology

Systems

• Finance Systems

• Retail Systems


• HR Systems

Eligibility:



• Marketing

• HRM

• Finance


• Enterprise Management

• Research Methodology

Duration: Six months

Eligibility:

Graduation in any discipline from a recognized University/Three Year Diploma in any discipline.


ACMAdvanced Certificate in ManagementProfessional Diploma in Management

Duration: One Year

PDM

With dedicated Post Graduate Management Programs, we ensure that you enter the job market as a seasoned, work ready individual.

Specializations offered in




ePGDM Program also available for working professionals.

LATERAL ENTRY PERMITTED AS PER NORMS PGDM and PGDITM programmes are approved by AICTE, Govt. of India

www.aima.in

to greater potential.

For more information, please contact:

Management House, 14, Institutional Area, Lodhi Road, New Delhi-110 003 Tel: + 91 11 2464 5100 , 4312 8100 Extn. 705/Email:[email protected], [email protected], [email protected], [email protected]

All India Management Association

710/722/734, Fax: + 91 11 2464 3035

www.aima.in

• HRM

• Marketing Management

• Financial Management


• Information Systems



Eligibility:

PGDMPost Graduate Diploma in Management


• Retail Management

• HRD


• Finance

• Marketing


• Pharmaceutical Marketing

Eligibility:

PGDITM*Post Graduate Diploma in IT Management

• Information Technology

Systems

• Finance Systems

• Retail Systems


• HR Systems

Eligibility:



• Marketing

• HRM

• Finance


• Enterprise Management

• Research Methodology

Duration: Six months

Eligibility:



ACMAdvanced Certificate in ManagementProfessional Diploma in Management

Duration: One Year

PDM

With dedicated Post Graduate Management Programs, we ensure that you enter the job market as a seasoned, work ready individual.





ePGDM Program also available for working professionals.

LATERAL ENTRY PERMITTED AS PER NORMS PGDM and PGDITM programmes are approved by AICTE, Govt. of India

All India Management Association Management House, 14 Institutional Area, Lodhi Road, New Delhi-110003

Tel.: 011-24645100, 43128100 ; Fax: 011-24626689, Website: www.aima.in

www.aima.in

www.aima.in

aima news june 2014

Documents