NEWSLETTERVol. XIV Nos. 11-12

June 2007

Indian Institute of Management,Lucknow

Sahgal, Punam. 2007. Transformational Leaders: their Socialization, Self-Concept,and Shaping Experiences. International Journal for Leadership Studies. 2(3), 2007.

This paper uses a developmental perspectiveto examine transformational leadership in theIndian context. It focuses on significant lifeexperiences that have shaped leaders who havesuccessfully transformed organizations. Thepersonal experiences shared by leaders offervaluable insights on the role of family andchildhood experiences that have had a

sustained impact on their lives. The papersuggests that leaders do not emerge as aconsequence of events or incidents but a journeyof distinctive life experiences and processes. Itconcludes with a framework that weaves theantecedents of leadership that have enabledleaders to accomplish professional growth andsuccess.

Das Gupta, Devashish. 2007. Retailing in India and the Role of the Mar-keting. European Retail Digest (53), 2007.

Retailing in India is a hot topic internationally.However what is interesting is to exploreapplication of various marketing models andtools in the Indian scenario. This brief paper

delves into the details of Indian Retail Scenarioand how does the four Ps of marketing play arole.

Sengar, D.S. 2007. Environmental Law. New Delhi Prentice Hall.

BOOKS

INTERNATIONAL COLUMN

Today, more than ever before, there is considerable concern aboutthe deterioration of the environment arising from environmentalpollution- water, air, noise, radiation and others. For, such pollutionhas a huge adverse impact on human health, and the hazards itposes are too numerous. There is also a felt-need for environmen-tal protection and management and effective implementation ofenvironmental laws. This comprehensive book, authored by Dr.Sengar, Professor of Legal management at IIM Lucknow, with hiswealth of experience in various areas of environmental law andmanagement, brings these issues into short focus. The book high-lights problems such as public health and safety, right to carry ontrade vis-à-vis duty to protect environment, right to information abouthazardous installations, right to clean

RESEARCH PUBLICATION

W Hill, Charles and Jain, Arun Kumar: International Business - com-peting in the global marketplace, 5th SI Edition, Tata McGraw Hill, 2007,624 pages.

environment, and ecological balance for sustainable development. It stresses the need for strikinga balance between environment and development to bring about sustainable development. Finally,the text shows how important it is to formulate a legal framework for environmental protection.

Key Features:

.While giving a broad conceptual overview of environmentallaw, the text explains the major environmental laws, examinesthe relevant provisions, and traces the origin of constitutionalsupport to environmental protection.·Refers to all leading cases on environmental law andhighlights the role of judiciary on entertaining as well asrestraining public interest litigations (PIL’s) to stopenvironmental violations.·Provides Appendices containing various environmental laws.·The accompanying CD-ROM contains text of all relevant

environmental laws-both prove to be an excellent reference for academics, lawyers, judges,environmental activists, environmental managers and corporates concerned withenvironmental protection.

This is a unique and special text designed especially for use by students in SAARC countries.The intention is to provide the students a flavor of international business in their local settings. It isan outcome of our strategic thinking on how the study of the subject would vary from region toregion. This book is intended as a first international business course at the MBA level. In thisspecial edition, the attempt has been to write a book that is:

· Comprehensive and up-to-date· A balance between theories, framework, concepts, cases and war stories· Goes beyond an uncritical presentation and shallow explanation· Maintains a tight integrated flow between chapters· Focuses on managerial implications· Makes important theories accessible and interesting to students

BOOK CHAPTERS

1) Jain, Arun Kumar. Case “India’s Automobile Industry”: (p. no. 152-155), in Charles WHill & Arun Kumar Jain: “International Business – competing in the global marketplace”,5th edition, 624 pages, Tata McGraw Hill, 2007.

2) Jain, Arun Kumar. Case “India’s Food Processing Industry”: (p. No. 293-303), inCharles W Hill & Arun Kumar Jain: “International Business – competing in the globalmarketplace”, 5th edition, 624 pages, Tata McGraw Hill, 2007.

3) Jain, Arun Kumar. Case “Asian Paints – Global Expansion Strategy”: (p. no. 410-420), in Charles W Hill & Arun Kumar Jain: “International Business – competing in theglobal marketplace”, 5th edition, 624 pages, Tata McGraw Hill, 2007.

4) Jain, Arun Kumar. Case “L’Oreal - Global Success through Innovation”: (p. no. 486-491), in Charles W Hill & Arun Kumar Jain: “International Business – competing in theglobal marketplace”, 5th edition, 624 pages, Tata McGraw Hill, 2007.

5) Jain, Arun Kumar. Case “Giant Bicycles of Taiwan Goes Global”, (p. no. 522-527), inCharles W Hill & Arun Kumar Jain: “International Business – competing in the globalmarketplace”, 5th edition, 624 pages, Tata McGraw Hill, 2007.

6) Jain, Arun Kumar. Case “Parmalat of Italy – A Modern Replica of Ponzi Finance”, (p.no. 594-600), in Charles W Hill & Arun Kumar Jain: “International Business – competingin the global marketplace”, 5th edition, 624 pages, Tata McGraw Hill, 2007.

RESEARCH PAPERS

Das Gupta, Devashish. 2007. Analysis of Case Planet Health. Vikalpa 32(2),2007

The case on Planet Health captures thedilemma of an organization into bulkpharmaceutical manufacturing which wants tonow diversify into pharma retailing. Sagar Groupof Companies (SGI) is based in Ahmedabad,Gujarat. Established in 1956 the organizationhas made a blistering performance achievinga whopping 660 percent grown in net worth inthe past decade.SGI’s main interest at presentlies in manufacturing and/or marketing of bulk

pharmaceuticals, drug intermediaries, drugformulations, fine chemicals, dyes, dyeintermediates, and food preservatives. Tencompanies carry out the activities for the SGI.In the year 2000, the annual turnover wasRs.750 million. It also exports to countries inEurope, South East Asia and the US.Howeverforeseeing the WTO implementation and theresultant product patent regime, ManagingDirector, Rohit Patel initiates the thought

CONFERENCE PAPERS

This paper analyses the efficiency of agriculturalcommodity markets by assessing therelationships between future and spot marketprices of 12 major agricultural commodities inIndia through Johansen’s cointegration analysis.Unit root test procedures such as AugmentedDickey-Fuller (ADF) and non-parametricPhillips-Perron (PP) are initially applied to

Ali, Jabir and Gupta, K.B., 2007. Efficiency in Agricultural Commodity FuturesMarkets in India: An Empirical Analysis. Paper Presented at 4th Annual Conferenceof the Asia-Pacific Association of Derivatives (APAD), held at MDI Gurgaon, duringJune 20-22, 2007,

process for investing in greener pastures.Nearest to the core competency and bestutilization of synergy is pharma retailing. This

case presents exploratory research into the thenpharma retail scenario in India and how shouldthe group enter it to garner the first moveradvantage.

examine whether future and spot prices arestationary or not. Results show that cointegrationin future and spot prices significantly exist for allthe agricultural commodities tested exceptwheat and rice. The direction of relationship hasalso been analysed by the Granger Causalitytest, which shows a mixed response.

Das Gupta, Devashish. 2007. Senior citizens as shoppers: An exploratorystudy into the psychographics. Paper presented in 2007 Academy for GlobalBusiness Advancement World Congress held in Penang , Malaysia during May21-25, 2007.

Ageing is a natural process. With therevolutionary progress in technology as wellhealth practices, percentage of senior citizensin any country has risen over the last fewdecades. India is no outlier in this. Lifeexpectancy has appreciated considerably. Withthe growth of Retail in India it has become achallenge for marketers but a tempting treat forthe shoppers. However all product as well as

marketing strategies seem to target the youthor the children. Whether the senior segment hasthe propensity to consume and affordability topurchase? Can we segment them further? Canwe look into their shopping behaviour? Thisstudy explores into the available literature frominternational studies and looks into the seniorcitizen statistics of India as a nation. Finally itpresents topics for further studies.

Ali, Jabir, Singh, S.P., and Enefiok Ekanem 2007 Efficiency and ProductivitChanges in Indian Food Processing Industry: Determinants and Policy Implications,presented at 17th Annual World Food and Agribusiness Forum and Symposiumon Food Culture: Tradition, Innovation and Trust - A Positive Force forModern Agribusiness organized by the International Food and AgribusinessManagement Association (IAMA), held at Parma, Italy (Presented by Dr. EnefiokEkanem, Tennessee State University, USA), during June 23-26, 2007.

Economic reforms have brought new opportunities and challenges before food

Sushil Kumar and Bharat Goel (PGP-ABM Student). 2007.Glocalization in Food and Agribusiness: Strategies ofAdaptation to Local Needs and Demands. Paperpresented in the 17th Annual World Food and AgribusinessForum and Symposium on Food Culture: Tradition, Innovationand Trust - A Positive Force for Modern Agribusiness, heldduring June 23-26 at Parma, Italy.

Attracted by mere size and growth potential ofemerging economies’ food sector, a number ofmultinational food enterprises (MNFEs) haveentered or are in the process entering thesemarkets either through FDI or joint ventures. Theconsequent dynamism in competitivelandscape calls for fundamentally different visionand strategic thinking inside the foodcompanies. In their host countries, themultinational enterprises have the option ofchoosing two fundamental strategies ofmarketing their products and services:globalized strategies or localized strategies.

Economic reforms have brought newopportunities and challenges before foodprocessors in the competitive marketenvironment. To meet the emerging demand forprocessed food products due to change inconsumption preference, there is a need to offerinnovative products, which consequently requiretechnological intervention to achieve productionefficiency. This paper evaluates the

performance of major inputs used in the foodprocessing industry and identifies thedeterminants of productivity and efficiencychanges across various segments. Based ofthe findings, the paper makes suggestions tobe used by policy makers and food processorson various technical issues that can improveproductivity and efficiency in Indian foodprocessing industry.

However, some multinational enterprises applyhybrid strategies, commonly referred to asGlocalization. In this paper, based on learningfrom three cases of MNFEs in India, we arguethat in the food industry, the multinationalenterprises can be successful in their hostcountries, only if they adopt glocal strategies ofmarketing mix. This is because food habitsdevelop very early in life and these varysignificantly across cultures. The MNFEs needto understand the unique food needs of theirconsumers and serve the global marketaccordingly.

Sushil Kumar and Nimish Jain (PGP-ABM Student). 2007.Food Promotion Strategies: Drivers of Global BusinessExpansion. Paper presented in the 17th Annual World Foodand Agribusiness Forum and Symposium on Food Culture:Tradition, Innovation and Trust - A Positive Force for ModernAgribusiness, held during June 23-26 at Parma, Italy.

In the past one decade or so, businesses, allover the world, are striving to integrate intoglobal business networks. To compete in sucha dynamic competitive global markets,individual businesses have been making

concerted efforts to develop global mindsetamong their managers. Not in all countries thelocal businessmen are sufficiently equipped andmotivated to launch the requisite globalizationstrategies. Hence, in such cases the nation

states need to proactively adopt innovativestrategies of promoting their businesses at theinternational level. Many countries haveintroduced export-oriented economic and legalreforms aimed at facilitating their businessesto expand activities beyond the nationalborders. In addition to these macro levelstrategies, the nation states also need to adoptstrategies of promoting their businesses indifferent countries. The success of a nationstate in its globalizing strategies, to a greatextent, would depend on enlightenedgovernment policies in cultivating good relationswith other nations across the world. It is in thiscontext that promotion of traditional food by a

nation state in various countries can play asignificant role. It is said that the way to man’sheart is through his stomach. What thisessentially conveys is that if a person wants towin someone’s love, he/she has to serve him/her delicious food. This paper tries to stretchthe argument a little further and contends thatfood can even be used as wheel for businesspromotion/expansion. Based primarily onauthors’ own experiences, thoughts anddiscussion with people from different cultures,the paper puts forward an argument that nationstates, contemplating expanding theirbusinesses globally, should promote their

Saji, K.B. (2005). “Investigating the Role of Operational Variables in B2B m-Payment Technology Adoption Process”. Paper presented and published inthe refereed proceedings of the XXIX INFORMS Marketing ScienceConference, organized by the INFORMS Society for Marketing Science atLee Kong Chian School of Business, Singapore Management University,Singapore during 28-30 June 2007. (also chaired a session chaired a technicalsession on ‘Adoption of New High-Tech Products and Services’)

It is a matter-of-fact that for the fledglingtelecom industry to surge ahead in the world, awide range of possible technology-driventransaction types and payment scenarios mustbe readily adopted and enabled. It isdiscernible here that for mobile telecomtransactions to successfully take place, theinteraction of the consumers and content/service providers via an Electronic PaymentService Provider must be facilitated andinsured by the businesses. Although a widerange of potential technologies are availablethat could facilitate the mobile payment (m-Payment) processes, the industry practitionersfound it extremely difficult to get their specifictechnologies accepted at their customers’ end,which in turn points out the presence of anumber of critical operational variables thatcontrol the m-Payment technology adoptionprocess in the Business-to-Business (B2B)setting. This is the research context chosen by

the author for serious investigation. Although thenotion of technology adoption in the B2B settinghas caught the attention of many researchersaround the globe, hardly few researches haveinvestigated the operational issues inherent inthe m-Payment Technology Adoption Process.To fill this critical research gap, it has beendecided to explore the process of m-Paymenttechnology adoption in the context of B2B m-Commerce. With this perspective in mind, thetwo specific research objectives have been set,viz. (i) by resorting to a case study method, toexplore the operational variables that influencethe m-Payment technology adoption process inthe B2B setting; and (ii) to develop a conceptualframework for the B2B m-Payment technologyadoption process. The present paper reportsthe preliminary outcomes of this ongoingresearch.

WORKING PAPERS

Gupta, K.B., 2007, Structural Analysis and Performance of Indian Agricultureand Allied Sectorin International Trade. IIML Working Paper No. 2007/08-09

In the context of ongoing negotiations underWTO, it is important to know the changingdimensions of trade from a country over theyears, so as to undertake a proper policyperspective while negotiating with other tradepartners. Based on data collected fromUNCTAD’s Handbook of Statistics, Centre forMonitoring Indian Economy’s (CMIE) IndiaTrades database, World Integrated TradeSolution (WITS) and Ministry of Agriculture,Government of India, he present study exploresthe structure and performance of international

trade ina gricultural and allied products fromIndia over the years through estimation of somecommonly used indicators such as growth andshare, trade openness, trade intensitycoefficient, index of intra sub-sector trade,revealed comparative advantage, measures ofproducts and export market diversification, tradecomplementarity index and linkage of heagricultural and allied sector with the rest ofeconomy. Some of the indicators were modifiedto represent the performance of agricultural andallied sub-sectors.

Mital, Amita, Kumar, Krishna , Srinivasan, R., 2007. Rebuilding the houseof BILT. IIML Case Series 2007-08/7.

CASES

This case illustrates strategic change in thechanging business environment of India afterinitiation of the economic reforms during 1990s.It focuses on the emergence of BallarpurIndustries as an organization that successfullyadapted to the changes brought about in theIndian economy due to economic reformsintroduced by the Government. Morespecifically, the case provides for an analysisof factors causing decline in Indian Industry;understand development of internalcompetencies within the firm to sustain itsleadership position in the in the market; and

provide insight into strategies adopted bysuccessful firms to survive and grow in theliberalized economy.The case is ideal for use in a capstone courseon Strategic Management in a MBAprogramme, to illustrate the need for, and theimpact of the economic environment oncorporate strategy. It could also be usedsuccessfully in a course on managing changeto highlight the strategic options availablebefore a firm in the face of liberalization andglobalization.

Venkat, Vani (Copy Editor-METAMORPHOSIS) - A Deadly Road to Hell. The RealPage 3. The Indian Express (Newsline), July 01, 2007.

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EDITORIAL ASSIGNMENT

Saji K.B. served in the programme committee and on the editorial review board of the confer-ence proceedings of the 2007 Academy of International Business (AIB) annual meeting held atIndianapolis, USA during June 25-28, 2007. He worked with Dr. Ahmet H. Kirca, MichiganState University, USA for the track ‘Marketing across Countries and Cultures’

MANAGEMENT DEVELOPMENTPROGRAMMES

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FORTHCOMING MANAGEMENTDEVEOPMENT PROGRAMMES

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APPOINTMENT

ing as Assistant Adviser, RBI.He has published several articles in referredjournals and has a few conference presentationsto his credit.His area of interest in teaching and researchincludes Applied Econometrics and Time SeriesAnalysis, Monetary Policy and Central Banking,Designing and Writing Application Programs etc.His office is in Room No. 216, Faculty Block andphone no. is 6623.

Dr. Kaushik Bhattacharya has joi- ned the Institute as Associate Pro- fessor w.e.f. inJune 14, 2007 (fore-

noon ) in the Business Environm-ent Area.

Dr. Kaushik Bhattacharya has obtained his M.Stat and Doctoral deegre from ISI Calcutta. Hehas professional experience of almost 10 years.Before joining the Institute, he had been work-

Dr. Amanulla has obtained his M.Com fromMadurai Kamaraj University, and Doctoral degreefrom University of Hyderabad. He hasprofessional experience of almost 11 years to hiscredit. Before joining the Institute, he wasworking as Reader, Dept. of ManagementStudies, Pondicherry University.

Dr. S. Amanulla has joined the Inst- itute as Associate Professor w.e.f. June 27, 2007 (forenoon) in the Fi- nance & Accounting Area.

He has published several articles in national andinternational journals and has several nationaland international conference presentations tohis credit.His teaching and research interests includesStrategic Cost Management, Security Analysisand Portfolio Management, FinancialEconometrics,Financial Management,Management Accounting & Control, and Costand Management Accounting.His office is in Room No. 218, Faculty Block andphone no. is 6619.

FROM THE PRESS • The Indian Institute of Management Lu-

cknow doesn’t believe in keeping its sch-olars out of touch with the reality aroundthem. Hence five years ago, it started a pr-ogramme of student social entrepreneursh-ip called Bhavishya. Students were encou-raged to take up projects on socio-econo-mic development of people in surrounding areas. A budget of Rs. 12 Lakh was granted

Now the students want to go a step ahead.They want to be development managers butwith fu nds generated by themselves. HenceAnimesh Saxena, a summer intern an MNCin Gurgaon, finds himself making Power-point presentations of Bhavishya’s projectsat offices of Top MNC’s, asking them tohave the privilege of funding one or moreof Bhavishya’s projects in Lucknow andsurrounding areas.

“The response is great”, says a gleefulSaxena. “We intend to leave a corpus forour future student members of Bhavishyaso that they need not depend on funds fromIIM to continue with the work”.

Chakrapurva village, near the IIMLucknow campus, has already had a tasteof Bhavishya’s zeal for social work. Thevillage has no electricity, no school, infact,nothing to link it with the modern world.So students have held the first meeting withthe block development officer to set up agobar (cow-dung) gas project in the vil-lage. It would either be one plant perhouse or a giant plant for 25 families, saysSaxena. The cost will be about Rs.12,000.In the interiors of Lucknow district, a teamof 12 Bhavishya students is running an ed-ucation campaign where students are givenfree tutions.

[Excerpts from Business Standard ,Kolkata, June 4, 2007, Pg #14]

• The high potential of carbon credits madein India and the rising country-wide unrestover acquisition of land for industrial pur-pose have prompted companies andorganisations to draw environment and soc-ial bottom lines. This being different fromthe traditional financial bottom line givesrise to triple bottom lines for India line. Theenvironment bottom line will help compani-es tap into the anticipated $2 billion annualcarbon credits trade from India. The socialbottom line is an attempt to salvage anorganisation’s reputation among the masses.

“Environmental sustainability has becomecrucial to a company’s operations.Oganisa-tions realise that it is important for them toshow social and environmental accountabi-lity. We help our corporations draw up fi-gures to that account”, said Sudipto Das,Partner , Ernst & Young. Taking this furt-her , Indian Institute of Management ,Lucknow has launched a new course for ex-ecutives to manage all the three bottomlines.Even for the executives enrolled inthe course, the elective on managing triplebottom lines is new and unheard of.”We hadno idea of triple bottom lines. For instance,the Tatas Singur fiasco would not have es-calated as much had their social bottom linebeen in place”, said Neelabh Singh, produc-t lead, Cadence Design, a student at IIML.

[Excerpts from The Financial Express, NewDelhi, June 23, 2007, Pg #4]

• While the country’s leaders are debatingwhether India and China should take mea-sures to control green house gas emissionsor not, the Indian Institute of Management,lucknow has already taken the first step inschooling India Inc’s managers into effecti-ve environmental management. Now that

the war on global warming has entered theboard rooms, India Inc’s managers will li-ght it.

IIML has announced a Management Deve-lopment Programme (MDP) on CorporateEnvironmental Management and CarbonMarkets. The institute is perhaps the firstin the country to initiate this course. It willalso offer environmental management as anelective to its PGP students this academicyear.

[Excerpts from DNA, Mumbai, June 19,2007, Pg #13]

• The Delhi Metro Rail Corporation(DMRC) is one of the four metros in theworld to have operating profits among 135metros globally, the Indian Institute of Management (IIM) Lucknow has concluded ina recent case study. The other three areSingapore,Taipei and HongKong.

“DMRC has been making operating profitsever since it became operational. Howev-er in 2005-06, it earned Rs.448,93 crorewhere as its expenditure was Rs.346.52 cr-ore”, the case study adds.

Following DMRC’s success it has been as-ked to prepare detailed project reports formetro rail transport systems, both in Indiaas well as abroad. Countries that have so-ught its consultation for their project ma-nagement include, Pakistan, Bangladesh,Indonesia, Sri Lanka, Iceland and Indonesi-sia.

[Excerpts from Business Standard, Kolkata,June 19, 2007, Pg #14]

• Indian Institute of Management (IIM-L)has recently initiated training in order toinculculate the right teaching methods andthe latest management techniques amongstprincipals across primary schools inUttar Pradesh.

IIM, Lucknow, has been working on fiveday training programmes called ‘Manager-ial Skills for District Institute of EducationTraining (DIET) Principals and Senior Fac-ulty. Conducted by Amrita Dass counsellorand Faculty, IIM-L, the initiative is part ofthe institute’s corporate responsibility en-deavours through a pact with the StateFor Education Research and Training(SCERT).

The first such workshop was held on March2006, and the second was held at the IIM-L campus was attended by 16 DIET prici-pals who participated in various games,projects and case studies. According to IIM-L officials UP wants another three weeksprogramme for its principals.

[Excerpts from The Times of India, NewDelhi, June 25, 2007.]

Venkat, Vani (Copy Editor-METAMORPHOSIS) - A Deadly Road to Hell. The RealPage 3. The Indian Express (Newsline), July 01, 2007.

GYANODAYA - RECENT ARRIVALS

1. Pickett, K H Spencer. 2006. Enterprise risk management: a manager’s journey.

Hobokon: John Wiley: 310p.

2. Rao, Aditham B. 2005. Operations research. Mumbai: Jaico: 206p.

3. Bhanushali, S G. 2006. Managing twentyfi-st century organisation. Mumbai: Himalaya:321p.

4. Kearns, Kevin P. 2000. Private sector stra-tegies for social sector success. San Franc-isco: Jossey-Bass: 337p.

5. Fadia, Ankit. 2006. Network security: Ahacker’s perspective. Delhi: Macmillan:355p.

6. Spector, Robert. 2005. The Nordstrom wayto customer service excellence. New York:John Wiley: 265p.

7. Sridhar, Ramanujam. 2006. One land onebillion minds: insights on branding in India. Madras: Productivity & Quality Pub.:400p.

8. Bhagat, Chetan. 2005. One night @ the callcenter. New Delhi: Rupa: 291p.

9. Kerzner, Harold. 2006. Project Manageme-nt best practices: acieving global excellen-ce. Hohokon: John Wiley: 442p.

10. Lodge, George. 2007. A Corporate solut-ion to global poverty: how multinationalscan help the poor and invigorate their ownlegitimacy. New Jersey: Princeton Univers-ity Press: 198p.

[Note: More books/reports can be accessed at http://192.168.1.13/ca1006.pdf]

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