Vol. XIV Nos. 03-04February 2007

Indian Institute of Management,Lucknow

NEWSLETTER

RESEARCH PUBLICATIONS

Livestock rearing has significant positive impacton equity in terms of income and employmentand poverty reduction in rural areas as distribu-tion of livestock is more egalitarian as comparedto land. In India, over 70 percent of the rural house-holds own livestock and a majority of livestockowning households are small, marginal and land-less households. Small animals like sheep, goats,

pigs and poultry are largely kept by the landscarce poor households for commercial purposesdue to their low initial investment and operationalcosts. This paper analyses the development of live-stock sector in terms of population, production,trade and employment and its role in reducingrural poverty in the country.

BOOK CHAPTERS

AW ARDS

Prof. Manoj Kumar, Finance & Ac-counting Group, was awarded withBest Young Faculty Award at Inter-national Business Summit & Re-search Conference, held at Amity

International Business School Noida from Febru-ary 21-23, 2007.

One of the major objectives of e-governance istimely dissemination of accurate information. Lit-erature reports number of beneficial outcomesassociated with increased availability and acces-sibility of information. This paper argues that, inthe absence of appropriate strategies, e-gover-nance may lead to information overload. The

paper draws heavily from the findings of variousstudies on information overload, in many disci-plines. Decision-making processes of user groupsare analyzed and effect of information overloadon decision-making and performance is exam-ined. The paper also makes some suggestions foravoiding information overload.

Kumar, Sushil and Ali, Jabir. 2006. e-Governance Systems (e-Choupal) and Decision-Making Processes in Agriculture. In Sahu,G.P. (Ed.), Delivering E-Government. New Delhi: Gift Publishing:252-261.

INTERNATIONAL COLU M N

Ali, Jabir. 2007. Livestock Sector Development and its Implication for Pov-erty Alleviation. Livestock Research for Rural Development 19(2). Availableonline on http://www.cipav.org.co/lrrd/lrrd19/2/ali19027.htm

Prof. Manoj Kumar also received ‘Best Academi-cian Research Paper Award’ for his paper titled, ‘AnEmpirical Investigation of Determinants of Going Pub-lic Decision of Indian Companies’ at International Busi-ness Summit & Research Conference, held at AmityInternational Business School, Noida, during February21-23, 2007.

M ehra, Payal and Chakraborty, S. 2006. Towards Making Meeting MoreProductive:Themes and Concerns. In Kaul, Asha and Gupta, Sanjay (Eds.),Management Communication: Trends & Strategies. New Delhi: Tata McGraw-Hill.

Despite research and testimony that meetings areincreasingly being conducted by most organiza-tions, and, that managers are spending a consid-erable part of their work life attending meetings,there is widespread discontent regarding the man-ner in which meetings are being conducted. Al-though meeting managers feel confident thatmeetings are achieving desired objectives, partici-pants feel otherwise.

Given the value of meetings as 'investments' ratherthan 'costs' to the organization and the demon-strated effectiveness of meetings in some organi-

zations, it seems reasonable to investigate whythere is a feeling of meeting inertia among par-ticipants and what managers can do to makemeetings more meaningful and relevant to theparticipants. This paper examines the managers'perception of meetings including factors respon-sible for meeting effectiveness. The study alsoevaluates impact of various factors on meetingproductivity such as the communication style ofthe meeting manager, ability of the attendees tofreely express their views and the presence of aclear cut agenda distributed well in advance.

e-Governance systems are argued to improve per-formance of the user groups by enhancing qual-ity of decision-making. Using a case study of twosuch initiatives – Indian Tobacco Company (ITC)e-choupals and Uttar Pradesh Bhoomi SudharNigam (UPBSN) e-choupals – differences in qual-ity of decisions by user and non-user farmergroups are empirically examined. Data from 461farmers, collected using a questionnaire survey

in eight districts of Uttar Pradesh, and chi-squarestatistic, are used to assess decision quality on four-teen aspects related to agriculture production pro-cesses. Results indicate significantly better quali-ties of various decisions made by user group farm-ers, as compared to non-user group. Differencesare also found between qualities of decisionsmade by ITC e-choupal user group farmers andUPBSN e-choupal user group farmers.

M ohanty, B.K. PROMETHEE: A Decision Support Tool for e-Business. In FuzzyLogic and its Applications in Technology and Management. Narosa Publisher.

In this paper we have introduced a procedure toobtain the customer's preference ranking of theproducts in on-line business. This is based on theconcepts of Fuzzy sets, Data Mining and thePROMETHEE methods of Multiple Criteria Analy-

sis. This methodology takes into account the cus-tomers' flexibility behavior (or indifference atti-tude) to articulate the above preference ranking.Customers' data on business transactions are con-sidered here as an input in order to enunciate vari-

Kumar, Sushil and Gupta, Vivek. 2006. E-governance and Infor-mation Overload: It is Time to Take Cognizance. In Mitra, R. K.(Ed.), E-Government: Macro Issues. New Delhi: Gift Publishing: 80-88.

PAPERS

Global concern for improving governance in theforest sector has encouraged funding agenciesand governments to spend millions of dollars toharness the potential of computer-based information systems (IS) in improving the delivery ofgoods and services to stakeholders. Though de-sign meth odologies being used for developingIS are technically sound and well established, stillthese systems are not being accepted by all theuser groups. This has necessitated research onimprovement of design methodologies and re-lated aspects. The present paper examines the

success of an IS introduced in the Uttar PradeshForest Department in 2002 in relation to 13 fac-tors such as training, resource allocation and sup-port of top management. The most important fac-tors responsible for the success of an IS were foundto be perceived usefulness of the IS and resourceallocation. A variable based approach superim-posed on existing design methodologies is ex-pected to improve the design, development,implementation and institutionalization of IS inthe forest sector.

Garg, Rajiv Kumar, Gera, Mohit and Das, Jitendra Kumar. 2006. A Variable-based Approach to The Design, Development, Implementation and Institu-tionalization of Information Systems in the Forest Sector. Forestry 79: 515-533.

Since independence, the concept of food secu-rity/sufficiency dominated agriculture develop-ment policies in our country. To achieve it, Gov-ernment gradually assumed all developmentaland regulatory roles (through land reforms, inputsubsidies, minimum support prices, and infrastruc-ture development) for promoting agricultural sec-tor through its various agents and with increas-ing budgetary provisions. Thus by and large, atmacro level, agricultural development policy inIndia tried to achieve the three objectives ofgrowth, equity and sustainability. W ith a more orless comfortable situation in food security, the fo-

cus has now been shifted to commercializationof agriculture where the issues like product diver-sification, value addition and agriculture produc-tion based on consumer preference are beingsought for. The biggest challenge in agriculturesector in India is how to make numerous smallfarmers with low marketable surplus, as a part ofthe total value chain. A large number of experi-ments dealing partnership between Governmentand farmers have been made in India. Now pro-moting partnership between farmers and corpo-rate sector is needed at a large scale.

Kapoor, Sanjeev. 2007. Indian Agriculture: Emerging Challenges. The Ana-lyst January 2007.

ous association rules amongst the product at-tributes. This is possible by taking the customers'transactions as the fuzzy subset of the product at-tributes. The membership value of the attributescorresponding to a transaction depends on theusers preference level of the product attributes

and the number of products is contained in thattransaction. The concept of PROMETHEE is furtherused here to determine the net associationamongst the attributes. This procedure leads toobtain the preference ranking of the products asper the customer's choice.

CONFERENCE PAPERS

Ganguly, S. 2007. Competing with Knowledge: The Information Profession-als in the Knowledge Management Age. Invited Paper presented at NationalConvention and Conference on ‘Organizing and Managing Knowledge in Digi-tal Environment’, jointly organized by Society for Information Science and LalBahadur Shastri Institute of Management, New Delhi, on January 27, 2007.

Knowledge management (KM) is the first majormanagement trend to identify information and itsmanagement as a crucial element in the successof an organization. It presents an opportunity forinformation professionals to have an impact onthe organizations that employ them, for employ-ers to utilize those information management andexploitation skills in a creative and value-basedway. For information professionals to take advan-tage of KM they need to fully understand the con-

cepts and benefits, the different approaches andtechniques being implemented, and the newemerging roles in which information skills are in-creasingly significant. This paper will aim to stimu-late information professionals to explore the po-tential impact of KM and also examines the role ofinformation professionals to take the added ad-vantage of KM to improve the effective applica-tion of their skills.

Ganguly, S. 2007. Digitizing Collections: A Strategic Issue for Information Man-agers. Invited paper presented in the ICSSR/NASSDOC training programmeon ‘Information Resource Management for Social Scientists in EmergingKnowledge Era’, held at Giri Institute of Development Studies, Lucknow, dur-ing February 14, 2007. (Shri Ganguly also served as a Resource Person forthe training programme during February 13-15, 2007).

A digital library is a library where resources areavailable in machine readable form & accessibleby means of ICT. It allows user to search collec-tions comprehensively from anywhere at any time.Digital libraries and the information services arelinked for the universal access to their user. It high-lighted the process of digitization and its toolswith more emphasis on the different tools and

technology for digitization of resources. The pre-sentation discussed the various facets like how toconvert print into digital. The paradigm shift fromtraditional automated and now towards digitallibrary environment. It also discussed the someunique features of digital library and its impacton the library.

This paper presents a methodology to formulatebusiness strategies for the web-based markets.W e focus on strategies that involve decisionsmade by companies about the selection of theappropriate products to be launched on the web,as well as decisions about the right timing to doso. Our approach builds on the concept of a

product’s market value. The lingustic or impreciseperception of the customers on the product at-tributes is handled by using Fuzzy Sets theory,while the problem of exploration and resolutionof the strategic issues involved is addressedthrough a Game Theoretic analysis.

Karacapilidis, N. and M ohanty, B.K. 2006. On the Development e-BusinessStrategies : An Integrated Fuzzy Logic and Game Theoretic Approach. Inter-national Jounal of Electronic Business 4: 483- 499.

Gupta, Kriti Bardhan. 2007. Increasing the Export of Handicraft Products:Analysis of Problems and Possible Strategies for the State of U.P. Paper pre-sented at International Conference on ‘India in the Emerging Global Order’,organized by Academy of International Business, held at Xavier Institute ofM anagement, Bhubaneswar, during January 29-31 2007.

Keeping in view of importance of handicraft sec-tor in the economy, the present paper exploredthe major problems being faced by this sector inUttar Pradesh. Apart from secondary data, ques-tionnaire based primary survey and focussedgroup discussions were conducted at majorhandicraft clusters. It estimated the level of satis-faction among manufacturers / exporters towardssupporting organizations within the state. It alsomeasured the level of technical skill availablewithin manufacturers / exporters and compared

with the required level for long-term sustainability.Various production, marketing and export relatedproblems were explored in detail. On internationalfront, tariff and non-tariff barriers were not foundto be a major problem in most of the major im-porting countries. A selective and concentratedapproach was suggested for the state to under-take for providing a major fillip to the develop-ment of handicraft sector in the emerging globalorder.

Kumar, Manoj. 2006. Attracting And Retaining Faculty In Technical Educa-tional Institutions. Paper presented at the Fourth AIMS International Con-ference, held at IIM Indore, During December 28-31, 2006.

Presently, the biggest challenge faced by techni-cal educational institutions in India is the acuteshortage of qualified and competent faculties. Thishas resulted in a scenario where institutions arevying with each other to attract & retain for themthe best available faculty talent. Therefore, it is ofutmost importance that institutions should design

and pursue policies/mechanisms so as to competewell in market place to attract and retain for themthe best faculty talent. This paper offers some pos-sible strategies that institutions can adopt to at-tract & retain for them the best available facultytalent.

M ayur, M. and Kumar, Manoj. 2007. An Empirical Investigation of Determi-nants of Going Public Decision of Indian Companies.Paper presented at In-ternational Business Summit & Research Conference, held at Amity Interna-tional Business School, Noida, during February 21-23, 2007.

This paper examines the determinants of the go-ing public decision of the Indian companies. Aprobit regression model is used to analyze the in-fluence of fundamental financial data of Indiancompanies on their going public decision. The size,profitability, age and leverage emerged as the sig-

nificant determinants of going public decision ofIndian companies. The statistically insignificantrelationship between the financing needs and like-lihood of an IPO found in our study is similar tothe Pagano et al, 1998, and contrary to the find-ings of several other studies done on same issue.

Despite research and testimony that meetings areincreasingly being conducted by most organiza-tions, and, that managers are spending a consid-erable part of their work life attending meetings,there is widespread discontent regarding themanner in which meetings are being conducted.Although meeting managers feel confident thatmeetings are achieving desired objectives, par-ticipants feel otherwise.

Given the value of meetings as 'investments'rather than 'costs' to the organization and thedemonstrated effectiveness of meetings in some

organizations, it seems reasonable to investigatewhy there is a feeling of meeting inertia amongparticipants and what managers can do to makemeetings more meaningful and relevant to theparticipants. This paper examines the managers'perception of meetings including factors respon-sible for meeting effectiveness. The study alsoevaluates impact of various factors on meetingproductivity such as the communication style ofthe meeting manager, ability of the attendees tofreely express their views and the presence of aclear cut agenda distributed well in advance.

M ehra, Payal and Chakraborty, S. 2006. Towards Making Meeting MoreProductive:Themes and Concerns. Paper presented in (as well as publishedin the refereed proceedings of) the Sixth Asia Pacific ABC Conference, orga-nized by Indian Institute of Management Ahmedabad, during December14-16, 2006. (Prof. Mehra also chaired a Session on ‘Gender Roles and Commu-nication’)

In this paper, we introduce a methodology to de-termine a preference rankingof the availble prod-ucts in e-market places. The approach takes intoaccount the multiplicity of the product attributesthat are, in general, conflicting, non-commensu-rable, and fuzzy in nature. Initially, the e-businesssite interacts with the customer and obtains thecustomer provided fuzzily defined data. The meth-odology helps the e-business system to evaluateproducts throughits attributes, and assesses a lin-

guistic quantifier through the customer interac-tions for the final product valuation. A pair-wisecomparison is carried out on the above evaluatedvalues to generate a reciprocal matrix. The Eigenvectore corresponding to the maximum Eigenvalue gives the weights to the product attributes.The market value gives us the final preferenceranking of the products as per the customer’schoice.

M ohanty, B.K. and Kumar, Sushil. 2007. Product Preference ine-Market: A Fuzzy Approach. Paper presented at the NationalConference of Business Research Optimization W ave, held atNITIE, Mumbai, during February 15-17, 2007.

Raj, Piyush and Srivastava, Rajiv K. 2006. Improving throughput for LongCycle Products. Paper presented in (as well as published in the proceedings[pp. 192-199] of) the Second European Conference on Management of Tech-nology: Doctoral Papers, organized on behalf of the Inetrnational Associa-tion for Management of Technology, held at Aston Business School, Birming-ham, UK, during September 10-12, 2006.

This paper characterizes the uniqueness of longcycle products and addresses the problem of im-

proving their throughput taking example of ship-building. W e review the planning and schedul-

Enabling technologies have led to the transfor-mation of library services from traditional servicesto new services and delivery mechanism.

During the last decade, many libraries, particularlythose serving academic communities, have wit-nessed the emergence of new service paradigmsin areas of information access and delivery. Librar-

ies continue to harness new technologies to of-fer services in innovative ways to meet thechanging needs of their patrons such as Faculty,Students, and Researchers. The paper high-lighted the evolution of Current Contents serviceat IIML Library, using state-of-the-art technologyand its importance and utility.

Raja, M.U. 2007. E-Information Dissimination: Providing Current Contentsusing OMNIDOCs at IIML: A Case Study. Invited paper presented in the ICSSR/NASSDOC training programme on ‘Information Resource Management forSocial Scientists in Emerging Knowledge Era’, held at Giri Institute of Devel-opment Studies, Lucknow, during February 14, 2007. (Shri Raja also servedas a Resource Person for the training programme during February 13-15, 2007).

Sahadevan, K.G. 2007. Sustainability of India’s Service Sector-driven growth.Paper presented at the International Conference on ‘India in the EmergingGlobal Order’, jointly organized by Academy of International Business (India)and Xavier Institute of Management, Bhubaneswar (XIMB), held at XIMB, dur-ing January 29-31, 2007.

The paper has examined the sustainability of ser-vice sector-driven growth and its implications tothe growing urban-rural disparity and also toachieving inclusive growth. It is found that the ur-ban-rural disparity with regard to distribution ofnational income has widened over time. The ur-ban bias has reflected in higher household savingrates. This indicates that the increased GDP duringthe post-reform period has been distributed favor-ably towards high income group in urban Indiawhose marginal propensity to save is higher thanthe lower income group. As Michael Porter in his‘diamond model’ emphasizes the “non-key” fac-tors can no more create sustained comparative ad-

vantage of nations. In view of this it is feared thatthe structural shift achieved mostly through non-key factors and with low investments would re-duce the rate of innovation and technologicalprogress. It is argued that the sustainability of ser-vice sector dominated growth depended on theextent of interdependence and strength of feed-back between manufacturing and services indus-tries. A stronger feedback will keep the economyin a virtuous cycle of sustained growth. M oreover,the value proposition that outsourcing businessprocesses is cost effective may not be sustainablein view of rising wage cost and competition fromother countries.

ing environment for long cycle products and high-light the due dates based planning structure origi-nating from final assemblyschedules. W e identifyconstrained spatial resources towards the end ofthe manufacturing process and suggest spatialscheduling for their efficient utilizatioin. Based ondue dates suggested by these constrained re-sources we propose a product oriented workgroup

structure to ensure balanced flow and timely avail-ability of constituent products. These workgroupsoperate on a schedule such that inventory is mini-mized and acceptable quality is ensured. Finallywe present a suitable layout to reduce materialmovement and conclude with inferences for simi-lar industries.

Saji, K.B. and Agarwal, A. 2007. Antecedents of Business to Business m-Pay-ment Technology Adoption. Paper presented in (as well as published in therefereed proceedings of) the Second IIMA Conference on Research in Mar-keting, organized by Indian Institute of Management, Ahmedabad, duringJanuary 3-5, 2007.

For greater acceptance of mobile commerce ser-vices, it is necessary that quality and performancebe ensured through integration of all support ser-vices. It is in this context that mobile-Payment (m-Payment) has emerged as the most critical sup-port service in mobile commerce domain. Al-though several m-Payment technology solutionswere offered to the market by many firms, only ahandful of them have met with any semblance ofsuccess. Most of the solutions survived only a fewmonths, which indicates the significance of ex-

ploring the m-Payment technology adoption pro-cess in the B2B context. To fill this critical researchgap, it has been decided to conduct an explor-atory study in the B2B setting for identifying theantecedents of B2B m-Payment technology adop-tion process. To meet this research objective, a casestudy method has been resorted to by the re-searchers. The present paper, which is an offshootof such a study, is successful to the extent of iden-tifying the antecedents of B2B m-Payment tech-nology adoption process.

The decision for product to plant allocation, andassociated capacity augmentation over a givenplanning horizon is very important for manufac-turers with multiple plants. As such decisions of-ten need to be taken in a short period of time andthe trade-off's involved in terms of various costsare complex, the problem requires a comprehen-sive optimization model with a large number ofconstraints. In the present paper, we develop amodel to facilitate such decision making for an

automobile manufacturer with plants in three dif-ferent geographical locations, each of differentcapacity and with different variable costs ofmanufacturing. Our study on the impact of vari-ous initial capacities and variable costs on prod-uct to plant decisions shows that these have sig-nificant impact on the profitability. W hile variablecosts favor more dedicated plants, capacities pre-fer formation of plant chains.

Singh, K.N. and Chaudhuri, Atanu. 2006. Product to Plant Allocation andCapacity Planning for a Network of Automobile Plants: A Case Study. Paperpresented at the 10th Annual Conference of the Society of OperationsManagement, held at IIM, Ahmedabad, during December 21-23, 2006. (Prof.Singh also chaired a session on ‘Technology & Innovation Management in the confer-ence).

W ORKING PAPERS

M ayur, M. and Kumar, Manoj. 2007. An Empirical Investigation of Determi-nants of Going Public Decision of Indian Companies.IIML WPS 2006-07-06.

This paper examines the determinants of the go-ing public decision of the Indian companies. A

probit regression model is used to analyze the in-fluence of fundamental financial data of Indian

Studies of share repurchases, or share buy-backsas they are referred to in India, have been an im-portant part of financial research. Vermaelen(1981) argued that open-market buy-backs pro-vide less powerful signals than tender-offer buy-backs. This study tests whether the market reac-tion following open market as well as tender of-

fer buyback is different from each other. The re-sults suggest that there is no difference in marketreaction to open market and tender offerbuybacks. Nature of buybacks is thus not rel-evant and should not be considered as a charac-teristic in distinguishing firms.

M ishra, A.K. 2006. Open Market vs Tender Offer Buybacks in Indian Compa-nies. IIML WPS 2006-07-05.

M ayur, M. and Kumar, Manoj. 2007. Indian IPOs: An Analysis of Issuers’Perceptions. IIML WPS 2006-07-04.

Indian primary market has emerged as a majorsource of finance for the Indian companies. Agrowing number of companies have been access-ing the primary market for equity capital insteadof depending on other modes of funding. The pro-posed study is based on a survey of managers ofIndian companies, wherein the focus is to under-stand their perceptions regarding issues relatedto going public decisions. The planned manage-rial survey to be conducted will cover the follow-ing aspects of going public decision of Indian

companies: the determinants of going public andstaying private decision of companies, the factorsinfluencing the timing of going public decision,the criterion for selection of lead manger and co-manager to the issue, the reasons for observedshort-term underpricing and long-term overpric-ing of IPOs, identify the actions of issuers that areconsidered positive and negative signals in con-text of an IPO, compare the efficiency of differentIPO mechanisms, the factors influencing the deci-sion to voluntarily delist from the exchanges

companies on their going public decision. The size,profitability, age and leverage emerged as the sig-nificant determinants of going public decision ofIndian companies. The statistically insignificant

relationship between the financing needs and like-lihood of an IPO found in our study is similar tothe Pagano et al, 1998, and contrary to the find-ings of several other studies done on same issue.

BOOK REVIEW

Ganguly, S. 2006. Marketing of Library and Information Services: Interna-tional Perspectives, Dinesh K. Gupta [et al.], eds. Reviewed in ILA Bulletin42(2).

This book review is an attempt to focus on imple-mentation of marketing strategies in library andinformation service to turn it into profit centre.

The book review highlighted the relevance ofmarketing in modern libraries & information ser-vices at national & international level. It also em-

.

CASES

The U.P. Rajya Krishi Utpadan Mandi Parishad,Lucknow (KUMP) conceptualized a new conceptof establishing integrated marketplace where allfood related requirement of consumers can be ful-filled along with the necessary requirement ofnon-food items. In view of the prospects and po-tential for horticultural crops, KUMP embarkedupon a model "Apna Bazar" scheme in 1995 to pro-vide integrated marketing facilities for varioushorticultural crops with an aim to benefit farmers,traders and consumers.

Although, the market was constructed five yearsago with an investment of about Rs. 90 Million, it

could not be utilized so far because of various rea-sons. At that stage, the management of KUMP wasinterested to know how the market could be pro-moted and best utilized for the benefits of its vari-ous stakeholders. Specifically, the Director ofKUMP was interested to resolve what should bethe design of this market in terms of the (a) Na-ture of market transaction (wholesale or retail orboth), and (b) Optimum mix of commodities to betransacted (perishable or non-perishable fooditems, processed or raw food items, food and non-food items, facilitating services for undertakingtrade)

Kapoor, Sanjeev, Jankiraman, M and Ali, Jabir. 2006. Apna Bazar (A): De-signing and Marketing of A Premier Market for Agricultural Products. IIMLCase Series No. 2006_7/01

The case describes the various steps required toconduct a market research analysis for establish-ing a market for perishable agricultural commodi-ties. It highlights the conceptualization of infor-mation needs and the sources to collect the re-quired data for such type of project. The case iden-tified the following areas where detailed informa-tion was required to revive the Apna Bazar schemepromoted by KUMP.

1. Identification of catchments area for Apna ba-zaar in terms of: a. Consumers' Demand

b. Production of Fruits, Vegetables and Flowers nearby areas of Lucknow City

2. Understanding the features of consumers' de-mand for perishable and non-perishable foodproducts

3. Nature of existing business undertaken by trad-ers for different food products.

4. Cropping pattern and marketing behavior offarmers for perishable and non-perishable agri-cultural commodities in and around Lucknow.

Kapoor, Sanjeev, Jankiraman, M and Ali, Jabir. 2006. Apna Bazar (B): Mar-ket Research Process. IIML Case Series No. 2006_7/02.

phasized the addition of marketing concept intolibrary science curricula & lists some leading au-thors who made detail study of marketing courses.

The marketing awards and study of activities, ef-forts and programmes of marketing has been dis-cussed in detail.

The case deals with designing appropriate ques-tionnaires to get the required information for con-ducting the market research analysis for perish-able agricultural commodities. W ith the help ofthree formats, it discusses the importance of dif-ferent parameters for collecting the required in-formation separately from consumers, traders andfarmers. The case points out that enough careshould be taken to design the questionnaire asany important issue left out would be difficult to

get later. On the other hand, irrelevant questionwould lead to increase in the cost of data collec-tion. Simultaneously, if any relevant issue is leftout at the planning stage, it would be vary costlyto collect the information again in a separate sur-vey. It is recommended to prepare a brief note giv-ing logic for inclusion of each question (how itwould be useful in the study) mentioned in thevarious questionnaires.

5. Stakeholder analysis to know their perceptionabout Apna Bazar and their preferences for suc-

Kapoor, Sanjeev, Jankiraman, M. and Ali, Jabir. 2006. Apna Bazar (C): De-veloping Questionnaire for Market Research. IIML Case Series No. 2006_7/03.

Prof. Saji K.B. served as a reviewer on the edito-rial review board of the conference proceedingsof the American Marketing Association's (AMA)2007 W inter Marketing Educators' Conferenceheld at San Diego, California, USA, during Febru-ary 16-19, 2007. Prof. Saji worked (with Prof. DavidA. Campbell of Southern Illinois University and

Prof.Charles H. Noble of the University of Missis-sippi) for the track 'M arketing Strategy for ValueCreation'. Also, Prof.Saji did work with Prof.PeterBoatwright of Carnegie Mellon University andProf.Craig M. Vogel of University of Cincinnati forthe track 'Value Creation via Technology and In-novation'

EDITORIAL ASSIGNMENT

KEYN OTE ADDRESSES DELIVEREDJain, Arun Kumar. 2007. Emerging CorporateLandscapes: Strategic Issues for Technology Insti-tutes. Delivered the keynote address at TECHNEX07 Conference, organized by Institute of Technol-ogy, BHU, Varanasi, on January 21, 2007. (Prof. Jainalso was the Lead Judge at the final round of the

cessful operationalization of the market.

DISTINCTIONProf. J.K. Das has been empanelled on the Distin-guished Advisory Board of the 2007 INFORMSMarketing Science Conference, to be held atSingapore Management University, Lee Kong

Chian School of Business June 28-30, 2007. (Alsoavailable at http://w w w .business.smu .edu .sg mks2007advisoryboard.asp).

capstone event 'Panchtantrika').

M ohanty, B.K. 2006. Fuzzy Logic in e-Business.Delivered a keynote address at the National Con-vention of Soft Computing, held at IMT Nagpur,during November 17-18, 2006.

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FORTHCOMING MANAGEMENTDEVELOPMENT PROGRAMMES

CAMPUS EVENT

Twenty First Annual Convocation of the Instituteis to be held on March 17, 2006 at the Campus. ShriKishore Biyani, Group CEO, Future Group & Man-

aging Director, Pantaloon Retail (India) Ltd. haskindly consented to be the Chief Guest and de-liver the Convocation Address.

The Indian Insti-tute of Manage-ment Lucknow,inaugurated itssecond campusat NOIDA for thethree year W ork-ing ManagersP r o g r a m m e

(WMP) on February 07, 2007. Shri Hari ShankarSinghania, Chairman, BoG, IIM Lucknow inaugu-rated teh centre. This marked an important mile-stone in IIML's two decade long journey. IIML is

the first one to set up a second campus.

This is the first foray of any IIM in the national capi-tal region. The academic structure has been de-signed as a collaborative effort of the academiaand the industry, offering solutions for the currentglobal business demands.

An auspicious be ginning for this global foray hasalready been made with the tie-up with San Di-ego State University (SDSU). IIML Noida campusis the partner for SDSU's first ever "Global Entre-preneurship MBA" which takes participants across

IIML NOIDA CENTRE INAUGURATED

the globe tostudy in the bestbusiness schools.

The first batch ofWMP began inJuly 2005, withan intake of 62.Since the NOIDA

campus was not ready, this was launched througha leased facility. The participants will shift to thenew academic block at the campus shortly.

The IIML NOIDA Campus is coming up in 20-acresof beautifully landscaped land in Sector 62 ofNOIDA. The academic block inaugurated has 8 lec-ture halls, 10 syndicate rooms and a big hall to

seat around 90 participants. By the end of Octo-ber 2007, the campus will have a well-equippedlibrary, a modern computer centre, an automatedprogramme office, academic programme block,furnished hostels with 164 double rooms for PGprogrammes and 105 single rooms for MDP par-ticipants, a largestudent messfurnished withmodern kitchenequipments, asubstation, etc.The total con-structed area willbe 21,378 sq mand will cost Rs.24.5 crore.

APPOINTMENTS

Shri Pradeep Dhar joined the Institute as Finance& Accounts Officer on fresh appointment, on Feb-ruary 12, 2007.

Shri Dhar has done AICWA. Prior to joining the In-stitute, he was working in Indian National Centrefor Ocean Information Services, Ministry of EarthSciences, Government of India, Hyderabad as Ac-counts Officer.

Shri Suraj Kumar Manjhi joined theInstitute as Assistant System Analyston fresh appointment, on January22, 2007.

Shri Manjhi has done BE (Computer Science & Engg.).Prior to joining the Institute, he was working in Govt.Industrial Trianining Institute, Mana Camp, Raipur.

FROM THE PRESS

• Even as the Tatas and Mittals take corpo-rate India to the global stage, the country’sunique brand of management and lead-ership skills, with a human touch, contin-ues to attract the world to the Indianshores. Ko Miyataki and Glenn Miyataki, aJapanese couple from the US island-stateof Hawaii, are only the latest to feel the pullof this magnet.

The couple is here to attend a session on‘Leadership and Human Values — Discover

Your Leadership Signature’ programme,being organised by Indian Institute ofManagement-Lucknow professorDebashis Chatterjee at the IIM campus. Thethree-day seminar began on Monday.

Glenn, earlier engaged with the Universityof Hawaii and the Fujitsu Company, is nowinto consultancy business, while wife Kois a medical rehabilitation expert associ-ated with a Hawaiian hospital.

[Excerpts from The Indian Express,

(Lucknow Newsline), Lucknow,February 06, 2007, pg.#01]

• Leadership programme, titled ‘LeadershipThrough Human Values: Discover YourLeadership Signature’ that began two daysback, concluded on an emotional note onW ednesday.

About 25 CEOs from across the globe werein Lucknow at IIM-Lucknow (IIM-L) to at-tend Prof Debashis Chatterjee’s ‘leadershipprogramme’.

It was emotional not just because the lead-ership programme, during the course ofwhich all blended together perfectly, hadcome to an end. It was so also because itprobably was Prof Debashis Chatterjee’slast programme at IIM-L.

Nominated by Harvard as among the tenthought leaders of the world, this bespec-tacled IIM Prof is heading for Singapore,where he would be taking over as dean ofa prominent business school.

“This was my ninth leadership programmeat IIM-L. Over the years, Lucknow had be-come my home away from home. So, yes,this programme, which I hope is not mylast, was emotional,” Prof Chatterjee said.

[Excerpts from The Hindustan Times,Lucknow, February 07, 2007]

• THE INDIAN Institute of Management-Lucknow (IIM-L) will add 147 seats over thenext three years, with the additional infra-structure expected to cost around Rs 43crore, to implement reservation for OBCs.

Increasing the number of seats in a phase-wise manner, the institute would add 45seats in 2007-08, followed by 55 seats in2008-09 and 47 seats the next year, IIM-L

Director Dr Devi Singh said on W ednesdayon the sidelines of the inauguration of IIM-L’s Noida campus here.

He said the additional infrastructureneeded to implement the reservationwould cost around Rs 43 crore.

[Excerpts from The HindustanTimes, Noida, February 07, 2007]

• Profitable businesses and responsible en-vironmental policies may not have gonehand-in-hand till now. All this may well bechanging. Young MBAs are now gearingup to learn ways of making green money.Corporate environment management andstudy on carbon markets is now finding itsway into the MBA courses. Indian Instituteof Management, Lucknow (IIM-L) hasstarted a course that seeks to provide stu-dents with an understanding of changingrelationship between business and envi-ronmental management.

...“The new course will involve some 15hours of teaching. According to analysts,India can generate 248 million tonnes ofcarbon dioxide equivalent or certifiedemission reduction (CER) units per year, in-cluding 78 million tones from land-use andplantation projects. India can annuallymake around $2,000 million in the cleandevelopment mechanism (CDM) projects,and currently accounts for just 13.72 % ofthe global CDM market. There is a tremen-dous potential for companies to grow inthis segment and therefore essential thatfuture managers are made aware of this,”said Professor Sushil Kumar, professor ofagribusiness and a pioneer of this course.

[Excerpts from The EconomicTimes, Bangalore, February 08, 2007]

• THE INDIAN Institute of ManagementLucknow (IIM-L) opened a campus inNoida on W ednesday, on the outskirts ofthe national capital that will focus on up-dating the skills and knowledge of work-ing professionals.

The campus, spread over 20 acres and builtat a cost of Rs. 60 crore, will cater to work-ing professionals in Delhi and nearby ar-eas. IIM-L chairman Hari Shankar Singhaniatold reporters after inaugurating the Noidabranch.

IIM-L, he said, is the first IIM to start a sec-ond campus.

"In keeping with its vision of becoming aglobal, socially conscious and integratedcentre of learning, contributing towardsmanagement development both in Indiaand abroad. IIM-L Noida campus will bethe centre of management excellence andmarch ahead with global tie-ups andworld class programmes," he said. [Excerpts from The Hindustan Times (HT-

Next), New Delhi, February 08, 2007]

• The new branch of Indian Institute of Man-agement-Lucknow at Noida, Sector 62, willoffer three year post graduate programmein management exclusively for the work-ing managers (WMP).

This was declared by Mr. Hari ShankarSinghania, Chairman, IIML, while inaugu-rating the branch.

The programme has an intake of 62 stu-dents and requires minimum of three yearsof working experience.

"IIML is looking forward to begin newprogrammes for working executives, en-trepreneurs and professionals who want

to enhance their knowledge and skills in aformal setting while continuing to be en-gaged in their on-going professions andbusiness", said Mr. Singhania.

..."W e are currently in talks with severalleading national and international corpo-rate houses. W e hope to begin our firstManagement Development Programme inSeptember 2007", said Professor Jitender KDad, Dean Noida campus.

[Excerpts from The Statesman, NewDelhi, February 08, 2007]

• Despite the Union HRD ministry's assur-ance that premier institutes and CentralUniversities will not have to compromiseon quality over quantity, hurdles are sur-facing in the implementation of the 27 per-cent reservation for OBCs.

The Indian Institute of Management,Lucknow which will add 147 seats over thenext three years at an additional cost ofRs.43 crores, is in a dilemma with the gov-ernment granting it only 20 teachers whenit had asked for 60 additional teachers tomeet the faculty crunch.

The IIM-L currently has 300 seats and 60faculty members. As part of its reservationimplementation plan, the institute is plan-ning to introduce 45 seats in 2007-2008, in-crease another 55 seats in 2008-2009, andanother 47 seats in 2009-2010.

According to IIM-L Director Devi Singh, thenumber of faculty sanctioned by ministryis inefficient as it will not help it in main-taining the 1:10 student teacher ratio.

[Excerpts from The Asian Age, NewDelhi, February 08, 2007]

• Indian Institute of Management Lucknow(IIML) has opened a campus here on the

outskirts of the national capital that willfocus on updating the skills and knowl-edge of working professionals.

The campus spread over 20 acres and builtat a cost of Rs. 60 crore, will cater to work-ing professionals in Delhi and nearby ar-eas, the IIML Chairman, Mr. Hari ShankarSinghania, told reporters after inaugurat-ing the Noida branch.

IIML, he said is the first IIM to start a secondcampus. "In keeping with its vision to be-coming a global, socially conscious and in-tegrated centre of learning contributingtowards management development bothin India and abroad, IIML Noida campuswill be the centre of management excel-lence and march ahead with global tie-upsand world class programmes", he said.

[Excerpts from The Hindu BusinessLine, New Delhi, February 08, 2007]

• Emerging sectors such as retail, real estate,pharma, private equity and infrastructureare overtaking traditional recruiters like ITand finance in lateral placements at busi-ness schools this year.

...The rapid growth in sunshine sectors hasforced companies to hunt for mid- and se-nior-level executives at premier B-schools.

At IIM-Lucknow (IIM-L), Reliance Retail,RPG Group and Essar Group have been thelarge recruiters, apart from the Tata group,Birlas and the Hindujas.

"There is a lot of demand for talent in fast-growing industries like retail. Interestingly,even students feel these sectors offer ex-citing career opportunities," said KirupaShankar, member of placement commit-tee, IIM-L.

At IIM-L, 35 companies have so far made100 offers to 80 students eligible to partici-pate in lateral placements.

[Excerpts from Business Standard,New Delhi, February 16, 2007]

• Lateral placement process at IIM Lucknowthis year saw new records and the emer-gence of encouraging trends. IT firms, fora change, took a backseat and a whole lotof new companies took over

Bristlecone, an internationally renownedsupply chain consulting, offered seniorprofiles for people interested in operationsand supply chain management.

PWC offered profiles ranging from govern-ment reforms and infrastructureprogrammes to technology advisory ser-vices and business solutions.

A significant number of financial firms andbanks offered international profiles aswell. The median salary was Rs 11.5 lakhper annum, up by almost 30 per cent overlast year's average figure of Rs 9 lakh forlateral placements.

[Excerpts from Business Standard,New Mumbai, February 19, 2007]

GYANODAYA - RECENT ARRIVALS

1. Bandyopadhyay, A. [et al.]. 2005. Sustain-able Agriculture. New Delhi: NorthernBook Centre: 326p.

2. Bohm, Stephen [et al.] (Eds.). 2006. Against

Automobility. Malden: Blackwell: 259p.

3. Coelho, Paulo. 2005. Like the FlowingRiver: Thoughts and Reflections. London:HarperCollins: 232p.

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

4. Davis, Darryl N. (Ed.). 2005. Vision ofMind: Architectures for Cognition and Af-fect. Hershey: Information Science Publish-ing: 340p.

5. M ourkogiannis, Nikos. 2006. Purpose: TheStarting Point of Great Companies. NewYork: Palgrave: 253p.

6. Nichols, Randall K. and Lekkas, Panos C.2006. W ireless Security: Models, Threats andSolutions. New Delhi: TMH: 657p.

7. Pollino, David [et al.]. 2006. Hacker's Chal-lenge 3: 20 Brand New Forensic Scenarios

and Solutions. New Delhi: TMH: 378p.

8. Subroto, Bagchi. 2006. The High Perfor-mance Entrepreneur: Golden Rules for Suc-cess in Today's W orld, New Delhi: Penguin:244p.

9. Tripathi, Dwijendra and Jumani, Jyoti.2007. The Concise Oxford History of IndianBusiness. New Delhi: OUP: 265p.

10. Yoshihara, Hiroaki and McCarthy, Mary Pat.2006. Designed to W in: Strategies for Build-ing a Thriving Global Business. New Delhi:TMH: 274p.