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DFM03
Security Analysis & Portfolio Management
Assignment – I

Assignment Code: 2015DFM03A1                                       Last Date of Submission: 15th May 2015
                                          Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1.      Portfolio Analysis & selection is a dynamic decision making process which is     continuous & systematic that requires astute managerial judgement about the     securities market. Comment.

2.     What is the difference between fixed issue & book building process? Also explain the     legal provisions as to listing of securities.

Section-B (50 Marks)

Case Study

Maria Gilbert is a principal in the firm Orion Financial Management. For twenty years she was chief investment officer with Reliance Investments, the pension management arm of the second National Bank of South Bend, Indiana. She left the bank in May 2005 in an attempt to turn expertise into greater personal rewards.

Two portfolios under management for medium-sized pension funds were on the top of her current agenda. The first portfolio was an index fund representing a cross section of the S&P 500 stocks. This portfolio had been established as a core portfolio for the South Bend Firefighters, currently $10million. The second portfolio was an actively managed fund for the Ryan County Public Employees Retirement Fund, which aggregated $2.75 million.

The firefighters portfolio was put in a cross section of S&P 500 stocks on Dec 23, 2005, when the S&P 500 Stock Index was at 500. One year later, on Dec 20, 2006, the S&P 500 Index closed at 595. On the same day the S&P 500 March/2007 futures contract closed at 600. The March/600 call on the S&P 500 March/2007 futures contract closed at 600. The March/600 call on the S&P 500 Index carried a premium of 18.75 points, & the March/600 put was at 8.50. The Ryan County fund was allocated as follows: cash equivalents, 9%; fixed-income securities, 36%; equities, 55%. Treasury-bond futures were priced at 95.

On Dec 20, 2006, Maria arrived at the office determined to adjust these two portfolios. However, she had mixed feelings about the stock market. On the one hand, she believed the market might continue its advance from an S&P 500 level of 595 to an index level of 640 during the next three months if corporate profits continued their upward surge. On the other hand, she worried that a downward correction could take the market to 545 if interest rates moved sharply higher as some were predicting. After pondering her options she decided to look more closely at alternative strategies for both funds, ignoring taxes & transaction costs for simplification of her task.

Case Questions:

1.     Suppose Gilbert thought the stock market would weaken & she wanted to lighten,     but not eliminate her equity position & increase the fixed income part of the Ryan     portfolio. Indicate specific actions she could take in the futures markets to shift the     allocation of the Ryan portfolio to zero cash, $1.6 million fixed-income, & $1.15     million equities.

2.      Are the S&P 500 March stock index futures fairly priced on Dec 20?
    Explain (Yield: Treasury-bills, 8%; S&P 500, 4%)

3.     Which of the following risk management strategies would you recommend for the     Firefighters portfolio under the conditions in (a) & (b) below?

(a)        Assume the odds of the market going up to 640 were 20% & the odds of the     market falling to 545 were 80%.

    (b)    Assume the odds of the market going up to 640 were 60% & the odds of the         market falling to 545 were 40%.

I.    Do nothing
II.    Liquidate the portfolio
III.    Sell March futures
IV.    Buy March/600 put
V.    Sell March futures & buy March/600 calls
VI.    Sell March/600 calls



DFM03
Security Analysis & Portfolio Management
Assignment – II

Assignment Code: 2015DFM03A2                                       Last Date of Submission: 15th May 2015
                                           Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1.     a.     Point out the difference between the efficient frontier under capital market         theory & under the Markowitz approach.

            b.     What is a corner portfolio? What is its role in creating an efficient frontier?

2.      On the basis of implications of Random Walk Model, what guidelines do you     recommend? Can a series of historical stock prices or rates of return be an aid in     predicting future stock prices or rates of return?

Section-B (50 Marks)

Case Study
Peter Danial is a professional financial planner.  His business involves advising clients on comprehensive financial programs including budgeting, tax matters and investments.  Frequently he advises clients on investment vehicles simply by recommending consideration of mutual funds.  These are often appropriate for someone who wants to achieve professional management and diversification at a relatively low cost.

The Durallax Fund has recently been brought to his attention by the fund’s sponsors, who have attempted to sell the merits of the fund to financial advisers such as Peter.  In order to carry out a responsible examination,  Danial has gathered financial information on Durallax as well as several other funds he knows well from past experience.

Table below contains comparative annual rates of return on the Durallax Fund, the S & P 500 Stock Index, and U.S. Treasury bills for the period 1996-2010. 

Year                   Durallax           S & P 500    Treasury Bills
1996    17.0    10.7    4.4
1997    -14.7    -8.6    6.7
1998    1.7    3.5    7.5
1999    9.0    14.2    4.2
2000    10.5    18.6    4.1
2001    -5.8    -14.5    7.0
2002    -15.7    -26.0    7.9
2003    38.5    36.8    6.8
2004    32.2    23.6    4.0
2005    -7.0    -7.2    5.2
2006    2.8    7.4    6.2
2007    28.4    18.2    6.3
2008    23.0    31.6    11.4
2009    -0.7    -4.9    -14.1
2010    54.3    20.4    10.8
       
Performance Data for Five Investment Companies 1996-2010

    Return    Standard Deviation    Beta    R2
Supreme Fund    2.96    21.3    .984    .818
Foresight Fund    10.56    17.33    .970    .881
Doxford Fund    8.42    20.93    1.169    .187
Epsilon Fund    8.05    24.04    1.224    .816
Free Top Fund    8.85    17.45    .668    .582

Case Questions:
1.    Calculate the necessary ingredients for the Durallax Fund that is needed for evaluating its performance, using the Sharpe, Treynor, and Jensen performance evaluation techniques.

2.    Rank Durallax along with the other five funds in Table 2 according to the Sharpe, Treynor, and Jensen techniques.  How do you reconcile any conflicts in rankings?

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GM03

Business Statistics
Assignment – I

Assignment Code: 2015GM03A1                                            Last Date of Submission: 15th May 2015
                                                  Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A

1.    Prof. Hardtack gave four Friday quizzes last semester in his 10-student senior tax accounting class as follows:

Quiz 1    60    60    60    60    71    73    74    75    88    99
Quiz 2    65    65    65    65    70    74    79    79    79    79
Quiz 3    66    67    70    71    72    72    74    74    95    99
Quiz 4    10    49    70    80    85    88    90    93    97    98

a)    Find the mean, median, mode for each quiz.

    b)     Based on the results obtained in (a) above, indicate the measure of central
        tendency you would like to use for each of the quizzes with reasons.    

2.     A biometric security devise using fingerprints erroneously refuses to admit 1 in 1000     authorized persons from a facility containing classified information. The device will     erroneously admit 1 in 10,00,000 unauthorized persons. Assume that 95% of those who     seek access are authorized. If the alarm goes off and a person is refused admission,     what is the probability that really authorized?

3.     Suppose the waiting time to get food after placing an order at a fast-food restaurant is     exponentially distributed with a mean of 60 seconds. If a randomly selected customer     orders food at the restaurant, what is the probability that the customer will have to wait     at least two minutes?

4.     A family has two children – one male child and the other a female child. Both the     children are grown up and their daily expenditure is believed to be normally distributed     with a mean of Rs.80 and Rs.60 for the male and the female child with standard     deviation of Rs.20 and Rs.10 respectively. Find the probability that the two child     together have an expenditure of more than Rs. 160.  

               
Section-B

Case Study

A car manufacturer who is producing cars at the rate of 4000 cars a month requires to procure ignition equipment from vendors. The company has a policy of placing orders for 12000 ignition equipment every time they order. The vendor has indicated that 3 % of the ignition equipment is likely to be faulty in each shipment. Since it is not possible to test each and every ignition equipment by the car manufacturer, the manufacturer decides to randomly sample 200 ignition equipment and if more than 2 of them are found to be defective the entire batch of order shall be returned back.

Case Questions:

a)      What sampling method would you suggest for the car manufacturer?
b)     What is the probability that the batch will be returned back to the vendor.



GM03
Business Statistics
Assignment - II

Assignment Code: 2015GM03A2                                             Last Date of Submission: 15th May 2015
                                                   Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A

1.      Last year television stations WXYZ’s share of the 11pm news audience was     approximately equal to 25%. The station’s management believes that the current     audience share is higher than last years 25% figure. In an attempt to substantiate this     belief, the station surveyed 400 11pm viewers and found that 146 watched WXYZ. Set     up the null and alternative hypothesis and test the same at 5% level of significance.     What is your conclusion?

2.     A retailer that sells home entertainment systems accumulated 10451 sales invoices     during the previous year. The total of the sales amount on these invoices as claimed by     the company is Rs.63,84,675. In order to estimate the true total sales for last year, an     independent auditor randomly selects 350 of the invoices and determines the actual     sales amounts by contacting the purchasers. The mean and standard deviation of the     350 samples sales amounts are Rs. 532 and standard deviation 168. Find the point and     interval estimate given that a 95% confidence is required.  Do you think that the sales     invoice claimed by the company are correct?

3.      One of the questions on the Business Week subscriber study was, “In the past 12     months when travelling for business, what type of airline ticket did you purchase most     often”. The data obtained are shown in the following table.

    Type of Flight
Type of Ticket    Domestic flights    International flights
First Class    29    22
Business / Executive class    95    121
Full fare economy /coach class    518    135

    Based on the above can it be concluded that type of ticket is dependent on the type of     flight taken. Use 5% level of significance.


4.     To study the effect of temperature on yield in a chemical process, five batches were     produced at each of three temperature levels. The results follow. Construct an analysis     of variance table. Use a 5% level of significance to test whether the temperature level     has an effect on the mean yield of the process.

    Yield
Temperature   
50degC    34    24    36    39    32
60degC    30    31    34    23    27
70degC    23    28    28    30    31


SECTION-B
Case Study
A research project was undertaken to determine if there is a relationship between the years of experience on the job (A) and efficiency rating of employees (B). The objective of the study was to predict the efficiency rating of the employee. The sample results are as follows:

Years of Job (A)    1    20    6    8    2    1    14    8    4    6
Efficiency rating (B)     6    5    3    5    2    2    4    3    3    4
                
a)      Which variable is the dependent variable?

b)      Find if there is correlation between the two variables and test the correlation     coefficient. (use 5% level of type I error) 

c)      Estimate the linear regression model. Do you think that the regression coefficient would     be significant at 5% level of significance.   Give reasons.

d)      Do you think the overall regression model would be significant. Give reasons.

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FM11
Financial & Management Accounting
    Assignment - I
Assignment Code: 2015FM11A1                                            Last Date of Submission: 15th May 2015
                              Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
1.     Discuss management accounting as an effective tool of financial control.
2.     What do you mean by cash from operating activities? How is it calculated?
3.     The “volume-cost-profit relationship provides management with a simplified framework for     organizing its thinking on a number of problems.” Discuss
4.     Recently a conference speaker discussing budgets & standard costs made the following     statement- “Budgets & standard costs are not the same things, they have different purposes &     are set up & used in different ways, yet a specific relationship exists between them.”
    In the light of above statement identify the similarities & differences between budgets &     standards.
Section-B
Case Study
Batty & Co. is currently working at 50% capacity & produces 10,000 units. At 60% working raw material cost increases by 2% & selling price falls by 2%. At 80% working raw material cost increases by 5% & selling price falls by 5%.
At 50% capacity working the product costs Rs.180 per unit & is sold at Rs.200 per unit. The unit cost of Rs.180 is made up as follows:
    Material                Rs.100
    Wages                    Rs.30
    Factory Overheads            Rs.30 (40% fixed)
Administration Overheads        Rs.20 (50% fixed)
Question:     Prepare a  marginal cost statement showing the estimated profit of the business             when   it  is operated at 60% & 80% capacity. Also calculate break-even points at             these levels.

FM11
Financial & Management Accounting
    Assignment - II
Assignment Code: 2015FM11A2                                               Last Date of Submission: 15th May 2015
                                Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
1.     What is Responsibility accounting? How is it associated with the goal of controllability?     Explain clearly main objectives & features of responsibility accounting.
2.     Principal budget factor (or limiting factor) is of vital significance to management.     Comment on     this statement, giving a list of such principal budget factors.
3.     What are the steps involved in managerial decision making?
4.     Explain the concept of relevant cost in managerial decision making. Also discuss the     effects of changing inventory levels on cost.
Section-B
Case Study

M/s Precision Company Ltd. (PCL) is in the business of making Fingertrips’ calculators. Fingertrips brand of calculators has a good reputation among students, office staff & college faculty for its quality & price. Its current market price is Rs.310 per calculator. Its unit cost structure is given as follows:
    Rs.
Direct material cost
Direct Labour cost
Variable overheads (including printing cost Rs.2 & packaging cost Rs.5)
Allocated fixed overheads     150
40
40
50
Total    280

The PCL was started three years ago. A market research had estimated a demand for 180000 calculators annually. The PCL was set up with an installed capacity of 200000 calculators. But even after three years the annual demand for Fingertrip calculators stood at 150000 units. The CEO of PCL, Bharm Dharan, was concerened about its future prospects. Meanwhile, he got an export order from Dutch Exim Ltd. (DEL), Netherlands, for 100000 calculators at Rs.260 per calculator.
DEL is in business of marketing stationery to schools & offices & has planned to start selling calculators as well. It would import the Fingertrip calculators but put its own brand name & would also take care of packaging to suit the local market requirements. Initially, it is one-year contract renewable depending on market conditions.
The CEO of PCL is interested in the order as it would help in utilizing the spare capacity of 50000 units. The marketing manager of PCL, Sonal agarwal, supports the proposal because the calculator would be sold in Netherlands under a different brand name, & the sale of Fingertrip calculator in the local market would not be adversely affected.
According to John Mathew, production manager, to increase the production capacity of 50000 units, a new machine, similar to the one being currently used, would have to be acquired. Two alternative machines are available in the market. The first machine could be leased at an annual cost of Rs.25 Lakh. The maintenance cost per year is estimated to be Rs.2 lakh. The second machine uses a new technology. It can be leased at an yearly rental of Rs.30 lakhs. However, the maintenance cost would be 1.5 lakh per year. The new technology based machine would also reduce the labour cost & variable overhead cost by Rs.5 & Rs.2 per calculator respectively.
The CEO asks the finance manager to carry out a financial analysis of the alternatives.

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DMM08

PRODUCT MANAGEMENT

    Assignment - I
    Assignment Code: 2015DMM08A1                                      Last Date of Submission: 15th May 2015
                             Maximum Marks: 100

Section – A (Each question is of 25 marks)

Ques1.    What are the various stages of Product Life Cycle? What are the major managerial implication and application of PLC?                                    (15+10)

Ques2. What is a new product development process? Discuss the various stages of NPD in detail with relevant examples?                                    (10+15)


Section – B Case Study (50 Marks)

In April 2010, when Philips Electronics India Ltd announced its plan to outsource its TV business to Videocon Industries, the decision came as no surprise. The five-year pact, under which Videocon is handling Philips's TV manufacturing, distribution and sales in India, is aimed at restoring the profitability of the TV business. Philips was once a dominant player in the segment, with a market share of around 15 per cent in the early 1990s, but business eroded as Korean and Indian brands grabbed market share. As volumes fell, the company struggled to run its TV factory in Pune efficiently. It took the third-party route to manufacture CRTs and imported LCD screens, but this didn't help. Then the company licensed the unit to Videocon.
Through the arrangement, Philips will get royalty income based on turnover. Videocon's economies of scale in manufacturing and its strong distribution network will help the Philips brand reach more outlets and reduce the cost per unit.

The downfall of Philips's consumer business - especially TV - began in the late 1990s. The reasons were beyond the control of the management. The entry of Korean chaebols such as Samsung and LG started eating into the market share of older players such as Onida, Videocon and Philips. Philips decided to stick to its usual strategy: relying on technology rather than strengthening distribution and marketing. It didn't want to compete with the Koreans on pricing, and thought the superior technology of its products, be it picture or sound quality, would stand out. "We took a conscious decision not to cut prices," says Kris Ramachandran, former CEO of Philips Electronics India.

In no time, the strategy flopped. The slow-moving Philips couldn't sustain its top position and its market share fell to some 3.5 per cent by 1999. After losing its relevance in the consumer business, Philips did take some steps to address the situation.

In early 2000, it roped in PwC to revamp its consumer product portfolio, set up new processes and overhaul the supply chain. After this, it launched a new range of CRT TVs under the brand name EyeQ. "The idea was to Indianise products to suit local tastes," says Rajeev Karwal, who headed Philips's consumer electronics division in 1999.

The new sets had 300 channels, as opposed to 60 channels in older ones. High-end plasma TVs were also introduced. "The earlier TVs were more suited for Europeans, who like the subtle colors. Indians, on the other hand, have a fondness for saturated and bright colors. The later versions of our TVs focused on targeting this issue," says S. Venkataramani, Non-Executive Director, Philips India.

"Philips was strong in innovation, but lacked aggressive marketing," says Karwal. "When I joined Philips, I brought in fresh blood to challenge internal systems. A country like India requires go-to-market strategies. We tied up with dealers and proved that the technologies of our Korean counterparts are no superior to ours."

Philips also rejigged its skills portfolio. Its workforce went from more than 11,000 in the early 1990s to around 3,500 by 2005. From six legal entities, it became one legal entity. "The focus was on reshaping the company to ensure sustainable, profitable growth," says Ramachandran. A 2001 survey by ad agency JWT further helped Philips improve its brand image. Although the brand was iconic in India for several decades with customers associating the transistor radio and incandescent bulbs with the Philips name, the survey found that people did not associate the brand with high-end technology.

So from 2001 on, most of Philips's ad campaigns emphasised the advanced features of its products. Gradually, the company reclaimed some lost ground. The TV market share went up to eight per cent in 2002.

Although Philips sustained its TV market share at around six per cent in the following years, it lost the way when it shifted focus from TVs to lower margin products such as DVD players, MP3 players and headphones.

When the consumer electronics and appliance market exploded - it went from Rs 20,000 crore in 2005 to Rs 33,000 crore in 2010 - Philips's revenues from the consumer business declined - from nearly Rs 1,091 crore in 2005 to Rs 659 crore in 2010. The revenue mix got overhauled. From over 42 per cent of turnover in 2005, the consumer business fell to some 28 per cent in 2010.

According to some senior executives, this was partly because the CRT division was given less importance at a time when the CRT market was growing in India. "Since the parent company exited the CRT industry in 2006, the Indian arm, too, showed little interest in the business, and it affected the growth momentum," says A.D.A. Ratnam, President of Philips India's consumer lifestyle division.

While the consumer business hit a brick wall, exponential growth in the lighting and health care segments kept Philips going. In lighting, the company has historically been the leader, with a market share of more than 30 per cent - more than twice that of its nearest competitors, Bajaj Electricals, Havells, Wipro Consumer Care and Lighting, and Surya Roshni.

"Whether it's CFL or LED technology, Philips is a pioneer in bringing lighting solutions to India," says Nirupam Sahay, President of Philips's lighting division. "We have a big distribution network and reach out to one million electrical and non-electrical outlets."

For professional lighting, Philips's client portfolio includes corporate and government customers such as Asian Paints, McDonalds India, Cognizant Technologies and Kolkata Municipal Corporation. In 2005, lighting accounted for slightly over 34 per cent of revenues. In the past five years, the company's dependence on this segment has grown - it now accounts for 51 per cent of Philips's revenues.

But even the lighting business has seen plenty of ups and downs. To streamline this segment, the company had to shut down a factory each in Kolkata and Mumbai in the late 1990s. Later, the dumping of Chinese lighting products affected its market share. Timely government intervention in the form of anti-dumping laws helped CFL manufacturers.

Today, Philips gets a big chunk of its revenues from audio video multimedia (AVM), which includes DVDs and home theatre systems. In fact, it leads the DVD market with a share of over 24 per cent. This, though, could be short lived. Sector experts say changes in the AVM industry will keep Philips's consumer electronics business under threat.

"The DVD market is dying," says Deepa Doraiswamy, Industry Manager for electronics and security at Frost & Sullivan South Asia & Middle East. "The transition to store movies and music on a pen drive is already occurring at a fast clip." Still, Philips is doing all it can revive its past glory. Product offerings across all three categories - consumer lifestyle, lighting and health care - have undergone a sea change. Starting with the launch of MP3 players in 2009, Philips has come out with new products, many of which target youth.

"India has a huge young population, so we decided our target customers should be 15 to 30 years old, because that's where buying is going to happen," says Ratnam. "We have to get into the Lifecycle of consumers earlier." It has launched devices priced as low as Rs 150. "The focus is to make products that are not over engineered and are easy to replenish," says Ratnam. "Youngsters don't want to hold on to a product for 10 years."

Philips has revamped its personal care portfolio, and introduced shavers, body groomers and epilators. It roped in John Abraham and Kareena Kapoor as brand ambassadors. This is the first time the Philips brand has been promoted by celebrities in India.

Since 2009, Philips has opened 75 exclusive 'light lounges' in 40 cities. They sell decorative home lighting products priced between Rs 575 and Rs 45,000. Besides, Philips has 750 'light shoppes' - shop-in-shops in stores such as the Future Group's HomeTown and Lifestyle International's Home Centre.

In 2011, Philips acquired leading appliances maker Maya Appliances, which owns the Preethi brand of kitchenware. "For each segment, Philips is trying to redefine the market," says Rajeev Chopra, Philips India's Managing Director and CEO.

Philips's record inspires little confidence in its comeback attempt. Philips lacks a clear cut strategy for India, says Karwal, the former MD. "They are like a bull in a China shop." Will the current strategies work? Does Philips lack a clear vision in India? Does it need to focus more on marketing efforts?

'All Is Not Lost For Philips'

The mantra for Philips's rejuvenation is more relevant products, better price points,and the will to fight: Y.L.R. Moorthi
Philips is first a technology company and then a marketing company. The reverse is true of Samsung and LG (though they enormously improved their products in the last decade). Philips should emulate the marketing aggressiveness of the Korean majors. Here’s how. The one thing that sets the Koreans apart from not just Philips but all other competitors is their speed of execution. Even tried and tested players like Nokia are not able to take the heat. The Korean majors brought their best products globally with little or no time lag to India. They managed to put up manufacturing plants in record time. They showcased their good products through savvy marketing (Golden Eye TV and umbrella health branding by LG). They recruited dealers at an astonishing pace in the early years. In the 1990s, it was Videocon that headed the table for dealer promotions.

In the new millennium, the Korean duo launched a promotion broadside that left little to chance. It touched all stakeholders  dealers, customers and even shop boys. All these are object lessons in marketing for competitors like Philips. Besides, there is a certain law of gravity in electronic hardware. Prices of electric goods always fall, be they laptops, VCRs, audio gadgets or mobiles. A company that doesn’t prepare itself for constant product upgrades and a simultaneous price squeeze will fall by the wayside. The Koreans excelled at this balancing act to lead the charts.
That said, all is not lost for Philips. At one point of time it was the benchmark of innovation in audio. Also, inspired leadership intermittently did boost market share in categories like DVD players for them. There are also bright spots like the lighting business and the acquisition of Preethi. Though a multinational, Philips is seen as a home-grown brand like Bata, Surf or Lifebuoy. Strangely, they never quite leveraged this strength. Thus the mantra for Philips’ rejuvenation is more relevant products, better price points, aggressive marketing and the will to fight. Maybe we can encapsulate the Philips story in just one line: past imperfect, future tense.
Y.L.R. Moorthi, Professor (Marketing), IIM Bangalore
________________________________________
'Milking A Dying Cow?'

Philips tried to revive its profitability by focusing on the bottom line and neglecting its strength: innovation: Ankan Biswas
As a brand, Philips was very strong in India till the end of 1990s. A 1997 survey showed that brand awareness was higher for Philips than Coca-Cola. Today, the Philips brand has little significance among youth – the most important market. Its brand dilution happened globally, at a different pace in different regions. Although it started as a lighting company, consumer electronics became its face. It was R&D, not marketing, that gave the brand its strength. Inventions such as the cassette tape, CD and 100Hz TV kept Philips in a leading position in consumer perception.

As the market became competitive and margins razor thin, Philips started losing money in consumer electronics. Philips CE tried to revive its sagging profitability by neglecting its strength: it focused on the bottom line and marketing without strengthening innovation. Its consumer electronics patent pool steadily eroded over the last decade. It tried one strategy after another but failed.

Many of its divisions were connected with consumer electronics, such as semiconductors and components. Philips got rid of these as they did not fit into its new game plan. The last nail in the coffin is the licensing of the TV brand to its lesser competitors. The strategy of milking a dying cow does not augur well with consumers.

Philips strategy today is to become a leader in health care, and retain its top position in lighting with new technologies such as LED. Managing LED will bring back challenges similar to those of the semiconductor division. Philips used its global strategy in the Indian market scenario where the dynamics are different. While Korean brands invested in manufacturing in India, Philips closed its plants. While the Koreans developed India-specific models, Philips tried to introduce expensive models with a bit of tinkering, ruining a once vibrant brand. The brand transformation of Philips is a lesson for all marketers.

Ankan Biswas, Chairman, Digital Broadcast Council, Consumer Electronics and Appliances Manufacturers Association
3.     Case Questions:   

    a.     Why firms like Philips should seek to develop a wide portfolio of products?    (10)
    b.     Discuss advantages and disadvantages of the strategy of outsourcing used by Philips?                                                    (15)
    c.    “ Philips  is   milking   the  dying   cow”   discuss   with  reference to the product life cycle             stage?                                               (15)
    d.     Development of products is based on target consumers. Discuss with reference to the             above case.                                            (10)



DMM08

PRODUCT MANAGEMENT

    Assignment - II

Assignment Code: 2015DMM08A2                       Last Date of Submission: 15th May 2015
                               Maximum Marks: 100

Section – A (Each question is of 25 marks)
Q1.    What basic strategies are available to the marketing manager for handling product at     maturity stage?                                         
Q2.     Explain diffusion theory and suggest its implications for launching new products?     

Section – B Case Study (50 Marks)
TASP Security Software was in a serious trouble. Its flagship product for database security, the “Knowledge Keeper”, was replicated by vicious competitors. Due to historical innovation, the company kept its leading role in the market, but the competition gained a growing market share, and all the products were deemed as equal.
The cruel analysts, having no technological understanding, were spreading rumors that “Knowledge Keeper” market is commoditized, an euphemism implying any kid can implement it, and that the price is going to dive soon.
Arnold, the product manager, quickly diagnosed the problem and announced a new concept that will highlight the unique capabilities of “Knowledge Keeper”. The concept will be branded as “The Divider” and will bring to light the “Knowledge Keeper” technological supremacy.  Since the quarterly financial reports were coming along he ordered the developers to “get it done” in four months.
Sigourney, the group manager, was furious:  ”Such a product cannot be shipped in four months. We are in the midst of infrastructure projects that we’ll solve the global warming problem! How am I supposed to create a new product with no headcount? – it contradicts the law of energy conservation”.
The developers joined the fury: “How can we code “The Divider” with no definition of its capabilities?  We cannot develop a product based on a vague, fuzzy management concept”. 
Still, Sigourney approached the task with faith and agility. Having no programmers available, she assigned Ron to the job. Ron was recruited as chief internal security officer, to educate the employees to guard internal information and develop new security guidelines. When he was recruited, he declared he is tired of programming and he wants to focus on research.  However, Sigourney remembered that Ron is a Wizard coder from the Amiga assembly days. The rumor was that he made the juggling balls, in the Amiga famous demonstration, disappear into the juggler’s mouth.
Mark, a developer from a different group, was added to help Ron in the task. He did not report to Ron, but the task importance was clearly explained to him and his manager.
Since the time was short, Sigourney decided to focus on five existing product features that were never shown in the user interface. The features were hidden, and it was only possible to activate them by manual changes in obscure INI files. It was also decided to develop a new “SQL Guardian” to validate all the SQL instructions sent to the database are indeed legal.
Sigourney and Ron passionately started working on the task. Ron demanded a requirement document from Arnold, the product manager. Since Arnold was busy handling existing customers’ escalations, everyone agreed the development team would create a mock-up of the UI and Arnold would provide feedback on it. Since most features existed for many years, they decided a detailed design for “The Divider” is not needed.
Work progressed quickly. The team realized the importance of the project, but was somewhat frustrated with the minimal resources allocation. Oberon, the director, reassured them: “We are in an initial phase, if the product succeeds, additional people will be added. Right now, you just need to add few dialogs and text to features we had for the last three versions”.
After six weeks, problems began to raise their ugly head. The mockup was progressing slowly. The GUI developer, coming from another group, was not sure what exactly he is supposed to do. His attempts to get clarifications form Ron got a very slow response, as Ron was busy coding “SQL Guardian” which was the most interesting part of the project. Coming from information security background, he made certain that all the smallest vulnerabilities are blocked, even for DB2 and CA-Ingres. Trying to create the perfect SQL parser resulted in a major setback in the project.
To save the day, Arnold presales tasks were moved to the support department. Arnold worked directly with the UI developer to define the dialogs. The mockup was presented to key customers and sales executives and received great feedback.
Three months along the development, the QA department started warning:”If we don’t get a stable version of the product, there is no way we can complete the testing on time for shipment”.
While Ron worked on the new features, Mark was supposed to integrate the old ones in the new UI. Due to urgent problem in his other group projects, his progress on “The Divider” was quite slow. Although he enjoyed developing new code instead of fixing old bugs, written by the company founders, it was hard to get rid of the obnoxious customer tickets.
Sigourney called for an emergency discussion. “We have to give something to QA. Even if it is not perfect, they can start playing with the product and open bugs.  We’ll inform them on the current limitations and they can work around them”
Ron responded “We didn’t code the GUI-engine communication layer yet!” Sigourney shouted at him: “They can configure it with INI files as far as I’m concerned, by the end of the week we are delivering a version to QA”.
Two weeks later Ron sent an initial version to QA. The testers vigorously began opening bugs with hilarious titles: “Nothing Works!”, “GUI Crashes Every 46 Seconds” ,”Spelling Mistakes in Non Existent Help Screens”. The coders raged about QA’s inability to overcome transitory hiccups, and silently ran to fix the problems. 
An improved version with most of new features was deployed to QA after a two month delay. Surprisingly, it turned out the old, “existing” features the divider was supposed to expose are hardly working. Since they had no user interface the testers “forgot” to check them.  It seemed customers were not using the protections either.
The default setting for the innovative protections was set to off, as it raised too many false alarms.  Since there was no visible way to turn them on, only the most advanced and innovative, paranoid customers implemented the protections.
To make things worse, no support tickets were open as well, and the CMO was convinced the product is top notch.
Sigourney shouted at Ron:”How can you provide a product that’s not working? Did you ever test it yourself before deploying to QA? “Ron, who wasn’t the quiet type, responded: “I own the SQL Guardian” that works smoothly. The “Data Crusher” was written by the company founder five years ago and you can talk to him about it. I did not join this company to be a code monkey. You are throwing undefined tasks at me, stealing Mark for other projects and then wonder why things break.  I will not stand this hypocrisy”.
Rumors of the problems reached Oberon, the director. He moved three additional developers to help the project. Although Ron felt the project is running out of control, bugs were fixed at a much higher rate. The director ran a daily status meeting to monitor the development and reprioritize trivial bugs. He kept the team confident :”Microsoft ships with many bugs and they still rule the world”,” In a 1.0 version  customers are forgiving for minor problems”.
The marketing department published a passionate release note regarding the innovative new concept TASP security will present in. The stock rose and the sales team was energized. The entire R&D helped and people worked around the clock. Following three months of intense work, a Go-No-Go dissuasion was held with QA, R&D and product management.
QA felt the product is not mature enough, but the rest of the team ignored them. There wasn’t a single product they ever approved, not even the successful “Knowledge keeper” .The exhausted Sigourney felt the product is ready and people got tired of the repeating delays. Five months later than the original plan, the pressure was mounting to go ahead and release.  Ron was the only opposition, and refused to be responsible for the results. Oberon considered all the options and decided to ship. To comfort Ron all the limitations will be listed in a ten page long release notes paper.
3.    Case Questions:

a.    What are the key issues in this case?                                 (15)

b.    The Company needs to resolve Human resource problems rather than IT problem. Discuss.                                                     (15)

c.    If you were the director, suggest measure you would have undertaken to resolve the problems.                                                (20)

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DIS11

Systems Management

Assignment - I
   
Assignment Code: 2015DIS11A1                      Last Date of Submission: 15th May 2015
                                                                                                     Maximum Marks: 100

Section A (50 Marks)

Q1. Describe various factors needs to be considered while designing IT organizations?

Q2. Discuss the benefits of using Consultants and Contractors.


Section B (50 Marks)

Attempt all the questions given at the end of the Case. All questions carry equal marks.

REDESIGN OF WEBSITE BY FITWELL INC.


FITWELL Inc. has turned to collaboration software to transform its World Wide Web site into an interactive experience and keep its customers coming back. Along the way, it has reduced the hassles involved in updating the ever-changing contents of the Web site.

The sport shoe and sports apparel manufacturer recently redesigned their Web site using Radnet WebShare, a Web-based groupware system. FITWELL is using the built-in electronic-mail hooks, discussion groups, bulletin boards, and E-mail postcards to make the site far more interactive than when it debuted over 10 years ago, according to the FITWELL’s director of net-marketing.

The goal was to create a Web site that fostered a community of users, the Director said. “If you just try and use the Web to sell them products, something is missing,” he said. The site gets about 800,000 hits per day, and the company has signed up about 25,000 site members.

FITWELL currently offers four micro sites, each devoted to a particular fitness category, where customers can get profiles of athletes and training tips from coaches. But visitors who fill out a profile form in which they list their favorite sports will get customized workout tips, news updates about their sport, and other information on future favorite athletes. A Java-based sports ticker component that will let FITWELL push game scores and sport stories to visitors is also in development.

“Delivering customized content via Web sites is still pretty rare but extremely valuable to companies like FITWELL that will sell to mass market,” said an analyst at a global market research agency. It is particularly key for FITWELL, “which is probably marketing to a younger audience that is looking for a fair amount of glitz,” he said.

FITWELL chose WebShare because it provides the capability for FITWELL employees to update the contents of a Web page – for example, modifying the address of a distributor or adding a recent interview with a sports figure -–using a Web browser. And the workflow features in WebShare help FITWELL manage the contents of its site.

FITWELL’s marketers can update information and pass those changes to the appropriate people automatically using a workflow program. Previously, updates to the site had to be coordinated through FITWELL’s Internet service provider. The kind of do-it-yourself updating that FITWELL now enjoys is one of the main advantages of using a Web-based collaboration development tool such as WebShare.

Questions:
1.    Why is FITWELL redesigning their Web site?
2.    Do you agree with FITWELL’s changes to their Web site? If yes, why? If no, do you foresee any drawbacks in the change management process?
3.    What are the key steps required in developing a change management process? Illustrate with above case example?
4.    Attempt an assessment worksheet for change management at FITWELL.













DIS11

Systems Management

Assignment - II
   
Assignment Code: 2015DIS11A1                      Last Date of Submission: 15th May 2015
                                                                                                     Maximum Marks: 100

   Section A

Q1. Describe the key steps required in developing a Change Management Process?

Q2. Define Storage Management? What are the desired traits of a Storage Management
       Process Owner?

Section B
                                                                                                                       Maximum Marks: 100

Attempt all the questions given at the end of the Case. All questions carry equal marks.


KEEPING SYSTEMS MANAGEMENT HEALTHY AT HEALTH SUPPORT SYSTEMS

Health Support Systems (HSS) is a company that sells and supports information systems to health organizations. When it was founded 30 years ago, HSS was fairly small. But today, with over 30 branch offices, 6000 employees, more than 2700 customers, and revenues of about $900 million, HSS has expanded to the point where it could not be served by just one systems management tool.

Twelve years ago, mainframes formed the core of the company’s operations. But as the company and its customers began turning to client/ server solutions, it became apparent that the same type of all-encompassing systems management too available for the mainframe environment would be harder to implement, says Malik Ibrahim, HSS’s senior manager of information systems and operations.

“We have approximately 900 customers running their applications from our data centre, and as we started developing client/server applications, our customers, who were used to a high level of service on the mainframes, wanted that same level of service for client/server applications,’’ Ibrahim said.

So today, HSS uses Unicenter TNG by Computer Associates to manage client/server operations for hundreds of customers, as well as on 300 internal network servers. The Unicenter Software is a cross-platform performance management system that helps clients and third part vendors create IT management applications that run smoothly.

Ibrahim says one of the biggest benefits of moving to Unicenter TNG has been increased efficiency. “We had eight people dedicated just to make sure the severs were up and running, and they were limited in what they could do because just making sure everything was functioning took  all of their time,” Ibrahim said.

Before Unicenter TNG, he says, “we can look across the server farm at things like memory utilization, do training, and generate reports. In one case, we found that one of our servers was being utilized only 5 percent of the time and we were able to consolidate that server with other workloads. That was one of those things where, unless you were having people check in on a daily basis, the problem would go undetected.”

Questions:
1.    What are some of the challenges of client/server systems performance management comparing to managing mainframe systems?
2.    How does Unicentre TNG help HSS in their client/server systems management?
3.    Discuss key issues in applying systems management processes to client/server environment using the case problem given above.
4.    What emerging scenario you envisage for Systems Management at HSS in next 2-3 years?

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DHR11
Wages & Salary Administration
Assignment - I
Assignment Code : 2015DHR11A1              Last Date of Submission : 15th May 2015
                                                            Maximum Marks: 100

Note:
1.    This assignment is divided in two sections, each of 50 marks.
2.    Section A has two essay type questions, each of 25 marks.
3.    Section B has a Case Study. Attempt all the questions given at the end of the case.   All questions carry equal marks.

Section A

1.  i)    Discuss the various factors that may influence an organization's compensation strategy.
ii)    Explain what is meant by equity and how it is an important consideration in compensation.
(15+10 Marks)

2.    i)    Discuss the concept of job evaluation, including the most common methods used by
organizations.

ii)    Explain the philosophical basic assumptions behind variable pay plans.
(15+10 Marks)

Section B
Case Study:
In a speech to the employees, the chairman of Praveen Metals said that to survive in the dynamic market, they must be able to switch gears and perform differently in response to change. According to him, traditional job titles and descriptions indicated a restricted set of work duties. Paying employees according to these structured duties led to rigidity during times of change. Paying employees according to their competencies seemed to be a more rational approach, allowing the organization to speedily change employee assignments and motivate their employees to gain skills and become more valuable. The workers would be motivated as they were being paid according to their skill sets.
The chairman felt that by doing this, the employees would gain some control over their pay. All in all, such a pay system had the potential of being more motivating as well as of retaining employees. More motivated and performance-oriented employees would be drawn to such a system because it allowed them to realize their potential. Such people were often the high achievers and effective employees.
The management initiated skill-based pay in the organization, replacing the earlier system of job grades based pay. During this transition, employees assisted in writing skill definitions and benchmarking skills. Jobs, based on job scope and complexity, defined the benchmarked competencies. The company conducted training sessions and made sure that employees understood the new system.
Supervisors and team leaders assessed employee application of knowledge. If employees were applying skills beyond their designated skill base pay level, the supervisors initiated certification and approval processes to promote them to the next higher level. If employees’ performance was below the standard, their pay remained the same. However, the supervisor and the employee were required to establish a training plan of action.
After a year of operation, employees were asked to provide inputs in three areas: (1) access to training and job rotation, (2) how well they understood the new plan, and (3) their view of advancement under the new plan. After the implementation, the following results were identified. Employees who had a positive perception of their access to training and job rotation during the first year of the new pay plan, were also satisfied with their skill based pay in the second year. Employees who understood the new plan in year one were also satisfied with their skill based pay benefits in year two. Overall, these employees felt that the system was fair. So, from these findings, the management found that both employee understanding of the pay system and their being able to affect their pay through access to training and job rotation were important for the success of the skill-based pay plan.
Questions:
a) The chairman suggested the replacement of job grades. Can you suggest some of the modern approaches to wages and compensation determination?
b) According to the Chairman, employees do not have control over their pay by using the traditional approach. Is it possible for employees to have control over their pay? 
(25+25 Marks)

DHR11
Wages & Salary Administration
Assignment - II
Assignment Code : 2015DHR11A2                   Last Date of Submission : 15th May, 2015
                                                                             Maximum Marks-100

Note:
1.    This assignment is divided in two sections, each of 50 marks.
2.    Section A has two essay type questions, each of 25 marks.
3.    Section B has a Case Study. Attempt all the questions given at the end of the case.   All questions carry equal marks.
Section A
1.  i)        Briefly outline the steps involved in developing a pay structure..

ii)    What are the key components of group level diagnosis? Discuss how the absence
of any one of these components can impact outputs.         (15+10 Marks)
                               
2. i)      Explain how executive compensation differs from the compensation packages provided for other employees in the organization.  Identify the major criticism regarding executive compensation in India today.

ii) Under what conditions are customer-centric structures appropriate? What
challenges does this type of organization structure face and why?
                                    (15+10 Marks)   
Section B
Case Study:

The northern division of Gautam  Appliances met every month to analyze its targets and the actual sales. Shravan Kumar, a jovial and friendly manager who was respected by all the sales personnel headed the meeting. His suggestions and other contributions during the meetings always helped sales personnel exceed their targets. He also gave a patient listening to employee problems and suggestions. During one such review meeting, one of the sales executives, Pavan Kumar, raised the issue of the uniform compensation system being  implemented by the management. He felt that despite their achieving a greater percentage of the sales than the southern division, they were not being compensated appropriately. The incentives being received by the employees of both the regions were also the same. There were times when the northern division achieved double the sales of the southern division. But, the management did not recognize or acknowledge this. Pavan felt that it was demotivating for them to work hard and put in extra effort when the other division was not matching their performance, but were getting the same compensation.
Shravan explained his inability to provide a solution to the problem as it was an organizational issue.  He told the employees that despite his suggesting to the management that they adopt the performance-based variable pay system, they had not considered it. He said the management believed in the standard pay system based on the number of days the employees worked. However, he assured the employees that he would put forward this suggestion to the top management at the next meeting. The meeting was adjourned and the sales personnel left the room in a state of hope.
After a month, when the staff assembled again for the review meeting, Shravan was not his usual jovial self. The employees realized that the management had not reacted positively to the idea of performance-based compensation packages. Shravan tried  to convince the employees that the management was looking into this issue and would resolve it as quickly as possible. However, even two months later the sales personnel did not receive any information from the management on this issue. The next two months saw a very high employee turnover rate in the northern division of Gautam Appliances. The employees who remained also did not put in their best efforts. Their sales performance came down drastically. At the monthly meetings, the top management questioned  Shravan about the poor performance and the high employee turnover. Shravan made it clear to the management that even at this stage if they did not consider rewarding the employees for their performance, they would be losing a valuable employee base. He suggested that they should at least consider giving employees incentives to reward their performance. After two days, Shravan was called and asked to present his views on designing an appropriate performance-based compensation system for the organization.

Questions:

(a)    The organization was following the traditional method of compensation. What are these methods and how do they function?
(b)     Shravan requested the manager to provide the employees with at least incentives based on the targets being achieved. What are the various incentive schemes that can be implemented?
                                        (25+25 Marks)   

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POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)
FOR PROGRAM CODE: B1, 42, 75, P3,89
S. NO     SUBJECT CODE     SUBJECT
1     FM02     MANAGEMENT CONTROL SYSTEMS
2     FM03     SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT
3     FM04     INTERNATIONAL FINANCE
4     FM05     CORPORATE FINANCE
5     FM06     MANAGEMENT OF FINANCIAL SERVICES
6     FM11     FINANCIAL AND MANAGEMENT ACCOUNTING
7     FM12     FINANCIAL MANAGEMENT
8     GM02     ECONOMIC AND SOCIAL ENVIRONMENT
9     GM03     BUSINESS STATISTICS
10     GM04     MANAGERIAL ECONOMICS
11     GM06     BUSINESS LAW & CORPORATE GOVERNANCE
12     GM07     RESEARCH METHODOLOGY
13     GM11     MGMT. FUNCTIONS & ORGANIZATIONAL BEHAVIOUR
14     GM12     BUSINESS COMMUNICATION
15     GM13     ENTREPRENEURIAL MANAGEMENT
16     GM14     STRATEGIC MANAGEMENT & ETHICS
17     HR01     HUMAN RESOURCE MANAGEMENT
18     HR02     ORGANIZATIONAL BEHAVIOUR
19     HR03     PERFORMANCE MANAGEMENT
20     HR04     TRAINING & DEVELOPMENT
21     HR06     INTERNATIONAL HUMAN RESOURCE MANAGEMENT
22     HR07     MANAGING CHANGE THROUGH ORGANISATIONAL DEVELOPMENT
23     HR08     MANAGERIAL LEADERSHIP
24     IB02     INDIAN FOREIGN TRADE
25     IB03     IMPORT EXPORT DOCUMENTATION
26     IB06     INTERNATIONAL BUSINESS
27     IS01     INTRODUCTION TO INFORMATION TECHNOLOGY
28     IS04     COMPUTER NETWORKS
29     IS05     FUNDAMENTALS OF E-COMMERCE
30     IS06     SOFTWARE ENGINEERING
31     IS07     DATABASE MANAGEMENT
32     IS09     MANAGEMENT OF INFORMATION TECHNOLOGY
33     MM01     MARKETING MANAGEMENT
34     MM02     SALES AND DISTRIBUTION MANAGEMENT
35     MM03     ADVERTISING AND BRAND MANAGEMENT
36     MM04     INTERNATIONAL MARKETING MANAGEMENT
37     MM05     MARKETING OF SERVICES
38     MM07     CONSUMER BEHAVIOUR
39     OM01     OPERATIONS MANAGEMENT
40     OM02     TECHNOLOGY MANAGEMENT
41     OM03     PROJECT MANAGEMENT
42     OM05     SUPPLY CHAIN MANAGEMENT
43     OM08     QUALITY MANAGEMENT
44     OM09     OPERATIONS STRATEGY




ASSIGNMENTS
POST GRADUATE DIPLOMA IN INFORMATION TECHNOLOGY MANAGEMENT (PGDITM)
FOR PROGRAM CODE: 01, 02, 07, 08, 56, 59
S. NO     SUBJECT CODE     SUBJECT
1     FM03     SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT
2     FM12     FINANCIAL MANAGEMENT
3     GM03     BUSINESS STATISTICS
4     GM11     MANAGEMENT FUNCTIONS & ORGANIZATIONAL BEHAVIOUR
5     HR06     INTERNATIONAL HUMAN RESOURCE MANAGEMENT
6     HR07     MANAGING CHANGE THROUGH ORGANIZATIONAL DEVELOPMENT
7     HR08     MANAGERIAL LEADERSHIP
8     ITM101     MANAGEMENT INFORMATION SYSYTEMS
9     ITM102     OPERATING SYSTEMS
10     ITM103     ACCOUNTING INFORMATION SYSTEMS
11     ITM104     WEB APPLICATION DEVELOPMENT
12     ITM201     COMPUTER NETWORKS
13     ITM202     DATABASE MANAGEMENT
14     ITM203     MARKETING INFORMATION SYSTEMS
15     ITM204     SYSTEM ANALYSIS AND DESIGN
16     ITM311     DATA STRUCTURES, ALGORITHMS & PROGRAMMING
17     ITM312     OBJECT ORIENTED ANALYSIS & DESIGN
18     ITM313     KNOWLEDGE MANAGEMENT
19     ITM314     NETWORK SECURITY MANAGEMENT
20     ITM315     SOFTWARE QUALITY MANAGEMENT
21     ITM316     IT GOVERNANCE
22     ITM321     IT APPLICATIONS IN RETAIL BANKING
23     ITM322     IT APPLICATIONS IN NON-BANKING FINANCIAL SERVICES
24     ITM323     PROJECT FINANCE
25     ITM324     DEVELOPING FINANCIAL PORTALS
26     ITM325     FINANCIAL ENGINEERING
27     ITM331     FUNDAMENTALS OF RETAILING
28     ITM332     IT APPLICATIONS FOR MERCHANDISING
29     ITM333     IT APPLICATIONS FOR RETAIL SUPPLY CHAIN MANAGEMENT
30     ITM334     BUSINESS INTELLIGENCE
31     ITM335     ECRM
32     ITM336     e-RETAILING
33     ITM341     ADVANCED OPERATIONS RESEARCH
34     ITM342     IT APPLICATIONS FOR FACILITY PLANNING
35     ITM343     CHANGE MANAGEMENT & BUSINESS PROCESS RE-ENGINEERING
36     ITM344     PROJECT MANAGEMENT
37     ITM345     IT APPLICATIONS IN SERVICE OPERATIONS
38     ITM346     SUPPLY CHAIN MANAGEMENT
39     ITM351     PERFORMANCE MANAGEMENT SYSTEMS
40     ITM352     TRAINING & DEVELOPMENT SYSTEMS
41     ITM353     HUMAN RESOURCE INFORMATION SYSTEMS
42     ITM401     SOFTWARE PROJECT MANAGEMENT
43     ITM402     DATA WAREHOUSING & DATA MINING
44     ITM403     ENTERPRISE RESOURCE PLANNING
45     ITM404     INFORMATION RISK MANAGEMENT
46     ITM405     e-COMMERCE
47     ITM406     ENTERPRISE APPLICATION INTEGRATION
48     OM01     OPERATIONS MANAGEMENT


PROFESSIONAL DIPLOMA IN MANAGEMENT (OPERATIONS SYSTEMS)
FOR PROGRAM CODE: C2
S. NO     SUBJECT CODE     SUBJECT
1     ITM341     ADVANCED OPERATIONS RESEARCH
2     ITM342     IT APPLICATIONS FOR FACILITY PLANNING
3     ITM343     CHANGE MANAGEMENT & BUSINESS PROCESS RE-ENGINEERING
4     ITM344     PROJECT MANAGEMENT
5     ITM345     IT APPLICATIONS IN SERVICE OPERATIONS
6     ITM346     SUPPLY CHAIN MANAGEMENT


PROFESSIONAL CERTIFICATE IN MANAGEMENT (OPERATIONS SYSTEMS)
FOR PROGRAM CODE: 45
S. NO     SUBJECT CODE     SUBJECT
1     ITM341     ADVANCED OPERATIONS RESEARCH
2     ITM342     IT APPLICATIONS FOR FACILITY PLANNING
3     ITM343     CHANGE MANAGEMENT & BUSINESS PROCESS RE-ENGINEERING
4     ITM344     PROJECT MANAGEMENT
5     ITM345     IT APPLICATIONS IN SERVICE OPERATIONS
6     ITM346     SUPPLY CHAIN MANAGEMENT


ADVANCED CERTIFICATE IN MANAGEMENT (ACM)
FOR PROGRAM CODE: 01, 02, 07, 08, 56, 59
S. NO     SUBJECT CODE     SUBJECT
1     DFM03     SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT
2     DFM04     INTERNATIONAL FINANCE
3     DFM10     FINANCIAL RISK MANAGEMENT
4     DFM15     BUSINESS ANALYSIS AND VALUATION
5     DHR06     INTERNATIONAL HRM
6     DHR10     INDUSTRIAL RELATION & LABOUR LAWS
7     DHR11     WAGES & SALARY ADMINISTRATION
8     DHR12     ORGANISATIONAL CHANGE AND DEVELOPMENT
9     DIS04     COMPUTER NETWORKS
10     DIS08     KNOWLEDGE MANAGEMENT
11     DIS11     SYSTEMS MANAGEMENT
12     DITM01     INNOVATION & TECHNOLOGY MANAGEMENT
13     DMM05     MARKETING OF SERVICES
14     DMM06     INTERNET MARKETING
15     DMM08     PRODUCT MANAGEMENT
16     DMM09     CUSTOMER RELATIONSHIP MANAGEMENT
17     DOM03     PROJECT MANAGEMENT
18     DOM05     SUPPLY CHAIN MANAGEMENT
19     DOMM01     MANUFACTURING MANAGEMENT
20     DRM01     SAMPLING METHODS AND TECHNIQUES
21     DRM02     HYPOTHESIS TESTING
22     DRM03     DATA EDITING AND CODING
23     DRM04     INTRODUCTION TO SPSS
24     DSCM01     LOGISTICS & SUPPLY CHAIN MANAGEMENT