XLRI GMP Mumbai Placements in Economic Times

XLRI GMP Mumbai Placements in Economic Times

Reproducing text here

After a gap of a year, Xavier Labour Relations Institute (XLRI) will be visiting Mumbai to hold a campus placement week for the students of
its one-year general management programme for working professionals.

Jamshedpur-based XLRI is organising its last leg of placements in Mumbai at St Xavier’s College from March 3 to 6, 2010, and is hopeful that all the students will get placed in four days.

Last year, the institute, known for its programme on personal management, was forced to drop its Mumbai visit due to a lukewarm response from India Inc, which was suffering the effects of the economic slowdown. However, it’s a different story this year. “With the economy changing gears and heightened interest among corporates for hiring, we are visiting Mumbai for final placements,” says associate dean Pranabesh Ray.

Of the batch size of 96 students, 25 students have been placed so far. The placements began in the second week of January. The average salary offered till date is around Rs 15 lakh compared to Rs 13.5 lakh per annum in 2009.

Responses from core sector and information technology companies have picked up this year. Companies in the financial sector too are showing interest. About 15 companies have visited the campus so far. Among them are Apollo, SAP, TCS, Mahindra Satyam, Tech Mahindra, Biocon, Wipro Infotech, Daimler and a few Tata Group companies.

“There is more demand for domain consultants and business development roles in IT companies this year,” says professor Rajiv Misra, chairman, placements. The roles offered are at senior levels like practice lead, assistant VP, directors, general manager, among others. The average experience of the batch is around seven years, and half the batch has an average international work experience of three years.

Tata Steel XLRI Peace Run

 

People of Jamshedpur came out in large number to participate in the Tata Steel XLRI Peace run on 21 Feb morning at 0700 Hrs. The atmosphere was electrifying and one could see people of all ages and sections of society coming out to show their solidarity and support the cause of Peace. The event was organized by CIIYi of XLRI.
The race had three categories for participation-

Tata Steel XLRI Peace Run Short Route (1 km in distance)

Tata Steel XLRI Peace Run Long Route (5 km in distance)
Among the 5 prizes, three were bagged by GMPians-
1. 1st Men - Shreerang Joshi
2. 1st Women - Deepti Chand

Tata Steel XLRI Peace Run Long Route Group (5 km in distance)
1st Group – Ankit Chordia, Bahvin Dalal, Suraj Kumar Singh

However, we managed to win among the XL group. The real winners were children from Tata Sports Academy who beat even the prize winners in our group comprehensively. Kudos to their spirit! With the faculties, families and students coming out in large numbers, the event was a great beginning to the Sunday.

But in GMP, we not only work hard but party even harder. So the same evening, the winners threw up the party for the batch. The party gave a breather to students reeling under the pressure of placements and studies.

XLRI GMP Brochure

Xlri Gmp Brochure2010

View more documents from XLRI, Jamshedur.

A Setu for budding Enterpreneurs

Mr. Vijay Shukla delivered a guest lecture to GMP class of 2010 on Entrepreneurship. He is alumnus of IT, BHU and XLRI Jamshedpur.
He started off his career with GSK then moved to E&Y before setting up his first venture, VALUE FIRST.
He later on founded second company by the name of EDUVISOR. Both these companies are running successfully.
His latest venture is very interesting concept "SETU VENTURES", in which he helps entrepreneurs set up businesses.

Defence deals:Can MNCs get the deal by making the deals B2C?

The purchase of a high involvement product is fairly different from the purchase of a low involvement product. Marketing strategies talk about post purchase dissonance for individual customers but rarely about the dissonance when the customer is a Nation. Incidentally, no government would display any post purchase dissonance due to the fear of facing the nation’s wrath. So a big ticket deal by a developing country does not end up being the dream script of movie writers.

In India, defense deals become a topic of mass consumption only when there are stories of kickbacks associated with them. For the billion plus of Indian population, the wedding at a politician’s residence is a more popular read than a multi billion deal concerning the security of the nation. Many defense equipment manufacturers have been lobbying along with their respective governments to persuade Indian government to buy their products.

In a product as sophisticated as a defense equipment and a deal so complex, is it actually possible to influence the decision makers? Well, I cannot comment on other nations but it is possible in India. A media campaign can create enough fury and flurry of responses to ensure that a Jessica Lal murder case is reopened. A Tata Nano can make the nation feel proud and sell without advertisements. The catch lies in connecting with the ordinary citizens of the Indian Democracy-they react, comment,decide and deliver. Well, India does not take a referendum on defense issues, but once a topic connects emotionally to Indians and comes in media glare, it becomes very difficult for the decision makers to take a decision favoring some Company or nation. Surprising but true, appealing to the emotions of the Indian citizens is the key to strike the defense deals in India.

This brings us to one of the biggest defense deals in the world .The sale of Medium Multi Role Combat Aircraft(MMRCA) to India in a deal which can go up to US $ 10.5 billion. The decision makers in this MMRCA deal are the bureaucrats, Indian Air Force and finally the government of India. So is it possible to influence them by marketing? I believe if the Aircraft manufactures want a fair chance, they need to re think their strategies. India defies conventional wisdom when it comes to many a things.So who is the aircraft manufacturer that should be actually worried? The manufactures like Saab from Sweden who is pitched against the likes of Lockheed Martin, backed by the US government.

I will take the case od Saab Company to develop my strategy.The timing could have never been better for Saab. As the deal gets into the ‘Slog overs’ it is the ideal time to fire the final salvo. But guess what, the likes of Saab have to take the battle to the living rooms of India, something unheard of with defense deals. For an average Indian, a MMRCA is like a commodity, he wouldn’t know much about a twin engine or single engine aircraft. But if this uninterested Indian can be influenced, Saab will definitely have a fair chance in the game.

Let me discuss how Saab can plan its marketing and business strategy for clinching the MMRCA deal. Among all the competitors, Saab is a small fry which is facing financial difficulties. Among the six types of aircraft in consideration, only a deal with one of the two-Gripen and F-16 IN can leave India with a consumer surplus against the sanctioned budget of US $10.5 Billion. Amongst all countries in the race, Sweden is the least aggressive ones in selling its case. Indian government may be sensitized into diversifying its risk given that Boeing is now being awarded the contract of C-130 aircrafts. No other defense equipment excites Indians the way a fighter aircraft does. Fighter aircrafts stir emotions in the rich and masses alike in India. I recommend the following objectives of the marketing strategy for Saab-

a) The campaign should portray the legacy of European companies which produces the world’s most coveted automobiles even though they may not be the biggest automobile makers in the world. It should depict Saab as a class apart and how it produces legendary brands which have no correlation with its balance sheet size.

b) Saab should focus on the fact that it wants to offer its best to India and how a relationship with Saab is for a lifetime(Unlike that with US which is susceptible to future sanctions and arm twisting)

c) The campaigns should focus on Saab being portrayed as an underdog amongst the bigger names.

The stepwise plan to implement these objectives -

                                                 Displayed at a bus stop in Delhi

2. Online presence: A new website should be opened up, which should talk about the highlights of Saab’s offer for the deal without going into great deal of technicalities and financials. The website should talk about Saab’s strong lineage and how the present training of pilots in India prepares them for single engine aircrafts. Without mentioning it explicitly, the website should bring out that unlike deals with the US, which can be easily be manipulated by the US and can get into a limbo as a result of US sanctions, Saab offers a partnership for a lifetime. It should also draw attention to the fact that Saab has agreed to transfer of technology with India unlike other players. A contest can be launched, open to students in India. Winners of the contest will be given free ticket to come to Delhi and special passes for the Gripen exhibition.


3. Exhibition: Saab should arrange for a month long display of an actual Gripen aircraft in New Delhi in a prominent exhibition ground, starting 15 days before the actual trial and lasting for a total of one month. In case Saab does not get permission to land and display an actual aircraft, it should attempt to transport a real/full size model to India, even if it involves re assembly of an actual aircraft in India. An event management company should be hired. The Gripen should be made available for display to selected public which include all government officers, bureaucrats, media houses and Defense personnel. They should be given exclusive visitor rights during first 7 days and special slot of 2 hours for the following 3 weeks.

In the remaining 3 weeks, students of premier colleges and schools should be allowed to come for the exhibition after selection through a lucky draw. The journey of Saab and its facilities should be displayed by screening of movie/picture corridor. The visitors should be educated about the world class stature of Saab and Saab’s proposal for the deal. All visitors to the exhibition should be given free gifts like posters/key chains. Needless to say, the exhibition should be covered explicitly by tie up with media and most of the publicity should be generated through public relations and not advertisements. All the clippings of the exhibition should be displayed on Saab’s website and actively advertised on internet on facebook , You tube etc.

4. Public Relations: Ex defence officers of Indian Air Force should be hired to give opinion on the deal on major news channel. These programs are normally automatically aired on the News channel as the day of the deal allocation comes closer. National and regional magazines and Newspapers should be selected to ensure that Saab’s case is published in them.


5. Bollywood magic: Another way of achieving high degree of media publicity is to associate the leading Hindi movie actors of India with Saab’s Gripen. These actors have a cult like following in India. Any news reports which talk about both these association will generate lot of public relations automatically.

6. Competition: There is a strong possibility of the other Aircraft Companies to come up with similar marketing campaigns. Saab should plan the campaign discreetly so that it can have a free run of as many days as possible before other Companies come up with their campaigns. Saab should adequately plan for any negative advertisement campaigns which might come up. Equally important is to ensure that the planned marketing strategy till the exhibition should be successfully implemented lest the government of India comes up with a directive prohibiting advertisements by parties to the defense deals.

All this will entail an expenditure of US $ 25-50 million which can be justified. The Sweden government cannot match the political might of America in lobbying for Saab. The only way Saab can try to clinch this deal is to establish a rapport with the Indian public especially in New Delhi. The campaign will definitely affect the decision makers of the deal but more importantly, it will provide an equal chance to Gripen to get selected.

It is said that When in Rome do what Romans do.Customers be it individuals or Nations need to be influenced into buying a product.Be it for consumables or defence purchases,Branding and effective marketing can make the difference.

XLRI - GMP 2009-10: Profile Interviews: Ankit Chordia

XLRI-GMP 2009-10: Profile Interviews:Sossamma George

Communications are critical in good, bad and new times

Communications are critical in good, bad and new times – This was the theme of talk delivered at XLRI by Mr. Harsh Shrivastava, VP (CSR and Corporate Communications, Reliance Capital. He works with both the HR and marketing departments of Reliance Capital to improve their communications strategies.
XLRI, being one of the country’s top notch Business Schools, has imparted effectual corporate leadership amongst its students through its frequent and periodic interactions with industry experts as part of CEO Forums and Mr. Shrivastava’s visit has once again exemplified this culture.
With the countries around the world getting glimpses of economic recovery, with market bulls slowly getting out of their long hibernation and with business and consumer confidence.
improving day by day, Managing and Handling communications have become ever more crucial.
The event was well received and faculty graced the occasion with their presence. Prof. Pingali Venugopal introduced Mr. Srivastava to the audience. The event was attended by many faculty members including Prof. Munish Thakur, Prof. Sanjay Patro, Prof. Pradhan and Prof. Pani.
He stressed that in changing environment managers need to be proactive and responsible to multitude of stakeholders. He detailed communication strategies for various target audiences. He gave examples of how companies are using various tools of communication – such as PR agencies, seminars, online networking (face book, LinkedIn).

He gave many examples of Monsanto, GM India and Delhi Metro to drive home a point that it is important to have clearly defined communication plan in good times but more importantly, they are required for bad times.

While speaking on Placements, Professors and Patrons, He said, “IIMA is no better than IIMC or XLRI but it continues to be in limelight because IIMA’s well structured communication with the outside world. He shared his own example of how Feedback ventures was invited for Day One placement despite being a very small company in comparison to others. He gave example of Reliance Insurance’s All is Well campaign to energize the work force. While giving example of Infosys, He said corporate image should be such that it passes MIL (Mother – in law Test) i.e. when companies are held high in eyes of masses.
The event was very interactive and Mr. Shrivastava answered many questions of students and faculty.

The event, organized by the one year MBA, General Management Programme of XLRI, staged an intellectual feast with lively interaction among Mr. Shrivastava, faculty and the students. He provided invaluable insights by citing real business scenarios for each of the questions.
The event concluded with memento presentation by Prof. Venugopal.
He concluded by making us aware of importance of effective communications and urging us to guide and help organizations shape sharp, well articulated communication strategies.

Resume Improvment workshop by Ma Foi CEO

We had unique opportunity of participating in Resume workshop conducted by Mr. E Balaji. He has conducted similar workshop at ISB, Hyderabad. It was an interesting, enriching and rewarding exercise.

Balaji E is the Whole Time Director & Chief Executive Officer of Ma Foi Management Consultants Ltd, part of Randstad – the 2nd largest HR service provider in the world. In his current role he leads Ma Foi - Randstad’s Staffing Solutions business which comprises of Permanent Staffing, Flexi Staffing, Career Skills Training, Vendor Management Services and Assessment services. He also spearheaded the Franchising foray of Ma Foi where the organization has established 60 business partners across the county in an 18 months time period.
Balaji's functional expertise includes Temp staffing, Executive-Perm Staffing and Assessment services. He has been instrumental in designing several large turnkey assignments and executing them successfully. His division recruits on an average of 6000 people in a month for various clients.
Balaji has over 15 years of experience which began at Ma Foi in 1994. Over these years he has gathered expertise in handling the operations of different branches. He manages a team of about 1150 professionals spread across 60 locations in the country.
Balaji has written a number of articles on Staffing trends in various business journals and is frequently quoted in business Magazines and dailies on HR trends.
Balaji is a Bachelor degree holder in Physics and is a Postgraduate in Business Administration in Marketing.He is a certified Lead Auditor (IRCA, UK) for ISO 9001: 2000 and a Six Sigma Green Belt. A voracious reader, he has a keen interest in management literature, history and politics.

VP, Reliance Capital visits XLRI

Harsh Shrivastava, 36, is a marketing, communications, and public policy
expert. After his MBA from IIM-A in 1995, Harsh has been a journalist;
wrote India’s first book on Corporate Social Responsibility; the first
webmaster of the BJP’s website; an officer on the personal staff of Prime
Minister Vajpayee, and his deputy speechwriter; a senior staffer at the
Confederation of Indian Industry; and the head of marketing for India’s
leading infrastructure services company, Feedback Ventures. He is
currently at Reliance Capital in Mumbai, where he works with both the HR
and marketing departments to improve their communications strategies.
Harsh has taught a course on Strategic Public Communications in 2007 to
the first batch of Public Management and Policy at IIM-A. He’s also written
articles for ET and the Indian Express.

THE CLASH OF TITANS

His arms were exhausted, his legs tired. It was difficult for him to focus, but he knew he had to deliver with the next ball. Bare footed, he ran down to the popping crease and delivered an absolute cracker, the batsmen tossed the ball back to him .......off balanced in his follow through, SAURAV dived to his right and plucked the ball out of the thin air. He came crashing on the ground but felt no pain... the only feeling was the feeling of ecstasy. For he became the first GMPian to take a hattrick and he knew this wicket was the last nail in coffin of BM/PMIR team. The wicket gave GMPians their victory what was left now was mere formality. But during last two hours game had swung both ways.

It all started with the toss.GMP captain SANJEEV won the toss and took a bold decision to bat first. The decision soon came under scrutiny with GMP losing wicket in very first over. ANURAG became victim of a misunderstanding and was run out. NEERAJ started well but didn't last long and with both the openers back to pavilion GMP was already under pressure. But then MOHIT came in. In difficult times he always stood tall and this day was no different. He started the counterattack scoring runs all around the wicket. The scoreboard got new life and started moving at aggressive pace. His straight batted shots were treat to watch. But at the other end......wickets kept on falling, while SOUMYA was unfortunate to be run out, SURAJ and RANJAY fell cheaply.

Then PREMANGSHU came in. The architect by profession designed a solid structure, playing cautiously, pushing the ball artistically in the gaps. PARTH took over after MOHIT fell. And he decorated the solid structure with some lusty blows. The ball started disappearing in the park more frequently. The score soon reached a 100 mark. But it was not over as yet and there was another twist in the tail with GMP losing wickets in a hurry towards the end. SANJEEV slipped while stealing a quick single, he was injured in the process and was run out. SAURAV and SUVDEEP fought the remaining battle and GMP reached 108/9 in 15 overs.

Seeing the reputation of the BM/PMIR batsmen 109 was gettable total.GMP took the fields without captain SANJEEV with SRIDHAR substituting for him. Acting captain SAURAV and SUVDEEP opened the balling attack.BM started aggressively and at one point of time it looked like they will live up to their reputation.
But SAURAV gave them the first blow, the ball was lofted in the deep and ANURAG took an amazing catch with a single hand. Saurav uprooted the wickets in the very next ball.
With two quick wickets GMP was back in the game. Mohit came as the first change and while balling he emulated his batting performance. Balling a very tight line he dried the BM scoring and went on to take three wickets. Parth continued his good form with the ball and took two wickets, and ranjay chipped in with one wicket.
But pick of all ballers was Saurav who after taking two consecutive wicket came back in second spell and in the very first ball took a diving catch in his follow through to take the first hattrick. He went on to take four wickets. Overall GMPians were good on field except for one or two rare miss fields they fielded well. With Sridhar doing fabulous job in the slip cordon and Neeraj taking three catches behind the wicket it was good team effort.
The team was whole heartedly supported by Hemant, Gautam, Romil and sweet little Ria (Romil's Daughter). In the end it was well deserved victory for the GMP, but they missed Dr. Pracheesh on the ground.

New Year wishes from XLRI GMP

XLRI GMP 2009-10 batch

wishes

all Students, Alumni & Faculty

loads of happiness, success, love and good health

in the new year 2010