B-schools from emerging economies are increasingly making it to global rankings. Segran Nair, discusses where management education is heading
 
The University of Cape Town’s Graduate School of Business is the only African management school to make it to the Financial Times’ list of Top 100 B-schools. Segran Nair’s – Director of the Associate in Management Certificate Programme, the Postgraduate Diploma in Business Administration & the MBA Programme at GSB – maiden visit to India makes it clear that the Graduate School of Business is ready for an international student base. In this exclusive conversation with 4Ps B&M’s Arpita Sarkar, Nair shares why B-schools in emerging countries like India and South Africa need a more contextual approach with a strong focus on the domestic ecosystem. Excerpts from the interview:

From a time when management gaduates were required to engineer complex debt-based instruments at Wall Street to now when they are required to clean the mess, what is the greatest challenge for B-schools? What must they do to stay relevant?

If you talk of the present day scenario, I think it is about contextualising and focussing on decision making. A B-school experience cannot just be about self-enrichment. In order to be relevant, B-schools have to incorporate a much more critical approach in the curriculum where they start talking about the actual responsibilities of managers in the form of decision making itself. They have to analyse what these decisions would mean for stakeholders at large. B-schools need to compel students to think critically and revamp the course content. When I say revamp, I mean that every B-school needs to do its own bit. For instance, we at GSB have done a couple of things. A course in our programme is called Professional Development and focuses on the strengths and weaknesses of each student making it an introspective exercise.

We have also established the Centre for Social Innovation and Entrepreneurship. Management students at the centre work on developing solutions for societal problems. For example, South Africa is a developing economy where we have a health care system which is funded by both government and as well as private institutions. Patients who opt for private hospitals get world class treatment and facilities. But those who cannot afford, go to the public ones and have to spend hours for someone to just attend to them. The treatment in such hospital can be described as mediocre and in most cases substandard at best. In such cases, intervention through application of management solutions can make a substantial difference. For example, we at GSB have partnered with the City of Cape Town to help solve certain issues. Respective authorities from the city come to us with problems. We then send our students in groups to address these issues with three objectives: 1. They have to come up with a sustainable solution; 2. It has to generate revenue; and 3. It has to create value for stakeholders.

These are just two examples of how we have revamped our course content to become much more relevant and critical. Another programme which we have introduced is called the evidence based practice. It is a course that teaches students how to accumulate evidence for decision making.
 
According to recent GMAT estimates, 2/3rd of B-schools report that applications for the two-year full time programme have dropped. Another 57% report that applicants for one year programmes have dropped. What does this imply?

Each course has its own challenges and these trends keep changing as per market conditions. I think if uncertainty continues across markets, students might look up for a modular format. In 2010, the intake for full time programmes was huge, while in 2011, a preference was seen for modular course. Our class size for the full time programme is 80 and about 80-82 for the modular programme. Compared to other B-schools, this is smaller. Consistent with the macro-economic situation in 2011, we got some 300-350 applicants for the modular course and around 170-180 applications for the full time. You see how the scene changes so promptly that in December 2011 we had a good number of 80 students but then during admissions, the number dropped to 70. This implies that 10 students changed their mind and decided not to go for a full time MBA but for the modular programme, the intake increased. Many B-schools in US have actually closed doors for full time programmes because they do not find much takers. These B-schools are now looking at other formats.

A lot of investment is being made around the world for establishing world class universities and management schools which can compete with those in the US. Do you think investing alone can cater to the need of relevant human resources around the world?

I think it’s about a lot more than just catering to human resource needs. I am a bit critical on the models proposed and implemented by North American B-schools in developing and emerging economies. They tend to apparently believe that their model fits into other economies as well. I think that is hogwash. If the course content has been developed to cater to developed markets, then how on heavens can it be relevant to the economic environment of developing countries and emerging economies. The curriculum needs to be contextualised in accordance with local problems, because the solutions these management graduates come up with have to be local. As I said earlier, we need to be more relevant. B-schools need to go back to the original model when an MBA was about general management. Organisations and firms in emerging economies don’t really need functional expertise. They need general managers who have an eye for detail and can encapsulate various business functions into a singular long term strategic vision. And that is what an MBA should enable a candidate to do. It is high time that we in India and South Africa take our own contextual realities into consideration. Instead of American case studies, those which are locally relevant need to be developed. Given the dynamism of our economies, we can easily merge practice with theory creating original content.

What do you think are the most important factors that differentiate faculties of top B-schools from the ones that are not so sought after?

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An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Coca Cola is steadily being converted to a corporate brand, but health concerns due to the 'cola' association still haunt the company
 
Its legendary cola rivalry with PepsiCo is now over two decades old in India, but Coca Cola India as a company seems to have realised that there are many more brand battles to be fought and won in India’s Rs.190 billion soft-drink market. You would have had a feeler of this on the idiot box of late. Coke’s supposedly unpretentious brand – Limca – roped in Kareena Kapoor as brand ambassador and unleashed for the first time (ever since its acquisition from Parle Group) an exclusive commercial for a big-ticket event like IPL. Moreover, Coca Cola is not only eying the soft-drink market. The group recently announced that they will pump nearly $3 billion into India over the next eight years.

Yes, it’s Coca Cola’s Limca vs PepsiCo’s Mirinda – the latest battle to watch out for. Earlier, Coke resorted to the oomph of Bollywood divas like Riya Sen, but it never had an exclusive star brand ambassador. To increase it’s market share from 12%, the group has changed it’s punchline to appeal to the achievement-oriented youth. Anupama Ahluwalia, Vice President - Marketing, Coca-Cola India & South West Asia, affirms, “Limca stands for great thirst-quenching and rejuvenation. Our new campaign for 2012, ‘Pyaas Badhao’, takes it to the next level - first increase your thirst and then quench it with Limca!”

Atul Singh, who heads India and the southwest part of Asia for Coca Cola, took over the reins around seven years ago and under his leadership, the Indian arm’s share in Coca Cola’s global sales has grown from 1% to around 2.5%. With the latest FDI announcement, the agenda is to catapult India to the league of Coca Cola’s top five markets globally from its current rank at 10. He has announced that in the coming years, Coke would be paying more attention to other brands and creating new brands. The future lies in healthy beverages and juices, and Coca Cola India is certainly upping the ante on that front.

However, the company’s basic strategy to attract ‘consumer recall’ for its flagship brand Coca Cola remains intact. In fact, the company seems to be giving brand Coca Cola a much more larger than life sheen beyond soft drinks in India through corporate identity branding. This is visible with their ‘Umeedon waali dhoop...” campaign. With McCann Erickson, Coca Cola has intelligently used children in the advertisement and talked about the positive impact that Coca Cola, the company, has on the world at large. As is known, Coca Cola roped in R. Balki’s Lowe Lintas and V. Sunil’s Weiden + Kennedy. With Lowe Lintas, the company came out with its latest ‘Cricket ki Khushi’ campaign with ‘Happiness Ambassador’ Sachin Tendulkar at the onset of this summer. The campaign commemorated the exhilarating spirit of the game that binds people together irrespective of their locales or their circumstances. The company has also launched a ‘Support my school’ initiative with Sachin Tendulkar and a few campaign partners (NDTV, UN-Habitat, Charities Aid Foundation, Tata Teleservices, Pearson Foundation & Sulabh International), which provides amenities to schools in backward regions from basic sanitation to infrastructure facilities like computer labs and libraries.
 
As a part of their Integrated Marketing Communication strategy, the group sustained it’s marketing platform of Coke Studio like last year. The aim is to beckon generation next through the platform of music and create a strong brand association with Coca Cola. In this second season, the programme involves over 200 artistes collaborating to create new musical content and is also being featured on Doordarshan for better reach. Senior officials at Coca Cola India affirm that it’s a productive effort targeted towards the long term growth of their resilient business. “The brand continues to strengthen its position as an Iconic Brand for the Indian consumer through consistent positioning,” Wasim Basir, Director, Integrated Marketing Communication, Coca-Cola India.

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Source : IIPM Editorial, 2012

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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SC slams AICTE's illicit control on MBA courses
MBA, MCA courses no longer under AICTE
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Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
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The viability of the mobile banking channel continues to grow in line with smartphone adoption and the proliferation of mobile banking apps. The industry continues to invest heavily in developing new services and features for mobile banking as banks continue to monitor trends and evaluate the best opportunities for them to strategically invest or partner with key innovators in the space.

Smartphones driving M-banking

Widespread adoption of smartphones among mobile users has allowed a more user-friendly web-browsing experience and significantly greater access to apps associated with bank accounts. As a result, population of mobile bankers is larger than any other group within the mobile financial sector, having grown at a rapid pace (up 30% from nearly a year ago). In Q2 2011, 33.5% of all mobile users owned a smartphone, enabling greater mobile media consumption and access to bank accounts while on-the-go. By November 2011, this percentage grew to 39.1%.
 
Customers need education

Across the spectrum of available mobile banking features, awareness is limited to slightly more than half of all smartphone owners with a bank account. Even among those who are aware of mobile banking functionality, awareness is twice as high as actual adoption, indicating an area of opportunity for banks to continue educating customers on mobile banking services and understand what might be hindering adoption. Not surprisingly, the banking activities conducted most often from a mobile device are checking balances and viewing transactions – fairly basic account monitoring functions.

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An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Image perception has a significant effect on the destination choice of tourists in today’s highly competitive and global economy.

From 1950 to 2010, international tourism arrivals expanded at an annual rate of 6.2%, growing from 25 million to 940 million, according to the UNWTO. The World Travel & Tourism Council describes the tourist sector as follows: “It is one of the world’s largest industries, or economic sectors, contributing trillions of dollars annually to the global economy, creating jobs and wealth, generating exports, boosting taxes and stimulating capital investment.”

From the above it is clear that the tourism sector is characterised by heterogeneity: a great variation in tourist types whose motives may differ dramatically from health, sports, recreational, cultural, spiritual, professional and business to visiting friends and relatives. On the supply side, it is a system comprised of five interdependent components, but fragmented in remit: attractions, transportation, services, information and promotion. This asks for effective implementation of tourism marketing strategy and is exacerbated because the responsibility for directing and managing tourism development is typically deferred to a series of different organisations that often operate without a clear mandate.

Also, there is a lack of political will to implement strategy, at both local and national levels. Failures at the local level have occurred because there was no clear implementation path to follow. At the national level, the most common factor influencing the government’s ability or desire to assist the implementation of the strategy seems to center on financial assistance, which is often not forthcoming to assist in the development process and conflicting mandates between the ministries.

A key aspect of strategy implementation failure is that authority to implement does not accompany the mandate to implement. And if available, mandates are often unclear or exist in conflict between organisations.

Mobility Trend: Accelerating Structural Change
By 2015 ten Southeast Asian economies will establish a single production base and an integrated community offering high potential, free-trade markets. This regionalism mantra is an environmental influence highly likely to affect consumer behaviour.

The many sided process of re-drawing ASEAN boundaries has major implications pertaining to the former external factors, including social, cultural, business and media variables, increasing the mobility of labour across borders; altering not only the firm’s internal logic, but also the collaboration with a variety of stakeholders in formulating and implementing marketing strategy. Technology is the main enabler of mobility contributing to shrinking relative distance. In turn, influencing individual consumption lifestyles, values, emotions and engagement and, potentially, global interconnectedness. So, what implications may 2015 have, for instance, on tourists’ behaviour patterns? And on India’s tourism marketing strategy?
 
Economy: Driver of Change
“In 2010, international tourism generated $919 billion in export earnings” (UNWTO, 2011). Air travel, healthcare, telecommunications, IT services, tourism and logistics are set as priority sectors to realise liberalisation in the integrating ten Southeast Asian economies. Same implies that tourism is seen as one of the change drivers.

In this context, the essence of formulating and implementing tourism marketing is to attain broader economic and environmental goals of the society. This involves three dimensions. There is, first, a process at play within the tourism value chain involving other sectors, due to forward and backward linkages. This indicates, second, that the process should result in ‘output’ or products. In turn, these can yield region’s positive economic and less tangible benefits or negative impacts. At the same time, the relationships between culture, tourism and economic development are subject to global pressures.

This reminds us that context is relevant and requires appropriate governance for a virtuous cycle of activities to blossom. Its absence would likely set a ‘vicious circle’ of spatial development of tourism in motion, which if unchecked could lead to a destination’s economic instability.

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Source : IIPM Editorial, 2012

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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IIPM ranked No 1 B-School in India
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IIPM Proves Its Mettle Once Again....
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Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
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While building your brand for sustainable competitive advantage, one of the greatest horrors can be an ad agency that doesn’t fit your bill. Here’s how to avoid such a possibility.

The past few years have seen major changes in firm and customer communications in both business-to-consumer (B2C) and business-to-business (B2B) marketing. Among the major forces are globalisation, the need to integrate various communications forms, digital communications, and a shift from almost exclusively firm-to-customer communications to communications modes that also include firm-to-customer, and also customer-to-customer.

Notwithstanding these many changes, for many companies, the choice of advertising agency remains a critical decision. In most cases the firm selects an advertising agency to create ideas that provide the firm a powerful connection with customers and devise the communications element of its marketing strategy; sometimes the advertising agency’s responsibilities extend to marketing research and more fundamental marketing decisions. Furthermore, in most cases, the firm does not just require an agency to be responsible for advertising; it may also be concerned with direct response, publicity, public relations, Internet communications, product sampling, and other forms of interfacing with customers, and communications requirements that are increasingly international or global.

Before the firm arrives at the point of defining criteria for its choice of agency it must make several critical strategic decisions. First, does the firm want the agency to be its general contractor, making decisions in all communication areas, or does it want to select individual agencies (best of breed) for each communications area. Second, assuming that the firm operates internationally or globally, does it want to select agencies for different countries/geographic regions? Or, again, does it want a single agency to deal with all of its geographic areas? Finally, the firm must decide if it wants to be a big fish in a small pond or a small fish in a big pond. Large agencies offer multiple services in multiple geographies, but the average firm may not be that important in a large agency. By contrast, if the firm selects a small agency, it may be one of that agency’s most important clients, and receive the sort of attention consistent with that position. Start-ups often select smaller agencies for this reason: In the 1970s, Federal Express selected Carl Ally, and Nike still uses Weiden+Kennedy, a relatively small agency.

Having made these decisions, the firm must now face the choice of agency decision by focusing on four areas:

Meet the Team
When the firm invites various agencies to solicit its business, it typically meets the agency A team. Agencies put their best feet forward with their best people to show their agencies’ in the best possible light. But, frequently, these individuals will not be the people working on the account. The firm should ensure that it meets with the team that will have the responsibility for working on its issues, and make sure it is comfortable with these individuals, their way of working, their creative potential, and how they would interface with the firm.

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Source : IIPM Editorial, 2012

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website
IIPM Proves Its Mettle Once Again....
Arindam Chaudhuri on Internet.....
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
Planman Technologies
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Prasun Kumar, Head - Marketing, Sony Ericsson, talks about what differentiates Sony Ericsson’s products and campaigns from the rest in the market

Offering a more engaging music experience has been the core strength of Sony Ericsson in its strategy to woo more consumers towards its handsets. Taking forward the legacy of ‘Walkman’ phones, the company has recently launched its new offering, ‘Live with Walkman’ – an Android smartphone in the Indian market. Backed by an integrated campaign that includes mediums like TV, print, BTL, digital and out-of-home, as the company says, the product offers an innovative music experience in a more engaging and wholesome way than its predecessors like W8 and Mix Walkman. 4Ps B&M speaks to Prasun Kumar to discuss the marketing plans for this product. With more than 15 years of experience, Kumar has worked with Capital, McCann Erickson, Madison Media, General Motors and Levi’s. Before moving to Sony Ericsson in January last year, he was the Director - Brand and Marcom at MTS and was credited with the successful launch of MTS in India by positioning it as a modern data brand. At Sony Ericsson, Kumar is focused on making Sony Ericsson one of the most preferred brands of the Indian consumer while staying true to the core strengths of the handset maker.


Sony Ericsson’s products stress a lot on entertainment; mainly music. Does that make any difference in the way you judge the performance of your campaigns that showcase such products?
We keep our campaigns relevant trying to make a strong connect with the TG. At the same time, they should meet the ultimate objective. There are many parameters to evaluate a campaign. There are hardcore marketing parameters including brand parameters, media parameters, business parameters to judge a performance of any campaign. We look at all these parameters when it comes to evaluating the performance of any campaign that we do. The fundamental job of any campaign is to help sell more and work towards establishing the proposition of the brand in the mind of the consumer in a differentiated manner.

Your latest offering Live With Walkman is a smartphone, but from its positioning, it sounds more of music. What is the thought that went behind crafting such a campaign for this offering?
As a brand, Sony Ericsson is known for communication and entertainment. Over the years, through our products and various propositions we have always differentiated ourselves on that. While our smartphones are as good as any other smartphones in the market, they offer the consumer that extra bit in terms of proposition. A lot of this differentiators come from our Sony legacy. We have had a very successful range of walkman phones in the past that stands for differentiated music experience. Live with Walkman is an extension of that proposition. Apart from the smartphone features, it also offers a wholesome music experience. That’s what our campaign explains. The idea of doing this campaign came from the fact that music is generic to entertainment and to the mobile phone category. We wanted to give a wholesome experience to the user. Consumers over a period of time have moved on from just listening to music to doing much more with their music and getting a much better experience. So our entire communication talks about how music completely immerses the user into the overall experience rather than just listening to it. The entire ecosystem that we have built with the help of application, content and additional hardware bundles, delivers the desired experience to the user. The ecosystem is the differentiating factor for this handset. We have gone beyond conventional to give this experience to the user. For instance, rather than going for the plain handset, we are giving a funky set of Benetton handsfree with the handset. In addition, the handset has pre-loaded chartbusters, applications, videos et al which gives the user a complete solution for music with smartphone proposition placed at the centre.
 
Sony Ericsson has bundled this handset with Aircel for data services. We have seen that bundling efforts haven’t delivered the desired results in the past. What makes you believe it will work this time?
It is not very tough to put these together. Success of mobility owes to both, operator and manufacturer. A smartphone becomes a smartphone only when you use it for data services and for doing that, you need a data pipe. Whether you take it from Vodafone, Aircel or Airtel, that is a different issue, but the fact remains that you need a data pipe. In our case, we are giving an additional option to the consumers to choose the data pipe from Aircel as it comes with an additional benefit. The consumer might be using any data pipe at any point of time and we hope that the consumer will feel excited about choosing this option for using data services on the handset.

The marketing approach of Sony Ericsson has always been innovative. And this time the campaign talks about inclusion of experiential marketing...
This campaign is all about experiencing the proposition. Once the TVC, that is on air, establishes the proposition, you will see a lot of work being done on the digital forum integrated with below-the line activities that take the consumer experience to the next level. Talking of the digital front, we are India’s first, if not the world’s first , dance talent hunt show conducted on the digital medium. We have tied up with Shiamak Davar and his group for this activity. It is a six-city on-ground activation which is linked to digital. It is a very close knit campaign and it gives consumers a chance of making more out of life.

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Source : IIPM Editorial, 2012

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website
IIPM Proves Its Mettle Once Again....
Arindam Chaudhuri on Internet.....
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
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By building a strong brand in an unorganised segment, style spa has managed a great start. Now it has to ably compete with multi-brand chains

Trying to introduce a brand in a market that is highly fragmented, unorganised and dominated by unbranded, local vendors can be a double edged sword. It can either pay you quite handsomely because you are the first to bring a welcome disruption, or it can fail miserably; mainly because the particular category may not be ready for that kind of marketing ingenuity. Chennai-based Style Spa, a furniture brand launched by the S.K. Poddar group is a notable case study for those who want to find themselves in the former category. The company has defied the odds and expanded its network across the country in the past decade and a half (it commenced operations in 1996 in alliance with 53 year old French furniture maker “Gautier” and was associated with them for 5 years), and is now a very serious competitor in the rapidly organising furniture space.

As a premium furniture brand, Gautier has always moved on with an unquenchable thirst for creativity, innovation, research, customer satisfaction and excellence. While maintaining the traditional touch & feel in their products on one hand, Gautier has always ensured that the designs on offer are contemporary and suit the tastes of their customers, which are spread across continents. It has very successfully passed on similar values to the then young company Style Spa. The association with Gautier helped the company immensely in building its expertise initially and understanding how to meet customer expectations. Since the split, the brand “Style Spa” has made a very significant impact on a standalone basis in the Indian market.

In its entire journey, the company has undergone several challenges and continues to do so. Only, the nature of the challenges has changed. In the initial phase, customers had to be educated about the whole concept of branded furniture and organised outlets. Simultaneously, the company had to survive at a time when cheap imports and local furniture vendors were dominating the market. Now people are getting accustomed to mall culture, but players like Style Spa have to compete against large format multi-brand retail chains like Woodart India, Durian Furnitures, Sunrise Furniture Mart, et al, where the immense variety in products and brands proves to be very exciting for customers.

The marketing endeavours of Style Spa have been focused on a select mix of media. Primarily print led communication supported by local level events for that ‘below-the-line’ push have been their preferred media vehicles. With the rapid growth of social media and its popularity among urban Indians, the brand has also bucked the trend of connecting with people using social networking sites like Facebook. The company also does promotional campaigns from time to time to maintain the visibility, but these are never discount-based campaigns, as the brand is positioned as a Money for Value brand. Style Spa saw a great leap in its brand equity when it adopted the brand manifesto, “Everything that we do is for the love of furniture.” The thought behind this was that style and comfort need not be mutually exclusive of each other and consumers need not to compromise on either while buying furniture, since it stays in one’s life for years (their tagline says, “Where life lives”, which has an instant emotional connect). Their ingenuity in terms of positioning and the courage to stand above the rest of the pack have been crucial to their impressive track record in the market so far.
 
The company is also simultaneously attempting to build lasting loyalty for its brand among customers. In 2010, Style Spa started “Club Sterling”, a loyalty-based program to reward its loyal customers. It offers rewards to its loyal members through accumulated loyalty points. The more you buy, the more points you accumulate, which can be redeemed at any Style Spa retail point. So far, the club has got over 15,600 members. Apart from this, the company is also planning to organise a number of exciting events under Club Sterling to keep customers engaged. Such an effort is arguably the first of its kind by any furniture retailer in India. To add to their potential for repeat business, the company has also started a dedicated customer helpline desk to take care of customer complaints and also register their feedback, sending the message loud and clear that customer experience is the most valuable asset for them in their bid to sustain their brand equity.

For more articles, Click on IIPM Article
Source : IIPM Editorial, 2012

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website
IIPM Proves Its Mettle Once Again....
Arindam Chaudhuri on Internet.....
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
Planman Technologies
IIPM Contact Info
IIPM History
IIPM Think Tank
IIPM Infrastructure
IIPM Info
IIPM: Selection Process
IIPM: Research and Publications
IIPM MBA Institute India

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