Strategic Brand Management for B2B Markets
by Prof Sharad Sarin (XLRI Jamshedpur)
Sage Publications (Response Books)
ISBN: 9788132105220
This book aims to uncover the hidden and unexploited power of leveraging from the concept of brand and brand building for B2B marketers. It focuses on the need of B2B marketing from the point of view of Indian markets and economic conditions at home.
With extensive discussions on the three most respected corporate brands in India—Tata, Larsen & Toubro and Infosys—the author demonstrates how these companies have created value through brands and how their branding initiatives are benchmarks in their journey to success. With three decades of experience as an academician and consultant in B2B Marketing, the author argues that a brand-driven business can accelerate the transformation of all the big and small B2B marketers to gain competitive advantages. He advocates the need is for a holistic brand management approach and illustrates his point through six case studies of leading brands
Prof Sharad Sarin (B.E. (Jodhpur), PGDBA (IIMA), Ph.D. (Pune)) has been with XLRI since 1976. Before joining XLRI, he worked in industry for four years. He is currently on the Boards of XLRI Jamshedpur, Mudra Institute of Communications, Ahmedabad and Tata Refractories Limited. Over the last 30+ years, he has been a corporate consultant to several large and well-known Indian companies. He has conducted more than 100 programmes and workshops on Strategic Marketing, Industrial Marketing, Relationship Marketing, Strategic Management and Customer Satisfaction, both in India and abroad. He has been Visiting Faculty to IIM-Ahmedabad, University of Colorado at Boulder and Rhode Island in the USA. His areas of interests are: General Marketing, Industrial Marketing, Competition and Globalization, Relationship Marketing and Marketing’s Role in Development.
Saturday, October 30, 2010
"Strategic Brand Management for B2B Markets" - by Prof Sharad Sarin (XLRI Jamshedpur)
Thursday, October 14, 2010
Prof Trishit Bandyopadhyay's book: A Regional Energy-Economy Model - A Case Study Of Karnataka
A Regional Energy-Economy Model - A Case Study Of Karnataka: Incorporating penetration of new and renewable energy technologies in a multisectoral intertemporal optimizing framework
by Prof Trishit Bandyopadhyay, XLRI Jamshedpur
Publisher: LAP LAMBERT Academic Publishing (14 Oct 2010)
ISBN-10: 384335992X
ISBN-13: 978-3843359924
It is widely being acknowledged that renewable energies will become important in future and we are already getting a glimpse of that now.In order to study the impact of penetration of new and renewable energy technologies in a regional economy,under a planning and policy analysis context,-it is often desirable to have a unified framework which integrates all forms of energies,both conventional and renewable,that have reasonable potential of being harnessed.This integration has been achieved here by developing a multisectoral intertemporal optimizing model which allows the study of interactions between the energy sector and the regional economy and thus would be a valuable tool for energy planning and policy analysis.Equity related goals could also be introduced into the model,as shown in the book while assessing the impact of gap reduction in per capita household energy consumption as heat between rural and urban areas.The working of the model has been demonstrated by energising it with data from the state of Karnataka,India.The energy policy analysts,the regional planners,and students including practitioners interested in applications of optimizing models should find this book useful.
Prof. Trishit Bandyopadhyay, B.Tech(IIT Kharagpur), Fellow(IIM Bangalore] teaches Strategic Management of Technology, Innovation and Operations at XLRI Jamshedpur. He has earlier worked in public and private sector organisatons in areas such as Electronic Switching R&D, Project Implementation and Production Management.
Our class profile brochure is out!
Our class profile brochure is alive and kicking at:
It can be accessed from the XLRI website in following ways:
Home >> Placement>> One Year Full time GMP batch >> Click here for Individual Profiles of GMP 2011
Home >> Academic Programme >> General Management Programme >> Class Profile >> Click here for Individual Profiles of GMP 2011
Our guys had been working on this for quite sometime, amidst all the quizzes and “9 hours a day” class schedules. Kudos to them for the great work!
Friday, October 8, 2010
Krish Shankar, ED-HR, Bharti Airtel @ XLRI
“The future of HR is all about strategy. Ten years down the line, the foremost concern of HR managers would be harmonious alignment of organizational goals and strategy, capability building and talent sustainability. And the biggest challenge then will be managing distinctive aspirations of a diverse set of people,” said Mr Krish Shankar, Executive Director, HR at Airtel. He was delivering a talk on ‘The past, present and future of HR’ to management students at XLRI Jamshedpur on Friday.
Shankar, an alumnus of the 1984 batch of the institute, joined Airtel in 2007 after 21 years at Hindustan Unilever Limited.
Describing the strategy of top Silicon Valley companies like Facebook and Apple, Shankar said, “They just do not let the best minds leave. If an employee is the cornerstone of your firm, there is a need to recognize that fact and do everything possible to retain him.”
Of all the changes taking place in businesses across India, he identified three major fields of opportunity. The first is technology, which is now “completely out of this world” and even the most incredulous of ideas cannot be discounted without due thought. This advance has resulted in an accelerated cycle of changes and transformed business dynamics, which form the second field of opportunity. “There are new winners, new losers every 5 years. Nokia, which was earlier the undisputed King of Mobiles, is still wondering what went wrong after the iPhones and RIM took away their share of the pie. The lesson is that you have to be on your toes to keep ahead of the market,” he explained.
Talking about the youth, whom he termed as Gen I owing to their impatient, indulged and individualistic attitude, Shankar said they would spur faster growth. “None will be content with waiting 25 years to be CEO. Also, talent is coming from Tier II cities and that is what corporates should look for,” he added.
Leaving students with a final nugget of advice, Shanker said: “We are about to embark on the age of entrepreneurship and widening choices. As managers, always understand the big picture.”
Typical Day @XL
“Rrrrrrrrrrrrrrrrinnnnng!”
I half-opened my eyes.
“Rrrrrrrrrrrrrrrrinnnnng!”
“Thud”. I found myself wide awake and on the floor. The jazziest and noisiest calling bells of XLRI GMP hostels can do just that to you! The alarm clock at my bedside table said 7:30 am. Who else but the dhobi to give you a warm wake up call at 7:30 am in the morning!
After collecting the clothes from the dhobi (and making sure none of them had casualties), I got down to the tasks for the day - boot up my laptop and check out the time-table for the day. Classes at 9:00, 11:30 and 2:30 - one of those rare days when they don’t stretch till 9:15 pm. However, 2:30 classes meant no time for an after-lunch power nap!
Dumped the required notebooks and handouts into the bag and proceeded to get ready for classes. By the time I got ready, it was 8:45. A quick rush down the stairs barging straight into the canteen! Grabbed a couple of slices of bread and a cup of coffee and rushed the five minute distance to the learning centre.
So begins a typical day in XLRI! One would presume that all the caffeine and the rush to reach the class would have jolted me into full consciousness, but no – as soon as the class warms up, my brain hibernates! On some days, I would brave the storms of sleep for the first one and a half hours, but the second battle is almost always lost!
Daddu’s chai shop round the corner serves as a beacon as the clock inches towards 10:30 and sometimes becomes the only pleasing thought that my mind hangs on to, to escape getting caught dozing.
Daddu’s is not just a chai shop – it is an experience. Its own story is heavily intertwined with the history of XLRI and it has been around ever since the institute was just the admin building and the learning centre. Daddu’s has marvellously integrated with the culture of the institute and has found its way into the numerous marketing, operations and even quant examples that Professors discuss in class!!! All important conversations happen in front of Daddu’s and all notices are pasted in front of Daddu’s.
Come 12:30 and there is a stampede down the stairs to reach canteen. Lunch hour often witnesses us gobbling up food and retreating into our rooms to catch a quick nap before the afternoon grind begins.
It is always a Herculean effort to pull myself out of bed at 2 and walk back towards the learning centre. The hot and humid weather does little to help the cause! Somehow all 120 of us manage to get into the cool air-conditioned recesses of our classes, with sighs of relief!
Come evening, all the pent-up energy of the batch comes out! People can be seen milling about, armed with tennis or badminton racquets. Shouts of victory or disgust can be heard from the C-block TT room. It is a different set of people that you come across in the evenings. And beware of fast-flying footballs if you feel like taking a stroll in the park!
As the sun sets, so does the adrenaline rush. Suddenly the topics change into the assignments that need to be completed by the following day. Groups can be seen huddled together, engaged in animated conversation over laptops.
The dhaba adjacent to the canteen becomes active and several rounds of tea find their way into sleepy hands. After dinner and a quick smoke, everyone take their way back into the respective dens or to the library for some study or handout-reading. By about 2 am, traffic resurges. People emerge from the hostel and the library to meet for tea at the all-night canteen. There is no dearth of food for the hungry at night! The aloo-parathas and cheese-maggi at the all-night canteen are among the tastiest ones in the world! The badminton court adjacent to this canteen is filled even at this time! Finally by about 4 am activity comes to a halt and the night is at last serene – awaiting the commotions of the next day!
- Written by my colleague Radha.
Thursday, October 7, 2010
GMP arouses media interest – Our Dean interviewed by coolavenues
“The average experience level in GMP is about 6.5 years which is neither too high nor too low for executive education. We have noticed that at this experience level, a working professional has gathered useful industry knowledge and more importantly has a clearer sense of direction. This makes it easy for them to get back to school and learn fast for the long haul. “
“GMP was launched in 1996 when no one had heard of a 1 year full time MBA program for executives. It was initially available only for executives of Tata group of companies, but we opened it to public in 2002 when requests from industry for such students started piling up. I can say that the industry wanted to build a strong middle management layer in their organizations and we responded with GMP.”
Here is the full interview : http://www.coolavenues.com/mba-aspirant/dean-talk/colloquy-dr-pranabesh-ray-dean-academics-xlri