Courses Term-IV

Please refer to: INTRANET (PGP Courses) for more details

1. Advanced Marketing Research (AMR); 20 Sessions; 4 Credits

The objective of the Marketing Research Course is to develop in a participant, the approach, the skills and the
attitudes required to specify, evaluate and utilize marketing information for better marketing decisions. The
course would address strategic as well as non-strategic decisions. It is not intended to turn a participant into
a marketing research technician. However, the techniques of marketing research would be discussed to
provide a sound base for achieving the above objectives. Specifically, the course would attempt to develop in
a participant a competence in:
i) Defining research problems in the context of strategic and non-strategic marketing decisions and
specifying information needed;
ii) Evaluating the research design for the decision situation;
iii) Evaluating and interpreting available and new information; and
iv) Utilising the information for making the decisions.
The course is organised and conducted in a manner so that it provides a strong support to other PGP-II
courses of the marketing area. The course would have class sessions as well as a field based research
project to achieve the above objectives.

2. Advanced Pricing; 10 Sessions; 2 Credits

Setting the right price is fundamental to the long run sustainability and profitability of firms. This requires
firms to be cognizant of their purpose, their business environment, market structure, consumer preferences,
and their internal capabilities. This advanced course on Pricing delivers a nuanced understanding of pricing
strategies and techniques in both industrial and consumer markets including telecommunications,
pharmaceuticals, and manufacturing. Special issues like ethical considerations in pricing are also discussed
with respect to the pharmaceutical industry and the diamond industry as part of this course.
The course builds on the foundation laid by the Pricing core course in the PGP-1 curriculum. The flavor of
this course remains primarily interdisciplinary.

3. Behavioral Economics and Managerial Decision Making; 10 Sessions; 2 Credits

Behavioural Economics is a field of economics that investigates the influence of psychology on economic
behaviour. This course will introduce management students to behavioural economics and acquaint them
with systemic biases that influence the judgment and decision-making of individuals. The course will also
discuss the managerial and policy implications of incorporating these biases and heuristics in decision-
making. The course will focus on the following five aspects of managerial decision-making:
a) The effect of framing on decision-making
b) The biases involved in inter-temporal choices
c) Biases in decision making under risk and uncertainty
d) Concerns of fairness and others in decision making and
e) Blind spots related to managerial decisions involving ethical considerations
The class will be a mix of lectures, discussions, group work, and games illustrating the main concepts
related to the above topics.

4. Business Taxation (BT); 10 Sessions; 2 Credits

The objective of the course is to introduce the participants to the basis, incidence and application of the main
taxes in India, namely, income tax, excise, service tax and Value Added Tax.

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5. DOING BUSINESS IN INDIA (DBI); 20 Sessions; 4 Credits
To familiarize the nuances of DOING BUSINESS IN INDIA, from grassroots level to upwards. To go through
a rigorous capsule of academic & application oriented content. To appreciate the challenges & opportunities
of Pan India business Diversity. To enhance entrepreneur capability for start-ups. To be in preferred position
to advise/support foreign partners/MNC desirous of DOING BUSINESS IN INDIA

6. Enterprise Resource Planning Systems: Technology, Planning and Implementation (ERPS); 10

Sessions; 2 Credits
To expose the participants to the technical and managerial aspects of Enterprise Resource Planning (ERP)
systems, particularly to those that help in the process of infrastructure planning, selection, implementation,
and administration of these systems.

7. Financial Modelling (FM); 20 Sessions; 4 Credits

Introduction: This is a hands-on course aimed at exposing students to cutting edge financial tools and
techniques used by both buy-side and sell-side teams in global investment and commercial banks,
quantitative hedge funds, fund of funds, mutual funds and asset management companies to analyze and do
transactions in financial markets. Students will make extensive use of various tools including financial
databases (both paid like Bloomberg and free data sources like yahoo finance etc.), analytical tools like Octave
and MS Excel. Some assignments will require writing snippets of code (10-50 lines).

8. Futures, Options and Risk Management (FORM); 20 Sessions; 4 Credits

The objective of this course is to introduce methods for analyzing market risk in financial institutions and
discuss issues that arise in managing it. After studying the need and the process of risk management in
financial institutions, the course exposes students to techniques and practicalities of market risk
measurement. The course ends with a discussion of systemic risk and the evolving environment after the
2008 financial crisis.

9. Market Oriented Strategic Planning (MOSP); 10 Sessions; 2 Credits

The objective of this workshop is to provide participants an understanding of customer centric strategic
planning. The workshop would enable participants to understand linkages between changes in market
conditions and a firms changing strategy in terms of conceptualizing changed strategies and their
implementation at different levels within an organization. The theme of the workshop would be a framework
to understand the big picture and linking the role of marketing activities within this framework.

10. Investments; 20 Sessions; 4 Credits

This course aims to provide a strong understanding of functioning of capital markets and how securities of
different types are traded and valued in the capital market. In the process the course also highlights the
various financial institutions in such markets and their respective roles.
Starting with the foundations of financial institutions, instruments, and markets, we will go on to cover the
various types of orders and the exchange framework in which such orders are executed. We will then do
detailed analyses of foreign exchange markets, bond and money markets, equity markets, and derivative
markets. The course will then discuss relevant issues in the context of portfolio construction and analysis.
Students are expected to keep track on the developments of stock market on a daily basis during the course
by reading at least one financial daily. They are expected to read particularly the Investment supplement of
Economic Times, Business Standard (Monday issues for both) and Business Line (Sunday issue).

11. Operations Strategy; 24 Sessions; 5 Credits

This course is intended to make the participants aware of the strategic role operations plays in an
organization. In the process, it brings out the strategic implications of the anatomy of operations
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 management; its linkages with other functional areas and corporate; and the competitive strength of
operations management.

12. Sales & Distribution Management (SADMAN): 20 Sessions; 4 Credits

The objective of this workshop is to provide participants an exposure to managing marketing channels and a
sales force through the case method. It seeks to achieve this objective by helping participants undergo
meaningful exercises in decision making in real life marketing situations. The course builds on the earlier
understanding of sales and distribution management covered in Marketing Management II.

Term-V (more to be added)

Marketing Applications of Behavioural Science (MABS)
Brand Management (BM)
Contract Management (CM)
Sports Marketing (SPM)
Sourcing Management (Smgt)
Management & Entrepreneurship for the Development Sector (MDT)
Valuation of Firms (VOF)
Revenue Management & Dynamic Pricing (RMDP)
Mergers, Acquisitions and Corporate Restructuring (MACR)
Strategic Marketing

Term-VI (more to be added)

Integrated Marketing Communication (IMC)
Managing Across Cultures (MAC)
Strategic HRM and Compensation Management (SHRCM)

Financial Risk Management (FRM)

Rural Marketing

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