Reyansh - the ray of light The sun, the moon and the rain, they all remind us of someone, someone who binds us all,

who runs around us as an invisible force and envelopes us together. Yes, I talk about mother

nature, which gives me the light and the energy to move forward. I strive to learn more and

explore the hidden terrains of not only the world but also my mind. I believe in experiencing

everything by myself, I believe in touching all the milestones and I also believe in tasting all the

spices. I have emerged from the sinking suns and I have dived in the rising oceans. My

experience has been growing and I like it to grow, this is my strength, the hidden key to my will

to explore the terra incognita. I like challenges, I like them not because they are fun but they

give me the chance to test myself with the very laws that define nature. My mortal existence

runs through various spheres of life, it lives in forms so many and colors so plenty. I change

forms and I change them frequently, I can be serious yet I would shower fun, I can be daring

and yet I would be humble, I can be working yet I would have the jovial quotient in me. I take

lessons in defeat and I take criticism in victory. I come from various parts of the country, but

yet all my forms are similar in nature, they are always connected, they are always bonded. I

speak different languages but I communicate the same thing. Who am I? I am the urge to

learn, the crave to know and the curiosity to explore.

this issue

Untapped fortune in rural India P.2 Money: It’s still black & white P.3

Viral marketing P.4 World In Motion P.4

Spirituality & Management P.5 Cricket Ka Kurukshetra P.5

The Modern Supply Chains P.6 The Making of Parivartan P.7

Message from the H.O.D

It gives me immense pleasure to

present to you the first-ever edition

of the e-Mouthpiece of

Management Systems Society

‘Reyansh’ on the occasion of its an-

nual Management Festival,

Parivartan'12. DMS has always had

students from varied backgrounds

who brought their own set of

knowledge and experiences and

hence, here the learning happens as

much outside the classrooms as

inside. Reyansh would be the perfect

avenue to bring these perspectives

on a common platform. The name

Reyansh symbolizes a ray of light,

and also personifies the dissemina-

tion of knowledge and learning. The

first issue of Reyansh features the

Students' Speak on contemporary

management issues, words of indus-

try know-how from the alumni as

well as other contributions. I

sincerely hope that ‘Reyansh’

spreads the rays of knowledge to the

farthest ends of the planet in an

inclusive manner. I wish all success

to this effort of our students.

Prof. Sudhir K. Jain

| | reyansh | | DMS IIT Delhi ISSUE 01 January 2012

Untapped fortune in rural India

I am a very big fan of this guy called

Aldous Huxley. He wrote something

about travelling being a waste of

time, money and energy. One does-

n’t find guys or articles like this. Be-

lieve me, if you happen to meet me,

you will have the other person

whose views resonate with Huxley's.

I hate travelling. I hate it and I am

never ashamed to admit it. It is not

that I don’t like visiting different

places and getting lost in the beauty.

I just hate commuting to that place

and packing all my stuff just for a

small tryst with so called beauty.

People like it because I think they

have a good amount of practice in

talking to themselves or getting lost

in deep thoughts and imagining their

future which might be what they are

looking for. Well in that case I am

not the kind. Some like reading,

some like listening to music, but

admit it, it is just a way to kill time

while one travels.

And I am not blaming it on the mode

of long distance transport. Train, bus

and the metallic bird, all are culprits.

And to the reader who is reading

this piece of mine I present thou my

points of justification. You waste

time in travelling. You will be ex-

hausted even if you visit a utopia of

your imagination. Home will be

sweetest, at the end. Crowded

buses, waitlisted tickets, airport

check-ins and bad food, aren’t these

the real pictures of your travelling?

P.S: This idea popped out in my

mind because of my playlist - High-

way to hell and last train home, back

to back.

-Pranav Baj MBA FT 2013

FMCG sector in rural areas is expected to

grow by 40% as against 25% in urban areas.

Maruti Suzuki generates 10% of its sales

from rural sales, amounting to 32,000 cars.

The rural retail market is currently estimated

at $112 billion, or around 40% of the $280

billion retail market.

The success story of ‘bottom of the pyramid’

theory reminds me of the story of the hon-

est, hardworking farmer which was wooed

simultaneously by the angel and the devil.

The angel gave the farmer a loving and car-

ing wife and the devil gave him wine. Obvi-

ously, a caring wife was no match for wine. I

am not suggesting that the Indian consumer

goods industry is any devil but the Indian

rural consumers have certainly tasted wine.

They can buy this wine mainly because now,

more than ever they have cash at their dis-

posal. Due to the recent government meas-

ures like waiver of loans, national rural em-

ployment guarantee scheme and increasing

minimum support price, disposable income

in rural India has been rapidly increasing.

The 66th round of the National Sample Sur-

vey showed that monthly per capita expen-

diture (MPCE) in rural India was Rs 953.05

(US$ 20.69) in 2009-10, an increase of 64.6

per cent from 2004-05.

In a game where stakes involve cashing in on

the 70% of the population of India, reaching

there first is everything and companies have

realized this across industries. Companies

are employing innovative strategies like

HUL’s Project Shakti in which 45,000 Ammas

cover 100,000+ villages across 15 states

reaching 3 million homes to milk the con-

sumers at the ‘bottom of the pyramid’. DCM

Shriram Consolidated Limited (DSCL), which

operates 270 stores of Hariyali Kisaan Bazaar

(one of the largest national rural retail chains

of India), plans to open 20 more outlets by

the end of 2011 and ITC’s ‘Chaupal Sagar’

offers huge variety of FMCG products in vil-

lages. The race is not limited to the brutally

competitive FMCG sector. Mobile handset

companies like Micromax, Lawow and G'Five

are dolling out cheap handsets while Tata

and MTS battle it out for the price sensitive

rural market share. Hyundai Motors plans to

have 1000 rural outlets selling cheaper

smaller cars. Indian banks are also using tac-

tics like Mobile ATMs just to increase their

presence in rural India and with RBI putting

up tough conditions on new entrants in the

banking industry which includes mandatory

operations in rural areas, the credit flow will

increase and with that the purchasing power

of rural consumers.

It is not as though that the rural markets are

an easy piece of cake to bite into, it has a

plethora of problems associated with it like

poor infrastructure, dispersed settlements,

lack of education and a virtually non-existent

medium for communication. Furthermore,

retailers cannot be present in all the centers

as many of them are so small that it makes

them economically unfeasible. Also the atti-

tude of rural consumers is vastly different in

the sense that they have a product price

mapping firmly etched in their psyche. For

example, the rural consumer will not hesi-

tate to buy a washing machine worth INR

8,000 but there is practically no chance that

he will spend the same amount on a wrist

watch. In other words, brands are still irrele-

vant to the rural consumer. For him, the

retailer is the brand. The rural consumer

buys a product of a retailer rather than of a

company or a brand.

The biggest challenge in front of companies

is to instill brand loyalty among rural con-

sumers and this will be the next big game

changer. Still rural India seems to be the

place to be at the moment. As internet pene-

trates the rural India and the rural consumer

becomes more aware and aspirational it will

be very hard for them to reject the lure of

powerful brands. The devil is here and the

wine will slowly start filtering down and then

there will be the realization of the fortune at

the ‘bottom of the pyramid’.

Sajal Agarwal MBA FT 2013

The tracks ain’t that beautiful

Money: It’s still Black & White

Black Money can almost be called (TERMED)

the Achilles-heel of the Indian economy as it

has been a thorn in its growth for the past 3

decades. Although the exact amount cannot

be verified, it has been estimated to the

tune of $600bn - $1.4tn for the year ending

December 2010. A research done by Global

Financial Integrity, a Washington-based anti-

corruption watchdog, concluded that the

size of India’s black money economy was

nearly half its gross domestic product

($600bn). It analyzed data to suggest that

72% of the illicit money generated in India

since independence had been stashed

abroad. But the rest, a staggering $180bn is

still in India, mostly in real estate.

Real Estate has been a reserved parking lot

for most of the illicit money generated in the

country. And everyone amongst us who has

ever been involved in the purchase or sale of

anything remotely related to land has ex-

perienced that. However much we loathe

the dark side of black money, the fact re-

mains that we all have sometimes used it as

a means to achieve the desired end. The

Great Recession gave us a chance to view

the impact of black money in the system

from a different perspective.

The seed behind the Global Recession of

2007-09 (In fact it is still far from over) was

the real estate bubble in the US. The crash in

the property prices in 2007 snowballed into

a huge credit crisis which left the bigwigs of

the US banking system either bankrupt or

begging for tax-payers money. But, the In-

dian banking system, although not shielded

clean, was somewhat averse to the crisis.

The credit for the same has been given to

conservative norms of the RBI. Did the huge

parallel economy of black money have any

role to play in it? In my personal opinion, the

huge quantum of black money could be

looked upon as a growth opportunity in our

current state. As of September 2011, India

had an external debt of $326.6bn. Assuming

the mean of the estimates, at least $1tn of

our money is unaccounted. If the govern-

ment can recover the normal tax amount i.e.

$333bn, we can easily become debt free. But

the question is that even if we manage to

bring back THE BLACK do we have a system

to ensure that it is optimally utilized.

Whilst Art Thou Far

Nishant Kumar MBA FT 2013

Whilst thou art far

from my lone painful heart,

Time doth dilate

in its lengthy wheeling cart.

The joys of a spring

elate me no more,

The flowers, the wind,

the grains, all sour.

The days art not bright

Darkest is the night,

Water quencheth my throat

Not the thirst of my sight.

Dreaded more my dreams art so whence,

layeth a man in the shadow of thy hair,

Playeth with thy curls, the rose of thy lips.

My dreams art not true,

My dreams art not fair.

Whilst thou art near

my cheerful lively heart,

The clock rip-eth away

past and present apart.

Fortnight Numero Uno @ DMS, IIT Delhi I set my first foot on the campus a good two days before the orientation . A huge cam-

pus with the plethora of facilities that it has to offer to the students while their aca-

demic wings are still sprouting lured us into having more than one look around. Fast

forward a couple of days to the act where we were sitting in the department appreciat-

ing the calmness unaware of the fact that it was only the silence before the storm.

‘Welcome to DMS!’ - These words from the wisest wazir marked the beginning of the

Induction program, a new dark age which bestowed plenty of sleepless nights & fat

fines upon one & all. Assignments & then penalty assignments made life seem extraor-

dinarily tough. But as they say, ‘Life’s sweet while it’s tough’. We had some of the finest

experiences of all time during this period. Creative exercises like ‘Street Selling’ &

‘Treasure hunt’ brought out the best in the students. Again, it was here that we learnt

effective usage of a number of quintessential management tools like PowerPoint &

Excel. A fruitful interaction with the seniors & our batch mates was also facilitated by

this meticulously worked out plan which did do a world of good to everyone. To sum it

all I am going to cherish the first two weeks at this illustrious institute for the rest of my

life for all that it had to offer-the immaculate knowledge, the indelible experiences &

the boundless fun! - Ayshwar Pandey MBA FT 2013

By Amit Rander MBA FT 2012

Viral Marketing – Of, For and By the people

With more than 70 million vehicles

sold last year, Automobile Industry is

one of the key Industries in the

world. The most essential domain

for this industry is in its operational

processes.

Operations management in Automo-

bile industry covers almost 80% of

the industry’s functions. It includes a

Production team, Process Engineer-

ing team, Quality Team and SCM

team. Even though the operational

process looks like an interior

function, it also requires market

knowledge for demand forecasting

and supply planning which plays an

important role in controlling inven-

tory. These operational functions are

supported by other verticals like

Marketing, Finance and HR.

Operations in Automobile industry

can be broadly attributed to two

ways of thinking one of Western and

Japanese. They have a contradicting

approach of which neither one can

be selected as the best. But the new

concern area for Automobile indus-

try is Environmental factor.

Considered as one of the major

causes of air pollution, Automobile

emission laws are becoming more

and more stringent which increases

the demand for technology to re-

duce emissions from vehicles.

As per reports, Automobile industry

sales are expected to grow in double

digit for next coming years. So for

any industries or operation

managers, auto industries provide a

platform for observing the best

available operation practices.

- Dharun Prasad R, MBA FT 2013

In a world trending; individualism over col-

lectivist ideology, social networking and the

advent of mobile technologies have kept

humans physically apart, yet virtually to-

gether. While there is seen the need and

search to create one’s own identity, we have

also felt the need to find like-minded people

whoever they maybe. This is what informa-

tion and communication technologies have

enabled today. A (digital) world which is

literally a stage for any and everyone to put

on display, to critique and to observe

(information) ideas, emotions, activities and

thoughts through (mainly) words, pictures

and videos.

Common MBA lore validates through both

common sense and research that word of

mouth is the most effective channel of

advertising. The match point of social media

is that it offers a plausible word of mouth

media virtually free of cost (pun intended). If

I were to suggest that cost was the major

factor for its fame amongst marketers in the

recent years, I would be fooling myself into

believing that companies are actually cutting

their marketing budgets.

Yes Social media is the new Godsend, but it

still has all the challenges in unleashing a

successful word of mouth campaign. "Viral

marketing" is not a strategy, but a wish.

Something goes "Viral", largely by people

choice and not by design. The positive or

negative outcome is completely not in the

marketer’s control. Hence the logical

conclusion: "Social" / "People" are the more

important part of Social media marketing.

Identify people (opinion makers) with

enough say on the web and make them sing

your song for you. This is done by hiring peo-

ple or by inviting them for "special" product

demos/previews. These methods though

undoubtedly effective, have some very seri-

ous pitfalls in the social sense. If an

"opinion" maker is seen as a "paid" pro-

moter of a brand, he loses his credibility as

an expert with a probable backlash on your

brand. The issue with e-writers, reporters

even bloggers, is that they are journalists.

There is the advantage of the target group of

readers and spillover reach of their writings

into e-social circles, but there is no “direct”

viral marketing.

As a proponent of electronic social networks,

I see 2 types of popular shares: One with

good content and another with significant

personal information of the sharing user.

The most "liked" or “socially" promoted hap-

pen to be a hybrid of the two. These posts

are also rare because of the low probability

of simultaneous occurrence of "good con-

tent", "personal information" and "technical

skill” required to shape the content into a

social acceptable format. I see however, that

there is an opportunity here for marketers to

make use of this deficiency and bridge the

gaps by investing to make up for the defi-

ciencies in return for brand association.

Let’s look at some numbers, if we were to

achieve close to 10000 “postable” interac-

tions through our road shows etc which are

shared by the respective customers who

have an average of 50 unique contacts each,

we would have over 5 Lakh direct audience

not counting re-shares and comments. This

form of social media marketing is designed

on 3 pillar initiatives: Pre-designed non-

electronic content, powerful expert editing,

& easy access for the customer to the edited

individual content on an electronic platform/

web site.

The primary task here is giving the brand

promoted as much quality airtime as the

customer. We star customers in creative

content linked to our brand through real

world interactions and give them access to

our content online thereby promoting them-

selves and our brand to the world. Statisti-

cally there are bound to be videos that go

viral within macro groups though not with

the kind of efficiency that is aimed at by

companies presently.

Adithya Rajaraman MBA FT 2013

World In Motion

Spirituality and Management

A tryst with destiny, for a batch in

deep slumber. Numb, toiling away,

facing the daily grind. A breath of

fresh air, an invigorating motivation,

for both the heart and the mind.

Where friends become foes, and

foes become allies; wherein the

genuine test of wits and strength

lies. Welcome to Cricket ka Kuruk-

shetra. Our very own cricket league

where DMSites fight it out on the

field.

It all starts with a star-studded auc-

tion, complete with calculating team

owners, sought-after iconic players

and quick-witted auctioneers. It is an

event in itself, as every new batch

goes for all out hunt scrounging for

the best talent at the best price.

Bidding and faking, spending and

raking, notions and tantrums – all

against the perfect setting of Hans

Zimmer and the heart-pounding

beats of drums. A befitting start that

sets the mood, and gives us a taste

of the brewing storm.

So the field is set, and you can come

place a bet. With 7 teams up in

arms, and an 8 man army each side.

Pride and Honor at stake, winning so

many hearts isn’t a piece of cake.

Here spirits come together and

hearts unite, team owners and team

members alike. Kurukshetra it is, but

we’re a family after all. Though we

may seem to forget, when con-

fronted by a bat and ball. A way to

belong, an occasion to throng; a

heady blood rush, we can rely only

on us; a spell binding fray, where we

swear and we pray.

- Salona Chandna, MBA FT 2013

Are spirituality and management at odds

with each other? Does a spiritual outlook

and method aid or enhance managerial per-

formance? These are typical questions that

come to mind when we are exploring this

confluence. As a practicing business owner,

manager and an Art of Living teacher, I can

go as far as saying that bringing spiritual

principles into management are in fact tak-

ing management principles to their greatest

height.

Do you require a calm and clear mind for

making effective decisions? Does one

require high energy levels for better

management? Does taking more responsi-

bility at the individual level make you a bet-

ter manager? Do better working relation-

ships aid in making organizations more effec-

tive? Do lower ego levels demonstrated too

often by powerful managers help or retard

organizations?

The answers to these questions are, in most

cases, obvious. Hence it becomes clear that

inculcation of spiritual values and techniques

which greatly assist in the above mentioned

areas can be of help in improving organiza-

tions and taking managerial effectiveness to

an entirely different level.

The question then becomes: why are

organizations still going slow in adopting any

of the many paths available for standardizing

across organizations? The answers are many

and some of them have validity. For exam-

ple, there is still a strong concern about not

being seen as propagating a single religion

and / or belief system. The very controversy

associated with religious thought sometimes

acts as a barrier for organizations exploring

what is, to a large extent, still uncharted

territory. e.g. A large IT organization has

explicitly banned professional development

courses form any spiritual organization

headed by a spiritual Guru. This greatly re-

duces the opportunities for gaining from the

breadth of such knowledge.

Organizations are also sometimes tied down

by the need to justify such programs in ROI

terms. It is indeed difficult to show a clear

cut ROI on programs such as these. Re-

search on organizational productivity

through adoption of spiritual techniques is

inadequate and these programs are, by their

very nature, long term. However, feedback

from participants from previous courses and

tracking their effectiveness as individuals can

go a long way in assuaging these concerns.

There is also sometimes a lack of sensitivity

to corporate needs on the part of the

spiritual organizations which do not have

structured teams with adequate exposure to

the corporate environment. To address this

issue, within the Art of Living movement,

there is an APEX program to look after incul-

cation of spiritual and human values for the

corporate sector, A Government Executive

program for the government area and a

SME program to look after the needs of

India’s huge small and medium sector. There

are special courses structured specifically for

the areas. Delivery is handled by specialist

faculty who has deep understanding of the

needs of these sectors. Other well known

organizations are moving towards

specialized corporate courses, but there is a

lot still to be done .

To sum up, bringing spiritual values into

organizations is of the utmost essence for

broad performance improvement in

organizations. The growing acceptance of

spirituality in modern society presents a

unique opportunity for business and other

organizations to take advantage of this huge

productivity enhancement technique. Future

leaders will be those who quickly understand

this unique opportunity and take full

advantage of the same. A deeper

partnership between commercial organiza-

tions and organizations with a strong

core of spiritual knowledge is the burning

need of the hour. The benefits in both

profitability and in human terms across

Industry can be incalculable.

Sanjay Anand MBA FT 1997

Cricket ka Kurukshetra

The Modern Supply Chains

I remember a marketing student

from an MBA college coming for

market research to our home, and

my mom curtly replying that she was

very busy and had no time. I

sympathized with him then and I

empathize with him now.

As a part of the induction

program in DMS, IIT Delhi we were

assigned a street selling exercise.

The moment we hear the word

street selling, we would imagine

some neatly dressed guys with

tucked-in shirts selling dolls

alongside the road. Our task was

similar, but in the place of dolls, we

had some stationery items from an

NGO.

We had to sell the stationery, make

profit and come back, all under 4

hours. The rules of the game were,

not to carry mobile phones and

wallets and 100 rupees given for our

expenditure. We decided not to use

the hundred rupees which were

given to us so that we can show

more profit. So, no travelling on

vehicles, walking all the way,

drinking water in shops under the

disguise of looking their products

and so on were few of our strate-

gies.

The brand of IIT D and NGO helped

us in selling the products. Imagine

the plight of normal salesmen and

hawkers who don’t have either of

these benefits. A salute to the

people of Delhi who bought the

products we were selling to

contribute their share for charity.

- Vadivel Palaniappan, MBA FT 2013

The only competitive advantage companies

have today is the efficiency of their supply

chain. Products are replicable, customers are

willing to shift brands, quality is almost a

constant – it all boils down to getting your

product to the customer when he needs it,

before others do. Supply chains have grown

global, with raw material coming from one

continent, being processed in another to be

sold in a third – this only adds to the increas-

ing complexity of customer demand making

efficient management of supply parameters

imperative. To combat these challenges,

supply chains have evolved from standard

source-produce-warehouse and sell models

to concepts like vendor managed invento-

ries, cross-docking, real time inventory man-

agement and lean supply chains.

How have supply chains changed?

The traditional approach to supply chains

earlier used to be based on backward infor-

mation flow from the distributor to the

manufacturer. The distributor, using his ex-

perience and market data used to place an

order with the manufacturer who from his

warehouse fulfilled the order and also put in

a new manufacture order to refill the ware-

house. The way it happens today is star-

tlingly different. With the sale of a single unit

at the retailer, the checkout counter com-

puter updates the distributor’s database

who in turn ships the new order to the re-

tailer and at the same time adds the item to

its order list, which at a threshold is auto-

matically ordered at the manufacturer.

Vendor Managed Inventories

VMI is a practice that has evolved fast with

retail stores. A traditional large format re-

tailer will at a time have a multitude of prod-

ucts on its shelves, all of which come from

different suppliers and producers. In the old

format, the retailer was supposed to place

orders to refill its shelves but not anymore.

The producers and suppliers are taking con-

trol of managing their inventory in the store,

benefiting both the parties. The retailer just

has to share the sales data with the vendors,

which happens real time, and the vendors

keep track of inventory levels at the store,

decide reorder points and replenish stocks

based on their forecasts.

Cross-docking

The older large warehouse models, as the

companies have increasingly realized are

costly affairs. And with increasing sizes of

product portfolios warehouse management

has been becoming complex. This limitation

was the progenitor of the Cross-docking

warehouse. A warehouse that does not

store, it only unpacks repacks and ships. The

cross docking centre is a conveniently lo-

cated facility at the confluence of incoming

loads from the suppliers and the outgoing

orders to distributors. Full truck loads from

suppliers, meant for more than one distribu-

tor arrive at the cross-docking centre, where

they are unpacked into LTL loads. But the

truck is not sent out just with one supplier’s

orders, the rest of the truck is filled up with

similar LTL loads from other suppliers the

distributor ordered from. This solves the

basic problem of having LTL deliveries, and it

also integrates order fulfillment.

Technology Focus

Innovative ideas to reduce cost and lead

time have been perennial in supply chain

management, but a recent technology focus

has helped these ideas be implemented

faster and much more efficiently. Supply

chains are now fully digitized and it is liter-

ally possible to track one single bottle of

beverage from the point it was manufac-

tured to the moment it was drunk and even

further to when the glass bottle got back to

processing. In essence, companies today

need to evolve every day. The demand for

products has never been so varied, and com-

petition never as hard as it is today. It is in-

novations and methodologies like the ones

mentioned that help companies stay abreast

with the fast changing, fast consuming

world.

Aneesh Dubey MBA FT 2012

When the legs crashed

but the heart refreshed

Parivartan ’12 – The making of

As I checked into the Jwalamukhi hostel on a

rather cold Delhi afternoon for the second

semester, I was greeted by a single

batch mate and a passage of locked doors.

Not one of the more cheerful welcomes one

can get, but quite accidentally I got a gist of

the hard work being put in by Team

Parivartan. With close to half of the

Parivartan organizers residing along that

passage way, the fact that Parivartan’12 was

round the corner became obvious in the next

couple of days. Animated and high decibel

discussions, impassioned speeches backing a

point of view around 3 am or thereabouts

left no illusions about how serious the team

was about Parivartan. This passion and

commitment was infectious and within a few

days I gathered enough courage to enter the

hallowed “War room” alias “the inner

sanctum” of the Coordinator Sudhanshu

Shekhar. The first thing that hits you about

the war room is that is reminiscent of a

typical battleground. A focused group of

men busy trouble shooting, ideating, sending

important communications and wounded

soldiers (the sleep deprived junta) resting

completed the picture. Amidst such chaos, I

managed to get hold of Sudhanshu for a

little chat to get his perspective on

Parivartan’12:

Q.1 What is your vision for Parivartan’12?

How is it going to be different from previous

editions?

Ans: We looked at previous editions of

Parivartan and realized that it was focused

on formal events like case studies and

B – plans. “Corporate Roadies” was

one such informal event which

garnered good response in the previ-

ous edition. Taking a cue from this, we

decided that Parivartan’12 would be a

management – cum – cultural festival.

This time around, we have increased

the no. of events from 7 to 12 includ-

ing informal events like “Nukkad

Natak”, “Aadhaar” and “B- School’s

Got talent” as well as a photography

and Salsa workshop. This will be a

more well – rounded festival.

Q.2 What are the most challenging

aspects in organizing Parivartan’12?

Ans: Sponsorships are a key issue with

any festival. With the markets down

and corporate not willing to spend

too much at this time of the year it was

a big challenge. Hence, we focused on

more sponsors and smaller

sponsorship deals. The IIT Delhi brand

name is powerful and it certainly helps

convincing top talents to come here

and perform. With the Parivartan’12

official website having a huge reach

and it being a well-known B-school fest

among the MBA circles, companies

saw the light of sponsoring Parivartan.

Q.3 Are you satisfied with the end

result?

Ans: I am satisfied with what we have

done up to now. However, the true

Kamath Karan MBA FT 2013

test would be on 28-29th January, the

scheduled days for Parivartan’12. If we can

pull it off without any glitches, it would be

the Parivartan we promised.

Q.4 What are your expectations from this

edition of Parivartan with regard to out-

side participation?

Ans: Outside participation has increased

three fold with participants even from

Mumbai, Kharagpur and Bengaluru.

People are curious about the workshops

being conducted. This year’s DJ night has

an international performer who has

performed in Bali on behalf of ESPN & is a

resident DJ at the Maurya Sheraton, Delhi.

The entire Sunday will be a fun day;

People will get a flavor of DMS with sev-

eral extra-curricular and workshops

planned for this day.

Q.5 What has been the perception of

Parivartan’12 inside DMS?

Ans: Our seniors have appreciated our

work. We have had critics about the man-

agement – cum – cultural festival concept,

but we went ahead with it and are hoping

to answer critics with the success of the

event.

The Team

Pranav Baj, Kushal Agarwal

Gadu Sneha, Sajal Agarwal

Mayank Sharma, Charu Jha,

Ayswar Pandey, Shruti Bathia

Kamath Karan, Salona Chandna

Richa Chnadra, Bunny Kaur,

Darshana Galande, Nitesh Goyal

reyansh

ISSUE 01 JAN 2012

Editorial Board

Department Of Management Studies

Indian Institute Of Technology, Delhi

reyansh@dmsiitd.org