URICM - UDAYBHANSINHJI - Regional Institute of Cooperative ...

Training ProgrammesProposed for the Month ofOctober, 2010Sr.No.Name of the ProgrammeCourseCoordinator1 MDP on “Brand Equity and AdvertisingManagement for UCBs”Mr. Vikrant Vala2 MDP on “E-business and E-security forCooperative Banks and Federation”Ms. JelamDavda3 MDP on “Communication Skills andBody Language for Cooperative Banks”Ms. DiljeetkaurMakhija4 MDP on “Liquidity and ALMManagement of UCB”Shri C. R. Jani5 Seminar for IFFCO6 Seminar for KRIBHCODr. A. K.AsthanaShri V. K.Pandey7 Seminar for Dairy Cooperatives Smt. C. R. Jani8 Seminar for Allied Cooperatives Smt. N. PandeyE-URICM 4

GANESH FESTIVAL CELEBRATIONIN URICMGANESHJI AT URICMURICM FAMILY IN AARATIE-URICM 5

SWASTIK OF DIAS MADE FOR GANESHJI BYSTUDENTS OF PGDME-URICM 6

CELEBRATION OF HINDIPAKHWADA FROM 14thSEPTEMBER TO 28TH September,2010INAUGUARATION OF HINDI PAKHWADA BY CHAIRMAN, SHRIGHANSHYAM AMINPRESENCE OF URICM FAMILY IN INAUGURATION OF HINDIPAKHWADA, PGDM BATCH2010-12 AND 20 TH HDCM BATCHE-URICM 7

layer of somewhat granular flesh, 1/8 to 1/2 in (3-12.5 mm) thick, white, yellowish,light- or dark-pink, or near-red, juicy, acid, subacid, or sweet and flavorful. The centralpulp, concolorous or slightly darker in tone, is juicy and normally filled with very hard,yellowish seeds, 1/8 in (3 min) long, though some rare types have soft, chewable seeds.Actual seed counts have ranged from 112 to 535 but some guavas are seedless or nearlyso.Origin and DistributionThe guava has been cultivated and distributed by man, by birds, and sundry 4-footedanimals for so long that its place of origin is uncertain, but it is believed to be an areaextending from southern Mexico into or through Central America. It is commonthroughout all warm areas of tropical America and in the West Indies (since 1526), theBahamas, Bermuda and southern Florida where it was reportedly introduced in 1847and was common over more than half the State by 1886. Early Spanish and Portuguesecolonizers were quick to carry it from the New World to the East Indies and Guam. Itwas soon adopted as a crop in Asia and in warm parts of Africa. Egyptians have grownit for a long time and it may have traveled from Egypt to Palestine. It is occasionallyseen in Algeria and on the Mediterranean coast of France. In India, guava cultivationhas been estimated at 125,327 acres (50,720 ha) yielding 27,319 tons annually.PollinationThe chief pollinator of guavas is the honeybee (Apis mellifera). The amount of crosspollinationranges from 25.7 to 41.3%.ClimateThe guava thrives in both humid and dry climates. In India, it flourishes up to analtitude of 3,280 ft (1,000 m); in Jamaica, up to 3,906 ft (1,200 m); in Costa Rica, to4,590 ft (1,400 m); in Ecuador, to 7,540 ft (2,300 m). It can survive only a few degreesof frost. Young trees have been damaged or killed in cold spells at Allahabad, India, inCalifornia and in Florida. Older trees, killed to the ground, have sent up new shootswhich fruited 2 years later. The guava requires an annual rainfall between 40 and 80 inE-URICM 11

(1,000-2,000 mm); is said to bear more heavily in areas with a distinct winter seasonthan in the deep Tropics.SoilThe guava seems indiscriminate as to soil, doing equally well on heavy clay, marl, lightsand, gravel bars near streams, or on limestone; and tolerating a pH range from 4.5 to9.4. It is somewhat salt-resistant. Good drainage is recommended but guavas are seengrowing spontaneously on land with a high water table–too wet for most other fruittrees.PropagationGuava seeds remain viable for many months. They often germinate in 2 to 3 weeks butmay take as long as 8 weeks. Pretreatment with sulfuric acid, or boiling for 5 minutes,or soaking for 2 weeks, will hasten germination. Seedlings are transplanted when 2 to30 in (5-75 cm) high and set out in the field when 1 or 2 years old. Inasmuch as guavatrees cannot be depended upon to come true from seed, vegetative propagation iswidely practiced.In Hawaii, India and elsewhere, the tree has been grown from root cuttings. Pieces ofany roots except the smallest and the very large, cut into 5 to 10 in (12.5-20 cm)lengths, are placed flat in a prepared bed and covered with 2 to 4 in (5-10 cm) of soilwhich must be kept moist. Or one can merely cut through roots in the ground 2 to 3 ft(0.6-0.9 m) away from the tree trunk; the cut ends will sprout and can be dug up andtransplanted.By another method, air-layers of selected clones are allowed to grow 3 to 5 years andare then sawn off close to the ground. Then a ring of bark is removed from each newshoot; root-inducing chemical is applied. Ten days later, the shoots are banked with soilto a height 4 to 5 in (10-12.5 cm) above the ring. After 2 months, the shoots areseparated and planted out.E-URICM 12

CultureLight pruning is always recommended to develop a strong framework, and suckersshould also be eliminated around the base. Guava trees grow rapidly and fruit in 2 to 4years from seed. They live 30 to 40 years but productivity declines after the 15th year.Orchards may be rejuvenated by drastic pruning. The tree is drought-tolerant but in dryregions lack of irrigation during the period of fruit development will cause the fruits tobe deficient in size. In areas receiving only 15 to 20 in (38-50 cm) rainfall annually, theguava will benefit from an additional 2,460 cm (2 acre feet) applied by means of 8 to10 irrigations, one every 15-20 days in summer and one each month in winter.Control of Wild TreesLarge trees that have overrun pastures are killed in Fiji with 2,4-D dicamba or 2,4,5-Tin diesel fuel or old engine oil. Extensive wild stands of young trees are best burned.Cutting results in regrowth with multiple stems.Cropping and YieldThe fruit matures 90 to 150 days after flowering. Generally, there are 2 crops per yearin southern Puerto Rico; the heaviest, with small fruits, in late summer and early fall;another, with larger fruits, in late winter and early spring. In northern India, the maincrop ripens in mid-winter and the fruits are of the best quality. A second crop is homein the rainy season but the fruits are less abundant and watery. Growers usuallywithhold irrigation after December or January or root-prune the trees in order to avoid asecond crop. The trees will shed many leaves and any fruits set will drop. An averagewinter crop in northern India is about 450 fruits per tree. Trees may bear only 100-300fruits in the rainy season but the price is higher because of relative scarcity despite thelower quality. Of course, yields vary with the cultivar and cultural treatment.Experiments have shown that spraying young guava trees with 25% urea plus a wettingagent will bring them into production early and shorten the harvest period from theusual 15 weeks to 4 weeks.Food UsesE-URICM 13

Raw guavas are eaten out-of-hand, but are preferred seeded and served sliced as dessertor in salads. More commonly, the fruit is cooked and cooking eliminates the strongodor. A standard dessert throughout Latin America and the Spanish-speaking islands ofthe West Indies is stewed guava shells (cascos de guayaba), that is, guava halves withthe central seed pulp removed, strained and added to the shells while cooking to enrichthe sirup. The canned product is widely sold and the shells can also be quick-frozen.They are often served with cream cheese. Sometimes guavas are canned whole or cut inhalf without seed removal.Food Value Per 100 g of EdiblePortion*Calories 36-50MoistureCrude FiberProteinFatAshCarbohydratesCalciumPhosphorusIronCarotene (Vitamin A)ThiamineRiboflavinNiacinVitamin B3Vitamin G477-86 g2.8-5.5 g0.9-1.0 g0.1-0.5 g0.43-0.7 g9.5-10 g9.1-17 mg17.8-30 mg0.30-0.70 mg200-400 I.U.0.046 mg0.03-0.04 mg0.6-1.068 mg40 I.U.35 I.U.Source: www.wikipedia.org/guava-Diljeetkaur G. MakhijaFaculty, URICM, GandhinagarE-URICM 14

Profit from the Worldwide CurrencyWarBy Jack Barnes, Contributing Editor, Money MorningIf you're like me, and you spend a lot of time perusing financial Web sites insearch of the latest global investing news, you've probably started to see a lotof stories about rapid shifts in foreign exchange rates - including some"currency pairs" that have traditionally been rather slow-moving.Back during the spring, for instance, the news was full of stories about howSwitzerland was buying up European euros in an effort to weaken the strongSwiss franc - only to have that country change course and diversify its holdingsby purchasing U.S. dollars.During the summer, we watched as Japan entered the foreign exchange (or"FX") markets for the first time in nearly a decade in order to buy U.S. dollars.Even South Korea has been a contestant in the currency-transaction arena,with that Asian tiger working to weaken its currency, the won, in an effort toimprove its exports. Just yesterday (Monday), the won rose for the sixthstraightday, its longest winning streak in eight weeks, after the nation's foreignexchangereserves climbed to a record $290 billion.These events aren't random. But they are related. They're part of a worldwidecurrency war that's being waged before our eyes - and that will prove verycostly to investors who don't recognize the game that's being played.Fortunately, we do - and we're going to tell you all about it.Central Banks Duke it OutA new global war has broken out. But this war is economic. So far, it's not ashooting war - at least, not a shooting war involving physical bullets. Yet eachnation is firing financial bullets at its own currencies.This international currency war already involves China, Japan, Brazil, Koreaand even the United States, to name just a few of the main combatants, witheach country's central bank taking the point position on the front line.Through the central bank, each nation is attempting to help its own economy byE-URICM 15

lowering the value of its national currency in foreign exchange terms. Thecentral bank that succeeds will see its country's export total zoom and willeither narrow (or even eradicate) an existing current-account deficit, or (as isthe case with countries such as Korea and China) will see its currency reservessoar.You see, this war is over the ability to export finished products, to importingnations. It is about keeping your own citizens employed during an extendedeconomic slowdown in global demand, even if that means damaging nationalrelationships. This war will vault the winners into positions of global leadership,while severely penalizing the losers."We're in the midst of an international currency war, a general weakening ofcurrency," says Brazil Finance Minister Guido Mantega. "This threatens usbecause it takes away our competitiveness."Here's how this battle gets fought.Given the budgetary jam U.S. leaders find themselves facing, they understandthat one of the few options they have is to boost American exports by devaluingthe dollar.But other export-driven economies - such as Brazil, South Korea and Japan -don't want to have this happen. They want to stop the drop in the U.S. dollar.And there's only one way to stop this: Print more of their own money and thenuse that additional currency to purchase dollars out in the international currencymarket.Once they have purchased these dollars, they usually park the dollars in U.S.Treasuries, which pay a dividend to their new foreign holder. This has helpedthe U.S. Treasury issue U.S. government debt at historic low interest rates -despite a staggering budgetary gulf that is threatening to widen.As investors, there's an important reality, or rule, to understand about currencywars of this type: Unilateral actions by the central banks that are waging thesecampaigns on behalf of their own government are rarely successful.Surprised? Don't be, for it gets even better. As an investor, you can profit fromthis easy-to-predict outcome.Veteran institutional traders understand this reality. That's why one of theeasiest trades in the professional-investor playbook has always been to goagainst a central bank ... after it has shot its currency wad.E-URICM 16

News From the FrontIt's well known that the central banks of the world will take action on behalf oftheir national exchange rates from time to time.These "interventions," as Wall Street refers to them, are sudden-and-rapidcurrency moves that are usually deadly to the highly leveraged "FX" trader whotakes the other end of this transaction.While brutal and effective for periods that are measured in days or weeks,interventions are rarely characterized as successes when viewed over a periodmeasured in months or years. The market is always bigger than any oneplayer.In fact, it takes a concerted effort of a group of central banks, to change marketdirection. It has happened before, an example being the Plaza Accord. Theseevents are bigger than the near-term market movement, as traders understandthat all central bankers are on one script.In the current environment, however, central banks are intervening in currencymarkets against the best interests of each other. The brawl is actually pittingcentral banks against each other in the currency trading pits.In fact, this battle has heated up so much that the U.S. House ofRepresentatives has gotten involved. Growing ever-more concerned about theproblem of the U.S. dollar being manipulated by foreign central banks, theHouse just last week overwhelmingly passed a bill that would enable theObama administration to impose punitive tariffs on almost all Chinese importsinto the United States. The controversial move is intended to punish China forrefusing to revalue its currency.As the world's reserve currency, the United States normally stands clear ofthese currency skirmishes. In this case, however, each nation is basicallyattempting to manipulate the U.S. dollar to its advantage.For instance, the greenback is being held artificially stable by China's yuanpolicy. This enables China to enjoy any benefits the United States wouldnormally gain from having a weak currency."China's persistent manipulation is a major distortion in the internationalmarketplace," said Sander Levin, chairman of the House Ways and Meanscommittee. The yuan "has a major impact on American workers and thereforeAmerican jobs. That's what this is really all about."E-URICM 17

There's an old saying that you "can't tell a player without a program." So here'sa quick rundown on the countries currently involved in the currency war, as wellas the objective each of these players is hoping to achieve:China is keeping its currency, the yuan, tightly bound to the U.S. dollar,so it gains an advantage if the dollar drops in value.China is buying Japanese yen and European euros to hamper theexports of its rivals.Japan is selling yen to buy U.S. dollars, hoping to boost Japaneseexports.Brazil is selling its currency, the real, to buy dollars, hoping to helpBrazil's exports.Switzerland was a huge buyer of euros this spring, before switching toU.S. dollars.This new currency war is rapidly expanding into an international economicworld war that pits each combatant against all the others. Even formerly"friendly" nations - at least insofar as they'd been major trading partners - havebeen transformed into combatants. Each day's headlines contain examples ofthe breakdowns in formerly normal global trade relations. Likewise, a carefulread of the daily news roundup will reveal new alliances taking shape.Celso Amorim, Brazil's foreign minister said that he believes "that this idea ofputting pressure on a country is not the right way for finding solutions." Amorimalso noted that "we have good co-ordination with China and we've been talkingto them. We can't forget that China is currently our main customer."China has been observed selling U.S. dollars and buying up yen, which wouldcause Japan exports to drop in volume while increasing Chinese demand. Thiscaused Japan to intervene in its own markets, selling as much as $20 billion inU.S. dollar equivalents in one day.Currently, China is Japan's No. 1 export market, exceeding the U.S. in dollarvalue. This relationship, however, is not stable, as each nation is takingunilateral actions to defend its economy from the other. This mindset spilledover into a diplomatic crisis last month, when Japan held a Chinese fishingcraft.China responded with restricting exports of rare earth minerals to Japaneserefineries during an escalation of diplomacy. It is unknown for how long thisrestriction will apply, but its impact on strategic planning for Japan is obviouslycritical going forward.E-URICM 18

The era of "friendly globalism" is over. It's been exposed for what it alwaysreally has been - a series of negotiations. Now, however, the niceties anddecorum that were always displayed to the outside world are gone, havingbeen replaced by hard-ball/take-no-prisoners economic tactics.In that kind of an environment, however, some very interesting profitopportunities can crop up. We'll keep an eye peeled for those profit plays in thefuture. For now, here are the best ones to consider.Action to Take: In my opinion, the currency markets have become toodangerous for retail FX investors to navigate using the widely accepted,"normal" FX arrangements. After all, an FX account can have 50-1 or even100-1 leverage.Due to the strategic interventions central banks are engineering on an all-tooregularbasis; it is now safer to hold your currency exposure in your regularbrokerage account. One way to do this is via exchange-traded funds (ETFs).If the currency you are most interested in trading is not this list of pairs, you canalso buy options on futures for most FX pairs. This would give you theexposure to your favorite pair that you seek - using futures leverage withouttaking on the margin risk.Finally, if you are unable to find the pair you like, or are open to levels of riskabove what is warranted for the typical retail investor, the FX market awaitsyour decision to stand in front of a government printing press that's been shiftedinto overdrive.Source: http://moneymorning.com/2010/10/05/currency-war-2/- Mr. Vikrant ValaFaculty, URICM, GandhinagarE-URICM 19

Student CornerMicrofinance in IndiaIntroductionIndia has one of most extensive banking infrastructures in the world. However,millions of poor people in India do not have access to basic banking serviceslike savings and credit. In the mid-1990s, about 70% of India's population livesin rural areas which account for only 30% of the bank deposits.About 70% of the rural poor do not have bank accounts and 87% of them donot have access to credit from banks, in the same period the share of noninstitutionalagencies including traders, money lenders, friends and relatives inthe outstanding cash dues of rural households was 36%.In the past, both public and private commercial banks in India perceived ruralbanking as a high-risk, high-cost business i.e. a business with high transactioncosts and high levels of uncertainty. Rural borrowers, on their part, felt thatbanking procedures were cumbersome and that banks were not very willing togive them credit.Commenting on the problems faced by the microfinance industry in India, YSPThorat, managing director of National Bank for Agriculture and RuralDevelopment (NABARD), and Graham AN Wright, an international expert inmicrofinance, wrote, "Poor credit-deposit ratios, unsustainable lending andhigh-levels of non-performing assets often cripple much of this infrastructure.Microfinance in India is approaching a historic 'tipping point' that could lead toa massive poverty reduction in the next five to ten years."- Grameen Foundation US in 2005"Microfinance is not a charity. It is a way to extend the same rights andservices to low-income households that are available to everyone else. It isrecognition that poor people are the solution, not the problem."- Kofi Annan, Secretary General, United Nations in 2004In 1954, All India Rural Credit Survey Committee recommended expansion ofthe cooperative credit system to cater to the credit needs of the rural poor. Theregional rural banks (RRBs) were incorporated in 1976. By the mid-1970s, thebanking sector was operating as a three-tier system. The first tier consisted ofcommercial banks, RRBs formed the second tier, and cooperative banks formedthe third tier. About 49% of all scheduled commercial banks operated fromrural areas. In the early 1980s, the Indian government realized the need formicrofinance to provide the rural poor with savings and microcredit services.Loans available through microcredit schemes were more accessible to the poorpeople as compared to bank loans. It also compared favourably with noninstitutionalmoney lenders in terms of cost.In the late 1990s, the microfinance business was boosted by the innovativeinitiatives take up by microfinance institutions (MFIs), non-governmentalinstitutions (NGOs) and banks. They offered micro-credit i.e. credit provided topoor people for financial and business services and for self-employment in ruralE-URICM 20

areas. It fulfilled their basic needs and emergency requirements. Themicrofinance business had the ability to reach the most deserving people andalso increased the repayment rates for banks, which were, at the time,burdened by mounting non-performing assets (NPAs) on the rural creditextended by them.BackgroundIn the early 1980s, NABARD study found that though the network of rural bankbranches had been trying to create self-employment opportunities by providingbank credit for over two decades, many poor people remained outside thepurview of the formal banking system. The existing banking policies,procedures and systems including deposit and loan products were not tailoredto the requirements of the poor. They required better access to services andproducts rather than subsidized credit. The study concluded that there was apressing need to improve access to microfinance. It therefore recommendedthat alternative policies, systems and procedures be put in place in order toboost the growth of microfinance in India.The Reserve Bank of India (RBI) and NABARD were actively involved inspreading the network of commercial banks in rural areas, especially afternationalization. RBI had made it compulsory for all private sector banks to openat least 25% of their branches in rural and semi-urban areas.It had also stipulated that 40% of the net bank credit should be allotted tosectors categorized as priority sectors, like housing, rural development andagriculture. With these measures, commercial banks did move into rural areasbut the advances given to the poor remained very low. To improve theaccessibility of the existing banking network to the poor, the Self Help Group(SHG) - Bank Linkage Model was launched in 1992 with a pilot project forpromoting 500 SHGs. The objective of the microfinance initiatives was tofacilitate empowerment of the poor, while pursuing the macroeconomicobjective of overall economic growth. In 1995, the RBI set up a working groupto study the possibility of linkages between informal SHGs and banks.Types of microfinance institutesMicrofinance institutions develop and deliver a range of financial products forthe poor. There are three categories of microfinance institutions. They are:NON-PROFIT MFISThese are Societies under the Societies Registration Act, 1860 or correspondingState Acts.Others in this category are Public Trusts under the Indian Trust Act 1882, andnon-profit companies under Section 25 of the Companies Act, 1956. There areseveral NGOs which are registered as trust/society and have helped the SHGsform into federations. Federations are formal institutions and carry out bothnon-financial and financial activities including social and capacity buildingE-URICM 21

activities, SHG training, and promotion of new groups, apart from financialintermediation.These institutions cannot undertake financial intermediation activities on alarge scale, as they are prohibited from carrying out any commercial activities.Microfinance – Major PlayersThe major players which were instrumental in the growth of microfinanceindustry in India included NABARD, SIDBI, Rashtriya Mahila Kosh, FWWB andSHARE Micro fin Limited.NABARDNABARD was established in 1982 to provide credit to the rural sector. NABARDwas a pioneer in microfinance programs in India.The bank's vision is "to facilitate sustained access to financial services for theunreached poor in rural areas through various microfinance innovations in acost effective and sustainable manner."By 2005, NABARD's SHG-Bank Linkage program had emerged as one of thelargest microfinance programs in the world. NABARD also collaborated withNGOs, MFIs, banks and governmental agencies in order to use other models ofrural credit like the Grameen Model and the individual banking model.Encouraged by the success of the SHG program, NABARD planned to link 1million SHGs by 2007 and reach 100 million rural poor.The FutureMany private and foreign banks have unveiled their plans to enter the Indianmicrofinance sector because of its very low NPAs and high repayment rate ofmore than 95% in spite of offering loans without any collateral security.The main reason for high repayment rates was that the loans were managed atthe community level. Borrowers took loans to improve their standard of livingand start a small business. If the repayment was done in time, only then weremore loans given. According to Udaia Kumar, Chairman and Managing Director,SHARE Micro fin Limited, "In all cases there is no security taken. We don't havea legal system. We build a relationship with the client. We motivate them, trainthem, and give them the confidence that they have the capacity to handle. Weensure that the money is used for the purpose that they have taken. Weensure that they make profits. Then definitely they will come back with therepayment. Our repayment rates are 100%.List of MFI’s in IndiaE-URICM 22

‣ VENTURE INTELLIGENCE‣ ACCESS‣ SADHANA MICROFIN SOCIETY‣ SHARDA ‘S WOMANS ASSOCIATION‣ SKS MICROFINANCE PRIVATE LTD.‣ ASHMITA MICROFIN LTD.‣ HUDCO‣ UNITUS‣ GRAMEEN BANK‣ MIA‣ DRCSC‣ A Dollar Day‣ QCGAP‣ ACTION group‣ Annapurna mahila mandal‣ Sakhi- Ms. Shivani SharmaStudent, PGDM Batch 2009-11URICM, GandhinagarE-URICM 23

Think AheadAfter THINK BIG, THINK DIFFERENT, the sequel this time is ‘THINK AHEAD’. Idescribe all this with same passion only because I believe these all should be the traitsof any GenX human being, especially MBAs just like us and the man withentrepreneurial zeal.There is a small gap between a man who do a job and the man who creates a job. Andthe small gap is like this, a common man who does a job always like to play the gameof life in the safe side, on the other hand an entrepreneur who creates a job like to makethe platform so that other man can play safe.Entrepreneurship is nothing but consisting of some special features i.e. taking decisionand stand firm with the decision, ability of bearing risk and the most important, turningout work into passion. Let us consider the ‘redbus’ story, a company founded by Mr.Phanindra Sama with his three friends in the second part of year 2006.The whole ideaof starting this company came to his mind from a very bitter experience. In the year2005 during the Diwali festival he wanted to go home but due to unavailability of bustickets he had to visit almost all the bus tickets agents and bus ticket counter located inthe city of Bangalore. From that day he decided to start a company to solve thisproblem, so that one can easily book a bus ticket by online or over phone or one can geta bus ticket at his home. Now you can relate why I told you earlier that entrepreneurmakes a platform where common man can play life game safe, he was an BITS, Pilanialumni with AIEEE graduation and had a very good job at Texas Instrumental inBangalore with a lucrative salary. After facing this problem one fine day he quit his joband 3 friends also joined him to build this company, as usual the initial road was notsmooth. In first few months the revenue of the company was around Rs 10000-Rs15000per month. And as they created a new field no bus operator agreed with their proposal.But they just faced all hurdles as they are the door of opportunity box. They continuedwith their passion, stood firm with their decision and slowly result of best effortfollowed them. Now they book bus tickets for more than 500 bus operators with morethan 5000 services covering 15 states. They serve their customers from 7 call centres.They have their offices in 7 locations and no of employees are around 150 and the grossE-URICM 24

evenue is around 30 cr. Just think what happened if they had quit in the initial stages.So far the company growth rate is about 48.23%.The lines lies in their mind from the beginning days are “Any decision is not right orwrong; it is the time which makes them right or wrong.The truth is that we can’t control the pace of time. So why should we bother about thefactor which commands over our decision and is not controlled by us.Take decision, turn it into your passion and go for it.Common man thinks about the present and worries about the future but entrepreneursthink about the future and learn from present conditions.Watch past, think future and play now.........- Mr. Hemanta BeheraStudent, PGDM Batch 2009-11URICM, GandhinagarE-URICM 25

Visualizing the Social CRM ProcessOne caveat: this model isn't perfect, but it's a solid baseline model. Every organizationwill have a different process model. Again, this is just to help you visualize whatsomething could look like and to help you understand what social CRM encompasses.Let's walk through this process step by step.1. Community FeedbackThe process begins when the community provides some sort of feedback or engageswith the brand. This can take one of two paths -- online or offline:Online path: A listening/monitoring tool such as Attensity or Radian6monitors conversations on various social sites.Offline path: Someone submits feedback to the brand via a traditionalform of communication such as an in-person complaint, a phone call, ora feedback form.E-URICM 26

2. CRM SystemRegardless of where the feedback comes from, it must be fed through a CRM system.This allows the person who will respond to the customer to see the customer history,transaction records, personal preferences, or any other type of relevant customer data(something that lacks in most social media campaigns).3. Send the Feedback to the Right PersonOnce the feedback is received and put into a CRM system that system thenautomatically routes the feedback to the right person in the right department. Attensityfor example is already able to do much of this through traditional channels.4. Select a ResponseNow that the feedback is analyzed and routed to the right person, that person then needsto make a choice for how to respond. The response can come in three ways:1. Micro (individual response to the customer)2. Macro (general response posted to the public or to a community)3. Both5. Consult Business RulesAfter the type of response is selected it is filtered through a set of business rules whichwill guide how and where the response should take place. Every organization has (orshould have) some type of rules for how employees engage and interact withcustomers, this is where those rules fit in.6. Deliver ResponseThe response is now delivered, captured in the CRM system once more (to close theloop) and is once again pushed back out to the community so the process can repeat.This is what a social CRM process can look like. It doesn't have to look like this. Infact, I'm sure there are all sorts of other creative diagrams that many of you guys canE-URICM 27

come up with. If you have some interesting ideas, please feel free to send them to meand perhaps I'll feature them in a future post.In the meantime, walk through the process diagram a few times and see if it makessense. Perhaps you can look at a social media campaign you like and see what youwould do to evolve it into a social CRM strategy that integrates some of the above ideasand concepts. We'll talk much more about this in future article.- Mr. Abhijeet RaskarStudent, PGDM Batch 2009-11URICM, GandhinagarE-URICM 28

ART WORKYour thoughts about the art is welcomed at mr.kishor113@gmail.com- KISHOR PATILStudent, PGDM Batch 2009-11URICM, Gandhinagar.E-URICM 29

For your Response, comments and send your contributions at:editoruricm@gmail.comEditor – e-URICMUdaybhansinhji Regional Institute of CooperativeManagement,Sector-30,GandhinagarGujarat – 382 030E-URICM 30