IMCI_Delhi-58th_ABCeMag-310811-HR.161203231

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
1
Dear Readers,
Alag Tewar,
Alag Flavour
The world witnessed
the power of ONE in
India.
Single minded efforts,
ethical standards,
simple words,
simplistic pursuit yet
beyond compare zeal
and noncompromising
execution can lay
foundation for the
change in future.
Lessons for ABC –
Academia, Business
and Consulting.
Never before!
Cheers,
Rajiv Khurana
CMC, FIMC
Editor
2 nd Idea Ball invitation
in this issue…
14 th Round Table Report 3-4
Nano Strategy: Focusing on the
Bottom of the Pyramid
2
5-8
Tips for Consultants 9-10
About IMCI & Code of Ethics 11
Misc. 12

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
2
+
JAGANNATH INTERNATIONAL
MANAGEMENT SCHOOL
JAGANNAT H
INTERNAT ION AL
D E L H I
WESTERN MANAGEMENT
THOUGHTS -
INDIAN WORKPLACE : CONFUSED
RESULTS... NEW POT POURI
10.00 a.m. onwards…
September 3, 2011
JIMS, Kalkaji, New Delhi
Alag Tewar,
Alag Flavour
[This concept is the
intellectual property of
IMCI Delhi]
Sumit Chaudhuri
Chairman – IMCI Delhi
9810009229
imcidelhi@gmail.com
R.S.V.P.
Dr.(CDR) Satish Seth
Director, JIMS, Kalkaji
26210265, 40619200
sseth@jimsindia.com

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
3
IMCI Delhi -
DMA
Professionals’
Round Table
Alag Tewar,
Alag Flavour
Prepared by Ms Heena Adhikari, Final Year PGDM Student, JIMS Rohini, Delhi
Pictures by: Dr. Amit Pareenja, Associate Member, IMCI
See more picture at http://tinyurl.com/3sqww9y

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
4
Alag Tewar,
Alag Flavour
The fourteenth Joint IMCI-DMA Professionals’ Round Table on the theme
“CHALLENGES IN ADVERTISING AND MARKETING IN TODAY’S WORLD” was held in
the Conference Room of Delhi Management Association, India Habitat Centre, New
Delhi on July 29,2011. The discussion was led by Mr Vivek Nanda and chaired by Dr.
Sunil Abrol.
The Chairman, the Lead Speaker and the participants were welcomed by Mr Rajan
Pandhi on behalf of the Delhi Management Association and Mr. Sumit Chaudhuri on
behalf of The Institute of Management Consultants of India, Delhi. It was attended
by about thirty senior professionals representing users of consulting services,
consultants as also academia as well as management students.
It was an evening which started with chocolates, not for the tongue but for the brain.
Mr Nanda took us back into the famous Cadbury character called ‘Pappu’. Every
home has a pappu and celebrations follow when he passes an examination.
However, which class he passes is never mentioned to make it into a continuing
story. The tagline from the same brand “meetha hae khana aaj pehli tarikh hae” is
the celebration of the salary day.” The tagline which ruled for almost seven years,
“kuch meetha ho jaye” was directed more towards everyday life rather than any
specific event. Talking about the positioning of chocolates in rural market, Mr Nanda
reminded us of the “Ms Pallanpur” ad in which celebrations followed when a cow
was purchased. The reason for celebration might change but the theme remained
the same, i.e., happiness. The pricing scheme was also changed to Rs 10, Rs 5 and
even Rs. 2 to suit every pocket and to develop in everybody a habit of eating
chocolates regularly rather than only on special occasions. In a broader sense,
Cadbury has always been associating itself with happiness.
Just fifteen years back, “Kurkure” entered the market with a unique brand
ambassador, Juhi Chawla and it has now added six flavors to its platter. The tag line
“tedha hae par mera hae” depicts the fact that every home is bestowed with a
‘tedha’ person and the tagline offers acceptability of that ‘tedha’ person by calling
him ‘mera’. When health concerns were raised over the brand, it came up with
nutrition based flavors such as “rajma chawal’ and many more to provide the healthy
food perspective.
Mr Nanda narrated a very interesting story behind the first ever released corporate
ad of Samsung in India with a tagline “Hum bhee haen team mein.” At the time
when the Korean giant was trying to enter the Indian market, it was very confused
about the likes and preferences of the people of India. To solve this problem, they
commissioned three independent marketing surveys to know “What is the pulse of
this nation?” All the surveys showed the same result which was “Cricket”. That is
why Samsung entered into Indian hearts via the Indian Cricket team.
The content and delivery style of Mr. Nanda thrilled the audience which led to quite
a few interesting observations, comments and questions, which added further value
to those present.
The round table ended with Dr. SR Mohnot, presenting a memento to Mr. Nanda and
Mr. Sumit Chaudhuri proposing a vote of thanks to the Chairman, the Lead Speaker,
the audience, Mr. Rajan Pandhi of DMA and all his support staff for the great help
provided for co-hosting the event.

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
5
Basics of the Strategy:
The introduction of Nano car by Tata Motors has been
a great success. The production is booked for several
years. The basic strategy in the success has been to
focus a product at the need of the bottom of the
pyramid. The demand for a product as compared to its
price can be viewed as a pyramid. Lowest demand is
at the topmost price. As we come down the pyramid,
demand grows very rapidly. If a product of satisfactory
quality is offered towards the bottom of the pyramid, it
generates a large demand.
The introduction of Nano when the Indian Automobile
Industry was facing a recession has made a seachange.
The product has released the entire automobile
industry in India from the clutches of recession. This
has created imagining other possible products which
can be offered with the Nano Strategy i.e. aiming
towards the bottom of the pyramid.
Alag Tewar,
Alag Flavour
Sharu S.
Rangnekar
CMC, FIMC
AManagement
Educator with
considerable
experience in
conducting
Management
Development
programmes.
www.sharurangnekar.com
This idea was used in Automobile Industry by Henry
Ford I when he offered Ford Model T. It was an instant
success as it was the lowest priced car with a quality
performance. The important part of the success of
Model T was the mass production technology used in
assembling the car. The parts acquired from various
suppliers were brought onto the assembly line where
workers with minimal skill were made to perform a
small cycle of the production process. This enabled
Ford to hire workers at almost the minimum wages
and create an unprecedented production rate of one
car a minute. The production system prior to the
introduction Model T through a group of highly skilled
workers producing cars unit by unit. The reduction of
production cost made the Model T concept cost
effective and ultimately a success.

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
6
Similar products like “Nano Flat” for low priced residential accommodation have
been talked about. However, unless the production technology is made cost
effective, this will not be a success. So basics of the Nano Strategy are:
• Identify the need for a large sector of consumers.
• Offer them the product at the price and quality they find acceptable.
• Produce the product with the cost effectiveness which will generate a surplus in
the production.
Alag Tewar,
Alag Flavour
Examples of Nano-Strategy:
Maruti Car: Maruti car itself when introduced at Rs.40,000/- was a Nano product. It
took over 80% of the share of the market not only because of its cost, but also
because of quality and productivity which were superior to the two passenger car in
the market at that time i.e. Hindustan Ambassadar and Premium Padmini (popularly
called Fiat). The product was so successful that the old competitors became
virtually bankrupt and new competitors with improved technology and better
pricing came into market.
Mobile Telephones: Another example is the introduction of mobile telephones. At
one time mobile telephone was considered as an elite product meant for the top of
the pyramid - both because of the cost of the instrument as well as cost of the
service per call. Reliance introduced the instrument at a low cost and brought the
cost of service so low that almost everybody could afford the mobile. There is a
legend that Anil Ambani went to Dhirubhai asking his opinion about introduction of
mobiles. Dhirubhai said, “The lowest cost of communication in India is Rs.2/- i.e the
cost of a post card. If you can make the service available at a cost less than that,
then alone it will be a success.” Now the cost per call has come down to the level
where even a vegetable vendor or auto driver can afford to use the service.
Dabbawala System: The system of delivery of lunch from house to the work place at
a low cost with reliability and punctuality is another success of Nano Strategy aimed
at the middle and lower class employees. The system has been successful largely
because of the use of suburban local trains in Mumbai which are reasonably
punctual and reliable. Most of the dabbawalas belong to a specific community and
their mutual affinity has been also a factor for the success of the system. It has not
been possible to replicate the system on a large scale in any other metro city in the
world.
Macdonald Fast Food: This is another example where low cost food with quality
and high sanitation /hygiene standards is available for the lower middle class. In
spite of being inexpensive it was also cost effective and so became a long term
success.
Zunka-Bhakar: There have been failure cases. The Shiv Sena Government
introduced the idea of Zunka Bhakar at a cost of Rs.1/- to have a low-cost meal for
everybody. The Zunka Bhakar stalls were given – but the production cost was not
brought down. So ultimately Zunka Bhakar was a loss proposition. As a result
Zunka Bhakar stalls sold everything except Zunka Bhakar and the project was a total
failure. Only for a few hours the Zunka Bhakar is sold subsidised by some charitable
trusts.

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
7
Similarly providing overnight accommodation to travellers in railway stations and
airports has not been a success. This accommodation is available at a low cost but
it is not adequate and the quality of service is generally very poor so the product
has not been a success. Similarly the Housing projects of MHADA and similar
organizations have not been a success because of the low availability, consequent
corruption and low quality of housing provided.
During emergency of 1975-77 the Government tried to provide popular dishes like
Masala Dosa at a rate which was less than the cost. As a result Sada Dosa was
costing more than Masala Dosa in these restaurants and the project was a failure.
So cost effectiveness is an important factor to be considered in operating the Nano
Strategy.
Concept Nano Management Programme:
After Transport, Communication, Accommodation and Food, the focus of Nano
Strategy can be on professional education - Particularly the management education
which is useful for all levels of employees as well as all sizes of entrepreneurs. In
the past this education was reserved for the elites scoring high marks. However, as
this became a business in terms of cost/benefit analysis, it has spread to all persons
who can afford to pay the fees.
The university degrees in management are fairly cheap costing about Rs.60,000/- for
a two year programme. However, they are not satisfactory since they do not
prepare students for high-salary jobs. Institutions charging Rs.2 lakhs to 20 Lakhs
are more successful in getting jobs, but this has made management education
prohibitive to the lower levels of the pyramid.
Alag Tewar,
Alag Flavour
Perhaps in Nano Management Programme can be introduced which will cost
Rs.25000/- per semester or Rs.1 lakh for the two year MBA programme. It can
teach hard skills in functional management sectors as follows:
• Production Management: Allocation of Men, Materials and Machinery using
techniques like production planning, inventory control and network analysis
(PERT).
• Marketing Management: The basics of identifying the need, converting need into
want, want into availability, availability into purchase, purchase into use and use
into satisfaction so that there is a repeat purchase and the marketing cycle
continues.
• Finance Management: Understanding the basic book keeping system giving the
balance-sheet and profit & loss statement, Cost / benefit analysis and analysis of
project financing.
• Human Resources (Personnel) Management:: The understanding of labour laws,
labour unions, appraisal & incentive systems and personnel administration.

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
8
This hard skills programme has to be supplemented by soft skill programme. While
hard skills can be taught, the soft skills have to be caught by observation of actual
organisations. The typical management student may not have any experience in
industry or business but he has extensive experience of two types of organizations:
Home: Where he has lived for 20 years and could observe the various relationships
influencing the power dynamics.
Educational Institutions: He has seen different levels of authority, discipline and
motivation in action in the several education institutions he has passed through.
This type of Nano management programme can be conducted in one year instead
of the two year MBA programme. Efforts have been made to offer a one year
“Executive MBA” programme for persons who have experience in business /
industry. If the students experience at home as well as in various educational
institutes can be interpreted effectively, the person can “catch” the soft skills
required for management.
However, a two year management programme is recommended since it gives time
for the student to absorb professional acadimic culture – different from the culture
he has experienced in his graduation studies leading to B.A., B.Sc or B.Com. It is also
desirable for a student to do a continuous learning as long as economically possible,
because once his learning stops it is difficult for him to get an opportunity for
entering the academic atmosphere. A longer exposure to this atmosphere can give
his insights other than management skills as generally the students in the MBA
programmes have a cosmopolitan culture – coming from different parts of India.
Alag Tewar,
Alag Flavour
Concept of God:
The most successful product introduced by Nano Strategy is the concept of God. It
is made available to the bottom of the pyramid only at the cost of self-torture so
people requiring Dharm Darshan (Free Viewing of the God) are required to pay
through the currency of self-torture by standing several hours in the queue, – while
those who can pay are allowed to have more comfortable viewing of God. God is a
product required at all levels. After all, the success of an individual is given by the
equation: Success = talent X efforts X luck. While talents and efforts can be
improved to give better result, if the luck is zero the product is zero. So there are
efforts to influence luck and the concept of god has been offered as the Nano
product for this purpose. That is how in every religious gathering the bulk is made
up from the bottom of the pyramid. Not only they have to stand long hours, but
also subject themselves to additional tortures like walking long distances (without
use of any transport), starving due to fasting, rituals abstaining sex etc. These are
the ways people try to induce the God to influence their luck. In every religion,
taboos are made relating to fundamental necessities of human being i.e. food and
sex to make him eligible for divine intervention. This system started about 10,000
years ago with the advent of civilization when the man felt that he could get his
increasing needs satisfied to a greater extend by influencing luck. Thus the concept
of God is the oldest example of a successful Nano Strategy. As Gandhiji put it: A
poor man who has nothing – needs God” and consequently the bottom of pyramid
ensures a large demand for Concept of God.

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
9
I have noticed in several engagements that after a
while, the interaction with the client tapers off
from its high level at the start. Is this normal and is
it a problem?
While it is not a feature of all engagements, it does
occur. There are several reasons for this; some are
about you and some about the client. Both may
have to do with the return to normalcy after the
excitement of a project kickoff. When a project
starts, relationships are often being built, there is
anticipation about "finally" addressing a likely long
standing issue, and both you and the client are
excited about getting to work. Everyone is fully
focused on the project.
Although it varies, there is a time, about a quarter
of the way into a mid- to long-term project, where
you can lose the intense connection with your client
you started with. This "valley of death" is something
to pay attention to and something you can avoid.
Symptoms can include your client missing a status
briefing or two, staff being slower getting
information to you than when the project started,
your having to play catch up to meet deadlines, and
unexpected variance in earned value. If getting the
project launched occupied a lot of staff time, they
may feel that they need to make up for the "real
work" they missed working with the consultants.
These are usually not critical but bear watching. Left
unattended, they may grow into something serious.
Tip: Steer clear of the "valley of death" by being
very clear with your client about expected tolerance
for variance in project plan. Don't leave the
schedule of status briefings to chance, nor the
expected responsiveness of you or the client staff to
requests for information or participation. Check
regularly with the client about the state of the
relationship beyond just the project plan.
Alag Tewar,
Alag Flavour

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
10
I've been burned a few times over my career by making
recommendations before my analysis was complete. More
experience has meant I won't be pressured into making a
prescription before my diagnosis is in. But what do you do with
an insistent client who reminds you that she is paying the bills
and wants you to tell her what to do when you are not ready to
do so?
Beyond the expertise we bring to an engagement, a consultant's
major contribution to a client is our independence and objectivity.
Being pressured to give an opinion before you are comfortable
serves neither party well. Remember that the consultant's role is
to ask the right questions, research and reveal issues, bring
alternatives to a client and lay the groundwork for the client to
make the decision. Consulting standards are clear that the
responsibility for making the final decision rests with the client.
That said, there is an effective approach to help a client who
trusts your judgment and wants you to make their decision
(although it's expressed as "What do you recommend?"). When
your client asks you to tell them what to do, recognize it as a
request to help them organize their thinking. They are likely
overwhelmend by the options (part of why you were retained)
and want to get on with implementing a solution. Your orientation
now shifts from an organizational to a personal level.
This is where your coaching, facilitation and leadership skills
combine to draw them through a series of scenarios and stories.
By doing so you help them isolate important parts of the issue,
focus on one aspect at a time of the problem or opportunity and
give them a frame of reference through which to see a series of
choices, and eventaully a set o fsolutions. Each of your examples
of how company X or agency Y addressed (not necessarily solved)
their issues narrows your client's field of vision. Of course, the
stories you select will be guided by your work with this client to
date. In the end, you will bring them along to your current state of
knowledge and understanding of the issues. Once you are in sync,
the clilent may be able to see a soltion or recognize that your
work is incomplete. At a minimum, the deisre to "just decide" is
repressed.
Alag Tewar,
Alag Flavour

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
11
Alag Tewar,
Alag Flavour
ICMCI
The International Council of
Management Consulting Institutes is
the global association of national
management consulting institutes from
around the world. These national
institutes administer, in accordance with
world class standards, the international
"CMC" certification Certified
Management Consultant earned by
individual professional management
consultants.
More details: icmci.org
IMCI
The Institute of Management Consultants of
India (IMCI) is the apex body of management
consulting professionals, being the only
registered institute of established
management consultancy firms and
practicing individuals in the country.
Constituted in 1991, IMCI was formerly
known as the Management Consultants’
Association of India (MCAI), which was
founded in 1963.
In 1989, IMCI became the first Asian
organisation to be accepted for membership
of the International Council of Management
Consulting Institutes (ICMCI), the global apex
body of Management Consulting Institutes.
ICMCI has 46 member countries in the world.
The Executive Secretariat of IMCI is located in
Mumbai. The Institute has regional Chapters
in Ahmedabad, Bangalore, Calcutta, Chennai
(Madras), Delhi, Hyderabad, Mumbai
(Bombay) and Pune.
CMC Designation
IMCI endeavors to raise the standards of
management consulting by awarding
Certified Management Consultant (CMC)
designation to individual members who have
passed a qualifying examination and have
met the profession’s standards of
competence and ethics. The CMC designation
implies international recognition to
worldwide standards.
More details: imcindia.co.in
Code of
Professional
Conduct for
IMCI members
Minimum Guidelines
Confidentiality
A member will treat client information as confidential
and will not take personal advantage of privileged
information gathered during an assignment, or enable
others to do so.
Unrealistic Expectations
A member will refrain from encouraging unrealistic
expectations or promising clients that benefits are certain
from specific consulting services.
Commissions / Financial Interests
A member will neither accept commissions, remuneration
or other benefits from a third party in connection with
recommendations to a client without the client’s
knowledge and consent, nor fail to disclose any financial
interest in goods or services which form part of such
recommendations.
Assignments
A member will only accept assignments for which the
member has the skill and knowledge to perform.
Conflicting Assignments
A member will avoid acting simultaneously (in potentially
conflicting situations) without informing all parties in
advance that this is intended.
Conferring with Clients
A member will ensure that before accepting any
engagement, a mutual understanding of the objectives,
scope, work plan and fee arrangements is established and
any personal, financial or other interests which might
influence the conduct of the work are disclosed.
Recruiting
A member will refrain from inviting an employee of a
client to consider alternate employment without prior
discussion with the client.
Approach
A member will maintain a fully professional approach in
all dealings with clients, the general public and fellow
members.
Code of Professional Conduct
A member will ensure that other management
consultants carrying out work on the member’s behalf
are conversant with and abide by the Code of
Professional Conduct.

D E L H I
August 16-31, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
12
Visit
Join ‘IMCI DELHI’ on
Imagine
You are asked, “Does a consultant
have the power of one?”
How would you respond?
http://twitter.com/imcidelhi
We await your
ideas,
suggestions,
contribution,
support …
Alag Tewar,
Alag Flavour
Patron:
Chairman
Dr. M.B.Athreya
Sumit Chaudhuri
Mentors:
Dy. Chairman
Dr. S.R.Mohnot
Vijay Nagrani
Mr. Shashi Budhiraja
Hon. Secretary
Dr. Sunil Abrol
M S Sridhar
Past Chairmen:
Hon. Treasurer
Mr. Ashok Kumar
Anand Chhabra
Mr. Ramesh Tyagi
Executive Members
Rajiv Khurana
S A Khader
Dipanker Das
Regional Rep.
S A Khader
IMCI – Delhi
imcidelhi@gmail.com
This eMag is meant for free electronic circulation amongst members & friends of IMCI - Delhi