Syllabus for
Master of Science (Innovation and Entrepreneurship)
Academic Year  (2021)

Master of Science (Innovation and Entrepreneurship) program is designed to provide the tools necessary for starting independent businesses. It also gives students practical experience in research, commercialisation and proactively work in projects in risky market environments. This Programme provides an opportunity for skill up gradation through higher education focussed on innovation and entrepreneurship and is imparts knowledge on the requirements of the creation of start ups and to organize the family business. With a focus on the Corporate Residency aspect that ensures to bring in insights on learning, focused entrepreneurship and networking opportunities. This program will facilitate the students with competencies and knowledge in key business functional areas, understand the changing business environment and apply the new business management solutions in terms of start-up ideas. The new start-ups ideas are well supported with the network of people and can incubate the start ups with right direction so that the idea flourishes into a sustainable business. With the start up ecosystem in India and especially in Bangalore helps in brining the new ideas to start-up. The initiatives is to bring about the economic growth a need is felt for the entrepreneurs and innovations to provide employment to the people and also generate a sustainable business model. The focus is on creation of incubation and management of existing family businesses.

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PO2: Analyze opportunities to interpret organizational output and efficiency

PO3: Apply critical thinking skills by identifying and analyzing entrepreneurship issues using the relevant framework.

PO4: Analyze, interpret and apply concepts of innovation and entrepreneurship for business decision-making.

PO5: Execute the best practices of Innovation and Entrepreneurship.

PO6: Exhibit the knowledge of entrepreneurial qualities and explore entrepreneurial opportunities

PO7: Work effectively and professionally in teams

PO8: Analyze and evaluate ethical problems that occur at all levels of business decision making

Programme Specific Outcome:

PSO2: Identify global business trends in economy and enable students to create innovative solutions through incubations and for start ups.

PSO3: Demonstrate and implement problem solving techniques, critical thinking, and to create sustainable business models.

PSO4: Demonstrate and implement emerging business models in entrepreneurship.

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·       Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·       A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·       In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Question Bank:

Subject wise Question Bank is prepared every semester to test the Conceptual, Application, Analytical and Problem-solving skills of the students. These question banks are prepared by the faculty member teaching the subject and duly verified by the subject expert.

Question Paper Pattern for the End Semester Examination:

The question paper pattern for the End Semester Examination is as follows:

§  Section A

Conceptual / Descriptive Type questions 6 out of 8 questions of 2 mark each.

§  Section B

Analytical / Essay type questions with choice – 5 out of 7 questions of 5 marks each

§  Section C

Analytical/ Essay type questions with choice – 3 out of 5 questions of 15 marks each

§  Section D

One Compulsory Question – 18 marks

Continuous Internal Assessments (CIA):

CIA – 1 and 3 : Continuous Internal Assessment

Written (reports) – Group or Individual, Understanding of the subjects, Participative learning, Presentation and VIVA, Quiz, Multiple choice based test etc.

CIA – 2:  Continuous Internal Assessment - Mid Semester Exam (MSE)

Mid Semester Exam marks will be taken for Internal Assessment. MSE marks will be reduced to 25 for this purpose. The question paper pattern for the Mid Semester Examination is as follows:

Attendance:

The marks distribution for attendance is as follows:

95 – 100%       -           5 marks

90 – 94%         -           4 marks

85 – 89%         -           3 marks

80 – 84%         -           2 marks

76 – 79%         -           1 mark

This course blends Principles of Management and Organizational Behavior knowledge to provide learners with a better understanding of how the organization attempts to accomplish its goals.

Introduction to Planning,  Strategic Planning Process - Vision, Mission, Goals, Objectives,  Hierarchy of objectives, Situational analysis / Internal and External Analysis Organizational Goals - importance, purpose, Management by objectives (MBO),  Types of objectives, MBO process, Planning through MBO – practical insights,  Dimensions of Plans – Repetitiveness; Time; Level; Scope; Broadness; Planning Premises, Types of Planning Premises, Max E.Douglas model for writing effective objectives, Planning Tools and Techniques, How design thinking can turn your strategy into reality, using Design Thinking to support strategic planning.  Michael Porter 5 forces analysis, Strategy Formulation, Balanced Score Card (BSC), BSC vs MBO, Decision making and execution.

Personality, Attitude, Perception, Emotions and Individual Behavior.

Personality – MBTI, The Big Five Model, Personality types in different cultures, Personality attributes influencing OB. Positive psychology.

Attitude: Formation, components of attitudes, attitude vs behavior Perception, Perceptual Process, Perceptual Distortions – Stereotyping, Halo Effect, Contrast Effects, Self-fulfilling prophecy, Projection, Contrast Effects, Impression Management, Attribution Theory, Attributions across cultures. The link between perception and individual decision making, Emotions: Emotional intelligence, self-awareness, self-management, social awareness, professional relationship management at internship. Organizational Citizenship Behaviour, slacking in organizational structures, Organizational Behaviour techniques to stop Bad Behavior From Destroying Your Organization. Demonstration of Ethics and Professional Behaviour.

Design business units and functions to respond effectively to customers; Drive strategy down to operations and align front-line employees to their company's strategic objectives, Classification of Organization – Formal and Informal – Types of Organizational Structure – Formal (Line, Staff, Functional, Matrix, Project, Hybrid, Virtual, Network…) and Informal structure, Adaptive Organizational Design, Organizing  job tasks and employees like great companies  - specialization, Centralization, Decentralization, Formalization - Span of Control – Narrow & Broad – Authority & Responsibility. Group Development,  Foundations of Group Behaviour, Stages of Group Development, Turning Groups into Effective Teams, Managing Work Teams, Types of Work Teams – Self-Directed Teams, Workplace Diversity, Conflict Management Techniques, Managing generational differences, Best practices for Organizing Tasks and Creating High Performance Teams. Challenges in building and managing teams

Leading the self, Leading others, Shaping the organizational culture, Building community through Servant Leadership.  Directing energy to achieve anything, Self-Leadership Personal Identity – creating individual work identity, Leadership styles – Basic, Two-dimensional Leadership styles,  – Job Centered & Employee Centered, Total Leadership, Management by Exception, Management by Walking around, Open Door Policy, Emotional Intelligence for Effective Leadership. Leadership across cultures, understanding individual behavior, Motivating Employees – Theories of Motivation – Content and Process theories, Organizational Behaviour Models – Autocratic, Cusodial, Supportive, Collegial, Managing cross-cultural motivational challenges,  Leadership communication - modeling the appropriate desired behavior.

Individual and  Organizational Culture, Impact of Organizational culture on strategy implementation, how culture eats strategy for breakfast, Types of Organizational Culture, Organization Cultural Models – Edger Schein, Robert Cooke, Hofstede Model, Charles Handy, Threats to Organizational Culture, Open Door Policy. Organizational Change Management, Planning Organizational Change, Change Management Process, Personality & change management -  eight personalities involved in Change Management Programme, Lewin’s Model, ADKAR Model, Kotter’s Model, Best practices in Change Management. Mc Kinsey 7s change model.

Meaning and importance - Relationship between Planning and Control, Types of control systems are available to executives: (1) output control, (2) behavioral control, and (3) clan control. Steps in controlling – Controlling for Organizational Performance, Types of Control - (a) timing, (b) designing systems, (c) management levels, and (d) Responsibility, Methods of establishing control techniques, Managing Human Resources - identifying and retaining competent employees, Employee Performance Management, Strategy implementation and control.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course gives the learners a conceptual framework of the business environment in which the entrepreneurs operate, ways to start a new venture - creating organizational and business plan and creating strategies for growth of the venture.  This is designed to immerse students into the entrepreneurial process of new venture creation. The course therefore provides students with an understanding of the role and personality of the entrepreneur, and a range of skills aimed at successful planning of entrepreneurial ventures.

Evolution, Characteristics, Nature, Types, Functions of Entrepreneur - Distinction between an Entrepreneur and a Manager, Concept, Growth of Entrepreneurship in India, The entrepreneurial perspective, the entrepreneurial decision process, Types of start ups, role of entrepreneurs i economic development, the future of entrepreneurs, entrepreneurial process, manager vs entrepreneur decision making, intrapreneurship.

Entrepreneurial feelings, entrepreneur background and characteristics, motivation role models and support systems, male versus female entrepreneurship, entrepreneurs versus inventors, the nature of international entrepreneurship, international versus domestic entrepreneur.

Entrepreneur, Theories of entrepreneurship: Economic, Classical, Neo Classical, Austrian Market process, Psychological, Personality Traits, Need for achievement, Sociological, Anthropological entrepreneurial, Opportunity based Entrepreneurship theory,   Resource based Entrepreneur, Financial Capital/ Liquidity, Social Capital or Social Network Theory.

Clarence Danhof Classification, Arthur H. Cole Classification, Classification on the Basis of Ownership, Classification Based on the Scale of the Enterprise, Entrepreneurial Motivation, Entrepreneurial Motivation – The Needs Framework, Manifest Needs Theory.

Sources of new Idea, methods of generating ideas, creative problem solving, opportunity recognition, product planning and development, opportunity recognition, Business Structure, Creating a Business Plan, Market Size Analysis, E-commerce and start ups, financial support for Business Plan, Regulations to set up a and Laws, Legal issues in setting up the organization, patents, business methods patents, trademarks, copyrights, trade secrets, licensing, product safety and liability, insurance, contracts.

Attractiveness of a new entry opportunity- entry strategy for new entry exploitation- risk reduction strategies for new entry exploitation- growth strategies- economic implications of growth- implications of growth for the firm- overcoming pressures on existing financial resources- financial control- overcoming pressures on existing human resources- overcoming pressures on the management of employees- overcoming pressures on entrepreneurs time- implications of firm growth to the entrepreneur. Sustaining a Business, Managing cash flows, Employee Buy-in, Government Incentives and Resources.

1. Hisrich, Robert. Michael Peters and Dean Shepherd, Mathew. (2014). Entrepreneurship. New Delhi: Tata McGraw-Hill Education.

2. Poornima M(2014),  Entrepreneurship Development and Small Enterprise,  Pearson Education.

3. Hatten, Timothy S. (2011). Small Business Management: Entrepreneurship and Beyond, Mason: Cengage Learning.

4. Bohoney, Jason. (2011). The Entrepreneurship Toolkit: Successful Approaches to Fostering Entrepreneurship. Washington: Weidemann Associates Inc.

5. Allen, K. R. (2011),“Launching New Ventures: An Entrepreneurial Approach”, 6th Edition. Mason, Ohio: South-Western Cengage Learning.

6. Kuratko, Donald F. Entrepreneurship: (2010) Theory, Process, Practice 9th Edition. Mason, Ohio: South-Western Cengage Learning.

2.      Verstraete, T. and Jouioson-Laffitte, E. (2012), “A Business Model for Entrepreneurship”, Cheltenham: Edward Elgar Publishing Ltd.

3.      Poornima Charantimath, (2007)“Entrepreneurship Development-Small Business Enterprise”, Pearson Education.

4.   Rober D Hisrich, Michael P Peters, Dean A Shepherd, (2007),Entrepreneurship, (6 ed.), The McGraw-Hill companies.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

•   A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
• In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Creativity and innovation are the key drivers of success for many of today’s leading companies. Some of the most gains in shareholder value over the last few years (e.g., Google, Facebook) are due to a culture of creative innovation. This course examines the process of developing new product or service innovations

Meaning of Design Thinking, The rise of Design Thinking Market Research, Practical insights into conducting marketing research, , Design thinking for competitive advantage. Power of Design Thinking in Entrepreneurship - The Need for Creative and Design, Thinking Mental Models of Creativity, Design Thinking in Entrepreneurship, Why design needs entrepreneurial mindset, combining entrepreneurial and design thinking, The seven steps of design thinking, Creative Thinking.  Open Innovation, creative solutions to issues facing organizations, Company culture and architecture, from design thinking to funding. 

Opportunity Assessment - “How do we source and identify opportunities?” and “Which opportunities should we invest time and money in?” Three dimensions of Opportunity Assessment - Product-Market fit, Product-Company fit, and Product-Business fit. “Jobs to Be Done” framework to define key unmet needs and hence the opportunities for a new product. How to organize the opportunity analysis into a recommendation and present the output in an Opportunity Brief. The Opportunity Brief serves as the “business case” for the product and should explicitly provide a “Go/No-Go” recommendation to invest resources and initiate the Discovery process for a specific product (or not). should explicitly provide a “Go/No-Go” recommendation to invest resources and initiate the Discovery process for a specific product (or not).

Strategies for creating value - Increment Value or True value creation,Design Thinking as a paradigm for innovation strategy, Design Research for understanding the needs of our users and clients,  Theories of Innovation, Technology Forecasting, Conducting analysis - Economic justification, First Mover and late mover Advantage, Organizations and Innovation Process, Diffusion of Innovation. Case studies - How Indra Nooyi Turned Design Thinking Into Strategy? P&G, Pfizer, IDEO – SHIMANO.

Vijay Govindrajan’s Three Box Model approach,  Identify Technology transfer partners, Where and how do new product ideas originate Collaborative approaches – Industry, University, Transferring the project from R&D to operations,– Open innovation, crowd sourcing for Innovation, researching & monitoring markets, Five Cs of Opportunity Identification, Market Opportunity Identification in emerging technology companies, opportunity identification by fulfilling unmet customer needs. Risk Management in Innovation, Managing Future Technologies, and minimizing risk of failure.  Case study approach Intellectual Property Rights.

Lean start-up techniques for the design and refinement of business models. Customer Experience Strategy. From the Design of Services to Business Design. Customer Discovery & Validation. Business Model Canvas. How to create a winning Business Model Design & Lean Startup. Canvas Value Proposition. Lean Startup Machine. Hambrick and Fredrickson Strategy and Prototyping. Design thinking process in new product development, Three Box Model solution:  strategy for innovation, Case study discussion - Vijay Govindrajan’s  - Reverse Innovation.

Conducting market research for new a product offering, Levels of Product / Service, Identifying stakeholder needs for Product/service innovation. obtaining Insights, personal techniques and Foresight of Future Scenarios.

Concept generation, Identifying new business opportunities based on market needs – from product to service design, Designing and testing breakthrough concepts.

Assign Teams and Introduce Small projects with Design Thinking framework – empathize, define, ideate, prototype and test.

Design Thinking for the Greater Good - Conducting design thinking challenge for kids.

Market trend analysis, Business Design JAM, Digital/Internet Business Model, KPIs, Hypothesis and Experiments, Implementation, Design of Services and Customer Experience. Case study discussions – manufacturing and service sector. Service sector – IDEO, Lego, e-commerce market players design thinking strategies. Toward Sustainable Design Thinking.

Concept Visualization & Prototyping Workshop, Practicum - Choose an existing product that you like to improve further. Designing User Scenarios that integrates concepts and skills in a practical application to an existing organization or to a potential new enterprise.

2.    Shrutin N Shetty, (2018), Design the Future: Simplifying Design Thinking to Help You, Notion Press

2.      The Three-Box Solution: A Strategy for Leading Innovation By Vijay Govindarajan

3.      Design Thinking: New Product Development Essentials from the PDMA, By Abbie Griffin, Michael G. Luchs, and Scott Swan

4.      Harvard Business Review case studies, https://hbr.org/store/case-studies

5.     Case Centre, https://www.thecasecentre.org/main

6.      Blue Ocean Strategy

7.   Sketching User Experiences: Getting the Design Right and the Right Design, Bill Buxton

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course is designed to impart knowledge of the concepts and principles of Economics, which govern the functioning of a firm/organization under different market conditions. It further aims at enhancing the understanding capabilities of students about macro–economic principles and decision making by business and government, and its implications for Businesses/ Startups.

Definitions, Nature & Scope, Definitions, Importance, Managerial Decision Making, Fundamental concepts of Managerial Economics (scarcity, opportunity cost, marginal/incremental principle, equilibrium, Time value of money).

Approaches to the study of consumer behavior-cardinal approach – Law of Diminishing Marginal Utility - Law of Equi-marginal utility, Consumer surplus – meaning&analysis, Value-Cost-Surplus framework - Importance and Implications of the framework for Business strategy

Demand (Determinants, Demand function) - Law of Demand – Variations in demand. Supply (Determinants, Supply function) – Law of Supply –Variations in Supply. Market equilibrium and changes in equilibrium. Elasticity of Demand - Price, Income, Cross - Promotional elasticity of demand – its measurement and its application in business decisions, Elasticity of Supply, Demand forecasting: Survey and statistical methods.

Production runs or Periods (short run and long run) – Production in the short run – Law of variable proportions – Production in the long run – Returns to scale (increasing, constant and decreasing returns to scale) – Isoquant Analysis.

Cost - Cost concepts (Absolute cost and opportunity cost, Accounting cost and Economic cost) – Fixed and Variable cost – TC, AC & MC, Cost-output relationship in the short run - Cost-output relationship in the long run - Economies of scale and Diseconomies of scale. Revenue – TR, AR & MR - Revenue with no change in price – Revenue with change in price.

Introduction, Markets Types– Perfect Competition, Monopolistic Competition, Monopoly and Oligopoly – Collusive and Non-collusive Oligopoly Models (including Game Theory Models).

Macro economy – Meaning - Concepts of National Income, Measurement of National Income - Methods and Problems, Price Indexes - Macroeconomic objectives, Aggregate Demand & Aggregate Supply Framework, Macroeconomic problems – Business Cycles/ Unemployment / Inflation, Macroeconomic policies – Fiscal policy & Monetary policy.

 2. Dwivedi, D N (2015), Managerial Economics, Vikas Publishing House Pvt Ltd., New Delhi

2. H. Craig Petersen &W. Cris Lewis, Managerial Economics,Pearson Education.

3. Suma Damodaran, Managerial Economics,Oxford.

4. H.L. Ahuja, Managerial Economics,S. Chand and Co. Ltd.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

The purpose of this course is to acquaint the students with the various concepts, techniques, methods, process of accounting data analysis and interpretation, decision making in the areas of Financial and Management Accounting.

Need and Types of Accounting, Users of Accounting, concepts and conventions of Accounting, Relation of Accounting with other disciplines, Capital and Revenue Expenditure and Receipt, Accounting Equation.

Journals, ledgers, 3 column cash book and trial balance, Depreciation- Straight line and Written down Value Methods. Case Study on Change of Method of Depreciation.

Preparation of final accounts of sole traders in horizontal form, Preparation of final accounts of companies in vertical form as per Companies Act of 2013 (Basic problems of Final Accounts), Window dressing. Case Study problem on Final Accounts of Company and Firm

Ratio Analysis, Preparation of financial statements using ratios, Preparation of Cash flow Statement (only indirect method).Case Study on Ratio analysis.

Human Resource Accounting, Forensic Accounting, Sustainability Reporting. Accounting Standards and IFRS: Nature and significance.

2.      Maheswari S.N, Maheswari Sharad K. Maheswari,A Text book of Accounting For Management, 2/e, Vikas Publishing house (P)Ltd.

3.   Tulsian P. C,Financial Accounting, 1/e, Pearson Education.

2.      Ashish K Bhattacharya, Introduction to Financial Statement Analysis, Elsevier India.

3.      Raman B. S, 2009.Financial Accounting –, Vol I & Vol II, 1/e, United Publishers.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper. 

This paper is aimed gaining skills in using data analytical tools and techniques for business decision making.

Business Analytics Fundamentals: descriptive, predictive and prescriptive analytics, Data types, Business Analytics System Architecture. Data Science overview, Business Analytics Fundamentals, descriptive, predictive and prescriptive analytics, Types of Digital Data and Data Management.

Importance of Statistics in modern business organizations. Scope and Applications of Statistics in Managerial decision making in various functional areas of management Marketing Management, Human Resource Management and Finance, Phases of a statistical study, Presentation of data - Tables, Graphs and Frequency Distribution.

Measures of central tendency: Mean, Median and Mode and their implications, Measures of Dispersion: Range, Quartile deviation, Mean deviation, Standard deviation, Coefficient of Variation, Skewness, Kurtosis

Introduction –Correlation Analysis - Scatter diagram, Positive and Negative correlation, limits for coefficient of Correlation, Karl Pearson’s coefficient of correlation, Spearman’s Rank correlation. Regression Analysis-Concept, least square fit of a linear regression, Properties of regression coefficients and prediction

Time series analysis: Concept, Additive and Multiplicative models, Components of time series. Trend analysis: Least Square method, Linear and Non- Linear equations, Exponential smoothing method, Applications in business decision-making.

Pivot tables, Formulas – lookup, sumif, condition, sorting, data cleansing, table formatting.

Visual Analytics best practices, Analytics tools landscape.   Tableau installation, Tableau software introduction and fundamentals – data connectors, loading data sets, Data source (Dimensions and Measures) and Worksheet views.

2. Introduction to Information Technology, ITL Education Solutions Limited, Publisher: Pearson India.

3. Marketing Analytics: Data-Driven Techniques with Microsoft Excel, Wayne L. Winston.

2. Microsoft Excel 2010 (Straight to the Point), Dinesh Maidasani.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

The course provides application-oriented learning of entrepreneurship. The course includes a significant experiential learning activity, such as launching a venture or business, writing a business plan, or completing an internship in an entrepreneurial setting.

In this course, students are expected to plan their start-up idea and innovation through a mentorship program. In this mentorship Program each student is allotted with a corporate mentor with relevant industry experience to have a different impact in their entrepreneurship education.Entrepreneur mentors will have a significant positive influence on the rate ofentrepreneurship, with the greatest influence on students with specific risk orientation and analysis in their field of interest.

By the end of this course, students are expected to develop a specific business idea and come up with vision,mission, goals and objectives of the proposed business plan. Students are also expected to come up with a report describing the structure and sequence of the business plan, conduct a SWOT analysis, market research and a study on the competition.

Student Code of Conduct:

Student will conduct yourself in a professional manner at all times. This includes, but is not limited to:

·       Maintaining required work schedule.

·       Follow all rules and policies as required by the department.

·       Follow all the rules and regulators as required by government / regulatory authorities. 

·       Maintaining strict confidentiality regarding information/data obtained on any startups, members, customers, patents, employees, and products or services associated with the department.

·       Using appropriate written and oral communication in all interactions with all supervisors, employees, clients and university staff.

·       Observing all established safety rules and avoiding unsafe work practices.

·       Demonstrating honesty, cooperation, integrity, courtesy, and a willingness to learn.

·       Engaging in positive, ethical, and legal behavior.

·       Accept responsibility and accountability for decisions and actions taken while at the experiential learning/ entrepreneurship projects site.

·       Treat all customers, clients, supervisors, and fellow employees with dignity and respect.

·       Students are expected to maintain professionalism at work place. We do notencourage interaction at a personal level

Students are required to maintain minimum of 85% attendance throughout the course. If attendance falls below 85%, such a student will not be eligible to appear for viva.

This course is designed to offer an overview of the environment for launch and management of new ventures and startups in India. It aims to cover details of the key factors and forces in the socioeconomic and demographic environment, and government policies and schemes, sources of funds, training and other facilities and infrastructure for startup enterprises.

Introduction - Rise and growth of Startup Ecosystem in India – Timeline of India’s Startup Ecosystem from 1980s to the Present – Key milestones and drivers over time – Scenario at present.

Demographic profile of Indian population and market, Literacy and Education, Urbanization and rise of middle class, Economic Reforms (LPG), WTO and Globalization, Economic growth dynamics post 1991.

Government Policy for Micro, small and medium enterprises, Early measures including industrial estates, Reservation of items, market support schemes. Recent initiatives including Start up India, Stand up India, Make in India, Digital India, Mudra Bank scheme, Policy measures for Technology startups & Ecommerce startups

Sources of Entrepreneurial finance in India – Traditional sources – Informal and formal sources - Banks and financial institutions, Priority sector lending schemes, Seed fund initiatives, New and emerging sources – Angel investors, Venture Capital Funds, Private equity investment & Equity market.

EDPs, Skill development training programmes, Tech support and Proto type development centers, Incubators and Accelerators, Recent policy initiatives.

Co-working spaces, Market development initiatives, Intellectual property training and support initiatives.

2.   Pankaj Goel (2017), Before You Start Up: How to Prepare to Make Your Start-up Dream a Reality, Fingerprint Publishing, New Delhi.

2. Nanda Kumar K (2018), Startup Fundamanetals: An Introductory Guide to Registering a Startup in India, Fundraising, Taxation, Marketing and Sales, Vasudha Publishers, Chennai.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course is aimed at making students understand segmentation, target marketing, positioning and strategies in developing a marketing mix - product, promotion, pricing, place, people, process and physical evidence.

Concept, nature, scope and importance of marketing; Marketing concept and its evolution; Marketing mix; Strategic marketing planning – an overview, changing marketing trends, Indian companies.

Marketing environment – macro and micro components and their impact on marketing decisions; STP - Market Segmentation, targeting and positioning; Buyer behavior; consumer versus organizational buyers; Consumer decision making process.

Product Decisions: Concept of a product; Classification of products; Major product decisions; Product-line and product mix; Branding; Packaging and labeling; Product life cycle – strategic implications; New product development and consumer adoption process. BCG, Ansoff Matrix.

Pricing Decisions: Factors affecting price determination; Pricing policies and strategies; Discounts and rebates, Go To Market (GTM) strategy, Packaging; Labeling; Warranties and Guarantees.      

Nature, functions, and types of distribution channels; Distribution channel intermediaries; Channel management decisions; Retailing and wholesaling. Distribution challenges faced by online portals, inbound marketing strategy, collaboration with the sales, channel and partner organization, e-marketing channels, supply chain (1PL-2PL-3PL-4PL-5PL Model),

Promotion Decisions: Communication Process; Promotion mix–advertising, personal selling, sales promotion, publicity and public relations; Determining advertising budget; Copy designing and testing; Media selection; Advertising effectiveness; Sales promotion – tools and techniques, Digital promotional Strategy.

Marketing Research: Meaning and scope of marketing research; Marketing research process, steps involved in marketing research- areas of marketing research. Big Data - Marketing Information System (MIS): Need, Importance - Elements of good MIS - components of MIS, Apply entrepreneurial thinking and develop marketing plan. Scaling: Growth Marketing. 

Experiential Marketing, Post-modern Marketing, Big data Analytics and it’s use in Marketing process, Marketing sustainability and ethics, managing cannibalization, Marketing strategies for service firms; Managing service quality; Managing Service Brands; Managing Product- Support Services, Power of Digital in Global Targeting and Reach.

2. Peter Paul, Donnelley James, “Marketing Management- Knowledge and Skills”, McGraw-Hill Education.

3. Michael Etzel, Bruce J Walker, William Stanton, (July 2017), Marketing, McGraw Hill Publisher, 14th Edition.

4. Prof. S A Sherlekar, R Krishnamoorthy, (2017), Marketing Management Text and Cases, Himalaya Publishing.

2. Tapan K Panda, Marketing Management- Text and Cases, 2nd Edition, Excel.

3. Kotler, Philip, Marketing Management , Prentice Hall.

4. Keller Kevin, Kotler Philip,” Marketing Management” PHI.

5. Kotler, Philip, Keller, Kevin L, Koshy, Abraham and Jha, Mithileshwar Marketing Management - A South Asian Perspective, Pearson Education, New Delhi.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This subject deals with theoretical and practical aspects of financial management. Students are trained to assess the optimality the firm's investment, financing and dividend decisions to maximize shareholder's wealth.

Functions of Financial Management, Objectives of Financial Management - Profit Maximization and Wealth Maximization, their social implications  Interface of Financial Management with other functional areas, Decisions of Finance, Organization of the Finance Function, Emerging Role of the Financial Manager in India, Overview of Indian Financial System.

Concept of Time value of Money, Concepts of capital budgeting, Basic principles in estimating costs and benefits of investments, Appraisal criteria for capital budgeting decisions - Payback period, Average rate of return, Net present value, Profitability Index, and Internal rate of return, Conflicts in appraisal, Capital Rationing, Risk analysis in capital budgeting. Financial Modeling using MS Excel.

Cost of equity and retained earnings, cost of debt, cost of preferred stock, weighted average cost of capital, Factors affecting cost of capital, Long term financing - shares, Debentures, Warrants, Term loans, Lease financing, Hybrid financing, Venture capital financing.

Introduction, Factors affecting capital structure, Features of an optimal capital structure, EBIT - EPS Analysis, Capital structure theories - Net income approach, Net operating income approach, Miller Modigliani propositions I and II and Traditional theory, Leverages - Operating, Financial and Combined, Leverage and firm value.

Introduction, Dividend decisions and valuation of firms, Determinants of dividend policy, Dividend theories – relevance and irrelevance, Walter, Garden and M M Hypothesis, Bonus issues, stock split, Buy back of shares.

Meaning; Concepts, Types of Working Capital, Operating Cycle, Importance of Working Capital, Dangers of Inadequate and Excessive Working Capital, Management of Working Capital, Factors determining Working capital, Estimation of Working capital Requirements.

Cash Management: Motive of Holding cash, Cash budgeting, Cash collections and disbursement, Options and Strategies for investing and Managing Surplus cash, Cash Management Models.

Inventory Management: Purpose of holding inventory, Risk and cost of holding inventories, Objectives of Inventory Management, Tools and Techniques of Inventory Management.

Credit Management: Cost of maintenance of Accounts Receivables, Forecasting the receivables, Terms of Payments, Credit policy, Credit evaluation, Credit granting, Collection policy

2. Horne Van, C. James and Wachowicz John M. (2008) Fundamentals of Financial Management, 13th edition, Prentice Hall, New Delhi.

3. Khan and Jain (2012) Financial Management:Text, Problems and Cases, 6th edition, Tata McGraw Hill Education Private Limited.

2. Case Centre, https://www.thecasecentre.org/main/

3. Harvard Business Review case studies, https://hbr.org/store/case-studies

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

•  A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
• In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Business and management research involves undertaking systematic research to find out decision outcomes. It is trans-disciplinary, and engages with both theory and practice. The course intends to provide comprehensive knowledge & skills about the research methods to investigate problems in business.

Meaning, Objectives, Types of research, significance of research, research process, criteria of good research. Identification, selection and Defining research problem in an internship. How to conduct live research project in a company?

Meaning, Need for research design, features of a good design, Different Research Designs.

Sampling Design: Census and sample survey, steps in sampling design, criteria of selecting a sampling procedure, characteristics of a good sample design, different types of sampling designs- Probability and Non Probability Sampling Design, Sampling v/s Non-Sampling Error; Determination of Sample Size.

Qualitative methods of data collection, attitude measurement and scaling-types of measurement scale, attitude, classification of scales - Single Item v/s Multi Item Scales, Comparative v/s Non-Comparative scales, Continuous Rating Scales; Criteria for Good Measurement,

Data Preparation, Field Validation, Data editing, Coding, Content Analysis, Classification and Tabulation of Data. Basic data analysis: Descriptive Statistics, Univariate and Bivariate Statistical Analysis (concepts), Parametric & Non-Parametric Tests; Null & Alternative Hypothesis, Error in Testing of Hypothesis, Critical Region, Degrees of Freedom, One Tailed & Two Tailed Tests, Standard Error; Procedure for Testing of Hypothesis. Parametric test, Non parametric test. Data analysis using SPSS.

Ethics in research – plagiarism, Types of Research Report, Report Structure, Report Writing: Report Formulation, Citation and Referencing styles Guidelines for effective Documentation and visual representation (Graphs) and Research Briefing –Oral Presentation

2. Fundamentals of Research Methodology: (2017), Himalaya Publishing House, 2^nd Edition.

3. Dr. Deepak Chawla Chawla and Dr. Neena Sondhi, (2016), Research Methodology Concepts and Cases: Vikas Publishing.

4. Uwe Flick,  SAGE, (2015), Introducing Research Methodology: A Beginner's Guide to Doing a Research Project: SAGE.

2. William Zikmund, Barry Babin, Jon Carr, Mitch Griffin,Business Research Methods, Cengage.

3. Naval Bajpai, Business Research Methods, Pearson Education Research Methodology.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

• A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
• In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course has been selected to teach to the students, to be aware of various legal and regulatory aspects affecting business.

Contract—Definition; Types of Contracts; Essential elements of a Valid Contract- Offer and Acceptance, Parties to the contract, Consideration, Capacity of the parties to the contract, lawful object and consideration, Free Consent –coercion, undue influence, Fraud, misrepresentation and  mistake  Classification of Contracts; Contracts specifically declared void;  Discharge of contracts—Performance of contracts, Breach of Contracts-Remedies for breach of contracts; Wagering and Contingent Contracts, Quasi Contracts, Quantum Merit; Special Contracts: Indemnity and Guarantee—Distinction between Indemnity and Gurantees—Essential Features of Guarantees—Types of Guarantees—Duties and Rights of parties to the Guarantee; Bailment and Pledge—Distinction between Bailment and Pledge—Duties and Rights of parties to the contract of bailment and pledge; Law of Agency---Types of Agency—Classification of Agents--Duties and Rights of the Principal and Agent—Termination of the contract of Agency.

Definitions.: Buyer and Seller, Goods / Existing Goods / Future Goods / Specific Goods, Document of Title to goods,  Mercantile Agent. Contract of Sale and Essentials of Contract of Sale; Sale and Agreement to Sell; Price and mode of fixing of Price; Conditions and Warranties Essentials of Conditions and Warranties; Caveat Emptor and Exceptions to the Rule of Caveat Emptor; Transfer of Ownership and Rules regarding Passing of Property; Sale by Non – Owners; Unpaid Seller and Rights of Unpaid Seller; Rights of a buyer. Contracts of hire purchase and installment sales; Specific Terminologies—Lien, Right of Set-off; Lease, Pledge, Hypothecation, Mortgage, Assignment.

Hybrid features of LLP, process of incorporation of LLP, activities restricted to be undertaken by a LLP, drafting of LLP agreement and essential terms of LLP agreement, Partners and Designated Partners, Functions and liabilities of designated partners.

Object of the Act:-Definitions: Acquisition, Agreement, Cartel, Commission, Consumer, Enterprise, Price, Relevant, market Trade, Turnover’ Prohibition of certain agreements, abuse of dominant position and regulation of combinations; Establishments of Competition Commission; Duties Powers and Functions of Commission.

Object, Definitions: Adjudicating Authority Authorized Person, Capital Account Transaction, Current Account Transaction, Currency, Currency Notes, Foreign Currency Foreign Exchange, Person Resident In India Person Resident outside India.

Current Account Transactions – Compliances - Government of India Rules, Prohibited List, matters which requires approval from Government of India and/or RBI, Compliance.

Capital Account Transactions – Compliances - Permissible Transactions by Persons resident outside India. Prohibition on Investment Outside India of Capital Account Transaction. Object, Definitions: Adjudicating Authority, Authorized Person, Capital Account Transaction, Current Account Transaction, Currency, Currency Notes, Foreign Currency Foreign Exchange, Person Resident In India Person Resident outside India.

Information Technology Act, 2000 including the amendments (particular emphasis to Cyber law); Law relating to Intellectual Property Rights--(Copyrights, Patents, Geographical Indications); Right to Information Act--Basic awareness; Law relating to Sexual harassment at workplaces; Prevention of Money Laundering Act; Consumer Protection Act 1986; SEBI Act; SARFAESI Act; The Negotiable Instruments Act with special focus on Electronic cheques and criminal liability in case of dishonor of cheques; The industrial employment (standing orders) Act 1946 and amendments; Shops and Establishments Act, Health, Safety & Sanitation; Employee Compensation Act 2012; Equal Remuneration Act,  Employment Laws, Legal view on dealing with employees  - for furnishing fake resumes,  The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013.

EPF schemes – contribution – determination and recovery – obligations of employers – offences and penalties. Case study.

Types of Companies under Companies Act 2013, distinctive features the types of Companies specified under Companies Act 2013, practical aspects of incorporation of Company, roles and responsibility of Directors and KMP, Limits on the powers of Board, Related Party Transactions (“RPT’s) and compliances with respect to RPT’s, process of convening Board and Annual General Meeting, concept of Final and interim Dividend, Annual filings applicable to Companies, specific exemptions provided to Private Companies from the provisions of Companies Act 2013.

2.      R K Bulchandani, , (2018),  Business Law, Himalaya Publication, 22nd Edition

3.      Munish Bhandari, (2018), Corporate and other laws, Bestword Publications Pvt. Ltd.

4.      Kuchhal, M. C. , (2018), Business Law, Vikas Publication.

5.    Vandana Bansal and Nitika, , (2016), Business Laws, Sulthan Chand and Sons.

2. Mercantile Law  - Avatar Singh

3. Elements of Mercantile Law – N.D.Kapoor

4. Industrial Law -P.L. Malik

5. Legal Aspects of Business: Akhileshwar Pathak--Mc Graw Hill Education Pvt Ltd.

6. Economic and Commercial Laws:( CS exe program).

7. Sangeet Kedia, Pooja Law Publishing House.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

• A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
• In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper. 

This paper is aimed gaining advanced skills in using data analytical tools and techniques for business decision making.

Data processing and analysis with Tableau, Creating visuals in Tableau using data sets, basic charts and graphs, data types, changing data types, changing default properties for a data field (number format, aggregation, color, date format, etc.), formatting visuals for presentation (color, shapes, fonts), calculated fields, Data Visualization with Excel and Tableau or any other open source tool

Maps, Map layering, assigning Geographic Role to a data field, organizing dimensions into a hierarchy, filters and applying filters to multiple worksheets, dashboards, Interactive dashboard Actions – Filters and Highlighting

Bins and Parameters, Groups and Sets.

Advanced charts and graphs (cover few: Dual Axis, Scatter Plot, Tree/Heat Maps, Box Plots, Candlestick, Bollinger Band, Butterfly, Funnel Chart, Doughnut Chart)

Optional topics: Creating a Storyline from dashboards/worksheets.

Publishing visuals, sharing and downloading twbx/workbooks.

Level of granularity and aggregation, introducing level of granularity and changing aggregations

Analytical problem solving in Tableau, table calculations, filters (context and quick filters), date filters, crosstabs.

Time series, pivoting data, conversion of dimension into a measure and measure into a dimension, dual axis chart, working with live data sets.

KPIs, dashboards, Communication skills for a data analyst.

Write macros to automate routine work, Create functions and procedures. Design and use forms for data entry, Create add-ins to deploy at client machines. Create reports.

Data processing and analysis with PowerBI, Creating visuals in Tableau using data sets, basic charts and graphs, data types, changing data types, changing default properties for a data field (number format, aggregation, color, date format, etc.), formatting visuals for presentation (color, shapes, fonts), calculated fields, Data Visualization with Excel and Tableau or any other open source tool.

2. Dinesh Maidasani, (2010), Straight to the Point, Microsoft Excel.

3. Wayne L. Winston, Marketing Analytics: Data-Driven Techniques with Microsoft Excel.

2. Dinesh Maidasani, 2010, Microsoft Excel (Straight to the Point).

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

• A student should secure a minimum of 50% Marks in the ESE to pass in that paper.
• In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course focuses on new venture initiation and the preparation of a feasibility study that can be used to begin operations in a new business enterprise. It examines the critical factors involved in the conception, initiation, and development of new business ventures. It provides potential entrepreneurs with the knowledge of succeeding in an entrepreneurial opportunity.

In this course, student focuses ongenerating feasibility report which is an analysis or study of new business or product idea and covers the discussions, analysis, and study of the different aspects (almost every aspect) of the feasibility of a START-UP businesses.

In the feasibility report studentsfocuses on the various aspects of the survivability of the start-up business such as product feasibility, financial feasibility, Market feasibility, Plant/Machinery feasibility, Manpower feasibility, location feasibility etc.

By the end of this course, students will be able to assess the feasibility of any type of solution and can make an informed choice about the achievability of their entrepreneurial endeavour to take their proposal from ideation to realization, within any type of business environment.

Student Code of Conduct:

Student will conduct yourself in a professional manner at all times. This includes, but is not limited to:

·       Maintaining required work schedule.

·       Follow all rules and policies as required by the department.

·       Follow all the rules and regulators as required by government / regulatory authorities. 

·       Maintaining strict confidentiality regarding information/data obtained on any startups, members, customers, patents, employees, and products or services associated with the department.

·       Using appropriate written and oral communication in all interactions with all supervisors, employees, clients and university staff.

·       Observing all established safety rules and avoiding unsafe work practices.

·       Demonstrating honesty, cooperation, integrity, courtesy, and a willingness to learn.

·       Engaging in positive, ethical, and legal behavior.

·       Accept responsibility and accountability for decisions and actions taken while at the experiential learning/ entrepreneurship projects site.

·       Treat all customers, clients, supervisors, and fellow employees with dignity and respect.

Students are expected to maintain professionalism at work place. We do notencourage interaction at a personal level.

Students are required to maintain minimum of 85% attendance throughout the course. If attendance falls below 85%, such a student will not be eligible to appear for viva.

This course introduces the key concepts, tools, and principles of competitive analysis, strategy formulation and execution. 

Concept of strategy, Planned vs reactive strategy, Levels of strategic management, Dynamics of competitive strategy – competitive landscape, framework of strategic analysis – External and Internal analysis, Strategy identification and selection, Strategic Group Mapping – Identifying the strongest and weakest companies, likely strategic moves of competitors, Prospects and financial attractiveness of industry, core competence, competitive advantage, creating competitive advantage through value chain, Resources and capabilities, Levels of strategy, stages of business lifecycle. How best to formulate business strategy using Design Thinking?

Strategic Planning, Elements of Strategic Intent – Vision , Mission, Business Definition, Business Model, Goals and objectives. Strategic Management model, Stages in Strategic Management model/process.

Types of strategies - Guidelines for crafting successful business strategies,  Organizational Capability Profile - Strategic Advantage Profile – Corporate Portfolio Analysis - - Synergy and Dysergy - GAP Analysis - Porter's Five Forces Model of competition - Mc Kinsey's 7s Framework - GE 9 Cell Model - Distinctive competitiveness - Selection of matrix Tailoring strategy to fit specific industry, Strategic management in large multi-product, mid-size, small organizations, nonprofit organizations and large multi product and multiple market organizations.

Corporate Strategy alternatives – Stability, Growth/Expansion, Retrenchment and combination, Diversification/Intensification, Diversification – Vertical – backward/forward, Horizontal, concentric, Conglomerate. Intensification – Market Development, Market penetration and Production Development, The Motive for Diversification, Related and Unrelated Diversification, Business Portfolio Analysis – case study. Mergers and acquisitions, Strategic Alliance: The popularity of Merger and Acquisition Strategies. Difference between Merger, Acquisition and Takeover, Reasons for Acquisition. Problems in having a successful acquisition. Attributes of successful acquisition. Scenario mapping –managing new ventures: Strategic Mapping, Scenario Planning. Business portfolio balancing - Assessment of economic contribution of strategy - Strategic funds programming. Arthur D Little, GE Portfolio Matrix

Competitive strategies – Cost leadership, different ion, focus; collaboration strategies – JV, M&A, Strategic Alliance, Ansoff Matrix. Strategic Analysis and Choice, Competitive Strategy Five Forces that Shape Strategy, Generic Strategies, Generic Strategies and the Value Chain, Competitive Strategy - Strategy formulation Generic strategies - Grand strategies - Strategies of leading companies - The role of diversification -limit - means and forms. Strategy Implementation, Structure, Systems and People.

Strategy formulation and implementation matrix, Strategy formulation vs Strategy implementation, Forward linkages, backward linkages, Issues and challenges in strategy implementation -  Project implementation

Procedural implementation, Resource allocation, Structural implementation Functional implementation, Behavioural implementation.

7S model - Strategic control process - Du Pont’s control model and other Quantitative and Qualitative tools - Balanced score card – Strategic Change, Steps to initiate change, Change models, Strategic Control, Strategy Audit, Business process reengineering, Benchmarking process.

Three box solution, Value Innovation – Blue Ocean Strategy, Managing New Ventures successfully, New ventures for corporate growth

2.     Haberberg A and Rieple A; The Strategic Management of Organisations, Current Edition,Prentice Hall Johnson G and Scholes K; Exploring Corporate Strategy: Text and Cases, Hill C and Jones G; Theory of Strategic Management with cases, Current Edition, South Western Cengage Learning

3.     Gallagher G; Corporate Strategy for Irish Companies, Current Edition, Gill and Macmillian

4. Thompson A and Strickland AJ and Gamble; Crafting and Executing Strategy
5. Harvard Business Review case studies, https://hbr.org/store/case-studies
6. Case Centre, https://www.thecasecentre.org/main

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This paper aims to develop conceptual knowledge on the overview of dynamic aspects of marketing namely Logistics & Supply Chain Management. The subject mainly focuses on fundamentals of Logistics & Supply Chain Management, Physical distribution,  Procurement and Recent trends in Business.

Supply Chain Management –Concept, Objectives, Significance , Drivers/components of supply chain – Facilities, Inventory,  Information, Trade-off between customer service and cost, Strategy formulation in SCM, Value in supply chain, Business of Logistic, Logistic value proposition, the work of logistic, Logistical operating arrange

Definition, Importance, participants in physical distribution process, Transport functionality, Transport service, Transport administration and documentation, Marketing Channels Importance ,Unconventional channels,  Consumer goods, Industrial Goods & Services – Integrated Marketing Channels, Vertical, Multi-channel, Case study

Channel Management – Channel Selection Process &criteria, Performance appraisal of Channel Members - Channel Conflicts & Techniques to resolve channel conflicts, Case study

Supplier Management, Management Supplier Selection, Tendering, E-Tendering, Negotiation; Warehouse and Dispatch Management - Types of Warehousing, Warehouse Layout Docking and Marshalling, Warehouse Safety Management, Case study

Green Supply Chain Management, Role and Future of IT in the Supply Chain, Customer Relationship Management, Supplier Relationship Management, E-Business and the Supply Chain; E-Business in Practice , Case study

Reverse Logistics, Sales return and settlements, digital trends in logistics, Supply Chain Analytics, analytics in network planning, design of logistics network using heuristics/optimization, concept of 3PL/4PL in supply chain, analytics of transportation problem, Lean Management and Just-in-time, Strategic requirement and supply chain components single warehouse – multi-product inventory model and multi-retailer models; stochastic inventory models – newsvendor models

5. S K Bhat, (2011) Edition, Logistics and Supply Chain Management, Himalaya Publication.

   2.     S K Bhat, (2011 Edition),Logistics and Supply Chain Management, Himalaya Publication

   3.     K Shridhar Bhat, (2016 Edition), Logistics and Supply Chain Management, Himalaya Publication

4.     Supply Chain Management Best Practices, David Blanchard, Latest Edition

5.     Harvard Business Review case studies, https://hbr.org/store/case-studies

6.     Case Centre, https://www.thecasecentre.org/main

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

The course will help students understand why financial markets exist, how financial institutions serve them and the services the institutions offer.

Focusing on management performance and regulation of financial institutions, the course explores Federal Reserve system and major debt and equity security markets. Updates on regulatory reform as well behavioral finance, high frequency trading and pension funds are also covered.

Role of Financial Markets and Institutions, Overview of Financial Markets, How Financial Markets facilitate corporate finance and Investment Management, Securities traded in Financial Markets, Valuation of Securities in Financial Markets,Determination of Interest Rates, Structure of Interest Rates, Overview of Financial Institutions

Loanable Funds Theory, Economic Forces that affect interest rates, Summary of forces that affect interest rates, Forecasting Interest Rates

Structure of Interest RatesCharacteristics of Debt Securities that cause their yields to vary, credit (default) risk, Yield differentials across securities (money market securities, capital markets securities). Theories regarding relationships between maturity and annualized yield of securities (Pure expectation theory, Liquidity Premium theory etc.) International structure of Interest rates

Functions of Fed, Fed controls of money supply, Global Monetary Policy (A single eurozone monetary policy, Global central bank coordination), Mechanics of monetary policy – correcting a weak economy, high inflation,  limitation of monetary policy, Tradeoff in Monetary Policy, Economic Indicators monitored by Fed, Monetary Policy’s affect on various sectors, Monetary Policy in a Global environment

Money Market Securities (Treasury Bills, Commercial Paper, Repurchase Agreements, Bankers Acceptance etc.), Institutional Use of Money Markets, Valuation of Money Markets Securities, Price movements, Future Indicators, Risk of Money Market securities, Globalization of money markets.

Stock Offerings and Investor Monitoring, Stock Valuation and Risk, Market Microstructure and Strategies

Concept of Venture Capital, Features of Venture Capital, Scope of Venture Capital, Importance of Venture Capital, Types of Funds/Classification of Funds, Importance of Mutual Funds, Risks, Organisation of the Fund, Operation of the Fund, Facilities Available to Investors, Net Asset Value, Performance Evaluation of Mutual Funds, What is Securitisation, Securitisation vs. Factoring, Modus Operandi, Structure for Securitisation/Types of Securities, Securitisable Assets,  Benefits of Securitisation, Securitisation and Banks, Conditions for Successful Securitisation.

2. Anthony Saunders, Marcia Millon Cornett, (2014), Financial Institutions Management, Mcgraw Hill Education, 

2. E Gordon , K Natarajan, (2016) Financial Markets and Services, Himalaya Publishing House

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course introduces the key concepts, tools, and principles of competitive analysis, strategy formulation and execution in Family owned Businesses. 

Time value of money, valuing stocks and bonds, Cost of capital – debt, equity, weighted average.

Theories, financial leverage and its effect on risk/ profitability.

Importance, calculations, management of different components of WC. Cash & cash forecast techniques, receivables, inventory, payables, Financial Statements, Financial Analysis, ratios.

Master budget, sales& production budget, cash budget, forecasting & techniques.

Venture stages and financing & their types at different stages

Prerequisites for Financing – strategy, idea, business model, business & financial plan based on a business idea, project report.

Long term, short term, working capital; equity, debt, quasi debt, preference, security; suitable source at different stages of venture; deal structure, documentation.

Valuation Concept, methods, purpose, process, case studies on valuation, mock valuation of an established company, Valuation – based on the financial plan on the business idea.

Private equity/ VC – under their requirements, process, valuation, exits, IPO, PE/ VC terminologies.

4. Shapiro (2008) International Finance. 1^st edition, Wiley India Pvt. Ltd

2.     Philip J. Adelman, Alan M. Marks, Entrepreneurial Finance.

3.     Jeffrey R. Cornwall, David O. Vang, Jean M. Hartman, Entrepreneurial Financial Management: An Applied Approach

4. By Gina Vega, Miranda S. Lam, Entrepreneurial Finance: Concepts and Cases 

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

On completion of this subject students should have developed skills of analysis, evaluation and synthesis in cost and management accounting and, in the process, created an awareness of current developments and issue in the area. The subject covers the complex modern industrial organizations within which the various facets of decision-making and controlling operations take place; the subject includes discussion of costing systems and activity based costing, activity management, and implementation issues in modern costing systems.

Traditional Cost Management – Strategic Cost Management – Necessity of Strategic Cost Managements – Traditional Vs. Strategic Cost Management – Components of Strategic Cost Management.

Life Cycle Costing. Target Costing. Kaizen Costing. Value Analysis and Value Engineering. Throughput Costing. Business Process Re-engineering. Back-flush Accounting. Lean Accounting. Socio Economic Costing.

Cost Control and Cost Reduction – Basics – Process – Methods and Techniques of Cost Reduction Programme.

Marginal Costing – Decisions Involving  Alternative Choice – Pricing Decisions and Strategies – Costing of Service Sector – Relevant Cost Analysis – Profitability Analysis.

Transfer Pricing – Meaning – Objectives - Methods

Meaning and Principles of Standard Costing – Difference Between Standard Costing and Budgetary Control – Advantages – Limitations – Standard Costs and Estimated Costs.

Variance Analysis – Meaning and Types with Simple Problems.

Uniform Costing – Meaning – Scope – Requisite for Installation of Uniform Costing System – Fields Covered by Uniform Costing.

Interfirm Comparison – Meaning – Benefits and Limitations – Computation of Uniform Price.

Activity Based Costing – Meaning – Concepts – Stages – Difference Between Traditional and Activity Based Costing – Problems.

Just-In-Time – Meaning – Strategy –System- Advantages and Disadvantages – Cost Benefit analysis of JIT Policy.

PARETO Analysis – Meaning – Usefulness and Application in Business situations.

2. Jain, S. P., Narang, K. L., & Agrawal, S. (2018). Advanced Cost Accounting (Cost Management). Kalyani Publisher.

2. https://icmai.in/upload/Students/Syllabus2016/Final/Paper-15-Revised-Aug.pdf.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

The course is designed to provide a understanding of how to start-up and, launch and develop new business ventures inside established corporations, and make them survive in an competitive environment 

Designing business model for competitive advantage, strategic partnerships, Resource building.

Value chain analysis to identify profitable startup opportunities, Should this product be built?" and "Can we build a sustainable business around this set of products and services? Product market fit, Stage 0 Initial concept, Getting to Stage 1: Concept to first initial customers (solving a meaningful problem in a differentiated way), Getting to Stage 2: Scaling from first customers to a repeatable selling motion (focus on initial target segment of customers), Getting to Stage 3: From repeatable selling motion to struggling to keep up with demand (Expanding strategically winning one segment at a time.

Sketching out Hypothesis: (Alexander Osterwalder)

Key Building Blocks - Key Partners - a list of associates, suppliers and resources that can be helpful to the growth of a startup

Key Activities - a list of activities that value propositions require

Key Resources - a list of resources that affect distribution, customer relations and revenue streams

BUILD-MEASURE-LEARN -  turn ideas into products, measure how customers respond, and pivot or persevere, Developing a minimum viable product (MVP), Validated Learning, Innovation Accounting, The , Pivot, Small Batches, The Andon Cord, Continuous Deployment, Kanban, The Five Whys, Lean startups don't try to scale up the business until they have product market fit.

Elevator Pitches for make-it-or-break-it meetings, Reviewing sample elevator pitches of successful startups, Practical exercise on How to write an effective elevator pitch?  Practical hands-on approach. Startup branding, preparing start-up collaterals - hands on approach. How startups can leverage the power of social media, How to build a social media plan, How to enhance the ability to connect with stakeholders,  

Designing Marketing Plan, Develop logical and concise recommendations to specific problems arising when developing a marketing plan for new venture.  Apply entrepreneurial thinking and develop marketing plan. Scaling: Growth Marketing.

Entrepreneurial approaches to Tech-enabled marketing strategies, Entrepreneurial thinking for market identification, segmentation and engagement decisions, Identification of suitable markets,  Identify critical customers, product differentiation, and product positioning for venture,  Develop strategy to bring product/service to customer base, Timing of market entry, Leading customers rather than following them. Product / services pricing model for startups, Revenue Analytics - what to charge, what to stock and what to promote when framing and delivering the value proposition: Product and Pricing. Business Analytical tools in pricing and revenue management

Identifying and addressing operational challenges and operational needs of the new venture, planning the launch of the venture, scaling a start-up, analytical frameworks for understanding competitive/market dynamics. Capacity Building, Review alternative operations strategies for various objectives, Tools to sensitivity analysis, cash conversion analysis, strategic partnerships,  identify/evaluate opportunities and acquire/manage resources, Tools to analyze business context and risks

Building New Venture Team, Growth Manager - Personality Traits, How do you negotiate equity splits and other team formation dilemmas,  Structuring the Venture, HR best practices for start-ups, How do you effectively hire and manage employees,  Organizational Chart, roadmaps and milestones, Conflict management in new ventures, assessing entrepreneurial traits of top management.

2.     Allen, K. R. (2011),“Launching New Ventures: An Entrepreneurial Approach”, 6th Edition. Mason, Ohio: South-Western Cengage Learning.

3.     Verstraete, T. and Jouioson-Laffitte, E. (2012), “A Business Model for Entrepreneurship”, Cheltenham: Edward Elgar Publishing Ltd.

4.  Poornima Charantimath, (2007)“Entrepreneurship Development-Small Business Enterprise”, Pearson Education.

2.     Entrepreneurial New Venture Skills By Robert N. Lussier, Joel Corman, David Kimball

3.     Start-Up: A Practice Based Guide For New Venture Creation By Inge Hill 

4.     Harvard Business Review case studies, https://hbr.org/store/case-studies

5.     Case Centre, https://www.thecasecentre.org/main

6. https://hbr.org/2016/02/every-company-needs-a-growth-manager

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course develops analytical and conceptual skills necessary to define a plan for the implementation of a new venture. This course is not limited to students who have an idea and wish to start a business immediately upon graduation. This course is for the rest of their life as an entrepreneur, when an opportunity arises, they have the toolset to recognize, define, test, and then exploit the idea. 

The course accomplishes its goal by equipping students how to develop their implementation plan. This course aims to help students create a successful venture or to become part of an entrepreneurial team managing an emerging business. The course focuses on developing a proactive and effectual way for students to determine and pursue their goals. Students are trained to act and iterate on thought through implementation of plans rather than optimization.

Student Code of Conduct:

Student will conduct yourself in a professional manner at all times. This includes, but is not limited to:

·       Maintaining required work schedule.

·       Follow all rules and policies as required by the department.

·       Follow all the rules and regulators as required by government / regulatory authorities. 

·       Maintaining strict confidentiality regarding information/data obtained on any startups, members, customers, patents, employees, and products or services associated with the department.

·       Using appropriate written and oral communication in all interactions with all supervisors, employees, clients and university staff.

·       Observing all established safety rules and avoiding unsafe work practices.

·       Demonstrating honesty, cooperation, integrity, courtesy, and a willingness to learn.

·       Engaging in positive, ethical, and legal behavior.

·       Accept responsibility and accountability for decisions and actions taken while at the experiential learning/ entrepreneurship projects site.

·       Treat all customers, clients, supervisors, and fellow employees with dignity and respect.

·       Students are expected to maintain professionalism at work place. We do notencourage interaction at a personal level. 

Students are required to maintain minimum of 85% attendance throughout the course. If attendance falls below 85%, such a student will not be eligible to appear for viva.

The purpose of this course is to acquaint the students with the direct tax and GST in India and understand the levy and collection methods of both the taxation. And also, to have an overview of customs duty in India.

Introduction to The Income Tax Act, 1961. Definitions: Person, Assessee, Assessment year, Previous year, Exceptions to previous year, Rates of Tax. Residential Status of Individuals,Exempted Incomes applicable to individuals - Agricultural Income: Definition, Concept of Aggregation, Rules on classification of Agricultural and non-agricultural income

Introduction, Meaning of Salary, Allowances,Valuation & Taxability of Perquisites, Death cum Retirement benefits,Deductions against Salary. Income from House Property (Theory Only).(Problems on salary Income).

Income under the head Profit and Gains of Business or Professions and itscomputation- basic method ofaccounting- scheme of business deductions/allowance- deemed profits- maintenance of books, Depreciation.(Problems on computation of income from business/ profession ofIndividual Assessee and Depreciation).

Income under capital gain, basis of charge, transfer of capital asset, inclusion& exclusion from capital asset, capital gain, computation of capital gain,deductions from capital gains. Income from Other Sources (Theory Only).(Problems on computation of Income from capital gain).Computation of taxable income of a company with special reference toMAT. (Problems on MAT).

Goods and Services TaxAct & Rules, Need for GST in India, Dual GST Model - Central Goods andServices Tax Act, 2017 (CGST) Integrated Goods and Services Tax Act, 2017 (IGST) Goods and ServicesTax Network (GSTN), GST Council Guiding principle and Functions ofthe GST Council. (Theory).

Levy and Collection, Composition Levy, Exemptions Person Liable to pay GST, Exemption from tax. (Simple problems on calculation of value of taxable supply and GST Levy). (Theory and Problems).

Time of Supply, Change in Rate of Tax in respect of Supply of Goods or Services, Place of Supply and Value of Supply. (Simple problems on Time of supply, place of supply and value of supply) (Theory and Problems).

Introduction and Eligibility to avail Input Tax Credit (ITC). Registration under GST: Persons not liable for Registration, Compulsory Registration in Certain Cases, Procedure forRegistration, Deemed Registration. Returns under GST: Furnishing of Returns, First Return, Revision of Returns and Penalty/Late Fee. (Theory).

Introduction to Customs Duty. Definitions, Circumstances of Levy of Customs Duties and Types of Duties and Exemption from Customs Duty. Valuation under customs: Valuation of Imported Goods and Valuation of Export Good. (Problems on Valuation of Imported Goods). Introduction to Baggage and General Free Allowance. Provisional Assessment of Duty, Due Dates for Payment of Duty, Penalties under Customs, Seizure of Goods,Confiscation of Goods. (Theory).

2.     T.N.Manoharan. (2014). Students Handbook on Income Tax Law. Snow White Publication.

3.     V S Datey, (2019), Indirect Taxes Law and practices, 44^th Edition, Taxman

2.     V.S. Datey and Dr. Krishnan Sachdeva,Principles of GST & Customs Law, Taxmanns

3. B. Viswanathan, Goods & Services Tax (GST) in India , UBS Publishers

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course introduces students to Business Process Reengineering as a strategy that tears down and enforces change in a failing or a stagnating company.

Overview of the family business. Effective governance and the family business, Issue of ownership and conflict in family. Capital structure of closely held business and family business, cash, growth. Issues and challenges in family business and closely held family business.

Understanding the relationships between family and business, management and ownership. Governance issues in family owned business, behavioral issues in closely held and family owned business & managed business. Conflict management and transition in family business

Growth strategy for family owned business. Different models in family business. Developing sustainable family business organization structure, ownership, team of advisors, board of directors and corporate governance.

SME business dynamics, present scenario of SME & MSME in India and developed and other emerging markets – a case study approach. Five stages of small business growth management: Stage 1 – Existence; Stage 2 – Survival; Stage 3 – Success; Stage 4 – Take Off; Stage 5 – Resource Maturity; The characteristics of small business at each stage of development, strategies and tactical plans to navigate five stages of growth. Planning and execution across five growth stages. Improving organizational processes through Balance Score Card. Case Studies 

German and Japanese SME case studies, Aurum Harilela Group, Graham Holdings – Kaplan, Synarge, Washington Post Co.

Succession Planning, Family succession, issues of succession in a family firm, preparing for succession planning. Legal norms of succession-succession acts, important provisions

Future Prospects, Involving non-family members, power struggles and issues of succession in a family firm, Valuation of the closely held firm, the changing role of family in the family business.

2.     Amy M. Schuman, Wendy Sage Hayward & David Ransburg Human Resource in the Family Business: Maximising the Power of Your People A Family Business Publication

3. Kelly LeCouvie, Jennifer Pendergast,(2014), Family Business Succession: Your Roadmap to Continuity- A Family Business Publication

2. Business Process Re-engineering: A Simple Process Improvement Approach to Improve Business Performance (The Business Productivity Series Book 1), Giles Johnston

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This paper aims to develop conceptual knowledge on the overview of dynamic aspects of marketing namely Consumer Behaviour. The subject mainly focuses on fundamentals of consumer behaviour, different models, strategies involved.

Introduction to Consumer Behaviour, meaning, types of consumers, Scope and application of consumer behaviour, Consumer Trends; Rural Consumer.

Consumer needs, motives, Categories, influence of culture and subculture on consumer behaviour, Characteristics measurements of  culture, content, Measurement of social class, Life style profiles, VALS, AIOS, Social class mobility. Subculture – religious, regional, racial, age and gender, culture – religious, regional, racial, age and gender.

Meaning of customer loyalty, Significance, Brand Loyalty, Benefits of Customer Loyalty, Customer retention and Brand Loyalty, Factors affecting customer loyalty, Drivers of Customer Loyalty. Customer Engagement.

External Determinants of CB: Family, Age and Gender Functions, FLC stages, Family decision making, Dynamics of husband wife decision making. Role of child in decision making, women’s buying behaviour

Personality, Motivation, Perception, Learning, Attitudes – concepts only, Purchase Pattern.

Recent trends, VALS and grouping consumers, Use of Personality, Purchase Pattern, to understand needs and segment markets.

2.       Roger D. Blackwe, Paul W. Miniard&  James F. Engel, (2017),  Consumer Behavior Paperback , Cengage India Private Limited; Tenth edition.

3.       Dr. Gaurav Agarwal, (2016), Consumer Behaviour: Latest Edition, SBPD Publications.

4.       Suja R Nair, (2015), Consumer Behaviour An Indian Perspective, Himalaya Publishing.

5.       Rajneesh Krishna, (2014), Consumer Behaviour, Oxford University Press; First edition.

       6.     Suja R Nair: (2015), Consumer Behaviour An Indian Perspective, Himalaya Publishing, Edition.