SCHEME OF EXAMINATION & SYLLABI of MASTER OF BUSINESS ADMINISTRATION for Third and Fourth Semesters GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY DWARKA, NEW DELHI-110078SEMESTER IIIGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) ‘Summer Training Report Course Code: MS 201 Credits —4 Objective: This course aims to provide hands-on experience of the corporate sector to the students. By undergoing the summer training, the students shall learn the industry best practices, and how to apply the managerial concepts studied during their program. Course Outeomes: COI: Integrate academic theory with practice. CO2: Develop self-confidence, sensitivity and appreciation for diversity, clarification of work and personal values, and workplace etiquette. CO3: To apply knowledge and skills learned in company/industry/organization to real-world problems CO4: Develop and demonstrate workplace competencies such oral and written communication, critical thinking. organization, problem solving, decision making, leadership, ‘managing interpersonal relationships, etc. necessary for professional success. COS: Carry out research projects, analyze data, and write up and present results in meetings (including experience in using specialized tools at each stage of this process). All the students will submit their Summer Training Project (in duplicate) within a period of ‘one month from the date of completion of their Summer Training to the concerned Institute/School, The supervisor in the organization under whose guidance the summer training is carried out will be required to grade the student’s performance in the format prescribed by the university, attached below. Each student will be attached with one internal faculty guide, with whom he/ she shall be in continuous touch during the training period. The internal faculty guide will be required to evaluate the report (out of 40 marks) on the basis of the assessment report provided by the organization where the Summer Training has been completed and his/her own assessment about the work done by the student. ‘The evaluation for the remaining 60 marks shall be made by an extemal examiner appointed by the University who shall evaluate the report on the basis of a presentation and the assessment report received from the organization where the student has undergone Summer Ti CO- PO Map) POT lu lolo lol POS | POs | Pt 3 3 a ai 3 Los A ~ eeGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) Management of International Business Course Code: MS 203 L-3, Credits ~3 Objective: This course aims to introduce students to various facets of international business. Students should understand the theories of international business and environmental factors affecting international activities and apply the learning to manage functional operations in a global context. Course Outcomes: COL: Develop an understanding of the global business em socio-cultural, political, technological and legal aspects. CO2: Absorb insights of the international aspects of strategic management, global talent management, finance, marketing, ¢-commerce, organization and design of multinational corporations CO3: Leam the knowledge and skills necessary to function successfully in the diverse international business environment, with the ability to contribute to the innovation processes. CO4: Apply the knowledge of cross cultural issues for effectively managing international business negotiations COS: Appreciate the underlying global public issues of ethical, sustainable and socially responsible conduct of business in the business operations of MNCs for effective decision making ment in terms of economic, Course Content Unit I Introduction to International Business: Driving Forces of Globalization, Reasons for Going International, E.P.R.G. Framework, The Environment of International Business, Cross-Cultural Management: Hofstede Study, Edward T Hall Study, Analyzing International Entry Modes, Entry Barriers, International Trade Theories, Regional Economic Integration. (11 hours) Unit IT Formulating & Implementing Global Strategy: Organization Design & Structures, International Competitive Advantage, Intemational Strategic Alliances, Global Mergers and Acquisition, Managing innovations and Intellectual Property Rights. (10 Hours) Unit U1 Managing Globally: Global Marketing Management, Outsourcing and Logistics, Global Operations Management & Supply Chain Management, Global Talent Management, Aspects of Global Financial Management. (10 Hours) Unit IV E-Commerce, Ethics, Corporate Social Responsibility and tability dimensions of International Business, The Social Responsibility of the Global Firm, International Negotiations and Cross-Cultural Communication, Future of International Business and other emerging concepts. (11 hours) Wromin Cho dn. we eeSuggested Readings: (Latest Editions) |. Daniels John, Radebaugh Lee, Sullivan Daniel, Salwan P. Click R.W., International Business Environments and Operations, Pearson Education. 2. Charles, W.L.Hill International Business: Competing in the Global Marketplace, McGraw-HillInwin 3. Luthans Fred & Doh Jonathan, Intemational Management: Culture, Strategy, and Behavior, Mc McGraw-Hill Education 4. Mike W. Peng, Deepak K. Srivastava, Global Business Cengage India 5. Michael R. Czinkota, IIkka A. Ronkainen, Suraksha Gupta, Intemational Business, ‘Cambridge University Press 6. Cavusgil, S. T., Knight, G., Riesenberger, J. R., International Business: The New Realities. Pearson Education CO-PO MAPPING Pol | P02 [P03 | PO7 | PO8 | PO9 co 2 3 2 1 Cee Baal 3 oul pie a2) 1 C03 = Qe |e a | zi acne cos | é certs, Ee ad oe | ie = 3 a 2 2GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) Managing E- Business Course Code: MS 205, L-3, Credits -3 Objective: The course imparts understanding of the concepts and various application issues of e-business such as internet infrastructure, security over internet, electronic payment systems and various online strategies for e-business. Course Outcomes: CO 1: Understanding the concepts of electronic business and electronic commerce and related tools and techniques. CO 2: Identifying various security issues and measures for any online digital medium CO 3: Understanding about latest innovation in field of Electronic payment systems. CO 4: Understanding of latest trends in electronic commerce and learning its ethical, societal, legal impacts. Unit L Introduction to e-business: Electronic Business, Electronic Commerce, Types of Electronic Commerce, Limitations and Barriers of E-commerce, Electronic Commerce Models, Electronic Commerce in India, Impact of Electronic Commerce on different Industries, Electronic Commerce technologies, Usage and Application of Electronic Commerce technologies in Business. (20 Hours) Unit I Security Issues in e-business: Security Overview, Electronic Commerce Threats, Encryption, Cryptography, Public Key and Private Key Cryptography, Digital Signatures, Digital Certificates. Securing Electronic commerce Networks: Security Protocols, HTTP, SSL, Firewalls, IDS, VPNs, Public Key Infrastructure (PKI) for Security. (11 Hours) Unit IT Electronic Payment System: Concept of Electronic Money, Concept of Electronic Payment System, Types of Electronic Payment Systems, Credit & Debit Cards, Smart cards, RuPay cards, Electronic wallets, Payment Gateways, Infrastructure Issues in Electronic Payment Systems, Electronic Fund Transfer. (10 Hours) Unit LV E-Business Applications & Strategies: Business & Revenue Models over Internet, Emerging Trends in E-Business, Digital Commerce, Mobile Commerce: Concepts, Benefits and Models, Emerging Trends in Mobile Apps: Internet based Business Models, Legal and Ethical Issues of E-Commerce. (11 Hours)Suggested Readings: (Latest editions) 1 ai Dave Chaffey, E-Business and E-Commerce Management- Strategy, Implementation and Practice, Pearson Education. Bharat Bhaskar, Electronic Commerce- Framework, Technologies and Applications, Tata McGraw Hill Efraim Turban, David King, Dennis Viehland, Jae Lee, Electronic Commerce — A Managerial Perspective, Pearson Education, Elias M. Awad, Electronic Commerce- From Vision to Fulfillment, PHI Learning. Joseph, P.T. and $.J., E-Commerce ~ An Indian Perspective, PHI Learning. Schneider Gary P. and Perry, James T, Electronic Commerce Strategy, Cengage Lea ng. CO-PO MAPPING Por | poz P07 [PO8 | PO9 cor [3 3 Te ali 2 2) [os 1 1 ers 2 2 1 1 [2 3 3 2 Za 1GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, DELHI MASTERS IN BUSINESS ADMINISTARTION (MBA) Entrepreneurship Development & Startup Course Code: MS 207 L-3 Credits-3 Objective: The course aims at inculcating entrepreneurial skills in the students by giving an overview of who the entrepreneurs are and what competencies are needed to become an entrepreneur. The course aims to inspire students to establish and manage their own firm. Course Outcomes: COI: Demonstrate an understanding of and appreciation for the characteristics of successful entrepreneurs and their role in economic development of a nation CO2: Analyse the industry and competitors of any firm and creatively write an effective business plan CO3: Understand essential knowledge of how to start one’s own business by assessing business viability on various parameters including support from the government CO4: Identify key drivers of growth in a venture and determine how to strategize and run a start-up in the long run Course Content Unit I Introduction to Entrepreneurship: Evolution, Types of Entrepreneurs; Entrepreneurial Competencies; Factors Affecting Entrepreneurial Growth - Economic, Non-Economic Factors; Entrepreneurship and Economic Development; Women Entrepreneurship, Rural Entrepreneurship, EDP Programmes (12 hours) Unit 11 Developing successful Business Ideas: Recognizing Opportunities and Generating Ideas, Feasibility Analysis; Developing an Effective Business Model; Industry and Competitor Analysis; Writing a Business Plan (122 hours) Unit U1 Moving from an Idea to an Entrepreneurial Firm: Assessing a New Venture’s Financial Strength and Viability; Building 2 New-Venture Team; Getting Financing or Funding; Role of Support Institutions in India (9 hours) Unit IV ‘Managing and Growing an Entrepreneurial Firm: Unique Marketing Issues, preparing for and evaluating the Challenges of Growth; Strategies for Firm Growth, Export Marketing, (9 hours) Suggested Readings : (Latest Editions) 1, Bruce R. Barringer & R, Duane Ireland. Entrepreneurship: Successfully launching new ventures. Pearson 2. Kuratko, D.F. & Hodgetts, R.M. Entrepreneurship: Theory, Process and Practice. Thomson Press 3. Charantimath, P, Entrepreneurship Development: Small Business Enterprises. Pearson 4. Ali. Ahmed, Punita Bhatt & lain Acton. Entrepreneurship in Developing and Emerging Economies. Sage 5, Robert D Hisrich & Michael P. Peters. Entrepreneurship. McGraw Hill6. Rajeev Roy. Entrepreneurship. Oxford CO-PO MAPPING if POI |PO2 |PO3 |PO4 [POS |PO6 |PO7 [POS |PO9 2 3 1 2 i. 1 2 3 * aa a ns 3 3 2 2 2 a a ae 2 Ey 3 2 a 3 a 3 ay was 3 3 2 2 aa |e “PeGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) Strategic Management Course Code: MS 209 L-3, Credits -3 Objective: The course is aimed at providing exposure and making the students aware about the role of strategie management in business enterprises and government enterprises. Course Outcomes: COI: Understand the integrative model of strateg corporate governance in strategic management. CO2: Demonstrate the knowledge in formulating strategies along with identifying the resource endowments specific to the firm & industry. COS: Implement a strategic plan that takes into account the functional areas of business along with procedures in order to achieve organizational goals. CO4: Evaluate challenges faced by managers in implementing and evaluating strategies based on the nature of business. industry, and cultural differences. management process along with role of Course content Unit t Introduction to Strategic Managemet mn of Strategic Management, Nature of Strategic Management, Dimensions of Strategic Management, Need for Strategic Management, Strategic Management — Process, Vision, Mission and Business Definition Models of Strategic Management: Mintzberg, Ansoff, Porter, Prahalad and Gary Hammel, MeKinsey’s 7°S Framework: A Tool to Evaluate and Control an Organisation. (10 Hours) Unit 1 Strategic Management in Global Environment: Need for Globalization, Different Types of International Companies, Development of a Global Corporation, Complexity of Global Environment, International Culture, Implementing Global Strategies Competitive Analysis: Competitor Analysis Framework, Rivalry Analysis, Competitive Dynamics, Competitive Rivalry Industry Analysis: Formulation of Strategy, Five Competitive Forces that Shape Strategy, PESTLE Analysis, Competition and Value, Technology Lifecycle, Industry Analysis in Practice Strategic Management Process: Purposes of Strategic Management Process, Steps involved in the Strategic Management Process, Strategic Management Process, Strategy Formulation, Constraints and Strategic Choice, Strategy Implementation, Strategic Control and Assessment (10 Hours) Unit 11 Formulating Corporate-Level Strategy: Balanced Score Card: A Balanced Approach, Grand Strategies: Strategic Alternatives, Growth/Expansion Strategy, Diversification Strategy, Stability Strategy, Retrenchment Strategy, Tumaround Strategies, Combination Strategies Formulating Business Level Strategy: Porter's Competitive Strategies, Competitive Advantage, Competitive Advantage Factors, How to Build or Acquire Competitive Advantage? Acquiring Core Competence, Low Cost Strategies, Differentiation Strategies, Focus Strategies. (10 Hours)Unit IV Analyzing Resources and Capabilities: Factors affecting the Internal Environment, Resources and Capabilities as Sources of Profit, Resources of the Firm, Organizational Capabilities, Appraising Resources and Capabilities, Putting Resource and Capability Analysis to Work, Developing Resources and Capabilities Formulating Functional Level Strategy: Putting Strategy into Action, Structural Desi Information and Control System, Human Resources Corporate Goals and Strategic Gap: Corporate Goals, Strategic Gap, Porter's Generic Strat Managing Internal Organization for Strategy Implementation: Issues in Strategy Implementation, Strategy-Structure Relationship, Divisionalisation: Product and Geographic Forms, Diversification, Strategic Business Units (SBUs), Project Organisation, Matrix Organisation Structure, New Design Options, Factors Influencing Organisation Structure, Structure and Strategy Implementation. (12 Hours) Suggested Readings (Latest Edition) 1. Strategic Management Concepts: A Competit David, Pearson Education Strategic Management and Business Policy: Globalization, Innovation and Sustainability, Thomas L Wheelen, J. David Hunger and Krish Rangarajan Pearson Education, Strategic Management: An Integrated approach, Hill W.L. Charles & Jones R. Gareth Business Policy and Strategic Management, Azhar Kazmi, Tata McGraw Hill Strategic Management -The Indian Context, R.Srinivasan, Prentice Hall of India Business Strategy : Managing Uncertainty, Opportunity, and Entreprise, J.C.Splender, Oxford University Press fe Advantage Approach, Fred R. CO-PO MAPPING | |Po1 |po2 PO4 |POS [PO6 |PO7 |PO8 |PO9 cor 3 2 2 t T |2 = (C02 2 2 1 H 2 Tames cO3 3 2 S| az c\3i T co4 |! 2 1 1 2 2 IGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, DELHI MASTERS IN BUSINESS ADMINISTARTION (MBA) Business Analytics Course Code: MS 211 L-2, Credits -2 Objective: The objective of this course is to introduce students to the capabil applications of business analytics for problem sol Course Outcomes COl: Develop an understanding of business analytics and its models for problem solving CO2: Learn data visualization and validation techniques for effective data presentation and ‘management COS: Understand how to treat data for errors so as to analyse management problems correctly and create effective solutions CO4: Be able to apply predictive analysis tools to solve organizational problems using a systematic and analytical decision-making approach Course Content Unit I Introduction to Business Analytics: Concept and Scope, Importance of data in Business, Decision Models-Concept and Types, Analyst’s role in the Business Analytics Model. (4 Hours) Unit I Exploring Data and Data Visualization: Exploring data using Pivot Tables, Pivot Charts, Look-up functions, Data Validation and whatif analysis functions in spreadsheets for data alization. Introduction to Google Dashboards and Power BI. (7 Hours) Unit 111 Data Preparation: Treatment of Missing Values, Identification and management of Outliers & erroneous data. Data Warehousing: Need for a data warehouse. ETL processes, Data Quality: Cause and Effect of Poor Data Quality, Altemative Ways of Storing Data, Master data management, (Thours) Unit IV Predictive Modelling and Analysis: Logic driven modelling, strategies for building Predictive models, data-driven modelling, Supervised learning, regression-simple, multiple and logistic regression. Data Reduction Techniques: Principal Component Analysis, Clustering Analysis: k-Nearest Neighbors. (10 Hours) Suggested Readings: (Latest Editions) 1. Evans, J.R. Business Analytics. Pearson 2. RN Prasad and Seema Acharya. Fundamentals of Business Analytics, Wiley, Indi 3. Purba Halady Rao. Business Analyties: An Application Focus, PHI. 4. David Roi Hardoon and Galit Shmueli, Getting Started with Business Analytics: Insightful Decision-Making, CRC Press, Taylor & Francis Group. 5. Gert H.N. Laursen and Jesper Thorlund. Business Analytics for Managers: Taking Business Intelligence Beyond Reporting, Wiley., Edward, Data Analytics: The Ultimate Beginner’s Guide to Data Analytics, e@ Createspace Independent Publishing CO-PO MAPPING [_ _ | POL | PO2 | PO3 | POF | POS | POS | POT | POR | POS col 3 2 1 2 3 s 2 3 3 coz 3d a) [a |S 2a ee a co3 5 [ar (Me hy aiasa(so (2 seais co4 3 3 1 2 3 % 2 3 3@ GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, DELHI MASTERS IN BUSINESS ADMINISTARTION (MBA) Consumer Behaviour Course Code: MS 213 L3, Credits-3 Objective: This course aims at enabling students to understand the various aspects of consumer behaviour, the external and internal factors that influence consumer behaviour and to apply this understanding to the development of marketing strategy. Course Outcomes: CO1: Demonstrate an understanding of the importance of studying consumer behaviour and its relevance to decisions in marketing, public policy and social and economic spheres. CO2: Demonstrate an understanding of the consumer decision-making process and the internal and external determinants that influence this process. CO3: Apply the various research tools and techniques to gain insights into consumer behaviour. ‘CO4: Demonstrate the ability to develop creative marketing strategies and solutions based on an understanding of the consumer behaviour of the relevant target groups. Course Content Unit I Introduction to Consumer Behavior: Scope and Relevance of Consumer Behaviour Studies; Approaches to studying Consumer Behaviour; Consumer Journey Map: Problem Recognition, Information Search, Altemative Evaluation-Decision Rules- and Purchase, Outlet Selection, Post Purchase Behavior and Customer Satisfaction; Types of Buying Behaviour, Role of Involvement; Models of Consumer Behavior; Understanding Online Consumer Behaviour. (10 Hours) Unit 1 Individual Determinants of Consumer Behaviour: Motivation; Attention, Perception and Consumer Imagery; Learning and Memory; Personality and Self Concept; Consumer Attitudes — Formation and Change; Consumer Values and Lifestyles (12 Hours) Unit IIL External Determinants of Consumer Behaviour: Influence of Culture and Subculture; Social Class; Reference Groups, Word of Mouth & Opinion Leadership; Family Influences: Online Social Influences: Social Media & eWom. (10 Hours) Unit IV Consumer Behaviour -Related and Emerging Issues: Diffusion of Innovation: Researching Consumer Behaviour; Measuring Customer Satisfaction; Consumer Behaviour and Public Policy; Dark Side of Consumer Behaviour, Shaping Consumer Behaviour. (10 Hours) Suggested Readings: (Latest Editions) |. Schiffman, L.G, Wisenblit, J. & Ramesh Kumar S., Consumer Behaviour, Pearson Education, India, 2. Hawkins, D.l, Mother & Baugh, D.L.& Mookerjee A., Consumer Behaviour- Building Marketing Strategy, Me Graw Hill EducationSolomon, Michael R., Consumer Behaviour: Buying, Having and Being, Pearson Education, India, . Sharma D, Sheth J. N. & Mittal B., Consumer Behaviour: A Managerial Perspective, ‘Cengage Leaming, New Delhi. . Babin, B. J., Harris, E.G. & Mohan, A., Consumer Behavior: A south Asian Perspective, Cengage Leaming India Pvt. Ltd, New Delhi. .. Sethna, Zubin., Blythe, Jim., Consumer Behaviour, Sage Publishing. CO-PO MAPPING | POI | PO2 | PO3 [POs [POS [POG | POT [POS | PO9 3 3 3 1 2 1 1 z % 3 2 az 3 i, esa Sissi COS | 9 ota | er (eaea "sar ge [ea COs asl a) 2 Be | ai 3 ©GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) Sales and Distribution Management Course Code: MS 215, L-3, Credits-3, ‘Objective: The course aims to impart the knowledge and skills needed to manage the sales force and distribution functions in a business organization so as to help gain a competitive advantage. Course Outcomes: COI: Understand personal selling process. types of sales organizations, and analyse the role of sales strategies, territory allocation, and sales forecasting in sales management. CO2: Understand the process of sales staffing and sales force management in a sales organization. CO3: Analyse the role of retailers and wholesalers in the di understand the steps in channel creation and management. CO4: Differentiate between logistics, distribution, supply chain management and understand process of efficient physical distrib ution process, and Course Content Unit t Introduction to Sales Management: Scope, Importance and Evolution; Marketing & Selling; Emerging trends in Sales Management; Personal Selling Process and Approaches; Sales Organization Structure; Sales Strategies, Sales Forecasting; Sales Territory Design. SPIN Selling, (10 Hours) Unit 1 Sales Foree Management: Salesforce Job Description; Salesforce Recruitment, Selection & Socialisation; Training Sales Personnel; Salesforce Motivation & Compensation; Sales Quotas and Contests ; Evaluating Sales Performance; Salesforce Automation. (10 Hours) Unit 1 Distribution Planning and Control: Functions of Intermediaries; Types and Role of Channel Intermediaries in India for Consumer and Industrial Products: Channel Design; Channel Member Selection; Motivation and Evaluation of Intermediaries; Managing Channel Dynamics, Relationships and Channel Conflict; Wholesale and Retail Structure, Ethical and Legal Issues in Sales and Distribution Management in Indian context, (12 Hours) Unit IV istribution System and Logistics: Physical Distribution System —Objectives and Decision Areas; Customer Service Goals; Planning; An overview of ‘Transportation, Warehousing, Packing, Fleet Routing & Loading, and Inventory D Efficient Supply Chain Management (SCM); Bull-Whip effect, Sustainable Dist Integration of Sales and Distribution Strategy; Case Studies, (10 Hours) ®Suggested Readings : (Latest Editions) 1 Still, R. R., Cundiff. E. W.,-Govoni, N., Sales Management Decision Strategies & Cases. Pearson Education, 2. Bert, R. Marketing Channels: A Management View., Cengage Learning, New Delhi. 3. Venugopal, P., Sales and Distribution Management: An Integrative Approach. SAGE Publications India. 4. Jobber, D., Lancaster, G., & Le Meunier-FitzHugh, K., Selling and. Sales Management. Pearson UK.. 5. Tanner, J., Honeycutt, E. D., & Erffimeyer, R. C. , Sales Management. Pearson Higher Ed., Pearson Education, New Delhi. 6. Panda, T.K. and Sahadev, S., Sales and Distribution Management, Oxford University Press, New Delhi CO-PO MAPPING ___ | P01 | P02 | PO3| POS] POS | POS | PO7| POS | POD | col | 3 2 2 3 a 3 2 2 3 coz | 3 a 2 2 3 2 2 2 z C034] 8 6] se S| Sr a [) easel aunt | eee ©o4¢s| 3a 3: [3 (se en ae 12 1 a ®GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) Services Marketing Course Code: MS 217 L-3, Credits- 3 Objective: This course aims at enabling students to apply marketing concepts and principles to the unique challenges and opportunities of services marketing to create customer value. Course Outcomes: COI: Demonstrate an understanding importance of service marketing management for creating a culture of service in organizations and an awareness of the presence of the service element across the tangible- intangible product spectrum. CO2: Apply the relevant principles and guidelines to the process of service positioning and the design, development and implementation of the services marketing mix. CO3: Define and measure service quality and demonstrate an understanding of the causes for Baps between customer expectations and perceptions of services and ability to develop appropriate innovative sol CO4: Demonstrate the ability to apply the concepts and principles of service marketing to develop creative service strategies across various service industries. Course Content Unit t Introduction to Services Marketing: Meaning and Nature of Services, Challenges of Services Marketing, Growing Importance of Services Sector in India; Classification of Services and Marketing Implications; Services Marketing Management Process. E-services and Self-service technologies. (10 Hours) Unit Understanding Consumer Behavior in Services: Consumer Decision Making in Services, Managing Customer Expectations and Perceptions; Service Recovery; Defining and Measuring Service Quality and Customer Satisfaction, SERVQUAL, House of Quality, GAPs Model; (10 Hours) Unit 111 Services Marketing Mix: Service Positioning: Service Design and Development; Service Blueprinting: Service Process; Pricing of Services; Services Distribution Management; Integrated Services Communication Mix; Physical Evidence and Servicescape; Managing Service Personnel: Employee and Customer Role in Service Delivery. Customer Retention Strategies. (12 Hours) Unit IV Marketing Applications in Select Service Industries: Hospitality Services, Airlines, Tourism Services, Health Care and Wellness: Banking and Insurance Services, E-Learning Platforms. (10Hours) Suggested Readings: (Latest Editions) |. Zeithaml V. A., Bitner M. J., Gremeler, D.D and Pandit, A, Services Marketing, McGraw Hill Education, India,2. Lovelock C. H., Wirtz, J. and Chaterjee, J., Services Marketing: People, Technology, Strategy, Pearson Education, India. 3. Hoffman, K. D. & Bateson, J. E. Ltd, India. 4. Kurtz D. L. and Clow K. E. , Services Marketing. Biztantra, India, 5. Nargundkar, Rajendra, Services Marketing Text and Cases,. McGraw Hill Education, India. 6. Fitzsimmons, JA, and Fitzsimmons, M.J., Service Management: Operations, Strategy, and Information Technology, Me Graw Hill Education, Indi .. Marketing of Services, Cengage Learning India Pvt. CO-PO MAPPING Po1__|po2__|Po3__|po4__|pos__|pos |po7 [pos |po9 cor 3 3 2 1 2 1 3 3 3 cor 3 3 3 Zz 3 3 3 3 3 co3 3 2 3 2 3 3 3 3 3 co4 3 3 3 2 3 3 3 3 3 ®GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) Customer Relationship Management Course Code: MS 219 L-3, Credits-3 Objective: This course is designed to expose the students to fundamental concepts of relationship management, its processes and its dynamics in organizations to retain the customers. Course Outcomes: COI: To make the students understand the organizational need, benefits and process of creating long-term value for individual customers. CO2: To disseminate knowledge regarding the concept of e-CRM and e-CRM technologies. C03: To enable the students understand the technological and human issues relating to implementation of Customer Relationship Management in the organizations CO4: Design customer relationship management strategies by understanding customers’ preferences for the long-term sustainability of the Organizations. Course Content Unit 1 Introduction to CRM: Definitions Importance, Elements of CRM, Phases in CRM Process, Models of CRM; eCRM; Relationships — Description, dynamics, Relationship Management theories; Developing CRM strategy, Relationship oriented organizations, Relationship Strategy; CRM Architecture, (10 Hours) Unit I Marketing Aspeets of CRM: Data and Customer Knowledge; Communication channels for CRM — use and influence; Proposition for individual customer — Customisation of product and pricing; Organizational Relationship Policy—Segments and contact moments. (10 Hours) Unit M1 Analytical CRM: Customer data Management, Data mining - Need, Value, Process and analysis; Designing loyalty program and measuring effectiveness; Retention and Cross selling ; Customer Life time value calculations. (12 Hours) Unit Iv Operational & System Implementation: Direct mail and call centers; Use of Internet for CRM; CRM Systems overview; Data warehouse & Data mart; CRM Roadmap-Project Management; Challenges & Emerging Trends in CRM. (10 Hours) Suggested Readings : (Latest Editions) |. Peelen, E., Customer Relationship Management, Pearson Education. 2. Buttle, F., & Maklan, S. Customer relationship management: Concepts and technology. Sydney: a Butterworth-Heinemann Title, 72.3 Swift R. S. . Accelerating Customer Relationships: Using CRM and Relationship Technologies, Prentice Hall Dyche J., The CRM Handbook A Business Guide to Customer Relationship Management. Pearson Education Kumar. V. Reinartz W. J., Customer Rel Approach, Wily India, Payne, A., & Frow, P., Strategic Customer Management: Integrating Relationship Marketing and CRM. Cambridge University Press. 'ship Management: A Database CO-PO MAPPING [ PO4 | POS | PO6 | POT | POS | POS | [ear 26°49 sar | Sanclaee [a eon 3 (a. (2 (2'- (8/3: Jace 2 C03 |3 a 3 3 * 2 a a | oo aps (ahe|s, = |Ses|Shes ae lees sealGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) International Financial Management Course Code: MS 221 L-3, Credits—3 Objective: The fundamental aim of this course is to develop the skills that equip students to understand and appreciate the international financial issues that companies face when they operate in several separate countries. The course encompasses various issues relates to international capital markets, foreign exchange rate determination and global financial management. Course Outcomes: COL: Understand different exchange rate regimes, and systems across the globe CO2: Analyze, apply and evaluate information within the global financial environment of foreign exchange to solve problems and make informed decisions CO3: Recognize and calculate forward exchange rates given spot rates, identify market conventions on exchange rate quotation CO4: Develop a sound understanding of the foreign exchange market and foreign exchange risk exposure COS: Analyze both quantitative and qualitative financial information to influence foreign investment decisions Course Content Unit t Global Financial Environment: Overview, International Monetary System: Exchange Rate Regimes, IMF, GDRs, ADRs, Euro Issues, Euro Currency Market, EURO Market, Capital Market, Balance of Payments: Understanding, Analysis & Interpretation, (10 Hours) Unit 1 Foreign Exchange Market: Nature, Structure, Types of transactions, Exchange rate quotation & Arbitrage, Spot & Forward. Foreign’ Exchange Market in India: Nature, Structure, Operations & Limitations. Exchange rate Determination: Structural Models of Exchange Rate Determination, Exchange Rate Forecasting, Exchange Rate of Rupee. (12 Hours) Unit 1 Foreign Exchange Risk Exposure: Types of Risk, The Risk Management Process: Hedging, ‘Swaps, Futures, Options, Role of Regulatory Bodies. (10 Hours) Unit IV Foreign Investment Decisions: International Project Appraisal, Exchange Rate Risk & Cost of Capital, International Joint Ventures, A review of NPV Approach. (10 Hours) Suggested Reading: (Latest Editions) 1. Eun, Cheol; and Resnick, Bruce, G. International Financial Management. McGraw Hill Education Private Limited, 2. Apte, P. Intemational Financial Management. McGraw Hill Education Private Limited, 3. Levi, Maurice D, International Finance. Routledge. eS4. Shapiro, Alan C, Multinational Financial Management. Wiley Publishers. @ 5. Sharan, V, International inancial Management. Prentice Hall India, 6. Siddaiah, T, International Financial Management: An Analytical Framework. Pearson. CO-PO MAPPING Po1 | Po2 | Pos | pos | POs | POG | PO7 | POS | POD eon mes [ia at) Pe) 1 con). a | 2 ia 2 1 Cosi] 3 aa Sl ah alo cos) 3a alee 1 2 COS Ns: eee aaa [aes [a aan ere ieGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) Financial Markets and Institutions Course Code: MS 223 L-3,Credits— 3 Objective: To provide the student a basic knowledge of financial markets and institutions and to familiarize them with major financial services in Indi Course Outeomes: COI: The students will understand interrelationship of economic, commerce, financial markets and strategies for corporate decision making, CO2: This course will help students develop understanding of foundations of financial markets and institutions, CO3: They will lean tools and techniques for analysing market behaviour, impact of regulatory policies on changing decision making of companies and will be able to make strategies for investment CO4: The course is especially useful for those learners who want to get employed in financial sector or start entrepreneurial ventures as financial service provider as investment consultants, advisors and investment banking. Course Content Unit T Finaneial Markets: Financial system and its components, functions; money market, instruments, types, regulations, Role of central bank in money market; capital markets, types, products, reforms; primary market, book building process; corporate debt market, financial markets and economic development; SEBI and recent reforms. (10 Hours) Unit 1 Banking Sector: Banking sector in India, Role of RBI, commercial banks, committees, functions of a bank, products, assets and liabilities of banks; Non-performing assets, growth and performance of Indian banking sector; shadow banking, Fintech, digital currency. CBDC, E-banking, payment banks, financial inclusion, role and scope of payment banks, risks in banking- operational risk, credit risk, liquidity risk, financial stability, monetary policy, recent trends in banking sector. (2 Hours) Unit 1 Financial Institutions: Non-banking financial companies (NBFCs); Development Financial Institutions (DFls); Mutual Funds, instruments, growth and performance of mutual funds; Life and non-life insurance companies in India, IRDA and recent reforms; Ministry of Corporate Affairs; Pension Fund Regulatory and Development Authority; Housing finance, (10 Hours) Unit IV Financial Services: Merchant banking, Venture capital and private equity; Factoring: Credit rating agencies; Underwriting; Portfolio management; Project financing; Stock brokerage services; leasing and Hire-purchase; Recent developments. (10 Hours)e Supgested Readings: (Latest Editions) Mishkin, F. S., & Eakins, , Financial Markets and Institutions. Pearson Education. eS Bharti Pathak. Indian Financial System. Pearson Education. 3. Bhasin, N. Financial Institutions & Financial Markets in India: Functioning & Reforms. New Century Publications. Fabozzi., F. J. Bond Markets Analysis and Strategies. Pearson Education. Khan, M. Y. Indian Financial System. McGraw Hill Education. Krishnamurti, C. Mergers, Acquisition and Corporate Restructuring, Sage Publications CO-PO MAPPING ror_|ro2 |vo3 [ros |ros [ros [p07 [pos | ros cor | 3 3s DENSE, é 3 2 | sem 3 cor Bi ial a 3 dae) 3 co3 1 1 bce am 3 cos 2 2 Bie ‘5 3 2:GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) Investment Analysis & Portfolio Management Course Code: MS 225 L~3, Credits - 3 Objective: The aim of the course is to acquaint the students with the concepts of investments and portfolio management. It aims to develop a practical orientation toward the principles of investment, pricing and valuation, The course provides a theoretical underpinning of the subject to enable the students to make investment-related decisions based on the trade-off between risk and return Course Outcomes: COI: Understand the risk and return relationship of financial market instruments and securities available for investment. CO2: Apply the acquired knowledge of the security market for valuation of both equity and fixed income securities under goal-based investment planning. ‘CO3: Understand the concept and importance of portfolio management and develop skills for construction, evaluation and revision of portfolio. (CO4: Understand the various behavioural biases that impact investment decision making, Course Content Unit t Introduction to: Investment Environment: Concept, Nature and Scope, Features of lnvestment, Investment Process, Investment Avenues- Concept of Small, Mid, Large Cap, Penny stocks, Investment Environment, Investment Risks- Types- Systematic and Unsystematic Risk, Concept of Beta, Risk-Retum Tradeoff, Techniques of Risk Measurement- Variance and Standard Deviation, Covariance and Coefficient of Determination, Valuation of Bonds and Valuation of Equity. (12 Hours) Unit 1 Fundamental Analysis: Concept & significance of economic analysis, industry analysis: introduction, need for industry analysis, altemative classification of industry, industry life cycle analysis, economic factors & industry analysis, Company analysis - nature and style of management, key role of financial analysis, ratio analysis. Technical Analysis: line chart, bar chart, points and figures chart, candlestick chart, reversal patterns, continuation patterns, Dow Theory, Elliott wave theory. (10 Hours) Unit 1 Portfolio Management- Meaning and Process, Modern Portfolio Theory, Efficient Frontier, Efficient Frontier and Investor's Utility, Indifference Curve of an Investor, Equilibrium of an Investor, Single Index Model, Capital Market Theory, Capital Asset Pricing Model, Multifactor Models of Risk and Return: Arbitrage Pricing Theory, French and Fama Model, Portfolio performance evaluation- Sharpe's and Treynor's portfolio performance evaluation, Portfolio Alpha, Portfolio revision-Active and passive strategies. (12 Hours) Unit IV Capital Market Efficiency: Efficient Market Hypothesis, Forms of Market Efficiency, Measurement of Efficiency of the Financial Markets, Anomalies and Diversion from Efficiency, Behavioral Biases. (8 Hours)Suagested Readings: (Latest Editions) Chandra. Prasanna, Investment Analysis and Portfolio Management, Tata McGraw Hill, New Delhi. 2. Fischer, D-E, & Jordon,R.J. Security Analysis and Investment Management, Pearson Education, 3. Reilly, F., & Brown, K., Investment Analysis and Portfolio Management. Cengage Learning. 4. Rustagi. R. P., Investment Analysis and Portfolio Management, Sultan Chand & Sons. 5 Bhalla, V.K., Investment Management: Security Analysis and Portfolio Management, S.Chand& Sons. 6. Ranganatham, Madhumathi, R., Investment Analysis and Portfolio Management, Pearson Education CO-PO MAPPING POI [P02 |PO3 [POs | POS PO8 | POS cor 2° 2 eal 1 CON me Be | T seas i a cos 3 3 3 Pn a r ie ed ieGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI MASTER OF BUSINESS ADMINISTRATION (MBA) Financial Econometrics Course Code: MS 227 L~3, Credits —3 Objective: This course takes an intuitive approach to apply the techniques of econometrics for problem solving, The course aims at providing a hands-on practical approach for econometric tests, methods of estimation, and interpretation of the results to solve the business problems. Course Outcomes: COI: Understand the nature and behaviour of time series data CO2: Apply financial econometrics techniques on the real-life financial data, COS: Forecast the financial data; derive a relationship between two or more series for useful implications. COA: Validate financial theories and methods with the help of empirical data, Course Content Unit 1 Financial Econometrics: Meaning, Nature, scope and methodology of . Financial Econometrics, Types of Data, Returns in financial modelling, process of formulation of econometric model. Simple Linear Regression Model: Assumptions, Procedures and properties of OLS estimator, Co-efficient of determination, Tests of significance, Maximum Likelihood Method; Multiple Linear Regression Analysis: Method of least squares, Properties of OLS estimator, Test of significance of regression coefficient, R? and adjusted R. (12 Hours) Unit 1 Issues with Classical Regression Model: Multicollinearity, Autocorrelation and Heteroskedasticity: Functional forms; Dummy variables-Nature and uses. Stationary Time Series Models: Stochastic process, Stationary, Modeling AR, MA, ARMA. processes, Deterministic and stochastic trends, unit roots, testing unit roots ~ Dickey & Fuller, Phillips and Perron tests (10 Hours) Unit 101 Modelling Volatility: Conditional Heteroscedastic Models: ARCH Models, GARCH Models, Estimation of GARCH Models, Forecasting with GARCH Model, Asymmetric GARCH Models, The GARCH-in-Mean Model, Volatility and Correlation: The VECH Model, The Diagonal VECH Model, The BEKK Model, The Constant Correlation Model, the Dynamic Correlation Model. Vector Autoregressive Models: Issues in VAR, Hypothesis Testing in VAR, (10 Hours) Unit LV Advanced Topics in Regression Analysis Selected Topics: Dynamic Econometric Models: distributed lag models; autoregressive models; instrumental variable estimation; simultaneous equation models. Panel Data Models, Methods of estimation; fixed effects model; random effects model. (10 Hours)Suggested Readings: (Latest Editions) 1 a Be 4, - Dougherty, C. Introduction to Econometrics. Oxford University Gujrati, D. N. Basic Econometrics. Me GrawHill Education. Studenmund. Using Econometrics; A Practical Guide. Pearson Education, Wooldridge, J. Introductory Econometrics - A Modern Approach. Cengage Learning Pvt. Lid. Hatekar, N.R. Principles of Econometrics, Sage. Kacapyr, E. A Guide to Basic Econometric Techniques, Routledge. CO-PO MAPPING poi |po2_|po3__|pos [Pos [Pos [P07 [P08 [Pos Col 3 3 2 3 3 3 Z coz 3 3 arn 3 cos 3 3 3 3 cos 3 o|F isa 3 3 3GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, DELHI MASTERS IN BUSINESS ADMINISTARTION (MBA) Management of Training, Learning and Development Course Code: MS 229 L-3, Credits - 3 Objective: The course gives an overview about the need and benefits of continuous learning through training & development of employees in an organization Course Outcomes : COI: Understand the key concepts of learning and training and implement it for strategic development of workforce CO2: Leam to conduct effective needs assessment and develop an appropriate training strategy for an organization COS: Design the training programmes to address the needs identified and execute the training by adopting suitable method, technique and training aid CO4: Evaluate the training program; verify its validity and achieve overall control for improving the training function of an organization on a continuous basis, Course Content Unit I The context for ‘Training and Development: Introduction to employee training and development, key components of learning, the forces influencing working, learning and training, learning practices, Strategic training ~ introduction and concept, strategic training and development process, models of organizing the training department. (11 hours) Unit 11 ‘Training and Learning: Need assessment- concept, importance and methods, competency models. Leaming theories- the learning process, designing effective training programs, outcomes of evaluating a training program, evaluation process. (11 hours) Unit 111 Training and Development Methods: Traditional training methods, group building methods, choosing a training method, technology-based training methods, E-learning. Employee development and career management, approaches to employee development (11 hours) Unit IV Future of training and development: use of new technologies for training delivery and instruction, learning and performance support. Outsourcing training. (9 hours) Suggested Readings: (Latest Editions) 1. Noe, R. A & Kodwani, A.D. Employee Training & Development. McGraw Hill 2. Blanchard, P.N., Thacker, J.W. Effective training systems, strategies and practices. Pearson. 3. Beebe, 8. A., Mottet, T. P, & Roach, K. D. Training & Development: Communicating for Success. Pearson. 4, Bhattacharyya, D. K. Training and Development: Theory and Application. Sage. 5. Rao, P.L. Enriching Human Capital through Training & development. Excel Books. 6. Rishipal. Training and development methods. $. Chand publication, =p rs Dress.