Archive for December 2010

13 December 2010

HEC MBA would like to congratulate the Visions of Leadership Award winners from the class of 2011.

The year-long Visions of Leadership cycle culminates in the annual Leadership Awards Ceremony. Each year, four students receive Leadership Awards, in recognition of the outstanding leadership potential they have demonstrated through their academic achievement and involvement in student-based initiatives. During the awards presentation the new intake display their talents for the leaving year. Click here to see photos of the 2010 intake in action!

The awards are based on 4 criteria;

  • GPA
  • OB grade
  • Elections by their peers (Class 2011)
  • Involvement in the program

This years winners are;

Damian Kasprzyk

Anne-Reine Lapeyre

Arnaud Revert

Elisabeth Garrett

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03 December 2010

Many thanks are due to each of the participants who ensured the Asia-Pacific trek was a great success. Our HEC MBAs organized 55 meetings in 2 weeks. Meetings were coordinated with 15 CEOs and more than 40 key decision makers (regional heads) in Shanghai, Hong Kong and Singapore. All who participated agree a lot was learned during the trek.

The trek succeeded in achieving several of its primary goals. Participants were able to increase awareness of the HEC brand across Asia. Nearly 30% of the companies visited were outside HEC’s network, a true testimony to the command HEC’s brand image yields across Asia. However, much hard work remains to foster ties with consulting
firms and companies in the region.

The trek bolstered many relationships with HEC Alumni in the region. Coordinating and meeting with various alumni provided great opportunities to network and bond with them. The experience proved invaluable in increasing our knowledge of the Asian market. Our interaction with the CEOs and the C-level executives has helped lead us better understand the nuances of doing business in Asia. We were also able to personally observe the emerging management trends within the region. We invited and met several alums and CEOs to the HEC Paris campus and were thrilled by their acceptance of our invitation. The trek proved a good learning experience and made us proud of the HEC network to which we belong.

We like to express a million thanks to the Career Management Center who made this trek possible. Also, a special thanks to Mickael Perpoil, for using his French /Chinese charm to confirm several meetings; Ludovic Gras, for giving us an opportunity to meet the real estate companies; Zhu Zhu and Yunyun Qiao coordinating logistics; Ivy Chenfor the Tiffany’s meeting and initial co-ordination; Ramprasad Kamath for the DBS meeting; Lara for compiling company research; Disha Jain for the lovely handwritten thank you cards.

You made this trek a grand success.

Sandeep Krishnamani, Full-time MBA 2011

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03 December 2010

The Customer Relationship Management (CRM) elective offered the MBA Participants an opportunity to understand how CRM has evolved in various companies with the demands of various stakeholders such as customers, clients, and the society at large. The elective also offered an opportunity for MBA Participants to volunteer to present a Book Review that delves on the latest in the field of Customer Relationship Management. There were 11 students who undertook to present a Book Review on a broad range of books such as Customer-Centered Enterprise (Harvey Thompson), The Ultimate Question (Frederick Reichheld) and Accountable Marketing (Peter Rosenwald). As an MBA participant who has a keen interest in CRM and Business to Business Marketing (B2B), I volunteered to present the book report on ‘One to One B2B (Don Peppers and Martha Rogers)’, a book that highlights the application of CRM in a B2B setting. The book discusses 5 cases studies: Dell, Bentley Systems, Convergys, Novartis CP, and Lifeway.

The basic objective of the book is to discuss how to develop effective CRM strategies. The process of developing an effective CRM strategy can be graphically in stepwise manner, see right:

One of the common messages across the cases is that organizations are increasingly moving towards identifying the Customer Strategic Value by looking at the clients from a larger perspective than just current value (revenues generated). In-fact, the case of Convergys specifically talks about how Convergys needs to identify growable clients and then adopt proactive strategies in influencing client’s future behaviour. The proactive strategies include strategies such as taking over business that currently goes to competitors, introducing and selling new services, etc. Such a change in strategy was necessitated by the fact that the organization had mainly experienced inorganic growth, i.e. growth by acquisition, a strategy that did not augur well for the future sustainability of the business.

The book also talks about the need for organizations to move from business centric business model to a customer centric business model. For example, the case of Novartis CP discusses how the organization that sold more than 30 chemicals (crop protection products such as herbicides, fungicides, seed treatment and insecticides) for 100s of different crop configurations by reaching out to more than 100000 farmers. Novartis CP identified the growable clients by identifying 20000 of the 100000 farmers with the help of the typical 80/20 pyramid. Novartis CP then went onto categorizing these from the most important to the least important customers, see right.

The book emphasizes upon the need of sales force re-organization. Continuing from our above example, Novartis CP allocated its 100 best customers (PEP) to the most experienced salespersons who maintained a regular contact with them and offered individual customized solutions. Similarly as we approach the lower segments of Important Farmers, these customers were offered lesser importance as they were offered mass customized solutions through the marketing team.

The book highlights the importance of customer data collection. Again, going back to the Novartis CP case, unlike its competition Novartis CP was prudent to have worked with the dealers rather than bypass them. This approach helped Novartis to gain an edge over its competitors and to collect important and reliable customer data.

According to me, the most important aspect that the book talks about is the need of pervasive dissemination of information. For example, when Dell launched an online platform called Premier, the idea was to aggregate information (specific to each clients need) from a deluge of information. Premier is an online platform where end users within an organization can shop for desktops, notebooks, servers, storage, and related services. With Premier, customers could gather specific data without having to make numerous phone calls or send regular emails to its Dell. Such an online service helped Dell to increase customer satisfaction and reduce the costs associated with servicing customers. The Bentley case talks about a similar program that Bentley calls SELECT Program.

The book also talks about two very interesting models: Lifetime Value Model (LVM) of Convergys. LVM focuses on focus on metrics rather than guesswork, emphasizing the need to include non-revenue measures and assign weights to them based on their relative importance. For example, Average Revenue Score (current spending & projected spending), Revenue Change Score (year to year actual spending), Current Relationship (signed contracts & total length of contracts), and Technology Engagement (system integration, reporting, tele-web, & email) have been assigned 20%, 25%, 15%, and 20% weight respectively.
There are several takeaways from this book report and indeed from book reports presented by other MBA Participants. Such practical examples from book reports, theoretical knowledge and experience sharing of Professor Alain Philippe, and the experience sharing by prominent speakers such as Stéphanie Demay are aspects that are some of the major takeaways from the Customer Relationship Marketing elective.

Avishek Sarkar, Full-time MBA 2011

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01 December 2010

As, the whole of India lit up in celebration of the festival of Diwali, Indians at the HEC Campus rejoiced and celebrated the grand festival with higher spirits, miles away from home.

November 5th 2010, was a very busy day for not just many Indian students at the HEC Paris campus, but also for a large number of non-Indians who were busy draping sarees and wearing kurta pyjamas (traditional Indian wear).  After weeks of preparations, residents of Residence Expansiel, celebrated Diwali with great pomp and show.

The name “Diwali” is a contraction of “Deepavali” (Sanskrit: Dīpāvalī), which translates into “row of lamps”. Diwali involves the lighting of small clay lamps (diyas or dīpas) filled with oil to signify the triumph of good over evil. During Diwali, all the celebrants wear new clothes and share sweets and snacks with family members and friends.

Diwali celebrations had been a talk of the town since weeks. E-mail teasers, posters and flyers were all over the place. Soon, the most awaited night of Indian festivities had arrived. As the clock struck 6, the Piano bar was adorned by beautiful ladies in traditional Indian sarees and salwaar, men also matched them well, by donning their kurta pyjamas.

The Piano Bar never looked so beautiful, with hand-made wall hangings and lamp shades (courtesy: Partner’s Club) hanging all over the place.

The festivities began with a traditional Pooja (Worship) by members of Expansiel, led by partners of MBA participants. The pooja rituals were performed and Bhajans were sung in praise of the gods. The proceedings gave participants from different countries an idea about the rich Indian mythology.

The prayers were followed by food. Vegetarian and Non-vegetarian delicacies were offered to all the attendees and everybody relished the famous Indian samosas, chicken tikkas, kababs and sweets. For the first time in the history of Piano Bar, alcohol was beaten in popularity by the famous Indian yogurt-based drink – lassi.

The surprising fact was the arrival of other people interested to attend the festivities, notably Indian from Jouy en Josas and primarily the HEC Campus. Many of the non-Indian attendees were interested in understanding the in-depth meaning behind the traditions. They loved the food, with most of them preferring the Indian Lassi (tasting it for the first time in life) than other drinks.

No Indian party is complete without Bollywood dancing, after all, the heavy Indian food has to be digested. So, the floor was thrown open and one after the other foot-tapping numbers compelled everybody present to let their hair down. Indians on the floor were facing a tough competition by non-Indians, who learnt Bollywood steps and danced to their hearts desire until wee hours of the morning.

Diwali is a personal, people-oriented festival when enmities are forgotten, families and friends meet, enjoy and establish a word of closeness.  This Diwali, succeeded in bringing the entire HEC community closer and once again filled the lives of the people with light and joy.

Jeev Sahoo & Ankita Sayal, MBA September 2011

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