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India Inc In Downturn
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India Inc In Downturn

Jan 19, 2016

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India Inc In Downturn. A Student Perspective. “Innovation distinguishes between a leader and a follower.” - Steve Jobs. Innovation. Ayush Jain B. Tech : IT , IIITM M.B.A : Marketing , IIITM - PowerPoint PPT Presentation
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  • India Inc In Downturn

  • Innovation distinguishes between a leader and a follower.- Steve Jobs

  • Innovation

  • Some factors leading to the evolution of Innovation during recessionChange in consumer mindsetEffects on variousbrands

    Source: Stephen M.Shapiro; 24/7 Innovation

  • Initiative taken at our institute

    Mayur Gupta, a student of 2009 pass out batch of ABV-IIITM Gwalior developed a speech recognition software for the aid of farmers.Project WorkTimeAcknowledgementCompany

  • Work Done at our InstituteSource: C Innovation Hierarchy, A Model for creating an innovative organization; Ayush Jain, a student of 2010 batch, ABV-IIITM, Gwalior

  • Creating an innovative organization C Innovation HierarchyEnvironmental weaknessesStrategical weaknessesInternal weaknessesSource: C Innovation Hierarchy: A Model for creating an innovative organization, Ayush Jain, a student of 2010 batch, ABV-IIITM, Gwalior

  • Indian ScenarioIncremental credit deposit ratio of banksBoth on and off balance sheet items taken into accountChannelizing money supply Eg: Real Estate Sector

    Total dependency on wholesale fundsOff balance sheet items not considered

    Real Estate allowed to grow

    Reasons for Isolation: Financial RegulationsUS Scenario

  • Financial RegulationsIndia Scenario Regulation of Non-banking Financial Companies (NBFCs)Cautious introduction of derivative instruments

    US ScenarioNo regulation on investment banks

    CDOs , MBS

    Reasons for Isolation: Financial RegulationsA NEW DYNAMIC CREDIT RISK RATING APPROACH BY IMPROVISING BINOMIAL EXPANSION TECHNIQUES and CREDITMETRICS TECHNIQUES , ISHA. IIM Calcultta.

  • Reasons :Large Selling by FIIsHigh inflation Credit Crunch

    Impact : Fall in the external value of rupee, especially vis-a-vis the US dollarDecline in foreign exchange reserves held by the RBIDecline in the stock market indices Retarding growth of financial-services industry --- Cautious investors active in equities, mutual funds and insurance products over the pre-crisis period drove back to safer bank deposits

    Impact on IndiaGlobal Currency Hedging using Financial Time Series, Sohar Universty ; Shweta

  • Source: Global Financial Crisis and its impact on Indian Economy , Institute of International Trade

    Correlation of FII and Stock Markets

    Chart1

    1700014000april-'07

    2000016000jul-'07

    1200016500oct'07

    220002.8jan-'08

    500017000apr-'08

    1200012000jul-'08

    1400010000oct-'08

    90009000jan-'08

    NET FII INFLOW

    STOCK MARKET

    Column1

    Sheet1

    NET FII INFLOWSTOCK MARKETColumn1

    april-'071700014000

    jul-'072000016000

    oct'071200016500

    jan-'08220002.8

    apr-'08500017000

    jul-'081200012000

    oct-'081400010000

    jan-'0890009000

  • Shock Absorbers

  • Source: Global Financial Crisis and its impact on Indian Economy , Institute of International TradeForeign InvestmentMacroeconomic Variables leading to increase in FDI flows , RachnaRole of FDI investment in boosting up GDP , Aditya Arora

    Chart1

    200020004000

    150030005500

    1500-3000-1500

    150015003000

    200070009000

    2500-5002000

    250060008500

    250030005500

    5000-8000-3000

    4000-15002500

    3000-20001000

    30005003500

    1000-5000-4000

    FDI

    FII

    Total Foreign Investment

    Sheet1

    FDIFIITotal Foreign Investment

    July-'07200020004000

    Aug-'07150030005500

    1500-3000-1500

    Oct-'07150015003000

    200070009000

    Dec-'072500-5002000

    250060008500

    Feb-'08250030005500

    5000-8000-3000

    Apr-'084000-15002500

    Jun-'083000-20001000

    Aug-'0830005003500

    Oct-'081000-5000-4000

  • Growth of GDP Savings

    YearGDP domestic savings as % to GDP at current market pricesGross domestic capital formation as a percentage to GDP at current market prices50-518.68.460-6111.214.070-7114.215.180-8118.519.990-9122.82600-0123.724.304-0531.732.105-0634.235.506-0735.736.9

  • Remittances from overseas Indians Record of $46.4 billion in 2008-09, up from $43.5 billion the previous yearThe 2008-09 flow was 4% of GDP Emigration provided a huge balance of payments cushion

  • Easy fiscal and monetary policyStimulus Packages amounting to 3% of GDP 1. Additional public spending 2. capital expenditure, government guaranteed funds for infrastructure spending 2. Cuts in indirect taxes 3. Additional support to exporters

  • So resilient was India's performance that the very foreign investors who had withdrawn $12 billion in 2008, flooded back into Indian stock markets at the rate of $1billion per week in May 2009.

  • Flows In Idea CellularManMaterialMoneyInformationFMEA of FOS,TSM,ASM,Distributor, Runner,BEEFMEA of Material MovementFMEA of Claim SettlementFMEA of Target setting,New Product Information Flow, Change in Existing Product Information Flow

  • Definition Phase:- Survey of 140 Retailers of Jaipur and Alwar.

    Measurement Phase:- AS IS Process Measured Analysis Phase:-Failure Mode and Effect Analysis (FMEA)

    Designing Phase:- Loopholes Identified and TO BE processes designed

    Verification Phase:- TO BE given to process owners.

  • The Search of a ProblemDefinition Phase:-Market Survey of Idea JaipurIN TERMS OF %IN TERMS OF ABSOLUTE VALUESSAMPLE SIZE: 120Retailers 1st PreferenceIdea retailers with low counter share

    Chart1

    72

    29

    12

    7

    PREFERENCE OF RETAILERS

    NO. OF RETAILERS

    Sheet1

    OVERALL SUMMARY

    IN terms of %In terms of absolute values

    AIRTEL6072

    RELIANCE GSM24.729

    IDEA1012

    VODAFONE5.87

    TOTAL120

    In terms of %

    IN terms of %

    RELIANCE24.7

    AIRTEL60

    IDEA10

    VODAFONE5.8

    TOTAL120

    Sheet1

    PREFERENCE OF RETAILERS

    NO. OF RETAILERS

    Sheet2

    Sheet3

    A-CLASS RETAILERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL11

    IDEA4

    RELIANCE GSM3

    VODAFONE0

    TOTAL18

    IN TERMS OF %

    AIRTEL61.11

    IDEA22.2

    RELIANCE GSM16.6

    VODAFONE0

    TOTAL100

    Sheet3

    Sheet4

    Sheet5

    B-CLASS RETAILERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL17

    RELIANCE GSM9

    IDEA3

    VODAFONE2

    TOTAL31

    IN TERMS OF %

    AIRTEL54.83

    RELIANCE GSM29.03

    IDEA9.67

    VODAFONE6.45

    TOTAL100

    Sheet5

    Sheet6

    Sheet7

    C-CLASS RETAILERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL18

    RELIANCE GSM9

    IDEA2

    VODAFONE2

    TOTAL31

    IN TERMS OF %

    AIRTEL58.06

    RELIANCE GSM29.03

    IDEA6.45

    VODAFONE6.45

    TOTAL100

    Sheet7

    RETAILERS PREFERENCE

    PERCENTAGE OF RETAILERS

    D-CLASS RETAILERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL6

    RELIANCE GSM2

    IDEA1

    VODAFONE1

    TOTAL10

    IN TERMS OF %

    AIRTEL60

    RELIANCE GSM20

    IDEA10

    VODAFONE10

    TOTAL100

    RETAILERS PREFERENCE

    NO. OF RETAILERS

    RETAILERS PREFERENCE

    PERCENTAGE OF RETAILERS

    OTHERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL19

    RELIANCE GSM5

    IDEA4

    VODAFONE2

    TOTAL30

    S

    IN TERMS OF %

    AIRTEL63.33

    RELIANCE GSM16.66

    IDEA13.33

    VODAFONE6.66

    TOTAL100

    RETAILERS PREFERENCE

    NO. OF RETAILERS

    RETAILERS PREFERENCE

    PERCENTAGE OF RETAILERS

    RETAILERS PERCEPTION ABOUT IDEA

    Positive16

    Indifferent85

    Negative19

    Total120

    Chart2

    60

    24.7

    10

    5.8

    PREFERENCE OF RETAILERS

    PERCENATGE OF RETAILERS

    Sheet1

    OVERALL SUMMARY

    IN terms of %In terms of absolute values

    AIRTEL6072

    RELIANCE GSM24.729

    IDEA1012

    VODAFONE5.87

    TOTAL120

    In terms of %

    IN terms of %

    RELIANCE24.7

    AIRTEL60

    IDEA10

    VODAFONE5.8

    TOTAL120

    Sheet1

    PREFERENCE OF RETAILERS

    NO. OF RETAILERS

    Sheet2

    PREFERENCE OF RETAILERS

    PERCENATGE OF RETAILERS

    Sheet3

    A-CLASS RETAILERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL11

    IDEA4

    RELIANCE GSM3

    VODAFONE0

    TOTAL18

    IN TERMS OF %

    AIRTEL61.11

    IDEA22.2

    RELIANCE GSM16.6

    VODAFONE0

    TOTAL100

    Sheet3

    0

    0

    0

    0

    Sheet4

    0

    0

    0

    0

    Sheet5

    B-CLASS RETAILERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL17

    RELIANCE GSM9

    IDEA3

    VODAFONE2

    TOTAL31

    IN TERMS OF %

    AIRTEL54.83

    RELIANCE GSM29.03

    IDEA9.67

    VODAFONE6.45

    TOTAL100

    Sheet5

    0

    0

    0

    0

    Sheet6

    0

    0

    0

    0

    Sheet7

    C-CLASS RETAILERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL18

    RELIANCE GSM9

    IDEA2

    VODAFONE2

    TOTAL31

    IN TERMS OF %

    AIRTEL58.06

    RELIANCE GSM29.03

    IDEA6.45

    VODAFONE6.45

    TOTAL100

    Sheet7

    0

    0

    0

    0

    0

    0

    0

    0

    RETAILERS PREFERENCE

    PERCENTAGE OF RETAILERS

    D-CLASS RETAILERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL6

    RELIANCE GSM2

    IDEA1

    VODAFONE1

    TOTAL10

    IN TERMS OF %

    AIRTEL60

    RELIANCE GSM20

    IDEA10

    VODAFONE10

    TOTAL100

    0

    0

    0

    0

    RETAILERS PREFERENCE

    NO. OF RETAILERS

    0

    0

    0

    0

    RETAILERS PREFERENCE

    PERCENTAGE OF RETAILERS

    OTHERS

    IN TERMS OF ABSOLUTE VALUES

    AIRTEL19

    RELIANCE GSM5

    IDEA4

    VODAFONE2

    TOTAL30

    S

    IN TERMS OF %

    AIRTEL63.33

    RELIANCE GSM16.66

    IDEA13.33

    VODAFONE6.66

    TOTAL100

    00

    00

    00

    00

    RETAILERS PREFERENCE

    NO. OF RETAILERS

    0

    0

    0

    0

    RETAILERS PREFERENCE

    PERCENTAGE OF RETAILERS

    RETAILERS PERCEPTION ABOUT IDEA

    Positive16

    Indifferent85

    Negative19

    Total120

  • Issues related to plansVery frequent changes in plans. Complicated to understand by Retailer as well as customer.Higher tariffs. STD rates are high as compared to other services.Plans are difficult to negotiate Change for Rs.11 and Rs 29 RCVLow margins for retailers as compared with other service providers.Variations in rate of SIM in the same market.

  • Some retailers were selling 3 or 2 Sims for free to complete their sales target & suggested to throw it after using Rs.10/- from itMost of the A-class retailers were not branded with Idea POPsAs per the voice of retailers idea charges Rs 50 for V-TOP whereas Airtel and Vodafone dont chargeCAF documents norms are not easy as per competition

  • Measurement and Analysis PhaseFailure Mode and Effect Analysis (FMEA)

    Territory Sales Manager (TSM) FMEAS.NoActivityRespTATCMSMeasurement GapsFailure ModeEffect1Getting updates about sales plans and targetASM1-2 daysNoCommunication gap between ASM and TSM.1. Non availability of previous months sales details. 2. Late communication of plans to ASM.1. Delay in getting targets from ASM 2. Late communication of plans to market.

  • The Effects in the FMEA rated on the scale of 10 based on Severity, Occurrence and Detection

    The RPN number was arrived at by multiplying the S, O ,D ratings.

    The activities with high RPN number were subjected to Change, Automation, Scrapping or Modification in the all flows.

    The Formats of data given to the distributors were made simpler.

    Less frequent visits of TSM had high RPN ratings so proformas were given to TSMs to record their visits to retailers

  • Improved Brand Penetration traslating into Increase in subscriber base by 2.2% in merely two months.

    Improved Maintenance of Towers (BTS)-resulting in increase of N/W availability 99.38% to 99.43%

    Closed Circuit Distributor Follow up Mechanism was devised that resulted in well lubricated sales and distribution channel.

    Decrease in non transacting outlet by 23% in two months.

    Reduction in Low Utilization (LUT) sites by 12% in two months.

    A Six Sigma Black Belt Project that bagged Idea Excellence Award recently.

  • VoIPAlok AgarwalM.Tech : Advanced Networking, IIITMAreas of Interest : Wireless Broadband, Cyber law.

    Alok has good command in linux and extraordinary coding skills. Pallavi M.Tech: Advanced Networking, IIITMAreas of Interest : Mobile Computing, Wireless Technology

  • VoIP: A Wise Investment for Business VoIP - "industry of the decade," - IBISWorld. The industry earned that accolade because of its 1,655 percent growth rate between 2000 and 2009. Businesses are always looking for ways to increase their competitiveness by :cutting costsimproving their value proposition requiring their staff to work more efficientlyGoogle Plans Google Voice Enhancements: Google Voice adding full VoIP initiation capabilities to its Web- activated calling services

  • * Conversion of sound into digital signal Encapsulation in IP packet Transport over network De-encapsulation and reconversion of digital signal into soundVoIP Overview

  • GatewayPublic telephone networkInternetIP telephone or computer running VoIP softwarePlain oldtelephoneVoice over IP

  • WiMAX HighlightsWorldwide Interoperability for Microwave AccessIs a certification mark for products that pass conformity and interoperability tests for the IEEE 802.16Speed : Faster than broadband serviceWireless : Not having to lay cables reduces costEasier to extend to suburban and rural areasBroad coverage : Much wider coverage than WiFi hot spots

  • WiMAX Working Scenario

  • Optimization Aspect of rtPSIn rtPS following points are taken into consideration:1. Optimization of Uplink resources.2. Optimization of Access delay.3. Optimization of MAC overhead for supporting VoIP services with variable data rate and silence suppression.

    Parameters Utilized:1. Resource Utilization 2. VoIP Capacity3. Total Throughput4. Packet Transmission Delay

  • Implementation Aspects

    More traffic is handled with better efficiencyImproved QoS attracts the users for availing better services. Rapid DeploymentHigh Speed data rateHigh ScalabilityLower Maintenance and Upgradation Cost

  • Cloud computing is the provision of dynamically scalable and often virtualized resources as a service over the Internet on a utility basisCloud Computing offers a way for people to expand their local computing power on to the, seemingly, infinite processing power of the Internet

  • What is a cloud?a type of parallel and distributed system

    consists of a collection of inter-connected and virtualized computers

    presented as one or more unified computing resource(s)

    based on service-level agreements

  • Cloud Computing

  • Future Perspectives

  • A Glance on the new DQWRTDMOSFET device which can reduces the cost of processorAs the technology scaled down the cost of the processor increases in terms of power .At 45nm technology almost saturation is there scaling of the devices .DQWRTDMOSFET is new device which saves the Moor's law by reducing the power consumption at same technology node.We can save 30 percent power and increases the processor speed 15 percent faster then conventional processor.

  • Experimental Results

  • Lab Facilities

    ToolsUseSilvaco Design and simulation of Semiconductor devices.Assura(Cadence Tool)L-Edit (Tanner Tool)Mask Layout tool used for Physical Design of ICModelsim PE 6.0Modelsim XE 6.0IUS (Cadence Tool)High Level Simulation of Design described in HDL(VHDL & Verilog)SOC (Cadence Tool)RC (Cadence)Xilinx ISE WebPACK(7.1i,8.1i,9.1i,11.1i)FPGA advantage 7.0 (Mentor Graphics)Used for High Level Synthesis SOC is for back end DesignRest are used for Front end DesignPspice(9.1,9.2)Tanner PspiceIC5141 (Cadence Tool)Digital & Analog / RF Circuit SimulatorMATLAB 7.0A mathematical tool used for Matrix analysis and computationAltium Designer Summer 08A prototype tool for FPGA projects, embedded projects, PCB projects

  • Hardware Equipments/boards Available in LABUniversal CPLD/FPGA XC 9572 TM, 15C/XC2S50 TM, 5CXilinx Spartan-III FPGA System XC3S200 TMSpartan-II FPGA Trainer XC2S50 TM, 5CCPLD Xilinx XC 9572 TMSpartan-III XC 3S400 TM (DSP Application)Altium Nanoboard

  • ConclusionDQWRTDMOSFET has been developed at VLSI laboratory(ABV-IIITM) ,it is verified like industry environment that what we have.Processor speedup more than 15 percent so it can use for home appliances like washing machine.Working environment comparable with industry training period can skip and count one year as experience.

  • Free/Open Source SoftwareUser has the access to the codeThe freedom to run it, change it, redistribute it, improve and release it

  • Commonly used FOSS SoftwareBy 2012 more than 90% of enterprises will use Open Source in direct or embedded forms Gartner The State of the Open Source, 2008Linux, Apache, MySQL, PHPMozilla FirefoxVLC Media PlayerAngry IP ScannerSquirrel MailAndroidEclipse

    Used in NASA Projects and Hollywood MoviesOSS community comprises of More than 230000 software and over 130 millions works under Creative Commons

  • Cost ReductionSource: National Workshop on Free/Open Source Software and Higher Technical Education, SF-FOSS, ABV-IIITM Gwalior, Nov09, India

    S. No.ItemOpen Source (Rs.)Proprietary(Rs.)1.Hardware30,00030,0002.Operating System7,52003.Office Suite4,46004.Antivirus4,8300Total46,81030,000500 systems2,34,050001,50,00,000DifferenceRs. 84,05,000

  • Free CultureCreative works under Free licensesMusic, Books, Movies, Scripts, Software, etc.Social Dimension of CreativityLegal BoundationsDriver of TechnologyParticipative AgeWorld now a Global VillageWhen People meet, they discuss, discover and Innovate Information and Open Source, SUN Microsystems

  • Towards Collaborative DevelopmentCommunity

  • Open Source and DownturnDownturn the biggest boon for Open SourceLow Total cost of OwnershipLicense FeesMore participation by peopleReliable and SecureQuicker ReleasesTry before you buyCommunity Driven Model

    The period from 2000 to 2002, when the economy was almost as terrifying as it is now, was the largest period of growth for open source in the enterprise.-Infoworld magazine

    Innovation loves a crisis - Joe Hartley, VP, SUN Microsystems

  • Cumulative Investment in Open Source VendorsSource: 451 Group Survey

  • Indeed, when there is little to differentiate the functionality of an open source solution to its proprietary equivalent, the cost savings that come with open source are extremely compelling,Yossi Hasson, CEO Synaq

    Linux and other free, open source solutions are just what companies wrestling with budget constraints should be considering. Ron Hovsepian, CEO Novell

    The collaborative, standards-based nature of open-source technology means that development and innovation no longer need to be expensive and difficult.Nageswara Rao,Site Lead, Sun Microsystems India

  • Our InitiativesCollaborations

  • Our Initiatives..and lots moreMore information at http://sf-foss.iiitm.ac.in/

  • Our InitiativesA total of 46 articles from 41 authors

    Committee consisting of 12 advisory board members, 22 editorial board members, 18 organizing committee members and 25 volunteers

    A total contribution of 140 people from 13 countries and 46 organizations

  • As the technology scaled down the cost of the processor increases in terms of power .At 45nm technology almost saturation is there scaling of the devices .DQWRTDMOSFET is new device which saves the Moor's law by reducing the power consumption at same technology node.We can save 30 percent power and increases the processor speed 15 percent faster then conventional processor.

    A Glance on the new DQWRTDMOSFET device which can reduces the cost of processor

  • Experimental Results

  • Lab Facilities

  • Universal CPLD/FPGA XC 9572 TM, 15C/XC2S50 TM, 5CXilinx Spartan-III FPGA System XC3S200 TMSpartan-II FPGA Trainer XC2S50 TM, 5CCPLD Xilinx XC 9572 TMSpartan-III XC 3S400 TM (DSP Application)Altium NanoboardHardware Equipments/boards

  • DQWRTDMOSFET has been developed at VLSI laboratory(ABV-IIITM) ,it is verified like industry environment that what we have.Processor speedup more than 15 percent so it can use for home appliances like washing machine.Working environment comparable with industry training period can skip and count one year as experience.Conclusion

  • **