New, improved marketing manager.

New, improved marketing manager.

STR Team / August 8, 2011, 0:29 IST



The role is fast changing from managing to being a growth champion.

The relationship between brands and consumers is growing more dynamic, challenging and multi-dimensional. New challenges are emerging with each passing day thanks to technological, social and cultural breakthroughs. These changes mean that the role of the marketer is undergoing immense change — and like brands, marketers also need to stay relevant with time.

Two big shifts are impacting marketing at the macro level. Classically, a manager would make a business projection and work backwards on the marketing spends and the avenues thereon. Media would cost money and thus the marketing cost had to come out of product sales. But today a manager has the wherewithal to market a product before it is available, as spends are not a challenge in the new media vehicles like Twitter and Facebook. Thanks to the new forms and channels of media available, a sense of intrigue can be created around the products before launch and that too at no extra cost. This was not part of a conventional marketing plan, and hence, the profile of marketing managers.

India, by its sheer size and subsequently the scale that it offers, especially in categories like food, appliances or entertainment, develops its own trends that may not necessarily follow the tastes of developed markets. Managers in India face the task of leveraging local nuances and concerting the offerings into a global scale. Customers seek validation of their behaviour from family, community and culture. So the room for influence available to marketers is partial.

A case in point is the hair oil category that was deemed as a dying category in India by many multinationals and the brands kept changing hands. Till one company stuck to working with the consumer by making shampoo an ally and went on to create a large business on the basis of this one brand. And it has become large enough to expand overseas while keeping its foothold in India strong.

In the times that we live in, the marketing manager’s responsibilities extend beyond marketing strategies and programmes.

From managing to growing and creating: The marketing manager’s role needs to evolve from just managing to creating. Most of what is done under conventional marketing involves looking at the scenario in terms of the 5Ps of marketing, which essentially is only about market planning. But marketers need to be enablers of creation, moving from brand management to brand enhancement, from brand promise to brand action. From what a brand says to what it actually does. Nike’s ‘Just do it’ explains this shift. It’s a movement, a call for action.

Earlier, roles were clearly demarcated. CEOs would hold the fort for expanding and retaining the customer base, work on innovation, and be responsible for revenue management, while marketers would apply traditional marketing tools to fulfill that agenda. Now, it is imperative that marketers take part in transforming the business model. This creation process implies marketing as a growth centre and not a cost centre. There is a gap between what marketing is delivering and what can be delivered. From managing a brand it needs to be seen as a growth champion.

From managing an asset to adding value to the brand: While marketing is the new line function with the brand profit and loss, many marketing managers are still living in the staff function role. The marketing manager needs to be both a businessperson (left brain) and a marketer (right brain). While a creative background is an asset, the key for marketers is to understand and speak the financial language of business. The role now demands that marketers are equipped with a broader set of skills and personal qualities, and are able to demonstrate financial accountability using metrics like revenue, cash flow and profitability. This brings credibility during management meetings. From developing a marketing strategy after the business plan is made, the shift demands identifying opportunities where the company invests and has the capability to win consumers, thus creating business. Recent acquisitions of brands have shown ‘brand investeeship’ at play.

More partners to collaborate with: The marketers’ partners have expanded from marketing and advertising agencies. The rules of the game are constantly changing; retailers now offer significant influence in shaping consumer preferences. A marketer who sees retailers as allies in shaping consumer behaviour would be furthering the growth agenda of their categories.

From a broadcaster to an aggregator: It’s not about communicating to the consumer but with the consumer. A relationship is a two-way process. Marketers trying to control every interaction hinder the development of a real relationship with the customer because the customer base is fragmented and is looking for a conversation. The marketer needs to acknowledge that he/she is no longer a broadcaster pushing out messages but essentially an aggregator who brings together content, enables collaboration, and builds and participates in communities.

The views are personal.

DEVENDRA CHAWLA
President, Food & Fmcg, Future Group

Source Business Standard.

Go kiss the World.

Hi,

Following extract from book Go kiss the world narrated by Subroto Bagchi.
Part 1: pg no: 33


‘The world is not divided between the living and the dead, there is no difference between what is animate and what is inanimate’ she once told me during our tea time conversations. ‘ Shabda(sound) is brhma(life),’ she added. Sensing that I was unable to comprehend, she knocked the surface of the dining table, twice, gently and asked, ‘Where did the sound emanate from? Was it is just my hand? No. it was the table replying to my knock. If I were to knock on any other surface, the sound will be very different, varied each time. It is the way the seemingly inanimate world specks to you. There is brhma in everything. As long as you are willing to knock, even the inanimate will respond. Each time, without fail. Where there is Shabda, there is brhma. Animate and inanimate are distinctions born of perception. In reality, everything is living.’
What did she experience with her two eyes that were open but had no vision in them? Did she only see darkness? ‘No,’ she had told me, ‘I only see light, infinite light.’
Our vision is not always a function of our capability to see, it is our willingness to open up our inner eye to the limitless universe that light up the path of our existence.


Regards
Amol

Hi,
The Top 10 Best Workplaces to Work.

1. Google India Pvt. Ltd.
2. Intel Technology India.
3. MakeMy Trip(India).
4. American Express.
5. Marriott Hotels India.
6. Classic Stripes.
7. Scope International.
8. Agilant Technologies.
9. Claris Lifesciences.
10. NetApp India.

Source: Survey Economic Times and The Great Place to Work Institute, India 2011.

Regards
Amol

Hi, now the time for Good to Great..............

Hi There,

Its been too long time to away from blog, its very much awkward feeling of being away from your blog.

Anyway Following is the Chapter narrated by Peter Shenge in his renowned book FIFTH DISCIPLINE.

Does your Organisation have learning Disability.

Few large corporations live even half as long as a person. In 1983, a Royal Dutch/Shell study found that one-third of the firms that had been in the Fortune “500” in 1970 had vanished. Shell estimated that the average lifetime of the largest industrial enterprises is less than forty years, roughly half the lifetime of a human being! Since then this study has been repeated by EDS and several other corporation and served as a point of reference in James Collin’s Good to Great, published in 2001. The chances are fifty-fifty that readers of this book will see their present firm disappear during their working career.

In most companies that fail, there is abundant evidence in advance that the firm is in trouble. This evidence goes unheeded, however, even when individual managers are aware of it, The organization as a whole cannot recognize impending threats, understand the implications of those threats, or come up with alternatives.

Perhaps under the laws of ‘survival of the fittest’, this continual death of firms is fine for society. Painful though it may be for the employees and owners, it is simply a turnover of the economic soil, redistributing the resources of production to new companies and new cultures. But what if the high corporate mortality rate is only a symptom of deeper problems that that afflict all companies, not just the ones that die? What if even the most successful companies are poor learners-they survive but never live up to their potential?

What if, in light of what orgainsation could be, “excellence” is actually “mediocrity”?

It is no accident that most organization learn poorly. The way they are designed and managed, the way people’s jobs are defined, and most importantly, the way we have all been taught to think and interact( not only in organization but more broadly) create fundamental learning disability. These disability operate despite the best efforts of bright, committed people. Often the harder they try to solve problems, the worse the results. What learning does occur takes place despite these learning disability- for they pervade ail organizations to some degree.

Learning disability are tragic in children, especially when they go undetected. They are no less tragic in organization , where they also go largely undetected. The first step in curing them is to begin to identify the seven learning disabilities.

1. “I AM MY POSITION”

We are trained to be loyal to our jobs – so much so that we confuse them with our own identities. When a large American steel company began closing plants in the early 1980’s, it offered to train the displaced steelworkers for new jobs. But the training never “took”; the workers drifted into unemployment and odd jobs instead. Psychologist came in to find out why, and found the steelworkers suffering from acute identity crisis’s. “ How could I do anything else?” asked the workers. “ I am a lathe operator.” When asked what they do for a living, most people describe the tasks they perform every day, not the purpose of the greater enterprise in which they take part. Most see themselves within a system over which they take part. Most see themselves within a system over which they have little or no influence. They do their job, put in their time, and try to cope with the forces outside of their control. Consequently, they tend to see their responsibilities as limited to the boundaries of their position. Many years ago, managers from a Detroit auto maker told me of stripping down a Japanese import to understand why the Japanese were able to achieve extraordinary precision and reliability at lower cost on a particular assembly process. They found the same standard type of bolt uses three times on the engine block. Each time it mounted a different type of component. On the American car the same assembly required three different bolts, which require three different wrenches and three different inventories of bolts-making the car much slower and more costly to assemble. Why did the Americans use three separate bolts? Because the design organization in Detroit had three groups of engineers, each responsible for the entire engine mounting, and probably much more. The irony is that each of the three group of American engineers considered their work successful because their bolt and assembly worked just fine. When people in orgainisations focus only on their position, they have little sense of responsibility for the results produced when all positions interact. Moreover, when results are disappointing it can be very difficult to know why. All you can do is assume that “someone screwed up”.

2. “The Enemy is out There”

A friend once told the story of a boy he coached in little league, who after dropping three fly balls in right field, threw down his glove and marched into the dugout. “ No one catch a ball in that darn field,” he said. There is in each of us a propensity to find someone or something outside ourselves to blame when thing go wrong. Some organization elevate this propensity to a commandment: “thoug shall always find an external to blame.” Marketing blames manufacturing: “ The reason we kept missing sales target is that our quality is not competitive”. Manufacturing blames engineering. Engineering blames marketing; “ If they’d only quite screwing up our design and let us design the product we are capable of, we’d be an industry leader.” The “enemy is out there” syndrome is actually a by-product of “I am my position.” And the nonsystemic ways of looking at the world that it fosters. When we focus only on our position, we do not see how our own actions extend beyond the boundary of that position. When those actions have consequences that come back to hurt us, we misperceive these new problems as externally caused. Like the person being chased by his own shadow, we cannot seem to shake them. The “enemy is out there” syndrome is not limited to assigning blame within the organization. During its last years of operation, the once highly successful People Express Airlines slashed prices, boosted marketing , and bought Frontier Airlines- All in a frantic attempt to fight back against the perceived cause of its demise: increasingly aggressive competitors. Yet, none of these moves arrested the company’s mounting losses or corrected its core problem, service quality that had declined so far that low fares were its only remaining pull on customers. For years American companies who had lost market share to foreign competitors blamed cheap foreign wages, labour unions, government regulators, or customers who “ betrayed us” by buying products from someone else. “the enemy is out there,” however , is almost is almost always an incomplete story. “Out there” and “In here” are usually part of single system. This learning disability makes it almost imposible to detect the leverage we can use “in here” are usually part of single system. This learning disability makes it almost impossible to detect the leverage we can use “in here” on problems that straddle the boundary between us and “out There.”

3. The Illusion of Taking Charge.

Being “proactive” is in vogue. Managers frequently proclaim the need for taking charge in facing difficult issues, stop waiting for someone else to do something, and solve problems before they grow into crises. In particular, being proactive is frequently seen as antidote to being “reactive” waiting until a situation gets out of hand before taking a step. But is taking aggressive action against an external enemy really synonymous with being proactive? Once, a management team in a leading property and liability insurance company with whom we working got bitten by the proactivenes bug. The head of the team, a talented vice president for claims, was about to give a speech proclaiming that the company wasn’t going to get pushed around anymore by lawyers litigating more and more claims settlements. The firm would beef up its own legal staff so that it could take more cases through to trial by verdict, instead of settling them out of court. Then we and some members of team began to look more systematically at the probable effects of the idea: the likely fraction of cases that might be won in court, the likely size of cases lost , the monthly direct and overhead cost regardless of who won or lost and how long cases would probably stay in litigation. Interestingly the teams scenario pointed to increasing total cost because, given the quality of investigation done initially on most claims, the firm simply could not win enough of its cases to offset the cost of increased litigation. The vice president tore up his speech. All too often, proactiveness is reactiveness in disguise. Whether in business or politics, if we simply become more aggressive fighting the “enemy out there”, we are reacting –regardless of what we call it. True proactiveness comes from seeing how we contribute to our own problems. It is a product of our way of thinking, not our emotional state.

4. The fixation on events.

Two children get into a scrap on the playground and you come over to untangle them. Lucy says, “I hit him because he took my ball.” Tommy says,”I took her ball because she wont let me play with her airplane.” Lucy says, “He can’t play with my airplane because he broke the propeller.” Wise adult that we are, we say, Now, now, children- just get along with each other.” But are we really any different in the way we explain the entanglements we find ourselves caught in? We are conditioned to see life as a series of events and for every events, we think there is one obvious cause. Conversations in organizations are dominated by concern with events: last month’s sales, the new budget cuts, last quarter’s earnings, who just got promoted or fired, the new product our competitors just announced, the delays that just was announced in our new product, and so on. The media reinforces an emphasis on short-term events – after all, if its more than two day old it’s no longer “news.” Focusing on events leads to “event” explanations: “The Dow Jones average dropped sixteen point today.” Announces the newspaper, “because low fourth-quarter profits were announced yesterday.” Such explanations may be true, but they distract us from seeing the longer-term patterns of change that lie behind the events and from understanding the causeses of those patterns. Our fiaxation on events is actually part of our evolutionary programming. If you wanted to design a cave person for survival, ability to contemplate the cosmos would not be a high-ranking design criterion. What is important is the ability to see the saber-toothed tiger over your left shoulder and react quickly. The irony is that, today, the primary threats to our survival, both of our organizations and of our societies, come not from sudden events but from slow gradual processes: the arm races, environmental decays, the erosion of a society’s public education system, and decline in a firm’s design or product quality (relative to competitor’s quality) are all slow, gradual processes. Generative learning cannot be sustained in an organization if people thinking are dominated by short-term events. If we focus on events, the best we can ever do is predict an events before it happens so that we can react optimally. But we cannot learn to create.

5. The parable of the boiled frog.

Maladaptation to gradually building threats to survival is so pervasive in system studies of corporate failure that it has given rise to the parable of the “boiled frog”. If you place a frog in a pot of boiling water, It will immediately try to scramble out. But if you place the frog in room temperature water , and don’t scare him, he’ll stay put. Now, if the pot sits on a heat sources, and if you gradually turn up temperature rises from 70 to 80 degree F., the frog will do nothing. In fact, he will show every sign of enjoing himself. As the temperature gradually increases, the frog will become groggier and groggier, until he is unable to climb out of the pot. Though there is nothing restraining him, the frog will sit there and boil. Why? Because the frog’s internal apparatus for sensing threats to survival is geared to sudden changes in his environment, not to slow, gradual changes. The American automobile industry has had a long-standing case of boiled frog. In the 1960s, it dominated North Ameracan sales. That began to change very gradually. Certainly, Detroit’s Big Three did not see Japan as a threat to their survival in 1962, when the Japanese share of U.S. market was below 4 percrnt Nor in 1967, when it was less than 10 percent. Nor in 1974, when it was under 15 percent. By the time the Three began to look critically at their own practices and core assumptions, it was the early 1980s and the Japanese share of the American market had risen to 21.3 percent. By the 1990, the Japanese share was approaching 25 percent and by 2005 it was closer to 40 percent. Given the financial health of U.S. car companies it is unclear whether this particular frog will ever regain the strength to pull itself out of the hot water. Learning to see slow , gradual processes requires slowing down our frenetic pace and paying attention to the subtle as well as the dramatic. If you sit and look into a tidepool, initially you won’t see much of anything going on. However, if you watch long enough after about ten minutes the tidepool will suddenly come to life. The world of beautiful creature is always there, but moving a bit too slowly to be seen at first. The problem is our minds are so locked in one frequently, it ‘s as if we can only see at 78 rpm: we can’t see anything at 33-1/3. We will not avoid the fate of the frog until we learn to slow down and see the gradual processes that pose the greatest threats.

6. The Delusion of learning from experiences.

The most powerful learning come from direct experience. Indeed we learn eating, crawling, walking and communicating through direct trail and error- through taking action and seeing the consequences of that happens when we can no longer observe the consequences of our actions? what happens if the primary consequence of our action are in distant future or in a distant part of the lager system within which we operate? We each have a “learning Horizon” a breadth of vision in time and space within which we assess our effectiveness. When our action have consequences beyond our learning horizon, it becomes impossible to learn from direct experience. Herein lies the core learning dilemma that confronts organization: we learnt best from experience but we never directly experience the consequences of many of our most important decisions. The most critical decisions made in organizations have systemwide consequences that stretch over years or decades. Decisions in R & D have first-order consequences in marketing and manufacturing. Investing in new manufacturing facilities and processes influences quality and delivery reliably for a decade or more. Promoting the right people into leadership posions shapes strategy and organizational climate for years. These are exactly the type of decisions where there is thw least opportunity for our trial and error learning. Cycles are particularly hard to see and thus learn from, if they last longer than a year or two. As systems-thinking writer Draper Kauffman, jr…points out. Most people have short memories. “when a temporary oversupply of worker develops in a particular field, he writes, everyone talk about the big surplus and young people are steered away from the field. Within a few years, this creates a shortage, jobs go beggins, and young people are frantically urged into the field-which creates a surplus. Obviously, the best time to start training for a job is when people have been talking about a surplus for several years and few of others are entering it. That way, you finish your training just as the shortage develops.” Traditionally, organization attempt to surmount the difficulty of coping with the breadth of impact from decisions by breaking themselves up into components. They institute functional hierarchies that are easier for people to “get their hand around.” But functional division grow into fiefdoms, and what was once a convenient division of labour mutates into the “stovepipes” that all but cut off contact between functions. The result: analysis of the most important problems in a company, the complex issues that cross functional lines, becomes a perilous or nonexistent exercise.

7. The myth of the management team.

Striding forward to do battle with these dilemmas and disabilities is “management team” the collection of savvy, experience managers who represent the organization’s different functions and area of expertise. Together, they are supposed to sort out the complex cross functional issues that are critical to the organization. What confidence do we have, really, that typical management teams can surmount these learning disabilities? All too often, team in business tend to spend their time fighting for turf, avoiding anything that will make them look bad personally, and pretending that everyone is behind the teams collective strategy-maintaining the appearance of a cohesive team. To keep up the image, they seek to squelch disagreement: people with serious reservations avoid stating them publicly, and joint decisions are watered down compromises reflecting what everyone can live with or else reflecting one person’s view foisted on the group. If there is disagreement, its usually expressed in a manner that lays blame, polarizes opinion, and experience in away that the team as a whole could learn from. “Most management team break down under pressure,” writes harvard Cris Argyris a longtime student of the learning in management teams. The team may function quite well with routine issues. But when they confront complex issues that may be embarrassing or threatening. School trains us never to admit that we do not know the answer, and most corporations reinforce that lesson by rewarding the people who excels in advocating their views, not inquiring into complex issues. (When was the last time someone was rewarded in your organization for raising difficult questions about the companies current policies rather than solving urgent problem). Even if we feel uncertain or ignorant, we learn to protect ourselves from pain of the appearing uncertain or ignorant. That very process block out any new understanding which might threaten us. The consequence is what Argaris calls “skill incompetence” team full of people who are incredibly proficient at keeping themselves from learning.

Regards

Amol

Financial Inclusion and MFI’s

Microfinance Institutions has gain its place in concept of financial inclusion. Eight members Committee on financial inclusion under chairmanship of C. Rangarajan was established and studied the various aspect of the financial inclusion give various recommendations for the inclusion of financially excluded segments of the society. Chapter VIII of the financial inclusion report is giving complete picture about important and role MFI’s in financial inclusion. Let us have quick look at what is financial Inclusion?
Financial Inclusion is the delivery of financial services at affordable cost to disadvantage segment of the society. The object of the financial inclusion is to extend the scope of activity of organized financial system to include within its amit people with law income. NSSO data indicates that 45.9 million farmer household in the country( 51.4%) out of total 89.3 million households do not access credit either from institutional or non-institutional sources. Only 27% of total household are indebted to formal sources( 1/3 are also borrow from informal sources. Financial exclusion is very high in North-Eastern region. Committee is in opinion that financial inclusion can be substantially enhanced by improving supply side or delivery system. It is estimated that there are 1000 NGO-MFI and 20 companies MFI in India. Company MFI’s are account for 80% of business. There are around 30,000 cooperative organization engaged in microfinance activities. The proposed microfinance bill defined microfinance services as “providing financial assistance to an individual or eligible client either directly or group mechanism for,
1. an amount not exceeding Rs. 50,000/- in aggregate per individual, for small and tiny enterprise, agriculture, allied activities.
2. an amount not exceeding Rs. 1,50,000/-in aggregate per individual for housing purposes.
Microfinance could play an important role in financial inclusion as they are having great rural touch, have greater understanding the of issues specific to rural poor and have grater accessibility to rural poor.
Following are some of the important recommendations of the committee.
1. There is need to recognize separate category of Micro-Finance-Non Banking Financial Companies(MF-NBFC), without any relaxation on startup capital and subject regulatory prescription applicable for NBFC. Such companies (MF-NBFC) could be defined as that provide Micro-insurance, thrift, credit, remittance and other financial services up to specified limit to poor in rural areas. To ensure that this provision used by NBFC, which are focused on providing microfinance to poor, it should be specified that at least 80% of their assets should be in form of microcredit upto Rs. 50,000/- for agriculture, allied, non-farm activities and in case of housing, loan upto Rs. 1,50,000/- per individual barrower given through direct or group mechanism.
2. MF-NBFC as BC
To enable poor to have access to saving services, MF-NBFC recognized as Business Correspondent of bank only for providing savings and remittance services.
3. Relaxation in FIPB guideline.
Current guidelines used by FIPB (Foreign Investment promotion board) require minimum $ 500000/ equity from foreign entity. NBFC’s are eligible to access such funds and leverage local capital market financing. MF-NBFC may able to attract to social investor with relatively modest means from whom such high level of investment beyond the reach. As MF-NBFC ‘s initial capital need not be very large, The committee is of view that minimum amount of foreign equity of MF-NBFC s may be reduced to level of $ 100000/-
4. MF-NBFCs as micro insurance agents.
5. Code of conduct.
A voluntary mutual code of conduct has been prepared by some MFIs covering Aspect s including Mission, governance, transparency, interest rates, handing of customer grievances, staff conduct, and recovery practices. After due consultation such code of conduct may be made mandatory for MFIs.

6. Micro Financial Sector( Development and Regulation) Bill 2007
This Bill introduced in parliament in March 2007. For improving the effectiveness of the bill committee made an certain recommendations. NBFC and section 25 companies are left out of the purviews of the bill. NBFC are currently regulated by RBI. And exempted from registration as NBFC if they do not take deposit. It is recommended that section 25 companies are brought under the preview of this bill. Cooperative societies register under ‘MACS Act’ promoted by few state government are eligible to mobilize the saving from their members. For mobilizing savings, these societies also need to register with NABARD under proposed bill. Hence there is conflict between proposed bill and ‘MACS Act’. Cooperative societies are providing credit and saving services to their members. Therefore Cooperative societies ate left out of the act.



Faith
Amol
nakveamol1@gmail.com
9823252320

Microfinance is HR driven business.

Microfinance is the extension of financial services to poor who are excluded from scope of activity of organized financial system. Rangarajan Committee on financial inclusion has proved the importance of Microfinance Institution (MFI) in social sector. And suggested several recommendations for MFI. Rough estimate indicate that there are around 1000 NGO and 20 companies MFI in India. The sector needs to tap the financially excluded regions of the country. So, it got tremendous potential and can take the advantage of economies of scale. My experience of working with microfinance institution has forced me to conclude that it is totally HR driven business. Though it is true for all industry but in case of MFI the pendulum is more towards it. Microfinance requires very special skill set with appropriate attitude to serve the business. So searching the desired competency personnel, attracting, recruiting, rewarding and retaining them is tedious task. Attrition among MFI’s again challenge for the business. As business growing rapidly by taking the advantage of economies of scale, there is need to reward talent among the talent and this is very powerful tool while retaining talent. This business involves lot of creativity and innovations. Therefore HR persons need to really act as catalyst of Change as change agents. Changes are in the form of replacing old financial product, introduction of new products, changes in delivery form of services, change in work location etc. These change need to be carefully escalate to all employees very carefully.
To cope with changes and managing innovations personnel’s needed to be given a proper Training. Training must be an ongoing activity of the organization to sustain in the business. It’s all about developing an organization with requisite skills and competencies. In future those organizations grow and sustain in competitive world that have employee friendly HRM practices. After all HR is competitive edge proved in a business.


Faith
Amol
nakveamol1@gmail.com

My Resume

Name : Amol Pralhad Nakve
Course : MBA
Specialization : H.R.

Past Employer: Basix India Ltd.(June 08 to June 09)
Designation: Regional HR Executive (North India)
Location: Agra (U.P.)
Role: Managed all HR functions of North India region.
Managed HR work on Rajasthan Gove’s “Bhamashah Financial Empowerment Project” at Jaipur (RJ).
Training Program Attended:
1: Competency Based Interviewing Skills at Bhopal.
2: Constructing Personal Mission Statement.


Summer Project During MBA:
Company : Glaxo SmithKline Pharmaceutical Ltd (GSK). Nashik(MH).
Project Title : Study and analysis of Attrition and retention strategies
For GSK and GSK R & D Department.
Project Duration : 2nd May – 31st June 2007
Synopsis : Study involves the collection Primary data and Secondary data..
Primary data was collected by Exit oral interview, Questionnaire. Causes and effects were analysed with the help of these data and information. After these analysis suggestions for improving the old retention strategies for GSK and GSK R & D Department was given. Study of different H.R. Function. And Study of Factories Act, 1948.

Academic Profile:
1) MBA-HR from Department of Management Sciences, (PUMBA), University of Pune, Pune. from the class of 2006-08
2) B.Sc. (Biotech) from Dr.Ulhas Patil Sci. Collage. Jalgaon. (North M.S. University.) in2006
3) Presently pursuing two year Post graduate distance diploma in Human Rights with Indian Institute of Human Rights, New Delhi.(09-11)

Computer Literacy:
· Completed Six month Certificate Course in Computer Programming of Maharashtra state Board of Vocational Examinations. {MS-office, C, Java, HTML (web page Development)}.
. Profitient in MS-office 2007

Extracurricular Activities:
> Administered a Training and Development (Capacity and Skill Enhancement Workshop) program for Finolex Cable Ltd. For marketing managers and executives at I2IT, Pune on 23rd to 25th Jan 2008.
>Life member of Biotech Research Society of India (BRSI), Trivendrum.
>Participant in KVPY at IISc Bangalore. Title of project Extraction of wound healing component.
>Active participation in Fermentation Tools and Technology workshop at Nashik.


Personal Details:
Correspondence address : C/o S. P. Chavan. 3rd Fl, Om Shanti Apartment, Ambil Oda Colony, Sadashiv Peth, Pune. 411007

Permanent address : 4/3, Police Housing Society, Near Traffic Garden, Jalgaon.
Mobile Number : +91-09823252320
E-Mail : nakve_amol1@rediffmail.com
Blogg : http://amoln.blogspot.com/
Date of Birth : December 29th, 1984.