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PGDM Syllabus Overview at Lloyd Business School

The document outlines the curriculum for three courses in the PGDM program at Lloyd Business School: Management Concepts and Indian Value System, Managerial Economics, and Human Resource Management. Each course aims to equip students with essential management principles, economic analysis for decision-making, and effective human resource management techniques. The courses include various pedagogical methods, evaluation criteria, and recommended readings to enhance students' understanding and application of the subjects.

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0% found this document useful (0 votes)

16 views525 pages

PGDM Syllabus Overview at Lloyd Business School

Uploaded by

harsh kesarwani

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

PGDM

TRIMESTER I
LLOYD BUSINESS SCHOOL
Management Concepts and Indian Value System (PCP01)
PGDM Trimester-I (Credits: 3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION

Principles and practices of management is an introductory course on management process from

managers’ perspective. The course seeks to help students acquire the requisite knowledge, skills
and abilities needed to successfully manage the organization. The course examines the logic and
working of organizations and outlines the major functions of management and how the Indian value
system can govern it for business ethics and prosperity in the society.

The main objective of this course is to help the students to get aware towards varied management
principles and practices and relate it with Indian ethos and value system. This course covers the
explanations about the fundamentals of management discipline in organizational context and
business ethics. It details the different functions of management such as planning, organizing,
staffing, directing, and controlling. The course also emphasizes on identification of critical issues
and framing of strategies and scenarios required to execute management functions.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1:Analyze effective application of PPM knowledge to diagnose and solve organizational
problems and develop optimal managerial decisions.
● CO2:To familiarize the students with the understanding of basic concepts and the context of
management and its processes in organizations
● CO3:To develop cognizance of the importance of management principles.
● CO4:To understand the importance of Indian ethos and relate them with management principles
● CO5:To apply the Indian value system and ethics in business and management.

COURSE PEDAGOGY
This course will be based on Class room lectures, Assignments based on discussions, cases and
group-project. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant you tube videos and other materials
before they come to the classroom.

Text Book:
1. S Koontz, H, & Weihrich, H (2016). Essentials of Management: An International
Perspective (8th ed.), Tata McGraw Hills, New Delhi.
2. Ghuman, K & Aswathapa, K, (2017). Management concepts and cases (10th ed.), Tata
McGraw Hills, New Delhi.
3. Telsan, M.T. (2016). Industrial and Business Management, (4th ed.), S. Chand, New Delhi.

Reference Books:
1. Robbins, S. (2017). Management, (13th ed.), Pearson Education, New Delhi.
2. Robbins S.P. and Decenzo David A. - Fundamentals of Management: Essential Concepts
and Applications (Pearson Education, 5th Edition)
3. Weihrich Heinz and Koontz Harold - Management: A Global and Entrepreneurial
Perspective (Mc Graw Hill, 13th Edition 2010)
4. Chakraborty, S.K.: Foundations of Managerial Work – Contributions from Indian Thought,
Himalaya Publishing Hose, Delhi 1998.
5. Chakraborty, S.K.: Ethics in Management: Vedantic Perspectives, Oxford University Press,
Delhi 1995.
6. Boatright, John R: Ethics and the Conduct of Business, Pearson Education, New Delhi
2005.
7. Kumar, S. and [Link]: Managing Secularism in the New Millenium, Excel Books
2000.
8. Griffiths, B: The Marriage of East and West, Colling, London 1985.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation
Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and
decision-making skills with respect to the case and practice problems.

SESSION PLAN
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the

objectives met textbook
Management: Concept, Management: Art and Science,
Management as a Profession, Management Vv.
Administration, Management process, Managerial roles &
Module 1 skills, Levels of management. CO1
Principles of Management- Henry Fayol and FW Taylor
– Techniques, Peter Drucker Principles
Agile Management Techniques
Planning and Decision Making: Nature, Objectives,
Types and Levels, Process of Planning, Planning Premises
and Forecasting, MBO, Data-Driven Decision Making,
Module 2 Role of Big Data & Analytics
Organizing: Concept, Forms of Organizational Structure, CO2
Combining Jobs: Departmentalization, Span of Control,
Delegation of Authority, Authority & Responsibility,
Decentralization, Agility in Organizational Structure
Staffing: Concept; Overview of - Manpower Planning,
Job Design, Recruitment & Selection – Types and Process,
Training & Development, Performance Appraisal.
Module 3 Directing: Concept, Direction and Supervision
CO3
Motivation: Concept, Motivation and Performance.
Controlling: Concept, Process, Types of Control,
Controlling Techniques. Relationship between Planning
and Controlling, Deviation.
Ethics, culture and values: Importance of culture in
Module 4 organizations; Indian ethos and value systems; concepts of
Dharma; Nishkama karma and Purusharthas; Model of
management in the Indian socio-political environment; CO4
Work ethos; Indian heritage in production and
consumption.
Business ethics: Relevance of values in Management;
Holistic approach for managers in decision-making;
Module 5 Secular vs spiritual values in Management; Ethical CO5
relativism; whistle blowing; Stress in corporate
management; CSR & Sustainability.
Important Note:
a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or
providing such assistance to other students. If any student is found guilty, he/ she will be punished as
per policy of the institution.
LLOYD BUSINESS SCHOOL
Managerial Economics (PCP02)
PGDM Trimester-I (Credits: 3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION
Managerial Economics is a crucial course for aspiring managers and business leaders. This course
covers foundational concepts and principles of economics, demand and supply analysis, production
and cost analysis, and market structures among other things. Understanding these topics is essential
for making informed and strategic business decisions. By mastering these economic tools, you'll be
able to analyze market conditions, optimize production processes, and understand the competitive
landscape, all of which are vital for achieving business success. This course equips you with the
analytical skills necessary to tackle real-world management challenges and drive your
organization's growth and proﬁtability.

COURSE OUTCOMES
At the end of the course, the students shall be able to:
● CO1: Remember the concepts of micro economics and also able to understand the various
micro economic principles to make effective economic decisions under conditions of risk
and uncertainty.
● CO2: Understand the fundamental principles of economics and how they can be applied in
the field of management
● CO3: Comprehend the law of demand & supply & their elasticities, evaluate & analyze
these concepts, and apply them in various changing situations in the industry. Students
would be able to apply various techniques to forecast demand for better utilization of
resources..
● CO4: Understand & Apply the production concept and how the production output changes
with the change in inputs and able to analyse the effect of cost to business and their
relation to analyze the volatility in the business world
● CO5: Understand & analyze the different market structures and their different
equilibriums for the industry as well as for consumers for the survival in the industry by
the application of various pricing strategies.
COURSE PEDAGOGY
This course will be based on class room lectures, assignments based on discussions, case studies
and projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the reading list, relevant you tube videos and other
materials before they come to the classroom.

COURSE READINGS
The following books are being referred for the course. Students are advised to read newspapers,
articles, journals and business magazines daily to augment the classroom learning. The video
lecture links of the teaching faculty will also be provided to clear the doubts after the classroom.
Text Book:
1. Managerial Economics: A Problem Solving Approach, Froeb, McCann, Ward & Shor,
MindTap for 4th Edition, Cengage Learning.
2. Managerial Economics: Concepts and Applications (SIE), Thomas & Maurice
3. Principles of Microeconomics , Gregory Mankiw, Cengage.

Reference Books:
1. McGrawHill Education, 9th Ed 3. Managerial Economics, H. L Ahuja, [Link], 8th Ed

COURSE EVALUATION CRITERIA

The evaluation process for the course may constitute the following (suggestive):

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted
based on assignments, analytical & communication skills, interpretation skills, and
decision-making skills concerning the case and practice problems. Active participation and
discussion in class should be encouraged.
SESSION PLAN
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives
(CO) met

Basic Concepts and Principles:

Module 1 Definition, Nature, and Scope of CO1
Economics-Micro Economics and
(7 hours) Macro Economics. Managerial
Economics and its relevance in
business decisions.

Module 2 Fundamental Principles of CO2

(2 hours) Managerial Economics - Incremental
Principle, Marginal Principle,
Opportunity Cost Principle,
Equi-Marginal Principle, Utility
Analysis- Cardinal Utility and Ordinal
Utility.

Module 3 Demand and Supply Analysis: CO3

(8 hours) Theory of Demand. Types of Demand.
Determinants of demand, Demand
Function, Demand Schedule, Demand
curve, Law of Demand, Exceptions to
the law of Demand, Shifts in demand
curve, Elasticity of Demand, and its
measurement. Price Elasticity. Income
Elasticity. Arc Elasticity. Cross
Elasticity and Advertising Elasticity.
Uses of Elasticity of Demand for
managerial decision making, Demand
forecasting meaning, significance, and
methods. (numerical Exercises)
Supply Analysis; Law of Supply,
Supply Elasticity; Analysis and its uses
for managerial decision making.
Module 4 Production and Cost Analysis: CO4
(7 hours) Production concepts & analysis;
Production function, Types of
production function, Laws of
production: Law of diminishing
returns, Law of returns to scale.
Cost concept and analysis: Cost, Types
of costs, Cost output relationship in the
short-run. Cost output relationship in
the long run. Estimation of Revenue.
Average Revenue, Marginal Revenue

Module 5 Market Structures: CO5

(6 hours) Perfect and Imperfect Market
Structures, Perfect Competition,
features, determination of price under
perfect competition. Monopoly:
Feature, pricing under monopoly, Price
Discrimination. Monopolistic: Features,
pricing under monopolistic
competition, product differentiation.
Oligopoly: Features, kinked demand
curve, cartels, price leadership. Pricing
Strategies; Price determination

Important Note:
a. Plagiarism is the use of or presentation of ideas, or works that are not one’s own and which
are not common knowledge, without granting credit to the originator. Plagiarism is
unacceptable in Lloyd Business School and will invite a penalty. The type and extent of
penalty will be at the discretion of the concerned faculty.

b. Cheating is strictly prohibited in Lloyd Business School during examinations/

quiz/assignments or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per the policy of the institution.
LLOYD BUSINESS SCHOOL
Human Resource Management (PCP03)
PGDM HRM Trimester-I (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

Many managers and organizations now recognize that a critical source of competitive advantage
often comes not from the best marketing strategy, or the most state-of-the-art production
technology, but rather from having an effective system for obtaining, mobilizing, and managing the
organization’s human assets. Thus, managing employees is at the heart of almost all real-life
management problems. A number of recent developments, including demographic changes in the
labor force, increased global competition, experiments with new organizational arrangements, and
knowledge workforce issues have made human resource management increasingly important for
organizations. The purpose of this course is to bring out issues involved in the management of
human resources (HRM), both from current theory as well as practice.
The learning goals and objectives of this course for students to pursue management education are:
1. To acquaint students with basic concepts and techniques of human resource management
and to help students apply this knowledge to decide how the employees would be managed
and utilized for achieving the organizational objectives.
2. To assist students in developing their creativity and innovative thinking to make good
decisions in a complex global environment by understanding and designing, implementing
various human resource management functions, and understanding how they are linked to
other functions.
3. To build knowledge about the changing role of HR in the global environment viz. human
capital management, technology-based HRM, emerging techniques for evaluating
performance and training of employees, etc. Understand how human resource planning,
recruitment process, job analysis, training, performance management, and compensation
management helps to attain organizational excellence.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1: To apply the functions of human resource management for effective creative
problem-solving.
● CO2: To determine the importance of human resource planning and job analysis in the
organization for the effective functioning of HR processes in the organization
● CO3: To illustrate various methods used for recruitment, selection, and training of
employees and their role in organizational effectiveness.
● CO4: To analyze various performance evaluation techniques used by an organization and
explain the role of compensation to enhance organizational performance.
● CO5: To explain the role of industrial relations and examine how these can help in
achieving the strategic goals of the organizations.

COURSE PEDAGOGY

This course will be based on Classroom lectures, Assignments based on discussions, cases, and
group projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant youtube videos, and other materials
before they come to the classroom.

COURSE READINGS

Text Books:
1. Dessler, G. & Varkkey, B. (2017). Human Resource Management, 15th Edition,
Pearson Education, New Delhi.
2. Bohlander, A. & Snell, T. (2017). Managing Human Resources, 16th edition,
Thomson Publications, New Delhi.
3. Rao, V. S. P. (2016). Human Resource Management, 6th Edition, Excel publishers,
New Delhi.
4. K Aswathappa (8TH Edition). Human Resource Management, Text & Cases (Kindle
Edition)
Reference Books:
1. Saiyadain, M. S. (2014). Human Resource Management, 4th Edition, Tata McGraw Hill
Publishers, New Delhi.
2. Memoria, C. B. (2014). Personnel management: text and cases, 16th Edition, Himalaya
Publishing House, New Delhi.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills, and
decision-making skills with respect to the case and practice problems.

SESSION PLAN

The following session plan would be adhered to by the faculty:

Course Reading from

Module Topics to be covered
objectives the textbook
Module 1 Introduction to HRM CO1
(5 hours) ● Meaning, Concept, Functions & Significance of HRM
● Challenges of HRM, HR Policies.
● Human Resource Outsourcing
● [Link]
● [Link]
● [Link]
● Role Plays
Strategic Human Resource Management (SHRM)
● Introduction, Strategic HR systems, Process of Strategic
Human Resource Management, Strategic role of HR,
and Strategic HR business implications.
● International HRM
● Case Study: People Management at Seaside Hotel

Human Resource Planning: CO2

● Introduction to HRP,
● Various Methods of HRP,
● Forecasting and HR Effectiveness.
Job Analysis
● The basics of Job Analysis, Process of Job Analysis
● Methods for collecting Job Analysis Information
● Job Description
Module 2 ● Job Specification
(5 hours) ● Class Exercise for preparation of Job Analysis
form for any role which would include both job
description and job specification
● Case Study: Walmart’s HRM: HR Planning, Job
Analysis & Design
Recruitment & Selection CO3
● Meaning & Definition of Recruitment & Selection
● Process and Policies of Recruitment & Selection
● Sources and Methods of Recruitment & Selection
● Recruitment Yield Funnel & Recruitment Tracker.
HBR Article: Note on Hiring and Selection Process
Training & Development
Module 3 ● Concept of Training & Development
(8 hours) ● Training Needs Assessment
● Designing, Implementing and Evaluating Training &
Development Program.
● How to make Training Effective?
● HBR Case Study: Motorola U: When Training
Becomes Education
Job Evaluation CO4.
Performance Appraisal
● Introduction; Purpose of Performance Appraisal
● The Performance Appraisal Process
● Methods of Performance Appraisal, 360 Degree
Feedback System, Problems in Appraisal
Module 4 ● Essential Characteristics of Performance Appraisal,
(8 hours) Potential Appraisal
● HBR Case Study: Performance Management at
Vitality Health Enterprises Inc.
Compensation of Human Resources
● Objectives and Nature of compensation, Components
of a pay structure, CTC
● Job Evaluation
● Factors affecting compensation and choices in
designing a compensation system.
Industrial Relations and Industrial Harmony CO5
● Introduction, Nature & Objectives of Industrial
Relations, Factors Influencing IR, Significance of IR
Module 5 ● Industrial Conflict, Forms of Industrial Disputes
(4 Hours) ● Forms and Causes of Industrial disputes
● Workers Participation in Management

Important note:

b. Cheating is strictly prohibited in Lloyd Business School during

examinations/quizzes/assignments or providing such assistance to other students. If any
student is found guilty, he/ she will be punished as per the policy of the institution.
LLOYD BUSINESS SCHOOL
Marketing Management (PCP04)
PGDM Trimester-I (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The objective of Marketing Management-I is to enhance understanding about principles and

practices of marketing. The course aims at developing the basic building blocks of marketing. At
the end of course, students will be able to generate understanding of marketing as a discipline and
also as an important function of industry.

COURSE OUTCOMES

At the end of the course the students shall be able to:

CO1. Understand and comprehend basic marketing concepts and their relevance to business.
● CO2. Analyze the challenges that might influence the formulation of effective Marketing
Strategies from a Consumer Behavior perspective.
● CO3. Understand various Segmentation, Targeting and Positioning strategies
● CO4. Apply key concepts of product and pricing to make informed decisions on product
offerings and pricing in various market conditions.
● CO5. Understand and evaluate distribution channels and promotion strategies to effectively
manage place and promotional decisions for achieving marketing objectives.
COURSE PEDAGOGY:

This course will be based on Class room lectures, Assignments based on discussions, cases and
group-projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant YouTube videos and other material
before they come to the classroom.

COURSE READINGS

Text Book:
1. Marketing Management: A South Asian Perspective - Kotler, Keller, Kevin 16/e, Pearson
Education, 2016.
Reference Books:
1. Marketing Management - Ramaswamy V. S. & Namakumari S, 6/e, Sage Publication India
Pvt Ltd., 2018.
2. Marketing Management - Tapan Panda, 5/e, Excel Publication, 2007.
3. Fundamentals of Marketing Management - Etzel M. J, B J Walker & William J. Stanton,
14/e, McGrawHill Education Publishers, 2015.
4. Marketing: Asian EditionPaul Bainies, Chris Fill Kelly Page third edition, Oxford.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the

objectives met textbook
Introduction to Marketing
● Defining Marketing
● Core concepts in Marketing
Module 1 ● Evolution of Marketing
(7 hours) ● Marketing Planning Process CO1, CO2
● Customer Value
● Core Competencies
● Recent Trends & Innovations in Marketing:
Green Marketing & Agile Marketing
Buyer Behavior:
Consumer Behavior
● Consumer buying process model
● What Influences Consumer Behavior
● Key Psychological Processes
Module 2 ● The Buying Decision Process: The Five Stage CO3
(5 hours) Model
● Other Theories of Consumer Decision Making
● Overview of Industrial buying process

Generic Marketing Strategies

Module 3 ● Defining Market Segmentation CO2
(4 hours) ● Bases of segmentation
● Evaluation and Targeting Market Segments
● Brand Positioning and Differentiation
Product Decisions:
● Concept,
● Product hierarchy,
● New product development,
● Diffusion process,
● Product Life cycle,
● Product mix strategies.
Module 4 ● Packaging / Labelling CO4 & CO5
(7 hours) Pricing Decisions:
● Pricing concepts for establishing value, Factors
influencing price
● Pricing Strategies-Value based, Cost based,
Market based, Competitor based,
● New product pricing – Price Skimming &
Penetration pricing
Place Decision:
● Meaning & Purpose,
● Channel alternatives and factors affecting,
● Channel design and Channel management
decisions, CO5, CO6
Module 5 ● Retailing & Types of Retailers.
(7 hours) Promotion Decision:
● Advertising:
● Public Relation
● Sales Promotion
● Push-pull strategies of promotion,
● Personal Selling
● Direct Marketing

COURSE INTRODUCTION

Decision making is one of the difficult tasks of any big business. It is the most challenging task to
make the right decision at the right time, right place and right situation. Hence, this course helps in
the planning of business on the basis of sound predictions and assumptions. The business students
will learn how to measure uncertainty and predict the outcome easily. The students will utilize
EXCEL & SPSS software for analysing statistical data. The aim of this course to prepare the
scholars to use statistical tools & techniques applied for decision making.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1: Understand the significance and foundational concepts of statistics.

● CO2: Correlate theoretical statistical concepts with practical applications.
● CO3: Apply statistical techniques to make informed decisions in business scenarios.
● CO4: Utilize statistical methods to solve complex business problems.
● CO5: Interpret statistical results and apply them to real-world business challenges.

COURSE PEDAGOGY:

This course will be based on Class room lectures, Assignments based on discussions, cases and
group-projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant you tube videos and other materials
before they come to the classroom.

COURSE READINGS

1. R I Levin, and David S Rubin (2017), “Statistics for management”, (Pearson Education
India. Eighth edition).

Reference Books:
1. Aczel Amir D and Sounderpandian J Complete Business Statistics, Tata McGraw Hill (7th
edition, 2012).
2. David R Anderson, Dennis J Sweney and Thomas A Williams (2007), “Statistics for
Business and Economics”, Thompson South Western (Ninth edition).
3. Gerald Keller, “Statistics for Management”, 4th Indian edition (Thomson South-Western, a
division of Thomson Learning Inc., 2009), 718 pp.
4. Naval Bajpai, “Business Statistics”, (Pearson Education South Asia, 2013 edition), 794 pp.
5. Ken Black, “Business Statistics”, (Wiley India 5th edition), pp 839
6. D. Chawla & N. Sodhi “Research Methodology, Concepts and Cases”
7. S.P Gupta, “Statistical Methods” Sultan Chand & Sons, New Delhi.
8. S.P Gupta & M.P Gupta, “Business Statistics”, Sultan Chand & Sons, New Delhi.
9. J.K Sharma, “Fundamentals of Business Statistics”, Vikas publishing house Pvt. Ltd.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested
Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course objectives met Reading from
the text book
Introduction of Statistics
● Role of Statistics in Managerial Decision
Module 1 making
(5 hours) ● Data collection & Tabulation
● Diagrammatic & Graphical representation of
Statistical Data
● Limitation of statistics
Measures of Central Tendency
● Arithmetic Mean
● Positional & Arithmetic averages
● Combined Mean
Module 2 ● Median & Mode
(9 hours) Measures of Dispersion
● Significance of good measure of dispersion
● Range
● Quartile Deviation
● Standard Deviation
● Coefficient of Variation
● Skewness & kurtosis
Correlation & Regression
● Meaning & Types of correlation
● Karl Pearson coefficient of correlation
Module 3 ● Rank correlation coefficient
(8 hours) ● Regression
● Fitting of Regression lines (y on x & x on y)
● Linear Regression
● Multiple Linear Regression
Time Series
● Components of Time Series
● Time series, Objective & utility of time series
Module 4 ● Additive & Multiplicative models
(4 hours) ● Measurement of Trend analysis by Least
square method, Moving average method &
Semi average method
Index Numbers
Module 5 ● Index Numbers, Utility of Index numbers
(4 hours) ● Types of Index numbers
● Methods of constructing Index numbers

Important Note:

1. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which
are not common knowledge, without granting credit to the originator. Plagiarism is
unacceptable in Lloyd Business School and will invite penalty. Type and extent of penalty
will be at the discretion of the concerned faculty.

2. Cheating is strictly prohibited in Lloyd Business School during

COURSE INTRODUCTION

This course is designed to familiarize participants with fundamental accounting principles,

techniques, and practices. It aims to provide a solid understanding of key accounting concepts and
processes, enabling students to both prepare and interpret the financial statements presented in an
organization's annual accounts. Emphasis is placed on financial statement analysis, equipping
participants with the necessary tools and techniques to analyze financial data and draw meaningful
insights for informed managerial decision-making.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1: Gain a clear understanding of the basic principles and practices that form the
foundation of financial accounting.
● CO2: To apply the accounting equation and double-entry system to record transactions.
● CO3: To construct a Balance Sheet and Income Statement in vertical format, in accordance
with present statutory financial reporting standards.
● CO4: To prepare a comprehensive statement of changes in equity, develop a depreciation
schedule, and construct a cash flow statement, demonstrating a clear understanding of
financial performance and position.
● CO5: Interpret financial data and apply appropriate methods to assess the financial position
of a company.

COURSE PEDAGOGY

This course will be based on Class room lectures, Assignments based on discussions, cases and
group-projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant you tube videos and other materials
before they come to the classroom.
COURSE READINGS

Text Book:
1. M.C Shukla and T. S. Grewal, Financial Accounting, Vikas Publications.
2. Ambrish Gupta, Financial Accounting for Management, Pearson.

Reference Books:
1. S.N. Maheshwari; Advanced Accountancy Volume I,. Sultan Chand & Sons.
2. P. C. Tulsian- Financial Accounting, Pearson
3. R. Narayanaswamy, Financial Accounting –A Managerial Perspective.
4. Bhattacharyya, Financial Accounting for Management: Text & Cases (Vikas)
5. Horngreen, Introduction to Management Accounting, Prentice Hall of India

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module
Topics to be covered Course objectives Reading from the text
met book

Introduction
● Basics of Financial Accounting
● Need and Scope of Accounting
Module 1 ● Branches of Accounting CO1
(6 hours) ● Users of Accounting information
● Accounting Concepts and Conventions
● Indian and International Accounting
Standards

Preparation of Accounting Records

Module 2 ● Accounting Equation
(6 hours) ● Double Entry System of Accounting CO2
● Preparation of Journal, Ledger
● Preparation of Trial Balance, Rectification
of Errors
Module 3 Preparation of Final Accounts
(7.5 hours) CO3
● Construction of Balance Sheet and Income
Statement (vertical format) as per
Schedule III

Preparation of accompanying Financial

Module 4 Statements CO4
(6 hours)
● Statement of changes in equity,
depreciation schedule.
● Preparation of Cash Flow Statement
Financial Statement Analysis
Module 5 ● Ratios Analysis
(7.5 hours) ● Advantages and Limitations of Ratio
Analysis CO5
● Common size statement, Comparative
statement, Trend Analysis.

b. Cheating is strictly prohibited in Lloyd Business School during

examinations/quiz/assignment or providing such assistance to other students. If any student
is found guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL

Business Communication (PCP07)

PGDM Trimester-I (Credits: 1.5)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

To acquaint the students with fundamentals of communication, help them honing oral, written and
non-verbal communication skills and to transform their communication abilities.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● Remember the importance of being an effective business communicator in today’s changing
workplace
● Understand the importance of power dressing and building the right image and personality,
cultivate problem solving attitude
● Applying the logics of grammar to one’s language to appear eloquent to the listener
● Analyse the acquired grammar and spoken communication to write effectively and
professionally
● Create and deliver professional oral presentations

COURSE PEDAGOGY

● Lectures & role plays

● Case study
● Assignments,
● Games and activities

COURSE READINGS:

The following books are being referred for the course. Students are advised to read newspapers,
articles, journals and business magazines daily to augment the classroom learning.

Text Book:
1. Basic business Communication, Raymond V. Lesikar & M. E. Flatley

Reference Books:

1. B. Com (Business Communication), Lehman, Cengage

2. Business Communication Today, Bovee, Thill & Schatzman, Prentice Hall
3. Effective Business Communication, Murphy, Hildebrandt & Thomas, TMH
4. Business Communication Strategies, Monipally, TMH
5. Essentials of Business Communication, Mary Ellen Guffey, South-Western Educational
6. Business Communication Asha Kaul Prentice Hall of India

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: Marks will be allotted on the basis of assignments, analytical &
communication skills, interpretation skills and class participation in activities.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading
objectives the text b
met

UNIT 1 Basics communication CO1

The Communication Process
Communicating within the Organization
External Influences on Business Communication
UNIT 2 Communication for Success CO2
3 M’s in effective communication
LAW&7C’s of communication
Non-Verbal Communication
Extempore and Debate
Communication activities
Unit 3 Improving Spoken English CO3
Working knowledge of english grammar with exercises and
oral communication exercise

Unit 4 Written communication CO4

Understanding Importance of etiquette while writing
professional emails and conducting whatsapp communication
Unit 5 Practical application CO5
Being able to create content driven application of the various
elements and make a stellar presentation

Important Note:

2. Cheating is strictly prohibited in Lloyd Business School during

COURSE INTRODUCTION

This course aims to equip students with practical skills in MS Word, PowerPoint, and Excel,
essential for effective business management. Through hands-on sessions, students will learn to
create professional documents, design impactful presentations, and perform comprehensive data
analysis.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO-1: Demonstrate proficiency in creating professional business documents using MS

Word and PowerPoint, including structuring documents, enhancing readability,
incorporating visuals, designing visually appealing slides, and delivering impactful
presentations..
● CO-2: Acquire competence in data visualization using MS Excel, including formatting
cells, applying conditional formatting, and selecting appropriate chart types for business
analysis.
● CO-3: Apply essential Excel functions in business analysis, including SUM, AVERAGE,
COUNTIF, IF, and managing cell references for accurate data handling.
● CO-4: Analyze large datasets efficiently using advanced Excel techniques, including
sorting, filtering, and utilizing slicers for dynamic data analysis.
● CO-5: Use Excel to create and present business insights, leveraging data visualization
techniques to communicate complex information effectively.

COURSE PEDAGOGY:

The course employs a hands-on, practical approach to learning, emphasizing real-world

applications and case studies. Each session includes interactive lectures, guided exercises, and
collaborative projects to reinforce key concepts. Students will work on real business scenarios,
allowing them to apply their skills in creating professional documents, designing presentations, and
analyzing data. Continuous assessment through quizzes, assignments, and presentations ensures
comprehensive understanding and skill development.
COURSE READINGS

Text Book:

1. "Microsoft Office 2019 Step by Step" by Joan Lambert and Curtis Frye

Reference Books:

1. "Effective Data Storytelling: How to Drive Change with Data, Narrative and Visuals" by
Brent Dykes
2. "Excel 2019 Bible" by Michael Alexander, Richard Kusleika, and John Walkenbach
3. "PowerPoint 2019 Step by Step" by Joan Lambert
4. "Microsoft Word 2019 Step by Step" by Joan Lambert
5. "Microsoft Excel Data Analysis and Business Modeling" by Wayne L. Winston

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Course Reading from

Module Topics to be Covered
Objectives Met the text book
● Business Document Creation with MS Word:
Module 1 ● Introduction to Business Document Structure CO1 "Microsoft Word
● Using Headings and Styles 2019 Step by
● Maintaining an Objective Tone Step" by Joan
● Enhancing Readability Lambert
● Incorporating Data and Visual Elements
● Cross-Referencing and Citations "PowerPoint
● Creating a Table of Contents and List of Figures 2019 Step by
● Advanced Formatting Tools Step" by Joan
● Highlighting Recommendations and Ensuring Lambert
Consistency
● Assignment: Submission of a Business Report
● Creating Professional Presentations with
PowerPoint:
● Introduction to Professional Presentations
● Consistent Design and Layout
● Professional Typography
● Effective Use of Visuals
● Minimal Text, High Impact
● Engaging Content with Multimedia
● Logical Flow and Structure
● Audience Interaction
● Data-Driven Insights and Rehearsal
● Introduction to Co-Pilot
● Introduction to Excel interface and formatting
Module 2 tools CO2 "Excel 2019
● Formatting cells Bible" by
● Applying basic conditional formatting rules Michael
● Creating custom conditional formatting rules Alexander,
● Data visualization using conditional formatting Richard
● Practical applications in business scenarios Kusleika, and
John Walkenbach

● Sorting and Filtering

Module 3 ● Handling large datasets CO3 " "Excel 2019
● Using wildcards and custom filter criteria Bible" by
● Using slicers for dynamic filtering in tables Michael
● Practical applications of advanced filtering Alexander,
● Using slicers to filter and analyze data Richard
interactively Kusleika, and
John Walkenbach
● Overview of functions and their uses in business
Module 4 analysis CO4 "Excel 2019
Bible" by
● Writing and using SUM, AVERAGE, COUNTIF, Michael
SUMIF, IF functions
Alexander,
Richard
● Understanding Cell References
Kusleika, and
● Copying formulas across cells without altering John Walkenbach
references

Module 5 ● Adding and editing chart elements (titles, labels, Effective Data
legends, colors) Storytelling: How
● Selecting the right chart type for the data to Drive Change
● Data visualization to present business analysis with Data,
insights Narrative and
● Assignment: Data visualization project Visuals" by Brent
Dykes

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during

COURSE INTRODUCTION

The course intends to teach the students basic concepts of business intelligence and development of
analytics. This course introduces the features, functions, and services provided by analytics and
tools used by IBM for business analytics. The basic concepts of business analytics, its applications,
types, data, data types, data warehouses, OLTP/OLAP architecture are introduced to the students
laying the foundation for Analytics. Students are introduced to Descriptive, Predictive and
Prescriptive Analytics and its application’s in business.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1: Demonstrate the concepts of data understanding and its applications in businesses
through the understanding of KPI's
● CO2: Acquire the competence to understand Data types and its applications in statistics and
visualization, further to understand data science methodology (CRISP-DM)
● CO3: Apply the data science methodology CRISP-DM through data analytics tools like
Cognos and Watson-IBM
● CO4: Analyse the data interpretation from Descriptive analytics using concepts of
CRISP-DM methodology and Data visualization Charts
● CO5:Perform small projects using understanding ofdata tools, statistics and data
visualization in applysing data sets for business problems and defining solutions

COURSE PEDAGOGY

This course will be based on Class room lectures, Assignments based on discussions, cases and
group-projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant you tube videos and other materials
before they come to the classroom.
COURSE READINGS

Text Book:

1. FUNDAMENTALS OF BUSINESS ANALYTICS Book by R. N. Prasad and Seema

Acharya, Wiley Publications

Reference Books:

1. Ram, B. (2003). Computer Fundamentals. New Age Publications.

2. Introduction to Computers, Norton P. (TATA McGraw Hill).
3. Reading, E. and L. Wermers. 2007. Microsoft Office Excel-2007.
4. Microsoft Office Online: [Link]

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course objectives Reading from the
met text book

● Introduction to Business Analytics

● Overview of business analytics and its
importance
● Types of analytics: descriptive, predictive,
Module 1 prescriptive
● Applications of business analytics in different
(7 hours) industries
● 1. Basics Mathematical and statistical
concepts
● 2. Mathematics - Linear ,Polynomial and
Quadratic Functions and their implications in
Analytics
● 3. Vectors and Matrix
● 4. Calculus
● Probability and Probability Distribution

● Descriptive Analytics
Module 2 ● Exploratory data analysis (EDA)
● Summary statistics and visualization
(6 hours) techniques
● Introduction to data visualization tools (e.g.,
Tableau, Power BI)

Module 3 ● Predictive Analytics

● Regression analysis: linear and logistic
(7 hours) regression
● Time series analysis
● Introduction to forecasting techniques

● Prescriptive Analytics
● Optimization techniques: linear programming,
Module 4 integer programming
● Decision analysis: decision trees, decision
(5 hours) making under uncertainty
● Introduction to simulation modeling

● Modelling in Analytics
● Introduction to Modeling for Analytics
● Types of Data Model
● Data Modeling Techniques
Module 5 ● Fact Table
● Dimension Table
(6 hours) ● Typical Dimensional Models
● Dimensional Modeling Life Cycle
● Measures, Metrics, KPIs and Performance
Management
● Understanding Measures and Performance
● Measurement System Terminology
● Navigating a Business Enterprise, Role of
Metrics and Metrics Supply Chain
● “Fact-Based Decision Making” and KPIs
● KPI Usage in Companies
● Where do Business Metrics and KPIs
Come From?
● Connecting the Dots: Measures to
Business Decisions and Beyond

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during

examinations/quiz/assignment or providing such assistance to other students. If any student
is found guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Financial Services (PBFSI01)
PGDM BFSI Trimester-I (Credits: 1.5)
Session Duration: 80 Minutes per session
COURSE INTRODUCTION

To provide a basic understanding of the financial service sector and its role in the Indian economy.
It includes knowledge on various services like asset financing and evaluation of different financial
assets. It aims to equip the professionals alike with the essential finance knowledge required day to
day.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1. Acquire a basic knowledge of financial services and various types of services
provided by financial institutions
● CO2. Understanding various asset financing methods and their working.
● CO3. Understanding basics of merchant banking and its role in financial system.
● CO4. Applying models for evaluating value of various financial assets.
● CO5. Gain understanding of the recent trends in financial services.

COURSE PEDAGOGY

COURSE READINGS

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from
objectives met the text book
Module 1 Overview of Financial Services; Contribution of financial
(7 hours) service sector in country’s growth; Types of financial
services; Impact of technology and challenges
Module 2 Asset Financing: Variation of Asset financing;
(6 hours) Benefits of using asset financing; Modes of Asset
Financing; Hire Purchase and leasing
Module 3 Evolution of Banking System: History of banking system,
(6 hours) Types of Banks, Functions of banks, Role of RBI, NPA
and its impact on economy, Future of banking sector in
India
Merchant Banks: Merchant banking in India; Regulations
Module 4 of merchant banking in India; Services provided by
(5 hours) Merchant Banks; Recent Development in Merchant
Banks, Factoring
Insurance: Types of insurance, Marine Insurance, General
Module 5 Insurance, Medical Insurance, Life Insurance, Vehicle and
(6 hours) other type of insurance, Characteristics of insurance,
principle of insurance, advantages and disadvantages,
growth and challenges insurance sector in India

b. Cheating is strictly prohibited in Lloyd Business School during

COURSE INTRODUCTION

This course of Strategic Supply Chain Management provides an overview of supply chain
management as a key business function that holistically integrates cross functional business
processes within the firm and across the network of firms that comprise the supply chain. The
challenge is to overcome the major obstacles to manage a supply chain and successfully accomplish
this integration.
The course will explain the impact of supply chain decisions on the success of a firm and will help
students understand how a company achieves strategic fit between its supply chain strategy and its
competitive strategy.

The course will provide an understanding of the components and

processes of supply chain and logistics management as well as the performance drivers of supply
chain and the role each driver plays in creating strategic fit between the supply chain strategy and
the competitive strategy.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1: Understand the basic concepts of supply chain Management and establish the impact
of supply chain decisions on a firm’s performance.
● CO2: Identify and describe the relationship between supply chain strategy and competitive
strategy of a firm.
● CO3: To identify the major drivers of supply chain performance
● CO4: To analyze the role of each driver in creating strategic fit between the supply chain
strategy and the competitive strategy.
● CO5: To develop strategies to successfully accomplish the integration and manage supply
chain.

COURSE PEDAGOGY

The teaching methodology will include lectures using power point, case studies, articles, group
discussions and presentations. Interaction during lectures will be encouraged and therefore each
student is expected to add valuable inputs during lectures by sharing his/her knowledge. Students
will be required to work on the Group projects and individual presentations.

COURSE READINGS

The following books are being referred for the course. Students are advised to read about the
supply chain success stories of various corporates / products to gain insights into the various
aspects of SCM. Video lecture links of the teaching faculty will also be provided to clear the
doubts after the classroom.
Text Book:
1. Chopra, Sunil, Meindl, Peter and Kalra, D. V.; Supply Chain Management: Strategy,
Planning and Operation; Pearson Education
2. Sahay, B.S.; Supply Chain Management; Macmillan

Reference Books:
● Cohen, S., &Roussel, J., “Strategic Supply Chain Management”, McGraw Hill
Professional, 06-Sep- 2004
● David Simchi Levi, Philip kaminsky, and Edith Simchi Levi, “Designing and
Managing the Supply Chain: Concepts, Strategies, and Case Studies”. Irwin
McGraw Hill,2000.
● Sunil Chopra and Peter Meindel, “Supply Chain Management: Strategy, Planning, and
Operation”, Prentice Hall of India,2015.
● Coyle et al., “Supply Chain Management- A Logistics Perspective”- Cengage Publication

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.

SESSION PLAN
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course objectives met Reading from

the text book
Overview of Supply Chain

Module 1 Evolution of Supply Chain, Development

Chain, Uncertainty & Risk, Key Issues in
(7 hours) Supply chain management, Objectives of
Supply Chain, Decision Phases in Supply
Chain, Process view of Supply Chain

Flows in Supply Chain

Module 2 Flow of Product Across Supply Chain, The

Flow of Information Across Supply Chain,
(4 hours) Importance of Ownership Flow in Supply
Chain, Significance of Finance Flow Across
Supply Chain

Types of Supply Chain

Module 3 Made-To-Stock Supply Chain Strategy,
(5 hours) Built-To- Order Process in Supply Chain,
Assemble-To-Order Model, Significance of
Engineer-To-Order

Decisions of Supply Chain

Module 4 Competitive Supply Chain Strategy, Achieving

Strategic Fit, Challenges in Achieving &
(6 hours) Maintaining Fit, Make or Buy Decision,
Framework For Strategic Alliance, Retailer
Supplier Partnership, Distributor Integration,
Supply Chain Network

Strategies
Module 5 Distribution Strategy, Centralized v/s
(8 hours) Decentralized Control, Push v/s Pull System,
Drivers of Supply Chain Performance

The course covers the foundations of research and applications of talent management and
development. This course will introduce you to the building blocks organizations use to manage the
performance of individuals, teams and total organizations. You’ll learn how to create a work
environment that enables employees to thrive. We will explore the major facets of talent
management from developing core competencies to the design and implementation of performance
management systems to identifying, assessing, and developing talent, to delivering performance
coaching for individuals and teams to driving employee engagement and retention

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO 1: Identify how organizations plan for changes in their workforce, create recruitment
and retention strategies, assess diversity, and develop selection systems to identify the best
talent within their organization.
● CO 2: Formulate and predict how to attract, develop, and retain the right talent and what
the key differentiator of a company could be in talent attraction.
● CO 3: Develop strategies for retaining possible successors, developing sound leadership,
and ensuring that outgoing executives effectively mentor their successors.
● CO 4: To understand the strategic importance of talent sourcing for organizational success.
● CO 5: To define the various methods of sourcing and workflow to accomplish
organizational goals.

COURSE PEDAGOGY

This course will be based on Classroom lectures, Assignments based on discussions, cases, and
group-project. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant you tube videos and other materials
before they come to the classroom.

Textbook:

1. Lance A Berger, Dorothy R Berger Talent Management Handbook. [Link] Hill, 13th
Edition. Cascio, W. F. (2015). Managing Human Resources: Productivity, Quality of Work
Life, Profits
2. (10th ed.). McGraw-Hill Education. ISBN: 13: 978-0078112959 or 10: 0078112958
3. Dessler, Gary. A. Framework for Human Resource Management, Pearson 7th Edition.
4. Cheese, P., Thomas, J. R., and Craig, J. The talent powered organization: Strategies for
Globalization, Talent Management and High Performance. Kogan Page, London.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and
decision-making skills with respect to the case and practice problems.

SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives met the text book

Introduction to Talent Management and Strategic

approach to talent:
● A new context
● The strategic importance of talent and need to
embrace diversity;
● The importance of learning and skills
development;
● The challenge of engagement;
Module 1 ● Managing talent throughout the organization.
● High performance – the key drivers and how to
multiply talent; HR and talent management.

Talent Acquisition:
● Identifying your talent needs; Deploying talent:
managing the work strategically
● Job analysis-Method of collecting information,
developing questionnaires, interviews, developing
job description & job specification; process and
Module 2 methods of recruitment - strategic rends in talent
acquisition; preparing recruitment plan, employer
branding, formulating a recruitment strategy
(specifically for Managerial/Executive jobs),
selection process, use of assessment centres,
selection errors & minimize selection errors.

Talent Development:
The element of Talent Management; The resourcing
strategy; Attraction and retention policies and programs
Module 3 – Talent Audit; Role Development; Talent relationship
management; Performance management; Learning and
development; Career management

Talent Retention and Talent Management Strategy:

Comprehensive approach to Retaining employees,
Managing Voluntary Turnover, dealing with Job
Module 4 Withdrawal, Strategic Compensation plan for Talent
Engagement, Defining the Elements of Total Rewards,
Integrated Rewards Philosophy, Designing Integrated
Rewards, Sustainable Talent Management and Reward
Model Contemporary Talent Management Issues and
challenges

Talent Management Strategy:

Module 5 Building the talent pipeline; Employee engagement;

Employee engagement strategies; Talent management to
drive culture of excellence; Leadership development.

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during

examinations/quiz/assignment or providing such assistance to other students. If any student
is found guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Fundamentals of Digital Marketing & Branding (PAMM01)
PGDM AMM Trimester-I (Credits: 1.5)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

In this course you will understand the fundamentals of marketing, its functions and different
concepts associated with [Link] and apply the concepts of consumer behaviour and
its application in marketing. Familiarise yourself with digital marketing, its features and different
channels of digital [Link] market planning for emerging and global markets and
identify different strategies, opportunities and challenges.

COURSE OUTCOMES

At the end of the course, the students will be able to:

● CO1. Understand the basics of marketing and apply the concepts of segmentation, targeting
and positioning.
● CO2. Understand brand identity and identify strategies to build a strong brand in the market.
● CO3. Identify different decision-making models and their impact on consumer behavior,
also ascertain methods to gather consumer insights.
● CO4. Understand the basics of digital marketing and identify the different channels of
digital marketing and how they can be mapped to different stages of the consumer journey.
● CO5. Understand the various metrics to measure metrics that are used to track the
effectiveness of marketing campaigns

COURSE PEDAGOGY

The course will be a blend of classroom and online teaching, with recorded videos given as
reference material.

COURSE READINGS

1. Phillip Kotler and Kevin Lane Keller “Principles of Management”- 16th edition, Pearsons
2. Ramaswami and Namakumari Marketing Management Indian Context, Global perception,
New Delhi, Sage Publications.
3. Fundamentals of Digital Marketing by Pearsons.
4. Chuck Hemann, Ken Burbary “Digital Marketing Analytics: Making Sense of Consumer
Data in a Digital World”

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives met the text book

Fundamentals of Marketing
● Understanding marketing, its scope and importance,
● Various functions of marketing, and Communication
framework.
Module ● Segmentation, targeting and positioning.
1 ● Marketing management through the 4Ps (Product,
price, place and promotion),
● The importance of the 4Ps of marketing and how
independent are 4Ps of marketing are.
Fundamentals of Branding
● Identify brand identity and image, understand
elements of brand identity, and identify gaps in brand
identity and image.
● Building brand design and architecture: Cloud theory
Module and typography, Logo, images and visual imagery,
2 ● Brand guidelines and visual merchandising.
● Evaluating brand positioning using perpetual maps,
and measuring customer satisfaction using NPS or
CES
Consumer Centricity
● The impact of consumer focus, Consumer insights and
how to derive them, drivers of consumer behaviour,
● Introduction to Motivation, Consumer
decision-making process, Consumer needs, wants and
demands,
Module ● Maslow’s hierarchy of needs, Emotion as a driver for
3 motivations,
● Understanding the digital consumer: Consumer
journey in consumer funnel, consumer journey in the
marketing funnel,
● Non-linear nature of funnel, Moment of Truth model.
Digital Marketing Channels and Metrics
● Digital transformations in business, the importance of
digital transformation, digital disruptions in industries.
Module ● Introduction to different types of digital marketing.
4 ● Digital marketing channels, mapping channels to
funnel stages and digital marketing framework.
● Understanding digital marketing metrics, digital
marketing metrics at consumer funnel stages and
understanding revenue metrics.
Market Planning
● Intricacies of international branding, prerequisites of
entering a global market.
Module ● International branding strategies, branding mistakes in
5 emerging markets.
● Consumer behaviour in emerging markets.
● Glocalisation in emerging markets, challenges, and
brand-building strategies.

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during

examinations/quiz/assignment or providing such assistance to other students. If any student
is found guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Entrepreneurship Fundamentals - Leadership Essentials, People
Team Building & Management (PEM01)
PGDM Entrepreneurship Trimester-I (Credits: 1.5)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course, "Entrepreneurship Fundamentals - Leadership Essentials, People, Team Building and
Management," offers a comprehensive foundation for aspiring entrepreneurs and business leaders.
It covers vital leadership principles, effective people management strategies, and the dynamics of
team building. Students will explore best practices in recruitment, training, and retention, while
also developing an entrepreneurial mindset characterized by innovation and strategic risk-taking.
Emphasis is placed on enhancing communication and interpersonal skills crucial for leading teams
and managing stakeholder relationships. By the end of this course, students will be equipped with
the skills and knowledge to successfully lead and grow entrepreneurial ventures.

COURSE OUTCOMES

This course aims at achieving the following outcomes:

● CO1: Leadership Skills: Master essential leadership techniques for entrepreneurial success.
● CO2: HR Management: Gain expertise in managing recruitment, training, and retention.
● CO3: Team Dynamics: Learn to build and lead effective, cohesive teams.
● CO4: Entrepreneurial Mindset: Develop innovative and risk-taking approaches to business.
● CO5: Communication Proficiency: Enhance communication for effective stakeholder
engagement.

COURSE PEDAGOGY

This course will be based on class room lectures, assignments based on discussions, case studies
and projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the reading list, relevant you tube videos and other
materials before they come to the classroom. More than 60% of the course shall be taught by
industry experts.
COURSE READINGS

1. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create
Radically Successful Businesses by Eric Ries
2. Leaders Eat Last: Why Some Teams Pull Together and Others Don't by Simon Sinek
3. The Five Dysfunctions of a Team: A Leadership Fable

COURSE EVALUATION CRITERIA

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Objectives Readings

(CO) met

-Definition of entrepreneurship
-Historical background
Module 1: -Entrepreneurial competencies,
Fundamentals characteristics, and qualities, charms of
entrepreneur
-Comparison of entrepreneurs and
managers.
Gandhian philosophy - rural, village,
and cottage industries
Module 2: -Comparative analysis of urban and
Social Entrepreneurship rural small and micro businesses

Module 3: -David McClelland's achievement

Entrepreneurial motivation model
Motivation -Types of motivation

-Natural and acquired traits of a leader

Module 4: -Team building & Management
Leadership -Conflict resolution

Module 5: Interaction with an entrepreneur for

Immersive Learning sharing their practical experience
Experience

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during

examinations/quiz/assignment or providing such assistance to other students. If any student
is found guilty, he/ she will be punished as per policy of the institution.
PGDM
TRIMESTER II
LLOYD BUSINESS SCHOOL
Legal Aspects of Business(PCP21) (1.5 Credits)
PGDM Trimester-II
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

To provide a basic understanding of various statutory provisions that confronts business managers while taking
decisions. This course mainly targets the understanding of fundamentals of the legal aspects of the law affecting
businesses. It also develops an understanding of the principles of Indian Business Law and Company Law,
Intellectual Property Rights, Contract laws, Cyber laws and Consumer protection laws.

This course also aims to develop reasoning abilities for applying law principles and develop a suitable legal
operational framework.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1. Acquire a clear knowledge of the aspects of the laws affecting businesses along with
reasoning abilities
• CO2. Apply basic legal fundamentals to business transactions day to day.
• CO3. Communicate effectively using legal terminology in the standard business
• CO4. Analyse a given business context using basic understanding of the applicable Acts and
develop a suitable operational framework.
CO5. Describe current law, rules, and regulations related to settling business disputes

COURSE PEDAGOGY:

COURSE READINGS

1. Kuchhal M.C. - Business Law (Vikas Publication)

2. Gulshan S.S. - Business Law Including Company Law (Excel Books)

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

4. Dr Avatar Singh- Principles of Mercantile Law, Eastern Book Company

6. Relevant Acts

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

Objectives from the
met text book
Law of Contracts - Essentials of valid Contract.
Offer, Acceptance, Consideration - Definition
and essentials. Performance and discharge of
Module 1 contract, remedies for breach of contract.
( 8 hours) Special Contracts - Special contracts: contract
of indemnity and guarantee, bailment and
pledge, and agency.
Sale of goods Act: Essentials, sale v/s agreement
to sell. Condition v/s warranties, rights of unpaid
seller.
Companies Act 2013: definition, characteristics
Module 2 and kinds of companies, steps in formation of
(4 hours) company. Memorandum of association, articles
of association, prospectus, Role of Directors:
Company Meetings. Winding up of a company.

Negotiable instruments act 1881 - Negotiable

Instruments Act 1881: Meaning of negotiable
instruments, type of negotiable instruments,
Module 3 promissory note, bill of exchange, cheque.
(3 hours) The Limited Liability Partnership Act 2008:
Meaning and nature of limited partnership,
formation, partners & their relations, extent and
limitation of liability.
Intellectual Property Rights Intellectual
Property Rights: Patent, Trademarks and
Module 4 Copyright.
(3 hours) The Consumer Protection Act, 1986; Object,
Rights of Consumers, Important Terms
Consumer Complaint, Consumer Protection
Councils.
Cyber Law -Need for Cyber laws – Cyber law In
India – Information Technology Act – 2000 –
Module 5 Defining Cyber Crime – Types of Cyber Crimes
(2 hours) – Preventing of Computer Crime, Digital
signature and Electronic signature,.
Important Note:

a) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are
not common knowledge, without granting credit to the originator. Plagiarism is unacceptable in
Lloyd Business School and will invite penalty. Type and extent of penalty will be at the discretion
of the concerned faculty.
b) Cheating is strictly prohibited in Lloyd Business School during examinations/
quiz/assignment or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
MACRO ECONOMICS & GLOBAL BUSINESS ENVIRONMENT
(PCP22)
PGDM Trimester-II (3-Credits)

Session Duration: 90 Minutes per session

COURSE INTRODUCTION:

This course gives an overview of basic macroeconomic concepts and methods that are necessary
points of consideration in many types of managerial decisions. The course introduces key
concepts such as the GDP, various measures of inflation and unemployment, interest rates, and
exchange rates. Building on this foundation it analyzes various aspects of macroeconomics:
aggregate supply and demand, international financial markets, cyclical fluctuations, policy
analysis, and [Link] course aims to be functional and has a broad scope wherein
different aspects ofthe Indian economy and the global business environment are covered. The
student getsexposed to the importance and functioning of various international organizations
that impact business. Students also gain an understanding of the Indian business conditions.

COURSE OUTCOMES:
The learning objectives of the course are as follows:
CO1: Students will learn basic macroeconomic concepts such as GDP, unemployment,
inflation, interest rates, exchange mechanisms, and business cycles.
CO2: Analyze the economic situation of an economy.
CO3: Relate the economic theories to the development of the Indian Economy.
CO4: Analyse the global business environment based on the macro-economic conceptslearned
keeping the role of international economic organizations in mind.
CO5: Students will be able to use macroeconomic models to discuss how economic
policies and their effects on firms
COURSE PEDAGOGY:
It will involve a blend of lecture-based and case-study analysis and discussions. Case study-based
pedagogy will include a discussion and analysis of macroeconomic and international business
cases; approaches to Indian economy case analysis, preparing for case analysis and discussions,
written and oral presentation, group discussions, industry analysis, and limitations of policies in
place to be debated.

COURSE READINGS:
1. Michael K. Evans; Macroeconomic for Managers, Wiley Publications, Latest Edition
Economics, Lipsey R & Chrystal A, Twelfth Edition, Oxford University Press
2. Macroeconomics – Rudiger Dornbusch, Stanley Fischer and Richard Startz, Mc GrawHill,
Twelfth Edition
3. Principles of Economics, Mankiw G, 7th Edition, 2014, Cengage Learning.
4. Macroeconomics, Principles and Policy, Baumol & Blinder, 13th Edition, 2016,Cengage
Learning.
5. U. Kapila (2010): Indian economy since Independence. Academic Foundation, NewDelhi
6. S. K. Misra and V. K. Puri (Latest Year): Indian Economy — Its DevelopmentExperience,
Himalaya Publishing House, Mumbai
7. S. Chakraborty (): Development Planning: The Indian Experience. Clarendon Press.
8. R. Dutt and K. P. M, Sundharam (Latest Year): Indian Economy, S. Chand &Company
Ltd., New Delhi.
9. Griffin R.W. & Pustay M.W.: International Business: A Managerial [Link]
Publication.
10. Hamilton L., & Webster, P.: The International Business Environment. Oxford
University Press.
COURSE EVALUATION CRITERIA:
The evaluation process for the course may constitute the following (suggestive):

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

SESSION PLAN:
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives
(CO) met

Module 1 Introduction to CO1, CO3 Macroeconomic s

(3 hours) Macroeconomics - Basic
–Rudiger
Concepts and Measurement of
Macroeconomic Variables Macrovs. Dornbusch.
Micro Economics; Importance of
studying Macroeconomics?
Limitations ofMacroeconomics;
Stock and Flow variables,
Equilibrium and Disequilibrium,
Partial and General Equilibrium
Statics –
Comparative Statics and
Dynamics; National Income
Concepts – GDP, GNP, NDP and
NNP at market price and factor
cost; Personal Income and
Disposable Personal Income;
Real and Nominal GDP
Module 2 National Income Accounting: CO1, CO3, S. K. Misra and
(6 hours) Output, Income and Expenditure CO5
V. K. Puri
Approaches; Difficulties of
Estimating National Income;
National Income Identities in a
simple 2- sector economy and
with government and foreign
trade sectors; Circular Flows of
Income in 2, 3 and 4-sector
economies; National Income and
Economic Welfare; Green
Accounting.

Module 3 Money and Money Supply: CO1, CO2, Macroeconomics,

(6 hours) Evolution and Functions of CO5
Principlesand
Money, Quantity Theory of
Money – Cash Transactions, Policy,Baumol &
Cash Balances and Keynesian
Blinder
Approaches, Value of Money and
Money Supply

Inflation, Deflation,
Depression and Stagflation
Inflation – Meaning, Causes,
Costs and Anti-Inflationary
Measures; Classical, Keynesian,
Monetarist and Modern Theoriesof
Inflation; Deflation- Meaning,
Causes, Costs and
Anti-Deflationary Measurers;
Depression and Stagflation;
Inflation vs. Deflation

Module 4 Global Business Environment CO1, CO2, Griffin R.W. &

(8 hours) - International Institutions: CO4 Pustay M.W.:
Objectives and Functions of International
WTO, IMF, IBRD, UNCTAD, Business: A
Regional Economic Integration: Managerial
Introduction, Levels of Economic Perspective.
Integration, Objectives and
Functions of EU, NAFTA,
ASEAN, SAARC, BRICS.
Foreign Exchange Determination
Systems.
Important International Trade
Theories.
Module 5 Globalisation and The Global CO2, CO4, Hamilton L., &
(4 hours) Economy: Forces, Meaning, CO5 Webster, P.: The
dimensions and stages in International
Globalization, Characteristics and Business
role of MNCs. International Environment.
Business Environment – The
economic environment; social and
cultural environment, political,
legal and regulatory environment,
natural environment,
technological environment.
Driving and Restraining Forces,
Domestic to Transnational
Business, Modes of Entry.
Module 6 Introduction to Indian CO2, CO3, U. Kapila(2010):
(6 hours) Economy: Indian economy in the CO5
Indian economy
Pre-British period - exploitation and
under development in India; since
industries and handicrafts in Pre-
Independence.
British India, the land system and
commercialization of agriculture,
industrial transition, state policies
and economic underdevelopment,
the current state of Indian economy
– natural resources, infrastructure,
population;
Population and human
development.

b. Cheating is strictly prohibited in Lloyd Business School during examinations /quizzes/

assignments or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per the policy of the institution.
Comment:-
● The course structures of the following institutions were used for
benchmarking:

1. S.P. Jain Institute of Management and Research (SPJIMR)

(Mumbai) - 1st Year/Term II/Macroeconomics and Business
Environment (Credits - 3)

2. IIM (Calcutta) - 2nd Year/Semester III/Business Economics (Core

course)

3. MDI (Gurgaon) - Term III/Macroeconomic Environment

and Policy (Core)
LLOYD BUSINESS SCHOOL
Organizational Behavior (PCP23)
PGDM Trimester- II
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

People play pivotal roles in providing organizations with the edge to not only survive but to
thrive amidst the stiff global competition that pervades the business world in the 21 st Century.
Thus people are a precious resource in any organization, and if well nurtured and led, will
form the cornerstone upon which success can be built. The increasingly competitive and
demanding business environment has created new challenges for organizations wherein
understanding and managing people’s behaviour has been one of the most crucial factors.
To stay ahead of the competition, it is imperative that organization leverage their people by
developing a committed, confident, loyal, hardworking, motivated, engaged and resilient
workforce. In order to achieve these, managers and leaders must first understand behaviour in
organizations and understand how people perceive things, what shapes their attitudes, drive
their behaviour and motivate them and how to motivate them to strive for both personal and
organizational goals. Organizational behavior is the study of how individuals and groups
impact the behaviour within an organization. As managers or as employees, students will
encounter issues ranging from the individual level to the group level and the organizational
level, and they will need to be aware of how these areas fit into their working life. Topics in
this course include understanding individual differences, personality, attitude, motivating and
leading employees, working in effective groups, ethics and conflict management, among
others which would help the students to gain insight about the individual’s personality,
attitude, motivation, learning, perception and group dynamics to become effective
management professional.
The learning goals and objectives of this course for students are to:

1. Provide an understanding of human behaviour in organizations - how people influence

organizational events and how events within an organization influence people’s motivation
and emotional stability.
2. Facilitate an understanding of the causes of stress and its impact on the individual as well
as organizational well-being to design strategies for stress management for a better quality
of work-life.
3. Familiarize the students with the behavioural patterns of human beings at individual and
group levels in the context of an organization for building high-performing teams and
provide a view of how groups and teams work in an organization.
4. Gain insight into the foundations of leadership and be cognizant of how to
manage/negotiate power dynamics.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Understand the relevant contemporary theories, concepts, and models

associated with the behaviour of employees in organizations and integrate effective
learning for desirable behaviours at the workplace.
• CO2: Demonstrate the importance of individual behaviour at the workplace by
applying knowledge related to theories and concepts of Personality and Perception
for effective decision-making strategies.
• CO3: Understand human behaviour in organizations that influence organizational
events and how events within an organization influence people’s motivation and also
gain insights into the foundations of leadership.
• CO4: Familiarize the students with the behavioural patterns of human beings at
group levels in the context of an organization for building high-performing teams and
provide a view of how groups and teams work in an organization.
• CO5: Acclimatize with the important concepts and application of change
management for helping the organizations thrive in the VUCA world for developing
leadership and entrepreneurial skills.

PROGRAM OUTCOMES

After completing PGDM a student shall be able to

- PO1: Domain Knowledge: Apply knowledge of management theories and practices to

solve business problems
- PO2: Critical Thinking and Problem-Solving Skills: Foster Analytical and critical
thinking abilities for data-based decision making
- PO3: Leadership and Team Skills: Ability to collaborate and lead themselves and
others in the achievement of organizational goals, contributing effectively to a value-
based team environment.
- PO4: Business Environment: Ability to understand, analyze and communicate global,
economic, legal, sustainable, and ethical aspects of the business.
- PO5: Ethical Orientation: Apply ethical principles and cultivate a commitment to
personal and professional ethics in all aspects of business practice.
- PO6: Communication: Develop effective communication skills, interpersonal skills,
organizing skills, and the ability to work in a group.
- PO7: Entrepreneurial Spirit: Promoting entrepreneurial spirit to seek information,
identify risks, and innovate for their entrepreneurial journey.

- ‘1’ – Slight (Low) Correlation

- ‘2’ – Moderate (Medium) Correlation
- ‘3’ – Substantial (High) Correlation
- ‘-’ indicates there is no correlation.

PO1 PO2 PO3 PO4 PO5 PO6 PO7

CO1 3 3 - - - - -
CO2 - 3 - - - - -
CO3 - - 3 - - - -
CO4 - - 3 - - 3 -
CO5 - - 3 - - - 3
3 3 3 - - 3 3

COURSE READINGS:
The following books are being referred for the course. Students are advised to read
newspapers, articles, journals and business magazines daily to augment classroom learning.
The video lecture links of the teaching faculty will also be provided to clear the doubts after
the classroom.

Text Book
1. Stephen P. Robbins “Organizational Behaviour”, 18th Edition, Pearson
Edition.
Reference Books:
1. Fred Luthans, “Organizational Behaviour”, 12th Edition, McGraw Hill
InternationalEdition
2. Stephen P. Robbins, “Organizational Behaviour”, 12th Edition, Prentice Hall
3. Aswathappa K, “Organizational Behaviour (Text, Cases and Games)”,
HimalayaPublication
4. UdaiPareek, “Organizational Behaviour”, Oxford University Press

COURSE EVALUATIONCRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The practical case studies will be discussed in class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation
skills and decision-making skills with respect to the case and practice problems.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives the textbook
met
Organizational Behaviour
• Organizational Behavior: Nature, CO1
Module 1 Concept and definition,
(6 hours) • Foundations of OB and Importance of
OB
• Why study OB, An OB model,
challenges & Opportunities for OB
Manager.
• Johari Window
Learning
• Learning – Meaning, Nature & Process;
Classical Conditioning Theory
• Operant conditioning theory
• Social learning theory & Cognitive
Learning Theory
Personality
• Meaning, Definition and Nature;
Determinants of Personality, CO2
Module 2 understanding individual differences –
(6 hours) nature vs. nurture
• Personality Traits – Big Five Model,
MBTI
• Attributes of Personality - Self-Esteem,
Type A & B, Locus of Control,
Machiavellianism, Application of
Personality theory in Organizations
Perception & Attitude
• Meaning & Definition, Perceptual
process, Importance of Perception in OB.
• Factors influencing Perception,
Perceptual errors like stereotyping,
fundamental attribution error, etc.
• Attitude, Attribution theory-
distinctiveness, consistency & consensus,
attribution biases
Motivation
• Nature & Importance
Module 3 • Theory X and Y, Maslow’s Need CO3
(6 hours) Hierarchy Theory
• McClelland Theory
• Herzberg’s Two Factor Theory and
Vroom’s expectancy theory
Leadership
• Leadership: Meaning and Definition;
Likert Leadership Styles
• Leadership Theories – Trait theories,
Behavioural theory- University of
Michigan’s Studies & Ohio State
University Theory, Managerial Grid
• Situational Leadership Theories: Hersey
Blanchard Theory
Groups In Organization
• Groups - Meaning and types (formal and
Module 4 informal groups); CO4
(6 hours) • Stages of Group Formation
• Groups vs. teams and Group properties
(Roles and Norms)
• Types of teams – Problem-solving,
cross-functional, virtual and self-
managed
• Importance of Interpersonal
Relationships at Workplace; Meaning of
Transactional Analysis; Uses and
Benefits of Transactional Analysis
• Ego States: Child, Adult and Parent Ego
States; Types of Transaction Analysis
Stress Management
Organizational Change & Development:
• Meaning of organizational change,
Module 5 • Approaches to managing organizational CO5
(6 hours) change, creating a culture for change,
implementing the change
• Kurt Lewin Model of change, Planned
Change & OB Techniques.
• Kotter’s Eight Step Plan for
Implementing Change
• Organisational Development
• Organizational Culture
Important Note:
a) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are
not common knowledge, without granting credit to the originator. Plagiarism isunacceptable
in Lloyd Business School and will invite penalty. Type and extent of penaltywill be at the
discretion of the concerned faculty.

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment

or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Marketing Dynamics and Trends(PCP24)
PGDM Trimester-II (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The objective of the course is to introduce the participants to strategic and competitive aspects
of marketing. The course will acquaint participants with different dimensions of the marketing
function and build the fundamental conceptual blocks of the concepts like branding, retail
marketing, service marketing, new trend of marketing etc. At the end of the course, a participant
will be able to understand and manage the core marketing management function.

COURSE OUTCOMES

The learning objectives of the course are as follows:

● CO1. Remember and comprehend the concepts of marketing.

● CO2. Understand the contemporary practices and marketing insights.
● CO3. Understand the brand, branding elements and positioning.
● CO4. Analyse the market situation and scan the marketing environment.
● CO5. Apply the research tools for effective marketing decision making.
● CO6. Develop skills to analyse the consumer market and effective decision making.

COURSE PEDAGOGY:

This course will be based on Class room lectures, Assignments based on discussions, cases and
group-projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant you tube videos and other
materials before they come to the classroom.

COURSE READINGS

1. Marketing Management: A South Asian Perspective - Kotler, Keller, Kevin 15/e, Pearson
Education, 2016.

Reference Books:

1. Marketing Management - Ramaswamy V. S. & Namakumari S, 6/e, Sage Publication India

Pvt Ltd., 2018.
2. Marketing Management - Tapan Panda, 5/e, Excel Publication, 2007.
3. Fundamentals of Marketing Management - Etzel M. J, B J Walker & William J. Stanton,
14/e, McGrawHill Education Publishers, 2015.
4. Marketing: Asian EditionPaul Bainies, Chris Fill Kelly Page third edition, Oxford.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual
Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met textbook

Reviewing Marketing Management -I

Modern trends in Marketing

● Introduction to postmodern marketing

● Relationship based marketing
Module 1
● Strategic Marketing
CO1, CO2
(8 hours) ● Affiliate marketing
● Overseas Marketing
● Social marketing
● Green Marketing
● Rural marketing
● Marketing 2.0, 3.0, 4.0
● Marketing to base of Pyramid
Consumers
● Introduction to digital & social media
marketing,
Scanning the Marketing
Environment

Module 2 ● Introduction to Competition Analysis: CO4, CO6

"3C"s of Marketing; Ansoff Matrix.
(6 hours) ● Marketing Objectives: Porter’s 5
forces; BCG Matrix; GE Matrix
● SWOT
● The value chain
● PESTEL
Marketing Information System and
Marketing Research
CO2, CO5
Module 3 ● MKIS: Role & Components of
Marketing Information System in
(8 hours) Managerial Decision Making Process
● Marketing Research: Process,
Designing & Analysis
Brand & Branding Strategies:

● Brand, Branding & Product

● Strategic Brand Management Process
Module ● Brand Building: CO3
4 ● Brand Awareness
● Brand Knowledge
(4 hours)
● Brand Image
● Brand Elements
● Leveraging Secondary Association
● Co-branding
Sales & Distribution: Sales &
Distribution: Meaning & Process

Module 5 Service Marketing : Introduction, CO1

(4 hours) Characteristics, Failure, Service
Quality

Retail Marketing : Introduction,

Retail Location, Types & E-tailoring

CRM: Meaning, Relevance

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz

/assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution
LLOYD BUSINESS SCHOOL
Statistics for Decision Making-II (PCP25)
PGDM Trimester-II (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

Decision theory is the science of making optimal decisions in the face of uncertainty. Decision
making is based on right data & information. Statistical techniques help the students to decide
about the appropriate way of collecting data. The business students will learn how to take
effective and informed decisions on the analysis of data & information. The students will
utilize EXCEL & SPSS software for analyzing statistical data. The aim of this course to prepare
the scholars to use statistical tools & techniques applied for decision making.

COURSE OUTCOMES
At the end of the course the students shall be able to:
CO1. Define the problem that needs to be solved
CO2. Analyse data and information using valid methods
CO3. Understand Significant application of probability theory in field of
management
CO4. Determine the analysis that would achieve the objectives

COURSE READINGS
The following books are being referred for the course. Students are advised to read newspapers,
articles, journals and business magazines daily to augment the classroom learning. The video
lecture links of the teaching faculty will also be provided to clear the doubts after the classroo
Text Book:
1. R I Levin, and David S Rubin (2017), “Statistics for management”, (Pearson
EducationIndia. Eighth edition).

Reference Books:
1. Aczel Amir D and Sounderpandian J Complete Business Statistics, Tata McGraw Hill
(7th
edition, 2012).
2. David R Anderson, Dennis J Sweney and Thomas A Williams (2007), “Statistics
forBusiness and Economics”, Thompson South Western (Ninth edition).
3. Gerald Keller, “Statistics for Management”, 4th Indian edition (Thomson South-
Western, a division of Thomson Learning Inc., 2009), 718 pp.
4. Naval Bajpai, “Business Statistics”, (Pearson Education South Asia, 2013 edition),
794pp.
5. Ken Black, “Business Statistics”, (Wiley India 5th edition), pp 839
6. D. Chawla & N. Sodhi “Research Methodology, Concepts and Cases”
7. S.P Gupta, “Statistical Methods” Sultan Chand & Sons, New Delhi.
8. S.P Gupta & M.P Gupta, “Business Statistics”, Sultan Chand & Sons, New Delhi.
9. J.K Sharma, “Fundamentals of Business Statistics”, Vikas publishing house Pvt. Ltd.

COURSE EVALUATIONCRITERIA:
The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual
Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be Total

covered credit
hours
Probability
Module 1 Addition & Multiplication TheoremConditional Probability 5
Bay’s Theorem Applications of probability

Probability
Module 2 DistributionsBinomial
Distributions Poisson 5
distributions Normal
Distributions
Applications of
Binomial, Poisson &
Normal distributions
Estimation theory & Testing of hypothesis
Statistical Inference
Module 3 Hypothesis testing of one & two populationsTypes of hypothesis
Significance level 5
One tailed & two tailed test

Parametric & Non Parametric Tests

Small sample & Large sample testst-test
Z- testF-test
Chi square test of independence Chi square test of goodness of fit One way
Module 4 & Two way ANOVA 10

Concepts in Business Analytics

Module 5 Meaning, types & applications of Business analytics 5
Benefits & Challenges of implementing business analytics in organization
Descriptive, predictive & Prescriptive Analysis

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If anystudent is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Financial Management (PCP26)
PGDM Trimester-II (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
Personal financial planning provides the tools and techniques by any individual for managing
his or her own finances effectively. Wealth planning includes managing investments in
equities, debt, and mutual funds, making decisions regarding purchase of automobiles, real
estate investments decision and retirement planning. It aims to equip the professionals alike
with the essential finance knowledge required day to day. Also provide basic knowledge and
understanding in AML / KYC standards and to develop the professional competence of
students interested in making a career in banks and financial institutions.

COURSE OUTCOMES
The learning objectives of the course are as follows:

● CO1: Analyse effective application of financial planning, budgeting, IRR, NPV etc
and its management to diagnose and solve organizational problems and develop
optimal managerial decisions.
● CO2: Understand the complexities associated with financial planning, in the
organizationsand integrate the learning in handling these complexities.
● CO3: To familiarize the students with the understanding of basic concepts and the
contextof management and its processes in organizations.
● CO4: Demonstrate the roles, skills and functions of management.
● CO5: To develop cognizance of the importance of concept & principles related to
Financial Management.

COURSE PEDAGOGY:
This course will be based on Class room lectures, Assignments based on discussions, cases
and group-project. Students would have to work independently as well as in groups. Students
are expected to study the relevant concepts from the book, relevant you tube videos and other
materials before they come to the classroom.
COURSE READINGS
The following books are being referred for the course. Students are advised to read
newspapers, articles, journals and business magazines daily to augment the classroom
learning. The video lecture links of the teaching faculty will also be provided to clear the
doubts after the classroom.

Text Book:

1. Pandey, I. M.: Financial Management; Vikas Publishing House, New Delhi, 2005.
2. Chandra, Prasana: Financial Management; Tata McGraw Hill, New Delhi, 2008.

Reference Books:

1. Khan, M.Y & Jain, P.K.: Financial Management; Tata McGraw Hill, New Delhi, 2008.
2. Private Wealth Management by G. Victor Hallman, Jerry S. Rosenbloom

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives met the text book

Financial Management – An Overview

● Finance and Related Disciplines; Scope of CO1, CO2, &
Financial Management; CO3
Module 1 ● Objectives of Financial Management: Primary
(3 hours) Objective of Corporate Management;

Time Value of Money

Module 2 ● Rationale; Techniques; CO2, CO3, &
(6 hours) ● Practical Applications of Compounding; CO4
● Present Value Techniques.

Capital Budgeting – Principles and Techniques

● Nature of Capital Budgeting CO2, CO3, &
● Net Return Value; CO4
Module 3 ● Internal Rate of Return;
(9 hours) ● Profitability Index Methods – A Comparison;
● Project Selection Under Capital Rationing;

Concept & Measurement of Cost of Capital with

Leverage
Module 4 ● Importance and concept; CO1, CO2 &
(6 hours) ● Measurement of Specific Costs; CO3
● Computation of Overall Cost of Capital;
● Operating Leverage; Financial Leverage; and
Combined Leverage

Capital Structure Cost of Capital and Valuation &

Venture Capital & Lease Financing
● Capital Structure Theories;
● Net Income Approach & Net Operating CO1, CO3 &
Module 5 Income(NOI) Approach; CO5
(6 hours) ● Modigliani-Miller (MM) Approach &
Traditional Approach.
● Theoretical Framework & and Indian Venture
Capital Scenario
● Lease Financing & Hire Purchase Finance

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If anystudent is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Production & Operations Management (PCP27)
PGDM Specialization Paper-Operations (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course provides sound understanding of the various concepts of Production & Operations
Management that affect the overall business strategy and performance of the firm. It lays
emphasis on the important areas, like Manufacturing Systems, Plant Location and Plant
Layout, that are highly critical in deciding the daily operations of the firm. It also provides a
roadmap for optimal utilization of resources by incorporating the learning of topics like-
Materials Management and Inventory Control. It vigorously covers the techniques of Quality
Control, so as to be able to produce the right products, at the right time, at the right price and
make them available at right place. These areas are extremely important in both- the short-
term and long-term success of the firm.

The course will develop in students the ability to analyse and apply the various concepts of
Production & Operations Management in working of the firm. It will also garner the decision-
making ability in students.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1. Understanding the fundamentals of Production & Operations Management
and itsrole in business strategy of the firm.
• CO2. Understanding and identifying the various types of Manufacturing Systems
beingused in production as well gaining knowledge about the product design and
development.
• CO3. Comprehending the importance of decision-making with respect to Plant
Locationand Plant Layout in Production & Operations Management.
• CO4. Understanding and Applying the concepts of Materials Management and
InventoryControl.
• CO5. Applying the various important techniques of Quality Control in order to
producequality products and make them available at reasonable prices in the hands of
customers.
COURSE PEDAGOGY
This course will be based on Class room lectures, Assignments based on discussions, cases
and group-project. Students would have to work independently as well as in groups. Students
are expected to study the relevant concepts from the book, relevant you tube videos and other
materials before they come to the classroom.

COURSE READINGS

Text Book:

1. Production Operation Management - B. S. Goel

2. Production & Operation Management - Buffa
3. Production & Operation Management - S. N. Chany
4. Operation Management - K. G. Gupta.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from thetext
met book

Nature & Scope of Production Management, Functions of

Module 1 Production Management, Production Systems,
(5 hours) Responsibilities of Production Manager. Production
Planning & Control (PPC), Objectives of PPC.

Module 2 Types of Manufacturing Systems: Intermitted, Continuous

(2 hours) Systems and other Manufacturing Systems, Product design
& development.
Plant Location- Methods of Plant Location, Factors
Module 3 affecting Plant Location.
(3 hours) Plant Layout- Factors affecting Plant Layout, Types of
Plant Layout.
Module 4 Materials Management & Inventory Control: Purchasing
(5 hours) Economic lot quality/Economic order quantity (EOQ),
Lead time, Reorder level, ABC Analysis.

Module 5 Quality Control: Meaning & Importance, Quality

(5 hours) Assurance, Quality Circles, TQM, JIT, Statistical Quality
Control.

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If anystudent is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Descriptive Analytics (PBAAI21)
PGDM BA Trimester-II (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course introduces descriptive modelling as a tool to students for data mining. After
completing this course, you should be able to understand the importance of analytics and how
its transforming the world today. The course offering includes an understanding in to
Descriptive Analytics. In this course students are made aware of the use of data for
“describing”, or summarizing, raw data and making it something that is interpretable by
Businesses for decision making. Cognos is the tool pioneered by IBM on which students are
oriented through more than 60+ hours of classroom and Lab training. IBM experts conduct
30+ hours of rigorous training. The students undergo a Global Certification from IBM after
the completion of the course basis in which they are given Master Batches.

COURSE OUTCOMES

● CO1. Distinguish between exploratory, descriptive and causal research.

● CO2. Use an appropriate research design for a research study.
● CO3. Discuss methods of collecting data.
● CO4. Design a survey instrument for research.
● CO5. Use appropriate statistical technique for data analysis.
● CO6. Act as an interface between user and doer of research.
● CO7. Evaluate and interpret research findings.

COURSE PEDAGOGY:
The offering in the Course Ware are:
● Combining multiple visualizations into a dashboard (overview)
● Making your worksheet interactive by using actions
● Filter
● URL
● Highlight
● Complete Interactive Dashboard for Sales & Services
● Options in Formatting your Visualization
● Working with Labels and Annotations
● Effective Use of Titles and Captions
● Using Parameters in Analysis
● Calculated fieldsBins
● Reference Lines
● Filters/Sets
● Display Options (Dynamic Dimension/Measure Selection)
● Create What-If/ Scenario analysis

COURSE READINGS

Text Book:

1. IBM Courseware

Reference Books:

1. IBM Courseware

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the
objectivesmet textbook

Introduction to Descriptive Modelling

● Introduction-History ofDescriptive Modelling
● Cases Study Discussions on applications of Descriptive
Module 1 Modelling C01,C02 IBM COURSEWARE
(6 hours)● Scope of Descriptive Modelling in Business Domains

Introduction to Cognos 11.0

Module 2 for Descriptive Modelling:
(2 hours)● Architecture Cognos 11.0
● Framework of Cognos 11.0 C02,C03 IBM COURSEWARE
● Introduction to Reporting and
Dashboards
● Reporting
● List
Module●3 Crosstab IBM COURSEWARE
●
(6 hours) Visualization
● Blocks
● Texts
Introduction to Advanced Reporting techniques
● Filters and other basic functions of Detailand Summary
Module 4 Filters IBM COURSEWARE
(6 hours)● Conditional Formatting C01,C02
● Rendering of Reports
● Drill Through Definitions
● Visualization : Gauge, Pie, RAVEvisualizations

● Introduction to Crosstabs
● Peer and Parent Correlation in Crosstabs C02,C03 IBM COURSEWARE
Module●5 Introduction to Dashboards
●
(5 hours) Report Specifications
● Bursting Reports
Module 6 Explaining Descriptive Analytics using Case Study on C01,C02,C03 IBM COURSE
( 5hours) Amazon. WARE
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations /quiz/

assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Data Base & Query Language (PBAAI22)
PGDM BA Trimester-II (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
The course objectives are:
● To study the basic concepts of database systems
● To understand relational database and queries
● Concept of object modeling and database design
● Introduces the features, functions, and services provided by DB2, a relational
Databasemanagement system.

COURSE OUTCOMES
● CO1. Understand how SQL solutions are transforming the data interpretation
andanalysis.
● CO2. Develop a deeper understanding of relational table schema (including keys and
foreign key references)
● CO3. Acquire hands-on expertise using SQL and MySQL, including understanding
structures and query language, query processing and perform SQL Programming with
Group by, Having
● CO4. Design and develop ER Model and relational model
● CO5. Explore a variety of SQL solutions and their application in Industry

1. Database Management Systems: Designing and Building Business Applications by

Gerald Post

Reference Books:

1. Beginning Relational Data Modeling by Sharon Allen

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Reading from the

Course textbook
objectives met

Module 1 Introduction Relational Database [RDBMS]: CO1, CO2,CO3 Database

(5 hrs) ● The Relational Database Model Techniques Management
● Components of Relational Model Systems:
Designing and
Building Business
Applications:
Chapter 1
● Relational implementation Primary and Foreign Keys CO1, CO2,CO3
● Relationships in the relational model Database Management
Module 2 ● Introduction to ER Model-one-to-one, one-to-many, Systems: Designing and
(3 hrs) many-to-many relationship-Examples of Data Building Business
definition language. Applications: Chapter 2

● Basic Concepts Relational Database[RDBMS]:

● Queries CO1, CO3,CO4 Database
● Maintaining Integrity-Defining Data Integrity Management
● Integrity Rules Systems:
● Relational Integrity Rules Designing and
Module 3 ● Referential Integrity-Entity Integrity- Domain Building Business
(5 hrs) Integrity-Entity Integrity Applications
● Integrity Constraints and Domain Constraints Chapter 3
● Normalization-Benefits of normalization- Functional
Dependency and Determinants-Normalization
Theory- -Review of Normal
Forms
SQL: Structured Query Language [SQL]: CO1,CO2 &CO4 Database
● Characteristics of SQL Management
Module 4 ● Types of SQL [DCL-DDL-DML]- Systems: Designing
(6 hrs) ● Basic queries in SQL Single table-Multi table and Building
Retrievals- Nested queries - Deletion- Insertion - and Business
Update in SQL. Applications:
Chapter 4,5

Object Modeling and Database Design Database

● Introduction-Types of Data Models (Conceptual CO1,CO2 Management
Module 5 Logical and Physical Datamodeling) Systems:
(6 hrs) ● Model Development-Attributes of Modeling Designing and
● ER model- the object-oriented model recordbased Building Business
models- Applications:
Chapter 6
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If anystudent is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
NISM Series-XII: Securities Markets Foundation(PBFSI21)
Certification Examination
PGDM BFSI Trimester-II
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The NISM-Series-XII: Securities Markets Foundation Certification Examination is for entry-

level professionals, who wish to make a career in the securities markets. This NISM series
examination will also be useful to all those individuals who are interested in acquiring a basic
knowledge of the Indian Securities markets.

The purpose of this exam is to impart the basic knowledge of the Indian securities markets to
the participants and related rules and regulations.

The present course aims at familiarizing the participants with the security markets like equity,
debt, gold, mutual funds, hybrid etc. A student of commerce have to make a basic understanding
of significant methods, tools and techniques of primary market, secondary market, derivative
market mutual funds, which are useful in choosing best avenues for investment.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Know the basics of the Indian Securities Markets.

• CO2: Know the various processes involved in Primary and Secondary Markets
• CO3: Understand the schemes and products in Mutual Funds and Derivatives Markets in
India.
• CO4: Know the steps in financial planning process
• CO5: To understand the trading and settlement process along with grievance redressal
system.

COURSE PEDAGOGY:

Text Book:

1. NISM study material

Reference Books:

1. Securities Market and Regulations by Prof. V. Balachandran, Sultan Chand and

sons.
2. Investment Management: Securities Analysis and portfolio management by Mr.
V.K Bhalla

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Course objectives Reading from

Module Topics to be covered
met the text book

UNDERSTANDING SECURITIES MARKETS

AND PERFORMANCE ITS TYPES:
Securities, security market, Securities Markets:
Structure and Participants, Role of Securities
Module 1 Markets, Technological advancements in the
(6 hours) securities market Securities available in the
securities market. CO1, CO2

Choice between Equity and Debt Financing for

Issuers, Characteristics and role of debt securities,
equity capital. Choosing between Debt and Equity
Investment Avenues and Hybrid Instruments.
SECURITIES: FEATURES AND CONCEPTS
OF ASSET ALLOCATION AND INVESTING:
Characteristics and role of Commodities as an asset
Module 2 class, Derivatives as investments, Asset Allocation
(6 hours) and Diversification. CO2 & CO3

Understanding the factors underlying the investment

process, Various aspects of investing in Equity and
debt, Equity and debt Investing Process
PRIMARY MARKETS:
Definition, Primary Vs Secondary Markets,
Intermediaries in Primary Market, Types of Issues,
Types of Issuers, Types of Investors, Regulatory
Module 3 Framework for Primary Markets, Types of Public
(5 hours) Issue of Equity Shares, Pricing a Public Issue of CO3 & CO4
Shares, Public Issue Process of equities, Prospectus,
Applying to a Public Issue, Listing of Shares, Rights
Issue of Shares, Regulatory requirements for a Public
Issue of Debt Securities, Public issue process for debt
securities, Private Placements in Equity and Debt
SECONDARY MARKETS
Role and Function of the Secondary Market, types,
market structure and participants, Brokers and Client
Module 4 Acquisition, Trade Execution, Clearing and
(5 hours) Settlement of Trades, Trading and settlement process
from investor’s point of view, Market Information CO2, CO3 & CO4
and Regulation, Risk Management Systems, Rights,
Obligations and Grievance Redressal system,
Secondary market trading and reporting for debt
securities
MUTUAL FUNDS & DERIVATIVE MARKETS
Module 5 Meaning of Mutual Fund, Terms and Concepts CO3, CO4 & CO5
(8 hours) Related to Mutual Funds, Types of Open-ended and
close ended Mutual Fund Schemes, Investment
approaches – active and passive and Processes for
Investing in Mutual Funds, Systematic Transactions,
Switches, Reading Mutual Fund Information

Benefits and Costs of Investing in Mutual Funds,

Regulation of Mutual Funds, Investor Service
Standards, Underlying concepts in Derivatives,
Types of Derivative Products, Structure of
Derivative Markets,

Trading and Settlement Process: Equity Futures,

Risk Management in Derivative Markets,
Application of Derivatives Products in Risk
Management, Market Indicators

Assessment Structure
The examination consists of 100 questions of 1 mark each and should be completed in 2 hours. The
passing score for the examination is 60%. There shall be no negative marking.

Test Details

Name of Module: NISM-Series-XII: Securities Markets Foundation Certification Examination

+
: Inclusive of Service tax. Payment Gateway Charges extra.

# Passing Certificate will be issued only to those candidates who have furnished/ updated their Income
Tax Permanent Account Number (PAN) in their registration details

Important Note:

Cheating is strictly prohibited in Lloyd Business School during

examinations/quiz/assignment or providing such assistance to other students. If any student is
found guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
NISM-Series-V-A: Mutual Fund Distributors(PBFSI22)
Certification Examination
PGDM BFSI Trimester-II
Session Duration: 90 Minutes per session
COURSE INTRODUCTION
The examination seeks to create a common minimum knowledge benchmark for all persons
involved in selling and distributing mutual funds including selection, analysis and performance
evaluation of each mutual fund scheme. The certification aims to enhance the quality of sales,
distribution and related support services in the mutual fund industry.

The present course aims at familiarizing the participants with the security markets like equity,
debt, gold, mutual funds, hybrid etc. A student of commerce have to make a basic understanding
of significant methods, structure, role of a regulator, scheme related information, taxation and
investor services, risk and return and performance of mutual funds and various mutual fund
schemes. This course will help the student to start his own journey in mutual fund industry and
grow his capital.

COURSE OUTCOMES
At the end of the course the students shall be able to:

• CO1: Know the basics of mutual funds, their role and structure, different kinds of mutual
fund schemes and their features.
• CO2: Understand how mutual funds are distributed in the market-place, how schemes are
to be evaluated, and how suitable products and services can be recommended to investors
and prospective investors in the market.
• CO3: Get oriented to the legalities, accounting, valuation and taxation aspects underlying
mutual funds and their distribution.
• CO4: Get acquainted with financial planning as an approach to investing in mutual funds,
as an aid for mutual fund distributors to develop long term relationships with their clients.
• CO5: To get better understanding of risk and return and performance of funds.

COURSE PEDAGOGY

This course will be based on Class room lectures, Assignments based on discussions, cases and
group-project. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant you tube videos and other
materials before they come to the classroom.
Topics to be covered Course Reading from
Module
objectives met the text book
INVESTMENT LANDSCAPE & CONCEPT AND ROLE
OF A MUTUAL FUND
Module 1
Investors and their Financial Goals, Savings or Investments, CO1, CO2
(6 hours)
Different Asset Classes, Investment Risks, Risk Measures and
Management Strategies, Behavioral Biases in Investment
Decision Making, Risk Profiling, Understanding Asset
Allocation, Do-it-yourself versus Taking Professional Help,
Concept of a Mutual fund, Classification of Mutual Funds,
Growth of the mutual fund industry in India

LEGAL STRUCTURE OF MUTUAL FUNDS IN INDIA

AND REGULATORY FRAMEWORK
Structure of Mutual Funds in India, Key Constituents of a
Module 2
(5 hours) Mutual Fund
Organization Structure of Asset Management Company, Role CO2 & CO3
and Support function of Service Providers, AMFI, Regulators
in India, SEBI, Due Diligence Process by AMCs for
Distributors of Mutual Funds, Investor Grievance Redress
Mechanism, AMFI Code of Conduct for Intermediaries.

SCHEME RELATED INFORMATION, FUND

DISTRIBUTION AND CHANNEL MANAGEMENT
PRACTICES and NET ASSET VALUE, TOTAL
EXPENSE RATIO AND PRICING OF UNITS
Mandatory Documents, Non-Mandatory Disclosures, The role
and importance of mutual fund distributors, Different kinds of
Module 3
mutual fund distributors, Modes of distribution, Pre-requisites
(8 hours)
to become Distributor of a Mutual Fund, Revenue for a mutual CO3 & CO4
fund distributor, Commission Disclosure mandated by SEBI,
Due Diligence Process by AMCs for Distributors of Mutual
Funds, Difference between distributors and Investment
Advisors, Nomination facilities to Agents/Distributors and
Payment of Commission to Nominee, Change of distributor,
Computation of Net Assets of Mutual Fund Scheme and NAV,
Concept of Entry and Exit Load and its impact on NAV, Total
expense ratio and pricing of units for the Segregated Portfolio
TAXATION AND INVESTOR SERVICES,
Applicability of taxes in respect of mutual funds, Capital
Gains, Dividend income, Stamp Duty on Mutual Fund Units,
Setting off of Capital Gains and Losses under Income Tax
Act, Securities Transaction Tax, Tax benefit under Section
80C of the Income Tax Act, Tax Deducted at Source and
Module 4
Applicability of GST. CO2, CO3 &
(5 hours)
The NFO process, New Fund Offer Price/On-going Offer CO4
Price for subscription, Investment Plans and Services,
Allotment of Units to the Investor, Account statements for
investments, Mutual Fund Investors, Cut-off Time and Time
Stamping, KYC Requirements for Mutual Fund Investors,
Systematic Transactions, Operational aspects of Systematic
Transactions, Non-Financial Transactions in Mutual Funds,
Change in Status of Special Investor Categories, Investor
transactions – turnaround times.
RISK, RETURN AND PERFORMANCE OF FUNDS and
MUTUAL FUND SCHEME PERFORMANCE
Module 5
General and Specific Risk Factors, Factors that affect mutual CO3, CO4 &
(6 hours)
fund performance, Drivers of Returns and Risk in a Scheme, CO5
Measures of Returns, SEBI Norms regarding Representation
of Returns by Mutual Funds in India, Risks in fund investing
with a focus on investors, Measures of Risk, Certain
Provisions with respect to Credit risk, Benchmarks and
Performance, Price Return Index or Total Return Index, Basis
of Choosing an appropriate performance benchmark,
Benchmarks for equity schemes, debt scheme and other
schemes, Quantitative Measures of Fund Manager
Performance, Tracking Error and Scheme Performance
Disclosure
MUTUAL FUND SCHEME SELECTION
Scheme Selection based on Investor needs, preference and
risk-profile, Risk levels in mutual fund schemes, Scheme
Selection based on investment strategy of mutual funds,
Selection of Mutual Fund scheme offered by different AMCs
or within the scheme category, Selecting options in mutual
fund scheme

1. NISM study material

Reference Books:

• Mutual Fund investment by Anil G. Rane

• All about mutual fund by Anand Srinivasan

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Assessment Structure:
The Mutual Fund Distributors examination consists of 100 questions of 1 mark each and should be
completed in 2 hours. The passing score for the examination is 50%. There shall be no negative marking.

Test Details:

Name of Module: NISM-Series-V-A: Mutual Fund Distributors Certification Examination

* No negative marks for incorrect answers.

+ Payment gateway charges extra.

# Passing Certificate will be issued only to those candidates who have furnished/ updated their Income
Tax Permanent Account Number (PAN) in their registration details.
Important Note:

b. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which
are not common knowledge, without granting credit to the originator. Plagiarism is
unacceptable in Lloyd Business School and will invite penalty. Type and extent of penalty
will be at the discretion of the concerned faculty.
c. Cheating is strictly prohibited in Lloyd Business School during
examinations/quiz/assignment or providing such assistance to other students. If any
student is found guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Logistics Management & Information System (PSCM21)
PGDM SCM Trimester-II (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

Logistics Management & Information System is an introductory course on logistics functions

from managers’ perspective. The course seeks to help students acquire the requisite
knowledge, skills and abilities needed to successfully understand different transport functions.

The main objective of this course is to orient students towards the logistics functions, upskill
them and develop their competencies and knowledge to become logistics professionals. It
details the various aspects of logistics like Modes of transportation, Global logistics and
reverse logistics.

This course will also familiarize students with range of product solutions in the L/SCM domain
like ERP/DRP, TMS/WMS/.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1. Understand the fundamental principles of logistics and supply chain

management and their role in business operations.
• CO2. Analyze the logistics network design and strategies to optimize supply chain
performance.
• CO3. Evaluate the use of information systems in managing logistics and supply chain
activities.
• CO4. Develop strategies for integrating logistics and information systems to enhance
organizational efficiency.
• CO5. Apply logistics management concepts to real-world scenarios to improve
business processes.

COURSE PEDAGOGY:

1. S Koontz, H, & Weihrich, H (2016). Essentials of Management: An International

Perspective (8th ed.), Tata McGraw Hills, New Delhi.
2. Ghuman, K & Aswathapa, K, (2017). Management concepts and cases (10th ed.), Tata
McGraw Hills, New Delhi.
3. Telsan, M.T. (2016). Industrial and Business Management, (4th ed.), S. Chand, New Delhi.

Reference Books:

1. S Sadagopan, “Management Information System (Second Edition)”

2. Supply Chain Information Systems, CII Institute of Logistics
3. Laudon, Kenneth C, Management Information Systems, 12th Ed., Pearson

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual
Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation:
The practical case studies will be discussed in the class. Marks will be allotted on the basis of assignments,
analytical & communication skills, interpretation skills and decision making skills with respect to the case and
practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives met the text book

Module 1 Introduction:
(8 hours) Inter-Relation Between Supply Chain and Logistics,
Introduction to Logistics Management, Functions & Types CO1, CO2
of
Logistics
Module 2 Transportation and Reverse Logistics:
(7 hours) Transportation, Warehouse Operation, Reverse Logistics CO1, CO2

Module 3 Introduction to Information systems: CO3

(7 hours) Meaning and role of information systems, Types of
informationsystems

Module 4 Functional systems and data management CO1 &

(8hours) Discussion on popular enterprise application packages, CO2
Benefitsof enterprise information systems, ERP, SRM, CRM
systems, WMS, TMS Modules

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Procurement & Vendor Management (PSCM22)
PGDM SCM Trimester-II (Credits: 3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION
This course of procurement & vendor management gives an insight into how purchases and
vendor relationships affect the entire organization and deliver bottom line improvement
through a much greater understanding of Purchasing and Vendor Management. Purchasing has
always stood on the boundary of the firm, looking outside, and scanning the environment for
new opportunities and threats. When dealing with suppliers, sub-optimization must he
prevented because it is very tempting to make price the central issue in negotiations. Strategic
purchasing and supply management is more than just negotiating a deal with suppliers. It is
about managing supplier relationships in such a way that suppliers actively support the
company’s overall business strategy and value proposition. It is about fostering a climate where
suppliers are challenged to continuously improve their performance and add value to the
organisation.

The course will provide an understanding about how integrating suppliers in the company’s
overall business processes will help boost productivity. It is about developing the physical and
information infrastructure to enable these new ways of working.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: To understand fundamentals of purchasing and materials management.
• CO2: To understand various procurement models for different product categories.
• CO3: To understand the nature and concept of strategic sourcing.
• CO4: To identify key elements of vendor management.
• CO5: To understand the Global Trends and contemporary issues in sourcing.

COURSE PEDAGOGY:
The teaching methodology will include lectures using power point, case studies, articles, group
discussions and presentations. Interaction during lectures will be encouraged and therefore
each student is expected to add valuable inputs during lectures by sharing his/her knowledge.
Students will be required to work on the Group projects and individual presentations.
COURSE READINGS:

The following books are being referred for the course. Students are advised to read about the
contemporary issues in purchasing. Video lecture links of the teaching faculty will also be
provided to clear the doubts after the classroom.

Text Book:

1. Purchasing and Supply chain management, 7/e Kenneth Lysons Brian Farrington
2. Procurement, Principles & Management 11th Edition by Peter Baily (Author),
DavidFarmer (Author), Barry Crocker (Author), David Jones (Author), David Jessop
(Author)

Reference Books:

1. Sollish, F. and Semanch, J. (2007), Strategic Global Sourcing: Best Practices, Wiley
Publications Chartered Institute of Purchasing and Supply(CIPS),
2. Supply Chain Management: Strategy, planning and operation, PearsonBooks
3. Pooler, V.H. (1997) Purchasing and Supply Management: Creating the vision, Springer
4. Sunil Chopra and Peter Meindel, “Supply Chain Management: Strategy, Planning,
andOperation”, Prentice Hall of India,2002.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual
Presentation

Assignment

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives the text book
met

Introduction PURCHASING AND

Introduction to Purchasing within the Supply SUPPLY CHAIN
Chain: The role of purchasing in the CO1, CO2 MANAGEMENT, 7/e
Module 1 organization and within the supply chain, Kenneth Lysons Brian
(6 hours) development of the purchasing function - Farrington
adversarial vs partnership approach;
contribution of purchasing to effective supply
chain, The Challenge of Purchasing and
SupplyManagement in an organization.

Organizing and Managing the purchasing Procurement, Principles &

Module 2 function: Management 11th Edition
(6 hours) Aligning purchasing strategies within the CO1, CO2 by Peter Baily (Author),
organization, the seven rights and setting David Farmer (Author),
objectives, policy manual, ethics, purchasing Barry Crocker (Author),
structure within the organization. David Jones (Author), David
Jessop (Author)

Vendor Selection and Management- Chopra, Sunil, Meindl, Peter

Vendor Selection and Management &Cross and Kalra, D. V.; Supply
functional Approach to Sourcing, Tendering Chain Management:
Module 3 and negotiation, The seven rights; the right CO3 Strategy, Planning and
(7 hours) product (specification and quality), the right Operation; Pearson
price (cost vs. price analysis), the right Education
quantity, the right place, the right time, the
right source, the right mode of transport

Outsourcing, Supplier Relations, and Chopra, Sunil, Meindl, Peter

Supply Chain Management, Strategic and Kalra, D. V.; Supply
Module 4 Procurement: Chain Management:
(6 hours) Supply base reduction, supplier Strategy, Planning and
development, relationships, outsourcing, CO3 & CO4 Operation; Pearson
globalization, technology. Purchasing - Education
role in specification development, value
analysis,technology, product
development, greenissues, integration.

Price Determination and Legal Aspects of Procurement, Principles &

Purchasing, Global Trends and Issues in Management 11th Edition by
Module 5 Sourcing Peter Baily (Author), David
(5 hours) CO5 Farmer (Author), Barry
Crocker (Author), David
Jones (Author), David Jessop
(Author)
Important Note:
a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and
whichare not common knowledge, without granting credit to the originator. Plagiarism
is unacceptable in Lloyd Business School and will invite penalty. Type and extent of
penaltywill be at the discretion of the concerned faculty.

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
HR ANALYTICS(PHRM21)
PGDM Trimester-II
Duration: 90 Minutes per session

● Companies are now realizing that data-driven decisions tend to work more than instinct-
based ones. Most companies are looking for skilled data scientists/analysts to take up
pertinent organizational responsibilities and work on getting insights that would enable
managers and the cream of management to make effective and efficient decisions.

COURSE OUTCOMES:
At the end of the course the students shall be able to:
CO1: To apply the concepts of theoretical aspects of HR analytics and common HR metrics for
effective business applications.
CO2: To create dashboards by analyzing data using the concepts of HR scorecard and Workforce
scorecard.
CO3: To understand analytics for the staffing process and utilize the information for the job
analysis process along with handling qualitative data effectively.
CO4: To illustrate applications of metrics for conducting research and statistical analyses related
to performance appraisal.
CO5: To demonstrate how to apply analytics for competency modeling, TNA, and understand the
concept of experimental design along with the application of regression modeling and
understanding causality vs. correlation.

PROGRAM OUTCOMES:

After completing PGDM a student shall be able to

- PO1: Domain Knowledge: Apply knowledge of management theories and practices to solve
business problems
- PO2: Critical Thinking and Problem-Solving Skills: Foster Analytical and critical thinking abilities
for data-based decision making
- PO3: Leadership and Team Skills: Ability to collaborate and lead themselves and others in the
achievement of organizational goals, contributing effectively to a value-based team environment.
- PO4: Business Environment: Ability to understand, analyze and communicate global, economic,
legal, sustainable, and ethical aspects of the business.
- PO5: Ethical Orientation: Apply ethical principles and cultivate a commitment to personal and
professional ethics in all aspects of business practice.
- PO6: Communication: Develop effective communication skills, interpersonal skills, organizing
skills, and the ability to work in a group.
- PO7: Entrepreneurial Spirit: Promoting entrepreneurial spirit to seek information, identify risks,
and innovate for their entrepreneurial journey.

- ‘1’ – Slight (Low) Correlation

- ‘2’ – Moderate (Medium) Correlation
- ‘3’ – Substantial (High) Correlation
- ‘-’ indicates there is no correlation.
PO1 PO2 PO3 PO4 PO5 PO6 PO7

CO1 - 3 - 3 - - -
CO2 - 3 - 3 - - -
CO3 3 - - - - - -
CO4 3 - 3 - - - -

CO5 3 - 3 - - - -
Average 3 3 3 3 - - -

COURSE PEDAGOGY:
This course will be based on Classroom lectures, Assignments based on discussions, cases, and
group projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant youtube videos, and othermaterials
before they come to the classroom.

Project for Internal Assessment: The students should analyze a problem involving quantitative
techniques and creating HR Dashboards for decision making using MS Excel or SPSSS.

COURSE READINGS
The following books are being referred for the course. Students are advised to read newspapers,
articles, journals and business magazines daily to augment classroom learning. The video lecture
links of the teaching faculty will also be provided to clear the doubts after the classroom.

Text Book:

Michael J Walsh, “HR Analytics Essentials you always wanted to Know”,

[Link]

Reference Books:
● Edwards Martin R, Edwards Kristein (2016).” Predictive HR Analytics:
Mastering HR Analytics
● Fitz-enz Jac (2010), “The new HR analytics: predicting the economic value of
your company’s human capital investments”, AMACOM, ISBN-13: 978-0-
8144-1643-3
● HR Analytics: Understanding Theories and Applications, Dipak Kumar
Bhattacharyya, Sage Publications
COURSE EVALUATION CRITERIA:
The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The practical case studies will be discussed in class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills,
and decision-making skills with respect to the case and practice problems.

SESSION PLAN:
The following session plan would be adhered to by the faculty:

HR ANALYTICS
Module Topics to be covered Course Reading
Objectives from the
Met textbook
Module 1 Introduction to HR Metrics and HR Analytics CO 1
(6 hours) ● Introduction to HR Analytics
● Descriptive, Diagnostic, Predictive &
Prescriptive Analytics
● Evolution of HR Analytics
● HR Analytics, Workforce Analytics &
People Analytics
● Intuition Vs Analytical Thinking
● Common Metrics in HR Analytics
● HR Analytics Process
● Human Resource Management System
(HRMS)
● HR Score Card
● HR Analytics Using MS Excel, Power BI &
Tableau
Module 2 Analytics in Recruiting & Staffing Metrics CO 2
(6 hours) ● Analytics for the staffing process
● How we can use analytics to inform the job
analysis process
● How to code qualitative data and what to do
with it once it is coded
● When to use and when not to use hiring
assessments for the salaried workforce
● Reliability and validity concepts and why they
are important
● Various staffing metrics

Module 3 Reward Metrics CO 3

(6 hours) ● Understanding of the job evaluation process
and a basic understanding of the steps involved
● Understanding of why organizations conduct
salary surveys and benchmarking
● Understanding of how to use the salary survey
data and benchmarking results to create a pay
structure
● How to measure incentives

Module Training, Succession, and Careers Metrics CO 4

4 (6 • Understanding of how analytics can play a role
hours) in competency modeling
• Understanding how to use HR analytics to
conduct a training needs analysis
• Knowledge of the Kirkpatrick model and how
to measure training
• Knowledge of experimental design and how to
set up an experiment using training
measurement
● Knowledge and application of regression
modeling and understanding causality vs.
correlation

Module 5 Non-Exempt Workforce CO 5

(6 hours) • Hourly Hiring
• Utility Analysis
• Collective Bargaining
• Productivity Analysis
• Absenteeism
• Metrics
Important Note:

b) Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Trimester 2
Learning & Development (PHRM22)
PGDM Specialization Paper-Human Resource (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course will focus on the theories of Learning and Development and practical use of these
theories in current organization. This subject includes Training Need Analysis, design training and
training evaluation programs. The course will frame the concept of training and development
within the applicable theory of adult learning.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Interpret the role of learning and development as a function of human resource
management for developing managerial abilities.
• CO2: Determine the learning theories for the training effectiveness and program design for
efficient implementation of training program.
• CO3: Evaluate the effectiveness of the training programme once completed from the
individual employee and the organization's viewpoint for achieving organisational strategic
goals.
• CO4: Examine and relate the various training methods appropriate in different
organizations depending on the nature of work and to identify the factors related with
trainer’s skills and styles.
• CO5: To communicate the importance of employee development in today’s competitive
environment and develop an employee development plan for organisational development.
PROGRAM OUTCOMES

After completing PGDM a student shall be able to

- PO1: Domain Knowledge: Apply knowledge of management theories and practices to

solve business problems
- PO2: Critical Thinking and Problem-Solving Skills: Foster Analytical and critical
thinking abilities for data-based decision making
- PO3: Leadership and Team Skills: Ability to collaborate and lead themselves and others
in the achievement of organizational goals, contributing effectively to a value-based team
environment.
- PO4: Business Environment: Ability to understand, analyze and communicate global,
economic, legal, sustainable, and ethical aspects of the business.
- PO5: Ethical Orientation: Apply ethical principles and cultivate a commitment to
personal and professional ethics in all aspects of business practice.
- PO6: Communication: Develop effective communication skills, interpersonal skills,
organizing skills, and the ability to work in a group.
- PO7: Entrepreneurial Spirit: Promoting entrepreneurial spirit to seek information,
identify risks, and innovate for their entrepreneurial journey.

- ‘1’ – Slight (Low) Correlation

- ‘2’ – Moderate (Medium) Correlation
- ‘3’ – Substantial (High) Correlation
- ‘-’ indicates there is no correlation.

PO1 PO2 PO3 PO4 PO5 PO6 PO7

CO1 - 3 - - - - -
CO2 3 - - - - - -
CO3 - - 3 - - - -
CO4 3 - - - - - -
CO5 - - - - - 3 -
3 3 3 - - 3 -
COURSE PEDAGOGY

COURSE READINGS

Text Book:

1. Employee Training and Development 5th Edition by Raymond Andrew Noe, MC

GRAW HILL INDIA
Reference Books:

1. T V Tao & Uday Pareek,

2. Noe, Raymond A. (2008) Employee Training & Development, McGraw-Hill
International
3. Lynton, R.P & Pareek, U Training for organizational Transformation, Part -1 & 2,
/Sage Publication
4. Irwin L. Goldstein & J. Kevin Ford, Training in Organizations /Thomson
5. Dayal, Iswar, A Handbook of Training & Development
6. Saha, A.,K., Training & Development
7. Ramaswami, A., Training & Development
8. Sahu, R.K., Training for Development-All You need to know, Excel Book
9. An Introductory Course in Teaching & Training Methods for Management Development-
ILO Publication

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives met from the text
book

Introduction to L&D

Module 1 Designing effective Training CO1

The forces influencing Working and Learning-
Economic Cycles, Globalisation, Human Capital
The forces influencing Working and Learning-
Business strategy, demographics, quality, new
technology, high performance models
Training Practices; training facts and figures; who
provides training; Preparing to work in training
Need assessment importance; who should participate
in TNA; methods used in TNA
The TNA Process: Organisational Analysis; Person
Analysis; Task Analysis
Elaboration Theory; Gagne Briggs Theory

Module 2 Learning Theories and Program Design; CO2

What is learning? Reinforcement Theory

Learning Process-mental and physical processes

The Learning Cycle- Kolb's Learning styles

Age influences on Learning; Implications of learning
process for instructions
Instructional emphasis for learning outcomes-
considerations in designing effective training
programs
Selecting and preparing the training site; choosing
trainers; how trainers can make learning conducive;
program design
Competencies of Trainers-technical, business,
interpersonal and intellectual competencies
Trainers' styles
Trainers’ selection and training of trainers
Transfer of training- introduction; Training design

Module 3 Work environment characteristics that influence CO3

transfer-climate, manager support, Peer support,
learned capabilities, technology

Organisational climate that supports transfer-the

learning organisation

Reasons for evaluating training; FA and SA; overview

of evaluation process

Outcomes used in evaluation of training programmes-

reaction, learning or cognitive, behaviour and skill-
based, affective, result, ROI

Determining whether outcomes are appropriate

Evaluation designs

Determining ROI- determining cost, benefits, cost-

benefit analysis

Traditional training methods-Presentation methods CO 4

Module 4 Hand on methods-OJT, Simulations, Case studies,

business games, role plays, behaviour modelling

Group building methods-adventure learning, team

learning, action learning

Technology influence on training and learning

Computer based training- CD ROM, DVD, laserdisc,

interactive video, online learning, learning portals

blended learning; Simulations-virtual reality

Mobile technology and training methods; distance

learning; intelligent tutoring systems

Employee Development-introduction CO5

Approaches to ED-formal education, assessment, job

Module 5 experiences, interpersonal relationships

The development planning process

Company strategy for providing development-E-

learning
Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment

or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution
LLOYD BUSINESS SCHOOL
Trimester 2
Communications in the Digital Era and Website Design (PAMM21)
PGDM Trimester- II (Credits: 6)

COURSE INTRODUCTION

Building a complete understanding of the digital marketing communication and the different
channels used in [Link] the fundamentals of building a website, a web presence and
website content. Applying theories of creative communication to generate and evaluate new
ideas. Understand the impact of AI in building a website presence and apply the tools.

COURSE OUTCOMES

At the end of the course, the students will be able to:

● CO1. Understanding marketing communication and its different channels, analysing

channel and product lifecycle mapping.
● CO2. Understanding and analysing the different components of a website and its impact
on marketing.
● CO3. Applying creative communication techniques for generating and evaluating new
ideas.
● CO4. Creating website content and applying content strategies.
● CO5. Identify creative communication strategies and ideas.
● CO6. Understanding the impact of AI in building a web presence and applying the tools.

COURSE PEDAGOGY:

The course will be a blend of classroom and online teaching, with recorded videos given as
reference material.
COURSE READINGS

Reference Books:

1. Nir Eyal “Hooked: How to build habit forming products”

2. UX Strategy: How to Devise Innovative Digital Products that People Want

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course

objectives met

Marketing Communication

●Marketing communication mix:

Fundamentals, Direct marketing, Package
Module 1 and Sales promotion.
● Advertising: Print, Radio and television CO1, CO2
ads.
● Public relations: Creating a PR proposal.
● PR tool - Opinion Article, press release,
Media relations and crisis communication.
● Integrated marketing: Marketing
communication mix and product lifecycle,
creating an integrated marketing
communications strategy.
Fundamentals of a Website

● Elements of a website: Components of a

Module 2 website
● Marketing significance of elements of a
website.
● Conceptual design of a website, basics of CO3
user experience (UX) and conceptual
design.
Website Design and Development
Module 3 CO2,CO3
● Information Architecture,
● Wireframes and their marketing
significance,
● Wireframes for Mobile,
● Visual design,
● Implementation and importance of testing,
● The Hook framework.
Creative Communication

● Creative brief: Understanding the elements

of a creative brief and how to write it.
Module 4 ● Generating new ideas. SCAMPER CO3 & CO4
techniques (Substitute, Combine, Adapt,
Modify/Magnify, Purpose,
Eliminate/Minimize and
Rearrange/Reverse) for generating new
ideas from existing ideas,
● NORM: Evaluating new ideas.
● Visual ideas and How to write an effective
copy.
Planning and Building Website Content

● Website Content: Importance, steps to plan

and build website content,
Module 5
● Finding content ideas,
● Visual designs. CO3, CO4
● Keyword research: Foundation of digital
marketing, Keyword tools.
Module 6 ChatGPT for Building Web Presence (Set up CO5,CO6
and Use)

● ChatGPT for building web presence:

● Leveraging the power of AI.
● Rise of artificial intelligence,
● Understanding ChatGPT: Guide to set up,
prompt engineering and Limitations of
ChatGPT.
● Building a web presence, Chat GPT
tutorial.
Module 7 Case Studies and Project CO6

In this project, learners will understand the

difference between a personal blog and a company
blog and how both are used as media for sharing
thoughts and for digital marketing purposes, along
with how to choose a topic for your blog using
two tools, namely, Google Trends and BuzzSumo.
They then move ahead with setting up their own
blog by accessing the Plesk domain and hosting it
via the Plesk Panel while also running analytics on
the same. They will also learn how to install
WordPress after hosting their site and use it to
give shape to their blog. They also cover some
important plugins to download along with the
different blog options available.
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Brand Management (PAMM22)
PGDM Specialization Paper-Marketing (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
The basic philosophy for this course is to blend theory and practice of brand management.
Branding is both an art and a science. Few branding situations have a definitive, unqualified
“right” answer as to what is the best approach. However, when armed with relevant and
comprehensive theories, appropriate frameworks and models and familiarity with past
successful and unsuccessful branding strategies, managers can make better and more informed
decisions that are more likely to yield successful implementation.

COURSE OUTCOMES
After completion of this course, students will be able to:
• CO1: Understand the basic concepts of brand, branding, brand management & CBBE
• CO2: Develop a framework to identify and establish brand positioning and values to
buildcustomer based brand equity.
• CO3: Formulate implement brand marketing programs through integrated
marketingcommunications and brand associations to build brand equity
• CO4: Design a consumer-centric approach to building, measuring and evaluating
strategies that build brand equity for new and existing brands.

Reference Books:

1. Aaker, D. (2010), Building Strong Brands, London, Simon & Schuster.

2. Kapferer, J. J. (2008), The New Strategic Brand Management: Creating and
SustainingBrand Equity Long Term, London, Kogan Page.
3. Lopes, Teresa da Silva (2007), Global Brands, New York, Cambridge University
Press.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision-making skills with respect to the case and practice problems.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives the text book
met

Understanding & Developing Brand

Module 1 • Introduction to brand, Brand,
(7hours) Branding, brand management CO1
• Customer-based brand equity (CBBE)
• Brand Resonance
• Brand Value-chain

Designing & Implementing Brand

ManagementProgram
• Hoosing Brand Elements to build
Module 2 BrandEquity CO1 & CO2
(9 hours) • Designing Marketing Program to
BuildBrand Equity
• Integrating Marketing
Communications toBuild Brand
Equity
Leveraging Secondary Associations toBuild
Brand Equity

Evaluating & Measuring Brand

Module 3 • Developing brand equity measurement CO1, CO2 &
(9 hours) &management system CO3
• Measuring source & outcomes of
brandequity
• Branding Architecture Strategies
Managing Brand Over Time, Geographic
Boundaries & Segments

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz

/assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution.
Practical:

1. Pick a brand, attempt to identify its sources of brand equity. Assess its level of brand
awareness and the strength, favourability, and uniqueness of its association.
2. Pick a category basically dominated by two brands, Evaluate the positioning of each
brands, its target market, what are the main points of parity and points of difference?
Havethey defined their positioning correctly? How might it be improved?
3. Pick a brand, identify all its elements and assess their ability to contribute to brand
equityaccording to the choice criteria.
4. Pick a brand; evaluate how it leverages secondary brand associations. Can you think
of any way that the brand could more effectively leverage secondary brand association?
5. Pick a brand; try to conduct informal brand value chain analysis. Can you trace how
the brand value is created and transferred?
6. Pick a brand, Employ projective techniques/Free association to attempt to identify
sourceof its brand equity.
7. Pick a brand, try to characterize its brand portfolio and brand hierarchy. How would
youimprove the company’s branding strategies?
8. Pick a brand; examine the history of the brand over the last decade. How would
youcharacterize the brand’s efforts to reinforce and revitalize brand equity?
9. Pick a brand marketed in more the one country, Assess the extent to which the
brand ismarketed on a standardized versus customized basis.
10. Students can explore branding for the senses and neuro marketing.
LLOYD BUSINESS SCHOOL
Entrepreneurial , Sustainable Finance and Accounting for Entrepreneurs(PEM21)
PGDM Trimester- (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course "Entrepreneurial Finance" provides a foundational understanding of financial

principles essential for entrepreneurial ventures. Students will explore key concepts such as
startup funding sources, financial planning, budgeting, and valuation methods tailored to early-
stage businesses. Emphasizing practical application, the course equips students with skills to
assess financial feasibility, make informed investment decisions, and manage financial risks in
entrepreneurial contexts. Through case studies and hands-on projects, learners will develop the
financial acumen necessary to navigate the complexities of financing startups and fostering
sustainable growth. This course is crucial for aspiring entrepreneurs seeking to effectively
manage financial aspects of their ventures.

COURSE OUTCOMES

CO1: Startup Funding: Identify and evaluate sources of funding for entrepreneurial ventures.

CO2: Financial Planning: Develop comprehensive financial plans and budgets for startups.

CO3: Valuation Techniques: Apply valuation methods to assess the worth of early-stage
businesses.

CO4: Risk Management: Understand and mitigate financial risks associated with
entrepreneurship.

CO5: Investment Decision Making: Make informed decisions on capital allocation and
investment strategies for startups.
COURSE PEDAGOGY

COURSE READINGS

1. Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist by Brad Feld and
Jason Mendelson
2. Finance for Entrepreneurs: Managing Wealth Creation by Robert Hisrich and Michael
Peters
3. Angel Investing: The Gust Guide to Making Money & Having Fun Investing in Startups
by David S. Rose

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted
based on assignments, analytical & communication skills, interpretation skills, and decision-
making skills concerning the case and practice problems. Active participation and discussion in
class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives
(CO) met

Module 1: -Understanding the financing needs of

Introduction to the start-up
Finance for -Stages and Types of Financing
Entrepreneurs -Sources and types of capital
-Introduction to Bootstrapping and
Incubation
-External financing

Module 2: Basics of -Cost of Capital

Financial -Financial Statements and Ratio
Management and Analysis
Accounting from the -Risk and Return
start-up perspective -Basics of Accounting for Startups

Module 3 : Sources -Raising entrepreneurial finance

of Funding through angel investors, venture
capital, crowdfunding, private equity
-Long term sources etc. (Only basic understanding of these
of funding options.)
-Short term sources of funding for
Working capital requirement
-Government Schemes for Financing
the start-ups

Module 4: -Preparing the Integrated Financial

Integrated Financial Model
Model -Cost of capital
-Means of financing
-Projected profit and loss account
-Projected cash flow statement
-Projected balance sheet
-Key ratios and application of capital
budgeting techniques (Payback period,
NPV, IRR)

Module 5: Prepare an integrated financial model

Immersive Learning covering the concepts learnt
Experience throughout the course.
Important Note:

a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment
or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Incubation, Innovation & Start-Up Landscape, Opportunities and
Practices in India & Emerging Economies(PEM22)
PGDM Trimester- (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course "Incubation, Innovation & Start-Up Landscape, Opportunities and Practices in India
& Emerging Economies" offers a deep dive into the dynamic start-up ecosystems of India and
other emerging markets. Students will explore the key drivers of innovation, the role of
incubators and accelerators, and the unique challenges and opportunities these environments
present. Through case studies, industry insights, and practical projects, learners will gain a
comprehensive understanding of how to navigate and leverage the start-up landscape. This
course aims to equip aspiring entrepreneurs with the knowledge and skills to successfully
launch and grow ventures in rapidly evolving economic contexts.

COURSE OUTCOMES

CO1: Ecosystem Insight: Understand the start-up ecosystems in India and emerging economies.
CO2: Innovation Drivers: Identify key drivers and trends in innovation and entrepreneurship.
CO3: Incubation Skills: Gain expertise in the role and functioning of incubators and
accelerators.
CO4: Opportunity Analysis: Analyze opportunities and challenges specific to emerging
markets.
CO5: Practical Application: Apply best practices to launch and scale ventures in dynamic
environments.
COURSE PEDAGOGY

COURSE READINGS
1. Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth by Navi Radjou,
Jaideep Prabhu, and Simone Ahuja
2. Startup India: A Policy Framework for Developing the Ecosystem by Policy Circle
3. The Rise of the Global Start-Up City: The Changing Geography of the Venture Capital Financed
Innovation by Richard Florida and Karen M. King

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis (Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted based on
assignments, analytical & communication skills, interpretation skills, and decision-making skills concerning
the case and practice problems. Active participation and discussion in class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives
(CO) met

Module 1:Innovate -Discovery

Concepts
-Value Proposition Design

Module 2: -Techniques and tools to improve creativity and

Creativity & innovation
Innovation -Impact on an idea and business idea generation
-Psychological background of idea generation
-Exercises through idea generation lab.

Module 3: Business -Basics of a business plan

Model Generation -Creating a pitch deck
-Evaluation of a business model - the litmus tests

Module 4: Social -Introduction to social entrepreneurship

Business Model -Uniqueness of a social business model
-Revenue models for social entrepreneurship

Module 5: Interaction with a representative of any government

Immersive Learning institution which aims to promote entrepreneurship
Experience

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or providing

such assistance to other students. If any student is found guilty, he/ she will be punished as per policy of the
institution.
PGDM
TRIMESTER III
LLOYD BUSINESS SCHOOL

PGDM
ENTREPRENEURSHIP
Entrepreneurship & New Venture(PCP31)

PROGRAMME INTRODUCTION

Embark on a transformative journey towards entrepreneurship with Lloyd Business School's

PGDM in Entrepreneurship, a dynamic program designed to ignite the entrepreneurial spirit
within aspiring business leaders. Our comprehensive curriculum empowers students with the
essential skills and knowledge needed to navigate the complex world of entrepreneurship. From
idea inception to business plan execution, our program covers it all, fostering innovation and
cultivating a mindset geared toward success.

Complementing the academic rigor is the Lloyd Technology & Business Incubator, a state-of-
the-art facility dedicated to nurturing and accelerating student-led startups. This incubator
serves as a launchpad for budding entrepreneurs, providing mentorship, resources, and a
collaborative ecosystem to turn ideas into thriving businesses. At Lloyd, we believe in learning
by doing, and our Entrepreneurship program, coupled with the Incubator, ensures that students
graduate not only with a robust theoretical foundation but also with hands-on experience in
building and growing their ventures. Join us to unleash your entrepreneurial potential and shape
the future of business.

PROGRAMME OUTCOMES

At the end of the programme, the students shall be able to:

PO1: To grow as a center for knowledge management pertaining to various aspects of
entrepreneurship.

PO2: To promote entrepreneurship through education, training, and institutional assistance in

accordance with national priorities and programmes.

Conceptualise and develop new business

ventures, products, and services

PO3: To develop individuals trained in entrepreneurship and family business management

PO4: Develop the competency to interpret and synthesize a feasible business plan using
interdisciplinary subject knowledge

PO5: To assist in capacity building and training in the field of entrepreneurship with focus on
innovation, incubation and digitalization at national and international levels.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Class Assignment

Mid Trimester Exam

End Trimester Exam

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectiv from the text
es met book
Introduction
● Nature and scope of cost Accounting
and Management Accounting
Module 1 ● Cost Accounting VS Management
(8 hours) Accounting vs Financial Accounting and
their interrelationships CO1,
● Advantages and limitations of cost CO2 &
accounting CO3
● Types of cost, Elements of cost -
Materials, Labour and overheads
● Role of Cost in decision making
preparation of cost sheet, Reconciliation
of Cost and
Financial Accounting

Decision Making: Concept of Marginal cost

● Marginal costing
● Absorption Costing
● Marginal Costing versus Absorption
Module 2 Costing
(8 hours) ● Income statement under Absorption and CO2 &
Marginal Costing CO3
● Cost-Volume-Profit Analysis
● Concept of contribution and P/V
RatioBreak even analysis, Methods of
Break Even Analysis
● Graphic presentation of Break Even
Analysis
● Margin of safety, Multi product situation
● Sales mix and Break Even Point
● Make or Buy Decision & Exploring New
Market
Budgetary Control
● Concept of Budget, Budgeting and
Budgetary Control
● Objectives, advantages and limitations
Module 3 of budgetary control CO3 &
(6 hours) ● Essentials of effective budgeting CO4
● Types of Budget, Static and
Flexible Budgeting
● Preparation of Cash Budget, Sales
Budget, Production Budget
Zero Base Budgeting
Standard Costing & Variance Analysis
● Concept of standard costs
● Establishing various cost standards
Module ● Advantages and limitations of standard CO4,
4 costing CO5 &
(4 hours) ● Standard costing vs budgetary control CO6
● Variance Analysis: calculation of Material
Variance
Labour & Overhead Variance, and its
applications
Neo Concepts
● Responsibility Accounting: Concept &
Module Approaches, Types of responsibility CO3,
5 centers, Measuring divisional CO4 &
(4 hours) performance CO5
● Transfer Pricing: concept &
importance, Method of transfer
pricing
Activity Based Costing, Target Costing & Life
Cycle Costing

Important Note:

b) Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If anystudent is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Digital Marketing(PCP33)
PGDM Trimester-III (Credits: 1.5)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course will provide students an overview of the fundamental elements, principles, tools and
techniques of digital marketing and communication. They will be able to understand and apply
the core principles, concepts and nuances of digital marketing and communications in the context
of the overall product/service/brand marketing. The students will also get an orientation in using
some of the popular digital marketing techniques like Search Engine Optimization, Search
Engine Marketing, Social Media Marketing, Behavioural Targeting, Retargeting, e-CRM and
some digital marketing planning and analytics tools like Google AdWords, Google Keyword
Tool, Google Webmaster, Google Analytics, etc.

Building blocks of this course require having a sound understanding of marketing planning and
management processes. On completion of the course, the students should have a developed and
practical understanding of how to create a digital marketing plan and how to approach and
leverage various available digital marketing channels in an integrated manner to market products
and services – be it to create awareness, acquire new customers or retain existing customers. The
course will help the students in making a good career in the field of digital marketing by having
a sound understanding of the concepts along with practical orientations.

COURSE OUTCOMES

● CO1. Demonstrates in-depth understanding of the role, relevance, concepts and advantages
of Digital and social media Marketing in the context of overall marketing of a product or
service.
● CO2. Critically analyse a given market situation, identify the key digital and social media
marketing opportunities and challenges in it and recommend relevant and appropriate digital
marketing solutions.
● [Link] able to outline key online marketing and communication approaches and make a
case for which, why and how an approach should be used.
● CO4. Demonstrate a considered knowledge of the tools and techniques in Digital and
social media Marketing by applying them in a practical environment.
● [Link] and evaluate a basic Digital and social media Marketing Plan.
COURSE PEDAGOGY:

This course will be based on Class room lectures, Assignments based on discussions, cases and
group-projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant you tube videos and other
materials before they come to the classroom.

COURSE READINGS

Text Book:

1. Understanding Digital Marketing: Marketing Strategies for Engaging the Digital Generation
- Damian Ryan and Calvin Jones; Kogan Page, 4th Edition, 2014
2. Digital Marketing - Vandana Ahuja; Oxford University Press
3. Web Analytics 2.0: The Art of Online Accountability & Science of Customer Centricity
- Avinash Kaushik, Sybex
4. Digital Marketing Strategy – Simon Kingsnorth
5. Digital Marketing Analytics – Ken Burbary
6. Digital Marketing Strategy, Implementation and Practice – Dave Chaffey

Online Learning Text:

Introduction to Digital Marketing - Jacob Cook, Montana State University
[Link]

1. [Link]
2. [Link]

Further Suggested Reading Books (Optional):

1. Jab Jab Jab Right Hook: How to Tell Your Story in a Noisy Social World - Gary
Vaynerchuk; Harper Business.
2. The Art of Social Media: Power Tips for Power Users - by Guy Kawasaki and Peg
Fitzpatrick; Penguin.
3. Permission Marketing - Seth Godin; Simon & Schuster.
COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 50% 2hrs Analysing ability

Mid-Term Exam

Quiz

Individual 20% 4hrs Critical Thinking

Presentation

Assignment

Individual Project

Group Presentation 30% 3hrs Business Acumen

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

Course Reading from the

Session Topic/ Subtopic
Module objectives textbook
Description
met

Introduction to Digital
Marketing:
Evolution of digital marketing, its
role and relevance in overall
marketing, key advantages and Damian Ryan and
Module 1 t
challenges, similarities and Calvin Jones: Chapter 1
(3 hours)
differences with conventional
marketing, statistics of DM, latest
trends in DM, career opportunities
in DM.
[Link]
Fundamentals of Digital
[Link]/digital-
Marketing:
marketing-
Basic components and concepts
strategy/innovating-
(Website, Apps, Content, Verticals,
Module 2 digital-marketing-2020-
Search Engine, Ecommerce, B2B,
(4 hours) 5-key-trends/
B2C, C2C, SEO, SEM, Social
Media, UI, Usability, etc.).
Digital Marketing
How have digital technologies
Strategy , Dave Chaffey
transformed Marketing?
Chapter 1
Digital Marketing
Forming a Digital Marketing
Strategy by Simon
Strategy:
Kingsnorth , Chapter 1
Steps involved in forming a Digital
Marketing Strategy and the
E book :
Module 3 Challenges.
[Link]
(5 hours) Role of 4P’s of Marketing in Digital
y/wp-
Context
content/uploads/2018/1
Digital consumer behavior – web
1/Digital-Marketing-
content usage, online shopping and
Strategy-Simon-
buying behaviour patterns
[Link]
Customer Journey: Customer
Lifetime Value in context to Digital
Marketing.

[Link]
MEDIA - Types of Digital Media: nalytics-for-
POEM (Paid, Owned, Earned, humans/the-
Module 4 Mixed). The PHYGITAL evolution-of-
(8 hours) APPROACH. consumer-behavior-
in-the-digital-age-
917a93c15888
Website Creation on WORDPRESS
and exposure to other CONTENT
MANAGEMENT SYSTEMS,
Buying domain names.

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL

Strategic Management (PCP34)

PGDM Trimester-III (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course emphasizes the value and process of strategic management. In addition to
familiarizing students with new subject matter, students are expected to integrate and apply
their prior learning to strategic decision making in organisations. The Strategic Management
course is designed to explore an organisation’s vision, mission, examine principles, techniques
and models of organisational and environmental analysis, discuss the theory and practice of
strategy formulation and implementation such as corporate governance and business ethics for
the development of effective strategic leadership.

COURSE OUTCOMES

The learning objectives of the course are as follows:

● CO1: Explain the basic concepts, principles and practices associated with strategy
formulation and implementation.
● CO2: Understand the strategic decisions that organisations make and have an ability
toengage in strategic planning.
● CO3: Integrate and apply knowledge gained in basic courses to the formulation
andimplementation of strategy from holistic and multi-functional perspectives.
● CO4: Analyze and evaluate critically real life company situations and develop
creativesolutions, using a strategic management perspective.
● CO5: Conduct and present a credible business analysis in a team setting

COURSE PEDAGOGY:

It will involve a blend of lecture based and case study analysis and discussions. Case study-
based pedagogy will include discussion on Strategic Management Case Study analysis
framework; approaches to case analysis, preparing for case analysis and discussions, written
and oral presentation of cases, group discussions, industry analysis and limitations of case
method.
COURSE READINGS

Text Book:

1. Hitt Michael A. et al, Strategic Management, 9th Edition, Cenage Learning India Pvt.
Ltd., New Delhi.

Reference Books:

1. Charles Hill and Gareth Jones; Strategic Management an Integrated Approach;

Cengage9e
2. Fred R. David, Strategic Management, 9th Edition, Pearson Education.
3. Mintzberg H. et al, ‘Strategy Safari’, 2nd Edition, 2009, Pearson Education.
4. Chandler A.D., ‘Strategy and Structure’, MIT press, MA, Cambridge.
5. Porter M., ‘Competitive Advantage: Creating and Sustaining Superior Performance’,
FreePress, 2004.
6. Alex Miller, Strategic Management (2004), McGraw -Hill

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual
Presentation
Assignment

Individual Project

Group Presentation

Case Presentation
Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Course Reading
Module Topics to be covered objectives from the text
met book

Introduction to Strategic Management:

Module 1 Genesis, concept and characteristics of policy & Strategy, Key CO1, CO2
(3 hours) terms. The competitive landscape, I/O and Resource-Based
Models of Above Average Returns, Stakeholders, Strategic
leaders. Strategic Management Process.

Strategic Analysis and Decision-Making

Strategic Safari Porter’s Five Forces Model, Competition and
Module 2 Competitor Analysis, BCG Matrix, Ansoff Matrix, TOWSmatrix, CO2,
(6 hours) ETOP analysis, PEST analysis, Poter’s Generic Strategies, CO3,
Environment Analysis and Scanning, Quest Analysis, Poter’s CO5
Diamond Model

Module 3 External Environment Analysis:

(3 hours) The External Environment: External Environmental Analysis, CO2, CO3
Segments of the General Environment, Opportunities, Threats,
Industry Environment Analysis

The Internal Environment Assessment:

The Internal Environment: Analyzing Internal Organization,
Module 4 creating value, Resources, Capabilities, and Core Competencies. CO1, CO2
(6 hours) Value Chain Analysis; Outsourcing, Competencies, Strengths, & CO3
Weaknesses and Strategic Decisions.
Competitive Advantages

Formulation of Strategic Actions: BusinessLevel,

Corporate and Functional level Strategies
Module 5 Business-Level Strategy: Analysis of existing strategies.
(9 hours) Analysis of Customers; their relationship with Business-Level CO2,
Strategies, purpose of a Business- Level Strategy, Types of CO3,CO4
Business- Level and Corporate and Functional level Strategies.

Formulation of Strategic Actions: Strategic Acquisitionsand CO1,

Module 6 Restructuring: CO2
(3 hours) Mergers, Acquisitions and Takeover Strategies, reasons for
acquisitions, problems in achieving Acquisition success,
effective Acquisitions,.
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If anystudent is found guilty,
he/ she will be punished as per policy of the institution
LLOYD BUSINESS SCHOOL
Research Methodology for Management (PCP35)
PGDM Trimester-III (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
The course aims to enable students to comprehend and adapt a scientific approach to a business problem
and subsequently be able to translate it into a working research problem. The course will provide a
broad survey of the methods and techniques of research. It will help to acquire the skills and techniques
to interpret and translate the research data/information into meaningful theoretical or practical
applications.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1. Distinguish between exploratory, descriptive and causal research.
● CO2. Use an appropriate research design for a research study.
● CO3. Discuss methods of collecting data.
● CO4. Design a survey instrument for research.
● CO5. Use appropriate statistical technique for data analysis
● CO6. Act as in interface between user and doer of research.
● CO7. Evaluate and interpret research finding

COURSE PEDAGOGY:

COURSE READINGS

1. Deepak Chawla & Neena Sondhi, “Research Methodology – Concepts and Cases”
(Vikas Publishing House Pvt. Ltd.), Second Edition (2016). [Text].
2. William G. Zikmund, “Business Research Methods” (Thomson Asia Pvt. Ltd.), Seventh
Edition. [BRM].

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Course Reading from the text book

Module Topics to be covered objectives
met

Introduction to Research Methodology Read:

● Introduction to the Course Chapters 1 & 2 from Text
● Meaning of Research Chapters1, 4, 6 & 7 from BRM
● Features of a Good Research
Study Attempt:
● Role of Research in Various (I) Case – 2.3 : Bharat Sports Daily
Functional Areas of (A) (from Text, page 46)
Management (II) Hamilton Bank (A)
Module 1 ● Process of Research (III) Dupont has
(7 hours) ● Types of Research Designs onFashion
● Defining Research Problem
andFormulation of Read:
Hypothesis Chapter 3 & 4 from the Text
● Writing of a Research Proposal Chapter12 from BRM

Research Design Attempt:

● Meaning (I) Hand-to-hand Against Palm
● Classification of Research (A)
Designs (II) Hand-to-hand Against Palm
● The basis of (B)
classification ofvarious
types of Designs.
● Experimental Research Design
Qualitative Research Read:
● Qualitative vs Chapters 6 from the Text
QuantitativeResearch Chapters11 from BRM
● Methods of Carrying
Module 2 out Qualitative Attempt:
(8 hours) Research (I) Colgate Palmolive Mexico
● Analysis of Qualitative Data (II)Case – 6.5 : Career in
Service Sector vs.
Methods of Data Collection Manufacturing Sector – The
● Types of Data – Primary Case of MBA Aspirants
&Secondary (fromText, page 160)
● Methods of Collecting (III) E-food and the Online
PrimaryData GroceryCompetition (B)
● Introduction to
Qualitative Research
● Evaluation of Secondary Data

Read:
Chapters 6 from the Text Chapters 8, 9 &
10 from BRM
Measurement & Scaling Techniques Read:
● Different Types of Measurement Chapters 7, 13 & 14 from
● Scales for Rating & BRMAttempt:
AttitudeMeasurement (I) Delaware Art Museum
● Various formats of Rating Scales (II)Case – 7.1 : Tupperware
● Likert Scale, Semantic IndiaPvt. Ltd.
Differential Scale and Staple (from Text, page 194)
Scale
● Measurement Error Read:
Module 3 ● Classification of Good Chapter 8 from the Text Chapter
(4 hours) Measurement – 15from BRM
Reliability, Validity and
Sensitivity Attempt:
(I) Business World
Questionnaire Design
● What should be asked?
● Phrasing Questions
● The Art of Asking Question
● What is the best sequence?
● What is the best layout?
● Pretesting and
Revising of
Questionnaire.
Sampling & Sampling Designs Read:
● Various Sampling Concepts Chapters 9 from Text Chapters
● Probability Sampling Design 16 &17 from BRM
– SRSWR, SRSWOR,
SystematicSampling, Attempt:
Stratified Sampling, Cluster (I) Tyme Inc.
Sampling (II) Case – 9.2 : Herbal
● Non Probability Sampling ToothPowder (from
Design Text, page 271)
Module 4 – Convenience Sampling, (III) Dexter’s Department Store
(5 hours) Judgemental Sampling and
QuotaSampling
● Determination of Sample Size

Data Preparation
● Coding, Editing, Data
ProcessingFacilities &
Methods

Read:
Chapter 19 from BRM Pages 151 -
160from RM

Attempt:
(I) Exercise on Coding (Times of India)
(II) Case – 7.1 : Tupperware India Pvt.
Ltd.
(from Text, page 194)
Regression Analysis Read:
● Multiple Regression Model Chapter 15, 23 from BRM
Module 5 ● Assumptions, Estimation
(6 hours) Attempt:
● Tests of Significance, R2 & (I) Ruby’s Restaurant
● Partial Correlation Coefficient (II) Robertson’s Department Store
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution
LLOYD BUSINESS SCHOOL
Operations Research (PCP36)
PGDM Trimester-III (Credits-3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
The course aims at building capabilities in the students for analysing different situations in the
industrial/ business scenario involving limited resources and finding the optimal solution
within constraints. The objective of this course is to enable the student to understand and
analyse managerial and engineering problems to equip him to use the resources such as
capitals, materials, productions, controlling, directing, staffing, and machines more
effectively.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO 1: To define and describe different optimization techniques and their significance.
• CO 2: To understand the business problem statements and express the same in the
form of a linear mathematical model.
• CO 3: To analyze and apply various optimization techniques to the mathematically
formulated business problems.
• CO 4: To critically evaluate the results obtained through applying optimization
techniques and logically interpret the same.
• CO 5: To develop linear optimization models for business problems as a basis for
decision making.

COURSE PEDAGOGY:

The pedagogy will be a combination of class lectures (theory and solving problems),
experience sharing, real-life examples, case let the discussion, and assignments. In addition to
the text and reference books, additional readings and cases will be distributed in the class from
time to time. Students are also expected to read and identify the problems in understanding the
concepts and their application in real-world situations before the start of each session. This
will help to develop creativity and innovative thinking in students to manage multi-stakeholder
relationships.
COURSE READINGS

The following books are being referred for the course. Students are advised to read
newspapers, articles, journals, and business magazines daily to augment classroom learning.

Book:

1. Vohra N. D., “Quantitative Techniques in Management”, 4th ed., Tata McGraw Hill
2. Sharma J. K., “Operations Research: Theory and Applications”, Macmillan India Ltd.
3. Taha H. A., “Operations Research – An Introduction”, 9th ed., Prentice Hall India
4. Wagner H. M., “Principles of Operations Research”, Prentice Hall India
5. Gupta P. K., Hira D.S., “Operations Research”, S Chand Publishers

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz/Assignment

Group Presentation

CASE STUDY:
It helps the students to understand the course content by giving real-life examples of
problems faced by organizations, and the students would analyze these cases critically and
apply knowledge to solve these problems.

CLASS PARTICIPATION:
The practical case studies will be discussed in the class. Marks will be allotted on the basis
of assignments, analytical & communication skills, interpretation skills, and decision-
making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course objectives Reading

fromthe
textbook

Module 1: Introduction: Definition and scope CO 1:Solve linear programming Vohra N. D.,
(6 hours) of operations research (OR), OR problems using appropriate “Quantitative
model, solvingthe OR model, art of techniques and optimizationsolvers, Techniques
modeling, phases of OR study. interpret the results obtained. in
Linear Programming: Two variable Management
Linear Programming model and ”
Graphical method of solution,
Simplex method, Dual Simplex
method, special cases of Linear
Programming, duality, sensitivity
analysis.

Transportation Problems: Types of CO2: Determine optimal strategy Vohra N. D.,

Module 2: transportation problems, “Quantitative
for Minimization of Cost of
(5 hours)
mathematical models, shipping of products from source to Techniques
transportation algorithms. Destination/ maximization of in
profits ofshipping products using Management
various methods, Finding initial ”
basic feasible and optimal solution
of the Transportation problems

Assignment: Allocation and CO 3: Optimize the allocation of Vohra N.

Module 3: assignment problems and models, resources to Demand points in the D.,
(5 hours) processing of job through best possible way using various “Quantitative
machines. techniques and minimize the cost Techniques
or time of completion of number of in
jobs bynumber of persons. Management”

Network Teachniques: Shortest CO4: Formulate Networkmodels Vohra N. D.,

Module 4: path model, minimum spanning for service andmanufacturing “Quantitative
(6 hours)
Tree Problem, Max-Flowproblem systems, and apply operations Techniques
and Min-cost problem. Project research techniques and algorithms in
Management: Phases of project to solve these Network problems Management
management, guidelines for ”
network construction, CPM and
PERT.

Decision theory: Decision CO5: To take up a decision under Vohra N. D.,

Module 5: making under risk and condition of uncertainty and risk “Quantitative
(8hours) uncertainty. Techniques
in
EMV, Maximax, Minimax, Management
Laplace and Hurwicz Criterion ”
Important Note:
a) Plagiarism is the use of or presentation of ideas, works that are not one’s own and
which are not common knowledge, without granting credit to the originator.
Plagiarism is unacceptable in Lloyd Business School and will invite a penalty.
The type and extent of the penalty will be at the discretion of the concerned
faculty.

b) Cheating is strictly prohibited in Lloyd Business School during examinations/

quizzes/ assignments or providing such assistance to other students. If any student
is found guilty, he/ she will be punished as per the policy of the institution.
LLOYD BUSINESS SCHOOL
Data Analysis and Visualization with Python (PBAAI31)-Dr.
Saumendra Mohanty
PGDM BA Trimester-III (Credits: 3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION

This course will teach you Python in a practical manner. The course aims to develop students
from basics to advanced. It is helping students get Python installed on your computer,
regardless of your operating system, whether its Linux, MacOS, or Windows, to covering the
basics to the most advanced concepts so that students enable themselves to process data in a
structured way using python. The course also is equipped with a project development cycle to
enable students to develop skill set in the same.

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1 To understand Python as a language for data analysis and its advantages over other
in data science. Exploring data science methodology using Python.
● CO2 Analyse effective application of python knowledge to diagnose and solve
organizational problems and develop optimal managerial decisions.
● CO3 Understand the complexities associated with management of data in organizations
and integrate the learning in handling these complexities using Python programming
language CO4 Demonstrate the roles, skills and functions of python through basic business
problem through data sets
● CO5 To develop cognizance of the importance of python programming in data
interpretation and apply the same for end to end solution from data analysis to
interpretation.

COURSE PEDAGOGY:

Text Book:

1. LMS -IBM Course ware Python (Intermediate) ad Advanced by Ramsey

Hamilton (Author).
Reference Books:

1. Python Programming Beginning to Advanced.

2.
COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 50% 2hrs Analytical ability

Mid-Term Exam

Quiz 20% 2hrs Theoretical

Understanding

Individual Presentation

Assignment 20% 3hrs Critical and creativity

skills

Individual Project 20% 2hrs Business acumen with

project development
skills

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met text book
What is Python?
Advantages and disadvantages
Downloading and installing
Which version of Python
Running Python Scripts
CO1, CO2, IBM
Using the interpreter interactively
CO3 Course
Using variables
Ware
Module 1 String types: normal, raw and Unicode
String operators and expressions
(11 hours) Math operators and expressions
Writing to the screen
Reading from the keyboard
Indenting is significant
The if and elif statements
While Loops
Using List
Dictionaries
Using the for statement
Opening, reading and writing a text file
Using Pandas, the python data analysis library
and data frames
Grouping, aggregating and applying, merging
and joining.
Dealing with syntax errors
Exceptions, Handling exceptions with
try/except
Unit 2: DATA HANDLING AND USE CASES CO1, CO2,
RE Pattern Matching CO3
Parsing Data
Introduction to Regression
Module 2 Types of Regression IBM
(10 hours) Use Cases Course
Exploratory data analysis Ware
Correlation Matrix
Visualization using Metplotlib
Implementing linear regression
Unit 3: ADVANCE CONCEPTS
Machine Learning - Algorithm CO4, CO5
Module 3 Algorithms – Random forest IBM
(11 hours) Super vector Machine Course
Random Forest Ware
Build your own model in python
Comparison between random forest and
decision tree

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz

/assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Data Visualization using Power BI (PBAAI32)-Mr. Mohit Agrawal
PGDM Trimester-III (Credits: NCC)
Session Duration: 90 Minutes per session

Power BI certification helps you to master the Microsoft Power BI. This course provides the facility
to learn from and master Power BI architecture, Desktop, Service, Mobile Apps, visualizations &
reports. Students will work on multiple real-life projects through the Power BI course.

COURSE INTRODUCTION

The objective of the course is:

1. An in-depth understanding of this BI tool and how it works in different scenarios

2. Three vital components: Power BI Service, Desktop and Mobile Apps
3. Visualize and analyze data and derive insights from Excel spreadsheets or local databases
4. Create compelling reports and visualizations, derive real-time insights, and deploy them on
demand
5. Create, share, collaborate, and benefit from business information with purpose-built dashboards
6. Get the work done without being a Business Intelligence professional

COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1: Understand the business analytics and its applications in business through Power Bi
● CO2: Understand the data mining activities and approaches in Power Bi
● CO3: Awareness about analytical tools and techniques through project execution in Power BI
● CO4: Hands on to the basic data visualization tools like Power Bi
● CO5: Case study applications of the impact of analytics on business functions.

COURSE PEDAGOGY:

COURSE READINGS

1. Power BI documentation :Microsoft Office Online: [Link]

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 50% 2hrs Analytical ability

Mid-Term Exam

Quiz

Individual Presentation 30% 3hrs Presentation skills

Assignment

Individual Project 20% 3hrs Critical thinking and analysis

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.

Session Plan:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives the text book
met

Introduction to Power BI

● Introduction to Business Intelligence (BI) Microsoft

● Stages of business intelligence (BI) documentation for
● Use cases of BI
Power Bi
● Various BI tools
● Overview of Data warehouse & concepts
● Introduction to Power BI
● Why Power BI
● Power BI Components
Module 1 ● Power BI pricing structure
● Building blocks of Power BI
(4 hours) ● Architecture of Power BI CO1,CO2
● Power BI vs Tableau vs QlikView
Introduction to Power Query Editor for Data
Wrangling

● Introduction of power query editor

● Advance editor
● Query dependency editor
● Shaping data using Power Query Editor Microsoft
● Formatting data documentation for
● Transformation of data Power Bi
● Understanding of Data types
● Data profiling for data quality check
● Naming conventions & best practices to
consider
Module 2 ● Identify and create appropriate keys for joins CO1, CO2
● Working with Parameters
(4 hours) ● Merge Query
● Append Query
● Group by of data (aggregation of data)

Data Modelling and DAX

● Introduction of relationships
● Creating relationships
● Cardinality
● Cross filter direction
● Use of inactive relationships
● Introduction of DAX
● Why DAX is used Microsoft
● DAX syntax documentation for
● DAX functions Power Bi
● Context in DAX
Module 3 ● Calculated columns using DAX
● Measures using DAX
(6 hours) CO2, CO3
● Calculated tables using DAX

Data Visualizations Techniques

● Page layout & Formatting

● Power BI Desktop visualization
● Formatting and customizing
● visuals
Module 4 ● Visualization interaction Microsoft
● Custom visualization in Power BI documentation for
(5 hours) ● Top-down and bottom-up analytics CO3,C04
Power Bi
● Drill down
● Drill through

Power BI Project Execution Microsoft

documentation for
Module 5 ● Presentations and Report C04, C05
Power Bi
(6 hours)
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment

or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Introduction to AI through Predictive Analytics (PBAAI33)
PGDM Specialization Paper-Data Analytics (Credits: 1.5)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course introduces students to predictive modeling, a powerful tool in data mining. Upon
completion, students will grasp the significance of analytics and its transformative impact on today's
world. Predictive analytics empowers companies with actionable insights derived from data, offering
estimations on the likelihood of future outcomes. Through case studies and classroom teaching
methods, students learn the practical applications of predictive analytical tools. With over 20 hours of
instruction delivered by IBM certified Experts the course provides comprehensive training in SPSS
Modeller, an IBM-powered tool. Upon completion, students receive a globally recognized certification
from IBM.

COURSE OUTCOMES

● CO1: Grasp how analytics has effectively addressed industry challenges through real-life case
studies.
● CO2: Describe analytics, its different types, and practical applications.
● CO3: Enhance efficiency, manipulate sample records, and handle sequential data.
● CO4: Elaborate on data transformations, predictive analytics functions, and their role in
modelling
● CO5: Comprehend modeling techniques, relationship identification, field derivation,
reclassification, and evaluate predictive analytics performance on real-time data.

COURSE PEDAGOGY:

The course ware offerings are:

• Introduction - Applications
• CRISP DM methodology
• Modelling and its deployment
• Assumptions of Linear Regression
• Building Linear Regression Model
• Understanding standard metrics (Variable significance, R-square/Adjusted R-square, Global
hypothesis, etc)
• Assess the overall effectiveness of the model
• Validation of Models (Re running Vs. Scoring)
• Standard Business Outputs (Decile Analysis, Error distribution (histogram), Model
equation, drivers etc.)
• Interpretation of Results - Business Validation - Implementation on new data
COURSE READINGS

Text Book:

1. IBM Course ware

Reference Books:

1. IBM Course ware

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 40% 2hrs Business Acumen

Mid-Term Exam

Quiz 30% 2hrs Knowledge

Individual Presentation

Assignment

Individual Project 30% 2hrs Presentation skills

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the text
met book

Introduction to Predictive Modeling

· Understanding the role of predictive

modeling in business analytics
Module 1 C01, C02 IBM Course
· Overview of SPSS Modeler and its ware
(6 hours) capabilities

· Introduction to the course structure and

learning objectives

Module 2: Data Preprocessing with SPSS

Modeler
Module 2 C03, C04 IBM Course
· Data exploration and visualization ware
(2 hours) techniques

· Data cleaning and preprocessing

methods

· Handling missing values and outliers

Building Predictive Models

· Overview of predictive modeling

algorithms
Module 3
· Decision trees, regression analysis, and
(6 hours) logistic regression C02, C03 IBM Course
ware
· Building predictive models using SPSS
Modeler
Model Evaluation and Optimization

IBM Course
ware
Module 4 · Evaluating model performance metrics

(6 hours) · Cross-validation techniques

· Hyperparameter tuning and model C02, C01

optimization

Advanced Topics in Predictive Modeling

Module 5 · Feature selection and extraction IBM Course

methods ware
(10 hours)
· Ensemble learning techniques

· Introduction to neural networks and

deep learning C01, C02

Module 6 Case Studies and Real-World C03 IBM Course

ware
(3 hours) Applications

· Analyzing real-world case studies from

different industries

· Applying predictive modeling

techniques to solve business problems

· Hands-on exercises and practical

assignments

Important Note:

b) Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment

or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Financial Modeling (PBFSI31)
PGDM BFSI Trimester-III
Session Duration: 90 Minutes per session

[Link]. TOPICS Pedagogy No. of

Hours

1. Basic Excel for Financial Modeling Concept Lecture, 5

Class discussion,
● Formatting of Excel Sheets,
● Use of Excel Formula Function,
● Advanced Modeling Techniques,
● Data Filter and Sort,
● Charts and Graphs,
● Table formula and Scenario building,
● Lookups: Vlookup Match & offset,
● pivot tables
2. Financial Statement Analysis Concept Lecture, 6
Class discussion,
● Introduction to Financial Statement Analysis
● Financial Reporting Mechanics,
● Understanding Income Statement, Balance Sheet,
● Cash Flow Statement,
● Financial Analysis Techniques,
● Inventories, Long Lived Assets,
● Non Current Liabilities,
● Financial Statement Application
3. Financial Ratios Concept Lecture, 4
Class discussion
● Ratio analysis of industries,
● Du point Analysis,
● Peer to peer analysis
● Preparation of Financial Analysis report on an
industry
4. Financial Management & Corporate Finance Concept Lecture, 7
Class discussion
● Time value of money,
● Long term financing,
● Cost of capital,
● Measure Of Leverage,
● Project evaluation; stage of project; construction
& development phase;
● Funding during investment phase;
● Costs during investment phase;
● life of project;
● decision making,
● Cash flow waterfall & resolve circular reference
problem in interest during construction.
5. Equity Research Modeling Concept Lecture, 8
Class discussion
● Prepare an Income Statement, Balance sheet,
Cash Flow Statement, Geographic Revenue
Sheet, Segment,
● Revenue Sheet, Cost Statement, Debt Sheet,
Analyze Revenue Drivers,
● Forecast Geographic & Segment Revenues, Cost
Statement, Debt, Income Statement, Balance
Sheet, and
● Cash Flow Statement,
● Performa Adjustments, Income Statement -
Compute Margins, Balance Sheet -Compute
Ratios,
● Cash Flow Statement Projection, Valuation-
Discounted Cash Flow Method (DCF), Valuation
– Relative,
● Valuation (Football Field Chart),
● Valuation – Assumptions for Valuation Model,
Prepare Valuation Model, Prepare Presentation
Sheet,
● Prepare Company Overview, Sector Overview

Important Note:

a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and
which are not common knowledge, without granting credit to the originator. Plagiarism
s unacceptable in Lloyd Business School and will invite penalty. Type and extent of
penalty will be at the discretion of the concerned faculty.
b. Cheating is strictly prohibited in Lloyd Business School during
examinations/quiz/assignment or providing such assistance to other students. If any
student is found guilty, he/ she will be punished as per policy of the institution
LLOYD BUSINESS SCHOOL

NISM-Series-VIII: Equity Derivatives(PBFSI32) Certification

Examination
PGDM BFSI Trimester-III
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The examination seeks to create a common minimum knowledge benchmark for associated persons
functioning as approved users and sales personnel of the trading member of an equity derivatives
exchange or equity derivative segment of a recognized stock exchange.

The examination aims to enable a better understanding of various derivatives products available in
equity derivatives markets, regulations and risks associated with the products and the exchange
mechanisms of clearing and settlement. The examination also covers knowledge competencies related
to the understanding of the financial structure in India and the importance of the different rules and
regulations governing the Indian securities market, especially those related to the equity derivatives
segment.

The present course aims at familiarizing the participants with the basics of derivatives, derivative
market transactions, index and various indices, index management, use of forward and futures, basics
of options, clearing and settlement system, legal and regulatory frameworks, accounting and taxation
along with investor grievance mechanism.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1 Know the basics of the Indian equity derivatives market.

• CO2: Understand the various trading strategies that can be built using futures and options on
both stocks and stock indices.
• CO3: Understand the clearing, settlement and risk management as well as the operational
mechanism related to equity derivatives markets.
• CO4: Know the regulatory environment in which the equity derivatives markets operate in
India.
• CO5: To understand the investor grievance mechanism in future and options.

COURSE PEDAGOGY

Text Book:
1. NISM study material

Reference Books:
1. Derivatives Principles and Practice by Sundaram Das
2. Derivatives and Risk Management by Rajiv Srivastava

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Reading from the

Course objectives
Module Topics to be covered text book
met
BASICS OF DERIVATIVES AND
UNDERSTANDING INDEX
Basics of Derivatives, Derivatives Market –
History & Evolution, Indian Derivatives
Market, Market Participants, Types of
Module 1 Derivatives Market, Significance of
(5 hours) Derivatives, Various risks faced by the CO1, CO2
participants in derivatives.

Introduction to Index, Significance of

Index, Types of Stock Market Indices,
Attributes of an Index, Index management,
Major Indices in India, Application of
Indices
INTRODUCTION TO FORWARDS
AND FUTURES AND INTRODUCTION
TO OPTIONS
Introduction to forward contracts, Futures
contracts, Contract specifications of futures
contracts, Some important terminology
associated with futures contracts,
Differences between Forwards and Futures,
Pay off Charts for Futures contract, Futures
pricing, Price discovery and convergence of
Module 2 cash and futures prices on the expiry and CO2 & CO3
(7.5 hours) Uses of futures

Basics of options, Contract specifications of

exchange-traded options, Moneyness of an
option, Intrinsic value and time value of an
option, Pay off Charts for Options,
Distinction between futures and options
contracts, Basics of Option Pricing and
Option Greeks, Option Pricing Models,
Implied volatility of an option, Analysis of
options from the perspectives of buyer and
seller.
STRATEGIES USING EQUITY
FUTURES AND EQUITY OPTIONS
AND TRADING MECHANISM
Futures contracts for hedging, speculation
and arbitrage, Use of options for trading and
hedging, Arbitrage using options: Put-call
parity, Delta-hedging, Interpreting open
interest and put-call ratio for trading
Module 3 CO3 & CO4
strategies
(6 hours)
Trading Mechanism, Eligibility criteria for
selection of stocks for derivatives trading,
Selection criteria of Index for trading,
Adjustments for Corporate Actions, Trading
costs, Algorithmic trading, Tracking
Futures and Options data.
INTRODUCTION TO CLEARING AND
SETTLEMENT SYSTEM & LEGAL
AND REGULATORY
ENVIRONMENT:
Clearing Members, Clearing Mechanism,
Interoperability of clearing corporations,
Settlement Mechanism, Risk Management,
Margining and mark to market under
Module 4 CO2, CO3 & CO4
SPAN, Position limits, Violations and
(7.5 hours) Penalties, Settlement Guarantee Fund and
Investor Protection Fund.

Securities Contracts (Regulation) Act, 1956,

Securities and Exchange Board of India
Act, 1992, Regulations in Trading,
Regulations in Clearing & Settlement and
Risk Management, Eligibility criteria for
membership on derivatives segment.
ACCOUNTING AND TAXATION &
SALES PRACTICES AND INVESTORS
PROTECTION SERVICES:
Accounting, Taxation of derivative
transaction in securities.
Module 5 CO3, CO4 & CO5
(4 hours) Understanding risk profile of the client,
Risk Disclosure Document, Written Anti
Money Laundering Procedures, Investors
Grievance Mechanism

Assessment Structure:

The NISM-Series-VIII: ED Examination will be a 100 marks examination to be completed in 2 hours.

It will have 100 questions of 1 mark each. There will be negative marking of 25% of the marks assigned
to a question. The passing score for the examination is 60%.

Test Details:

NISM-Series-VIII: Equity Derivatives Certification Examination

Fees Test Duration(in No. of Maximum Pass Certificate

(Rs.) minutes) Questions Marks Marks*(%) Validity(in years)#

1500+ 120 100 100 60 3

* Negative marking – 25% of the marks assigned to the question.

+ Payment gateway charges extra.
# Passing Certificate will be issued only to those candidates who have furnished/updated their Income
Tax Permanent Account Number (PAN) in their registration details.

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment

or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
NISM-Series-XV: Research Analyst(PBFSI33)
Certification Examination
PGDM BFSI Trimester-III
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The examination seeks to create a common minimum knowledge benchmark for all associated persons
registered as research analyst under SEBI (Research Analyst) Regulations, 2014, individuals employed
as research analyst and partners of a research analyst, engaged in preparation and/or publication of
research report or research analysis.

An associated person shall be required to pass the NISM-Series-XV: Research Analyst Certification
Examination to fulfill the requirements specified under Regulation 7(2) of the SEBI (Research
Analysts) Regulations, 2014. The certification aims to enhance the quality of services provided by
research analyst in the financial services industry.

The present course aims at familiarizing the participants with the role of research analyst, structure in
securities market, terminology of equity and debt market, fundamentals of research, economic analysis,
industry analysis and company analysis, corporate actions, valuation principles, fundamentals of risk
and return, qualities of a good research report along with legal and regulatory framework. Student will
be able to select any security, debt and mutual fund for investment and recommend also.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Know the basics of Indian Securities Markets and different terminologies used in equity
and debt markets
• CO2: Know about the top down and bottom up approach to fundamental research
• CO3: Know the key industry drivers and sources of information for industry analysis
• CO4: Understand about the Qualitative and Quantitative dimensions with regards to Company
Analysis.
• CO5: Know about the Fundamentals of Risk and Return, Valuation Principles, and the
philosophy of various Corporate Actions. They can also understand the qualities of a good
research report.

COURSE PEDAGOGY:

Text Book:

1. NISM study material

Reference Books:

1. Securities Market and Regulations by Prof. V. Balachandran, Sultan Chand and sons.
2. Investment Management: Securities Analysis and portfolio management by Mr. V.K Bhalla

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Course objectives Reading from

Module Topics to be covered
met the text book
INTRODUCTION TO RESEARCH ANALYST PROFESSION
Primary Role of a Research Analyst, Primary Responsibilities of a
Research Analyst, Basic Principles of Interaction with
Module 1 Companies/Clients
(5 hours) and Important Qualities of a Research Analyst CO1, CO2
INTRODUCTION TO SECURITIES MARKET
Introduction to Securities and Securities Market, Product Definitions /
Terminology, Structure of Securities Market, Various Market
Participants and Their Activities, Kinds of Transactions,
Dematerialization and Rematerialization of securities
TERMINOLOGY IN EQUITY AND DEBT MARKETS
Terminology in Equity Market, Terminology in Debt Market, Types of
Bonds,
Module 2
(6 hours) FUNDAMENTALS OF RESEARCH CO2 & CO3
meaning of Investing, The role of research in investment activity,
Technical Analysis, Fundamental Analysis, Quantitative Research,
Behavioral Approach to Equity Investing
ECONOMIC ANALYSIS
Basic Principles of Microeconomics, Basic Principles of
Macroeconomics, Introduction to Various Macroeconomic Variable,
Module 3 Role of economic analysis in fundamental analysis, Secular, cyclical
(6 hours) and seasonal trends, Sources of Information for Economic Analysis
INDUSTRY ANALYSIS CO3 & CO4
Role of industry analysis in fundamental analysis, Defining the
industry, Understanding industry cyclicality, Market sizing and trend
analysis, Secular trends, value migration and business life cycle,
Understanding the industry landscape, Key Industry Drivers and
Industry KPIs, Regulatory environment/framework, Taxation, Sources
of information for industry analysis
COMPANY ANALYSIS – BUSINESS AND GOVERNANCE
Role of company analysis in fundamental research, Understand
Business and Business Models, Pricing Power and Sustainability of
This Power, Competitive Advantages/Points of differentiation over the
Competitor, Strengths, Weaknesses, Opportunities and Threats
(SWOT) Analysis, Quality of Management and Governance Structure,
Risks in the Business, History of credit rating, ESG framework for
Module 4 company analysis, Sources of Information for Analysis.
(7 hours) COMPANY ANALYSIS – FINANCIAL ANALYSIS
Introduction to financial statement, Stand-alone financial statement and CO2, CO3 & CO4
consolidated financial statement, Balance Sheet, Basics of Profit and
Loss Account (P/L), Statement of changes in shareholder’s equity,
Basics of Cash Flows, Notes to accounts, Important Points to Keep In
Mind While Looking At Financials, . Reading audit report to
understand the quality of accounting, Financial statement analysis
using ratios, Commonly used ratios, Dupont analysis, Forecasting
using ratio analysis, Peer Comparison, Other aspects to study from
financial reports
CORPORATE ACTIONS
Philosophy of Corporate Actions, Dividend, Rights Issue, Bonus Issue,
Stock Split, Share Consolidation, Merger and Acquisition, Demerger /
Spin-off, Scheme of arrangement, Loan Restructuring, Buyback of
Shares, Delisting and relisting of Shares, Share Swap
VALUATION PRINCIPLES
Difference Between Price and Value, Why Valuations are required,
Sources of Value in a Business – Earnings and Assets, Approaches to
valuation, Discounted Cash Flows Model for Business Valuation,
Relative valuation, Earnings Based Valuation Matrices, Assets based
Valuation Matrices, Relative Valuations – Trading and Transaction
Multiples, Sum-Of-The-Parts (SOTP) Valuation, Other Valuation
Parameters in New Age Economy and Businesses, Capital Asset
Pricing Model, Objectivity of Valuations, Some Important
Considerations in the Context of Business Valuation.
FUNDAMENTALS OF RISK AND RETURN
Concept of Return of Investment and Return on Investment,
Module 5
Calculation of Simple, Annualized and Compounded Returns, Risks in
(6 hours)
Investments, Measuring risk, Concepts of Market Risk (Beta), CO3, CO4 & CO5
Sensitivity Analysis to Assumptions, Concept of Margin of Safety,
Comparison of Equity Returns with Bond Returns, Calculating risk
adjusted returns, Basic Behavioral Biases Influencing Investments,
Some Pearls of Wisdom from Investment Gurus across the World,
Measuring liquidity of equity shares
QUALITIES OF A GOOD RESEARCH REPORT
Qualities of a Good Research Report, Checklist Based Approach to the
Research Reports, A Sample Checklist for Investment Research
Reports
LEGAL AND REGULATORY ENVIRONMENT
Regulatory infrastructure in Financial Markets, Important regulations
in Indian Securities Market, Code of Conduct for Research Analysts,
Management of Conflicts of Interest and Disclosure Requirements for
Research Analysts, Exchange surveillance mechanisms: GSM and
ASM

ASSESSMENT STRUCTURE:

The examination consists of 92 multiple choice questions of 1-mark each and 2 case-based questions (each case
having 4 questions of 1-mark each), adding to a total of 100 marks. The assessment structure is as follows:

Multiple Choice Questions [92 questions of 1 mark each] 92 * 1 = 92

Case-based Questions [2 cases (each case with 4 questions of 1 mark each)] 2*4*1=8

The examination should be completed in 2 hours.

The passing score for the examination is 60.
There shall be negative marking of 25% of the marks assigned to the question for each wrong answer.
Test Details:

Name of Module: NISM-Series-XV: Research Analyst Certification Examination

+
: Inclusive of Service Tax. Payment Gateway Charges extra.
*: Negative marking – 25% of the marks assigned to the question
~:92 independent MCQs of 1-mark each and; 2 caselets with 4 MCQs in each caselet of 1-mark each (i.e. a total
of 8 case-based MCQs)

# Passing Certificate will be issued only to those candidates who have furnished/ updated their Income Tax
Permanent Account Number (PAN) in their registration details.

Important Note:

COURSE INTRODUCTION

The course aims at the Capacity planning & aggregate planning methodology used to make decisions
about production, outsourcing, inventory, and backlogs in a supply chain. We identify the information
required to produce an aggregate plan and outline the basic trade-offs that must be made to create an
optimal capacity& aggregate plan. We also describe how to formulate and solve an aggregate planning
problem using Microsoft Excel. We also discuss how demand may be managed to counter predictable
variability through the use of price and promotion. By managing supply and demand together,
managers can maximize overall profitability of a supply chain.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO 1: Identify steps and objectives of Capacity planning and aggregate planning.

• CO 2: Describe the information needed to produce an aggregate plan. Explain the basic trade-
offs to consider when creating a capacity plan and aggregate plan.
• CO 3: Learn how to manage supply to improve synchronization in a supply chain in the face
of predictable variability.
• CO 4: Learn how to manage demand to improve synchronization in a supply chain in the face
of predictable variability
• CO 5: Formulate and solve basic aggregate planning problems using Microsoft Excel.

COURSE PEDAGOGY

The pedagogy will be a combination of class lectures (theory and solving problems), experience
sharing, real-life examples, case let the discussion, and assignments. In addition to the text and
reference books, additional readings and cases will be distributed in the class from time to time.
Students are also expected to read and identify the problems in understanding the concepts and their
application in real-world situations before the start of each session. This will help to develop creativity
and innovative thinking in students to manage multi-stakeholder relationships.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers,
articles, journals, and business magazines daily to augment classroom learning.

Book:
1. Janat Shah, Supply Chain Management, Pearson Education
2. Sunil Chopra and Peter Meindl, Supply Chain Management, Pearson Education
3. Cliff T. Ragsdale- Spreadsheet modeling and decision analysis: a practical introduction to
Business analytics
4. Martin Christopher, Logistics & Supply Chain Management, Financial Times Publishing
5. Anderson, D R, Sweeney, D. J, Williams, T A, Camm, J D, Cochran, J J, Fry, M. J, &
Ohlmann,
6. J W 2019, An introduction to management science: Quantitative approaches to decision
making,
7. 15th edn, Cengage Learning, Boston, MA, USA.
8. Hillier, F S, & Hillier, M S, 2014, Introduction to management science: A modeling and
case studies approach with spreadsheets, 5th edn, McGraw-Hill, New York, NY, USA.
9. Powell, S G, & Baker, K R, 2014, Management science: The art of modeling with
spreadsheets, 4th edn, Wiley, Danvers, MA, USA.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz/Assignment

Group Presentation

CASE STUDY:

It helps the students to understand the course content by giving real-life examples of problems faced
by organizations, and the students would analyze these cases critically and apply knowledge to solve
these problems.

CLASS PARTICIPATION:

The practical case studies will be discussed in the class. Marks will be allotted on the basis of
assignments, analytical & communication skills, interpretation skills, and decision-making skills with
respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course objectives Reading from the
textbook
Introduction to Capacity planning & Sunil Chopra and Peter
Aggregate Planning; Meindl, Supply Chain
1. The Role of Capacity planning &
Management, Pearson
Aggregate Planning in supply chain.
Module 1: 2. Information needed to build a CO 1, CO 2 Education
(6 hours) capacity plan. Steps & objectives of
Capacity planning
3. Information needed for an
Aggregate Plan.
4. The Aggregate Planning Problem
Outputs of Aggregate Plan.

Aggregate Planning Strategies: Sunil Chopra and Peter

1. Chase strategy—using capacity as Meindl, Supply Chain
the lever: Management, Pearson
2. Flexibility strategy—using
Education
utilization as the lever:
Module 2: 3. Level strategy—using inventory as
(5 hours) CO 1, CO 2
the lever:
4. The Role of IT in Aggregate
Planning
5. Implementing Aggregate Planning
in Practice.

Aggregate Planning using Linear Sunil Chopra and Peter

programing. Meindl, Supply Chain
1. The goal of aggregate planning is to
Management, Pearson
maximize profit.
Module 3: 2. Use of Linear Programming in CO 2, CO3 Education
(5 hours) Aggregate Planning.
3. How to set up excel solver and use
it.
4. How to generate the aggregate plan
in excel.

Variability in Supply Chain Management. Sunil Chopra and Peter

1. Understanding Predictable Meindl, Supply Chain
variability in supply chain. Management, Pearson
2. How to respond to Predictable
Module 4: CO 3, CO4 Education
variability in supply chain.
(6 hours) 3. How to manage supply.
4. How to manage demand.

Forecasting Demand in Supply Chain. Cliff T. Ragsdale-

1. Understating what is forecasting Spreadsheet modeling
and its role in supply chain and decision analysis: a
management. Real time demand
Module 5: CO 3, CO4, CO5 practical introduction
visibility and management .
(8hours) 2. Solving forecasting problem in to Business analytics
excel using different methods such
as weighted average, exponential
smoothing, FITS Time series.
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quizzes/

assignments or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per the policy of the institution.
LLOYD BUSINESS SCHOOL
Supply Chain Performance Metrics & Modeling (PSCM32)
PGDM SCM Trimester-III (3-Credits)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
The course aims at the Supply chain Performance Metrics & Modeling methodology used to make
decisions about production, outsourcing, inventory, profit and transportation in a supply chain. We
identify the various supply chain performance metrics and outline the basic Modelling techniques used
to achieve optimum efficiencies in supply chain. We also describe how to formulate and solve a
transportation, Outsourcing & planning problem using Linear Programming Model in Microsoft Excel
Solver.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• Identify the major drivers of supply chain performance.

• Discuss the role of each driver in the supply chain strategy.
• Learning the key metrics that track the performance of the supply chain in terms of each
driver.
• Understanding the concept of Modelling and it use in Supply chain.
• Use of Linear Programming technique to support decision-making processes in supply chain
management.

COURSE PEDAGOGY

COURSE READINGS

1. Janat Shah, Supply Chain Management, Pearson Education

2. Sunil Chopra and Peter Meindl, Supply Chain Management, Pearson Education
3. Cliff T. Ragsdale- Spreadsheet modeling and decision analysis: a practical introduction to
business analytics
4. Martin Christopher, Logistics & Supply Chain Management, Financial Times Publishing

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted
on the basis of assignments, analytical & communication skills, interpretation skills and decision
making skills with respect to the case and practice problems.

SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives met from the text
book
Supply Chain Introduction and Components
Module 1 Introduction to Supply Chain Management,
(4 hours) Decision Phases in A Supply Chain, Process Lecture
views of a supply chain. Case study( Analyzing Discussion
different supply chains).
Supply Chain Drivers and Metrics
Module 2 Drivers of Supply Chain Performance, Lecture
Framework For Structuring Drivers, Metrics Discussion
(5 hours)
related to drivers- Facilities, Inventory,
Transportation, Information, Sourcing, Pricing

Introduction to Modelling and Decision

Module 3 Analysis Lecture
Introduction, the modelling approach to Discussion
(5 hours)
decision making, Characteristics and benefit of
Modelling, Categories of Mathematical Models.

Linear programming and sensitivity

Module 4 analysis- Supply Chain Modelling
Lecture,
(8 hours) Using Analytic Solver Platform, Steps in Discussions,
implementing an LP Model in Spreadsheet,
Practical
Using Excel Built in Solver, Make Vs buy
Questions
Decision Problem.

Supply Chain Network Modelling

Understanding Transportation Problem, Using

LP to solve transportation problems is SCM.
Module 5
Understanding Production and Inventory
(8 hours) Planning problem, Using LP to solve Lecture,
Production and Inventory Planning problem. Discussions

If Time Permits:

Transshipment Problem, Using LP for

transshipment.

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment

or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Lean Six Sigma(PSCM33)
PGDM Trimester-III (Credit: 1.5)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course provides sound understanding of the Lean Six Sigma methodology that combines two well-
established business improvement practices: Lean and Six Sigma. This approach aims to enhance
organizational efficiency and effectiveness by eliminating waste, reducing variability, and improving
processes. It lays emphasis on the important areas, like Lean approach, six sigma & DMAIC
methodology, improvement benefits and Certification levels. It also provides a roadmap for optimal
utilization of resources by incorporating the lean six sigma skills.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO 1: Identify steps and objectives of Lean Six sigma approach.

• CO 2: Describe the root causes of effects & issues
• CO 3: Learn to use statistical and analytical tools to drive improvements based on data.
• CO 4: Develop skills in mapping processes to identify value-added and non-value-added
activities.
• CO 5: Master the Define, Measure, Analyze, Improve, and Control phases of Six Sigma
projects.

COURSE PEDAGOGY

The pedagogy will be a combination of class lectures (theory and solving problems), experience
sharing, real-life examples, case let the discussion, and assignments. In addition to the text and
reference books, additional readings and cases will be distributed in the class from time to time.
Students are also expected to read and identify the problems in understanding the concepts and their
application in real-world situations before the start of each session. This will help to develop creativity
and innovative thinking in students to manage multi-stakeholder relationships.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers,
articles, journals, and business magazines daily to augment classroom learning.

Book:

1 Lean Six Sigma: Combining Six Sigma Quality with Lean Production Speed" by Michael L.
George
2 The Lean Six Sigma Handbook: A Complete Guide to Lean Six Sigma Principles, Practices,
and Tools" by Thomas Pyzdek and Paul Keller

3 Implementing Lean Six Sigma in 30 Days" by Gopal Ranjan and Bill Kastle

4 The Lean Six Sigma Pocket Toolbook" by Michael L. George, John Maxey, David Rowlands,
and Mark Price

5 Lean Six Sigma for Dummies" by John Morgan and Martin Brenig-Jones

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz/Assignment

Group Presentation

CASE STUDY:

CLASS PARTICIPATION:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course objectives Reading from the
textbook
Introduction to Lean six sigma; Lean Six Sigma:
Combining Six Sigma
Module 1: 1. History & Evolution
Quality with Lean
(5 hours) 2. Key Principals & Concepts
3. Overview of Lean and six CO 1, CO 2 Production Speed" by
Michael L. George

Phases of Lean Six sigma approach : Lean Six Sigma:

Combining Six Sigma
Quality with Lean
1 Define Phase – Project selection and
Production Speed" by
scope.
Module 2: Michael L. George
(3 hours) 2 Measure Phase —Data Collection , CO 1, CO 2
Process Mapping
3 Analyze Phase – Root cause
Analysis
4 Improve Phase – Solution
Development
5 Control Phase – Monitoring &
sustaining

Lean Tools & Techniques The Lean Six Sigma

Handbook: A Complete
1. 5S ( Sort , Set in Order , Shine ,
Guide to Lean Six
Standardize , Sustain )
Module 3: CO 2, CO3 Sigma Principles,
(5 hours) 2 Kaizen ( Continuous improvement ) Practices, and Tools" by
Thomas Pyzdek and
3. Value Stream Mapping Paul Keller
4. Kanban ( Visual Management )

Six Sigma Tools & Techniques The Lean Six Sigma

Handbook: A Complete
[Link] Methodology
Guide to Lean Six
Module 4: 2. Statistical Analysis ( Regression , CO 3, CO4 Sigma Principles,
(6 hours) ANOVA Practices, and Tools" by
Thomas Pyzdek and
3. Control Charts & Process Capability Paul Keller
Analysis

Case studies & Certification The Lean Six Sigma

Handbook: A Complete
[Link] studies –Lean six sigma projects
Guide to Lean Six
Module 5: 2. Lean Si sigma integration with TQM CO 3, CO4, CO5 Sigma Principles,
(8hours) Approach Practices, and Tools" by
Thomas Pyzdek and
3. Industry specific applications Paul Keller
4. Certification Levels – While , Yellow ,
Green , Black , Master Black Belt
Important Note:

d. Cheating is strictly prohibited in Lloyd Business School during examinations/quizzes/

assignments or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per the policy of the institution.
LLOYD BUSINESS SCHOOL
-Competency Mapping & Performance Management (PHRM31)
PGDM Trimester-III
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
This course is designed to make aware students with a foundational understanding of the history
and development of Performance Management (PM) theories and concepts. Performance
Management is not a single-time event, but an ongoing process of planning, facilitating,
assessing, and improving individual and organizational performance. In addition, the course
emphasizes the importance of measuring the effectiveness of human resource activities that are
designed to enhance individual and organizational performance.

COURSE OUTCOMES
At the end of the course the students shall be able to:
CO1: To understand the theories and concepts of performance management in an organization
for effective management of human resources.
CO2: To apply the knowledge of performance management in effective planning, and
communicating organizational policies for appraisal and development of employees that will
foster team building and a decision-making environment.
CO3: To create a Performance management System for organizations in the Indian context for
employee development through an effective leadership role.
CO4: To analyze the role of performance management in achieving organizational objectives
through ethical practices and handling legal and technological issues.
CO5: To analyze the concept of competency mapping for effective leadership roles in an
organization through creating a team effective environment along with learning the contemporary
issues related to performance management.

PROGRAM OUTCOMES

After completing PGDM a student shall be able to

- PO1: Domain Knowledge: Apply knowledge of management theories and practices to solve
business problems
- PO2: Critical Thinking and Problem-Solving Skills: Foster Analytical and critical thinking
abilities for data-based decision making
- PO3: Leadership and Team Skills: Ability to collaborate and lead themselves and others in the
achievement of organizational goals, contributing effectively to a value-based team
environment.
- PO4: Business Environment: Ability to understand, analyze and communicate global,
economic, legal, sustainable, and ethical aspects of the business.
- PO5: Ethical Orientation: Apply ethical principles and cultivate a commitment to personal and
professional ethics in all aspects of business practice.
- PO6: Communication: Develop effective communication skills, interpersonal skills, organizing
skills, and the ability to work in a group.
- PO7: Entrepreneurial Spirit: Promoting entrepreneurial spirit to seek information, identify
risks, and innovate for their entrepreneurial journey.

- ‘1’ – Slight (Low) Correlation

- ‘2’ – Moderate (Medium) Correlation
- ‘3’ – Substantial (High) Correlation
- ‘-’ indicates there is no correlation.

PO1 PO2 PO3 PO4 PO5 PO6 PO7

CO1 3 - - - - - -

CO2 - 3 3 - - - -

CO3 - - 3 - - - -

CO4 - - - 3 - - -

CO5 - - 3 - - - -

3 3 3 3 - - -

● Dr Davendra Prasad Performance Appraisal & Management, Himalaya Publishing

House

Reference Books:
• P Chaddha, (2023) Performance Management, Macmillan
Publishers India Limited.
● Bhattacharyya, Dipak Kumar (2011). Performance Management, Systems, and
Strategies, 1/e; New Delhi: Pearson
● Armstrong, M., Performance management: Key strategies and practical guidelines,
Kogan Page, London
● Robert B., Performance management, McGraw-Hill EducationIndia.
● Prem Chadha (2011). Performance Management, 1/e; New Delhi:Macmillan

● Rao, T.V. (2008). Performance Management and Appraisal System, 1/e; New Delhi:

Sage

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The practical case studies will be discussed in class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation
skills, and decision-making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives met from
the
textbook
Introduction to Performance
Management CO1
Performance Management –
Module 1 Concepts, Philosophy, Overview,
(6 hours) Objectives, and Standards;
Historical development in India;
Performance management and
performance appraisal; Linkage
of performance management system with
other Practices
Performance Planning and Appraisal CO2
Performance Planning – Process,
Methods of performance appraisal;
Module 2 Appraisal Communication; Counselling,
(4 hours) identifying potential for development;
Linking pay with performance,
Implications of Management Styles on
Performance Appraisal
Performance Management Systems
PMS – Importance, Features,
Module 3 Dimensions, Performance consulting,
(6 hours) Four pillars of PMS, Strategic
Performance Management systems, CO3
Linkage between Performance
management and employee development,
and Performance management practices
in Indian organizations.
Implementation and Issues in
Performance Management CO4
Module 4 Implementing PMS- Strategies and
(6 hours) challenges; Characteristics of effective
performance metrics; Role of HR
professionals in performance
management; Performance management
as an aid to learning and employee
empowerment; Performance
management documentation;
Performance management audit; Ethical
and legal issues in performance
management; Use of technology and e-
PMS, Facilitation of Performance
Management System through
Automation.
Competency and Team based PMS
Competency-based Performance
Module Management System – Managerial CO5
5 (8 skills and competencies, developing
hours) competencies, Competency
Identification, and Assessment Process,
Competency models, Team
Performance Management – Principles,
work wheel, Measuring and managing
team performance, Stages, Team
building, role analysis
Contemporary practices of PM
Balanced Scorecard – HR Scorecard -
Business Process Reengineering -
McKinsey 7S framework - Lean
Management - Quality management
systems, Six-sigma practices, Quick
Response Manufacturing.

Important Note:

a) Plagiarism is the use of or presentation of ideas, or works that are not one’s own and
which are not common knowledge, without granting credit to the originator.
Plagiarism isunacceptable in Lloyd Business School and will invite a penalty. The type
and extent ofthepenalty will be at the discretion of the concerned faculty.

a) Cheating is strictly prohibited in Lloyd Business School during

examinations/quizzes/assignments or providing such assistance to other students. If
any student is found guilty, he/ she will be punished as per the policy of the institution.
LLOYD BUSINESS SCHOOL

Compensation and Reward Management (PHRM32)

PGDM Trimester-III (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

Payroll management can provide many job opportunities if you are considering a career
within Human Resources. The principal role of the Human Resources Payroll Manager is to
ensure accurate delivery of payroll to a company’s workforce. You may also be responsible
for a team of payroll administrators depending upon the size of the organisation.
Motivation and retention of talent are important aspects of HRM and compensation
management is one of the key drivers for motivating and retaining employees. This course
deals with the way organizations design & administer a compensation system that rewards
employees fairly to improve performance.

This course in payroll management gives practical training to become aware of the basic
concepts of payroll management. This course will teach the concept and calculation of EPF
Act, ESI Act, Gratuity and Bonus Act, HRA, Leave Management, Exemption, Deduction,
TDS and Tax Slabs, CTC Designing and Take-Home Salary.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: To understand the concepts of compensation management in an organization and apply
theory into practice.
• CO2: To provide practical knowledge about the benefits attached with Compensation design
• CO3: To differentiate between compensation design for different levels of organizational
structure in order to attain the organizational long term strategic goals.
• CO4: To apply coma
• CO5: To find out the statutory laws designed by GOI in relation to Compensation design for
employees and gain practical application.
PROGRAM OUTCOMES

After completing PGDM a student shall be able to

- PO1: Domain Knowledge: Apply knowledge of management theories and practices to

solve business problems
- PO2: Critical Thinking and Problem-Solving Skills: Foster Analytical and critical
thinking abilities for data-based decision making
- PO3: Leadership and Team Skills: Ability to collaborate and lead themselves and others
in the achievement of organizational goals, contributing effectively to a value-based team
environment.
- PO4: Business Environment: Ability to understand, analyze and communicate global,
economic, legal, sustainable, and ethical aspects of the business.
- PO5: Ethical Orientation: Apply ethical principles and cultivate a commitment to
personal and professional ethics in all aspects of business practice.
- PO6: Communication: Develop effective communication skills, interpersonal skills,
organizing skills, and the ability to work in a group.
- PO7: Entrepreneurial Spirit: Promoting entrepreneurial spirit to seek information,
identify risks, and innovate for their entrepreneurial journey.

- ‘1’ – Slight (Low) Correlation

- ‘2’ – Moderate (Medium) Correlation
- ‘3’ – Substantial (High) Correlation
- ‘-’ indicates there is no correlation.

PO1 PO2 PO3 PO4 PO5 PO6 PO7

CO1 3 - - - - - -
CO2 - 3 - - - - -
CO3 - - 3 - - - -
CO4 3 - - 3 - - -
CO5 3 - - 3 - - -
3 3 - 3 - - 2.5

COURSE PEDAGOGY
This course will be based on Class room lectures, Assignments based on discussions, cases and
group-projects. Students would have to work independently as well as in groups. Students are
expected to study the relevant concepts from the book, relevant YouTube videos and other
materials before they come to the classroom.

COURSE READINGS

Additional References:

1. Henderson, Richard. ‘Compensation in a Knowledge based Work.’ Pearson Education.

2. Bhatia, S.K. ‘New Compensation Management in a Changing Environment’, Deep and
Deep Publications, 2009 Reprint
3. Milkovich, George, Newman, Jerry and Venkataratnam, C.S., ‘Compensation’, Pearson
Education, 9th Edition.

Websites:
Compensation Designs: [Link]
[Link]

The Perfect Pay Plan: [Link]

The Changing Face of Reward:

[Link]

Rewards in India:

[Link]

CEO Compensation, how much is too much:

[Link]
much

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested
Case Study Analysis 10 1.5 hrs Critical Thinking
Mid-Term Exam 10 1.5 hrs Subjective knowledge
Quiz 10 30 min Reasoning Ability
Class Presentation 10 10 min Communication skills

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision-making skills with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Reading
Course
Module Topics to be covered from the
objectives
textbook
Introduction Compensation and Rewards
Management
• Wages and Compensation CO1
Module 1 • Wage Components
(5 hours)
• Objectives of Compensation
• Principles of Compensation
• Theories of Wage Determination
• Types of Wages
• Wage boards
Wage policies
• Case Study – An Approach to Public
Sector Pay Revision
• Case Study – Wage Revision in
Newspaper Industry
Employee Benefits

• Introduction
Module 2 • Non-Monetary Benefits CO2
• Tax Obligations on Employee
benefits
• Types of Employee Benefits
• Statutory Employee benefits in India
• Deferred Compensation Plan
Team Based Compensation

• Effective Design of Team Based

Compensation
Executive Compensation
Module 3 CO3
• Components of Executive
Compensation
• Calibration of Executive Comp
• Transparency in Executive Comp
• Executive Compensation design
Managing Rewards

• Introduction
• Definition and concepts of Rewards
• Difference between compensation
Module 4 and rewards CO4
• Benefits of Rewards and Recognition
• Total Rewards-concepts and
strategies
• Rewards and recognition policy
• Ethics in reward and recognition
Legal & Technical Issues in Compensation
Management

• Wage Determination
• Tax Implications
Module 5 • Compensation & IT Act CO5
• Perquisites
• CTC
• Pay at risk
• Wage fixation
Variable Compensation

Retirement Plan

Payroll Management

Quantitative Analysis

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Managing Diversity, Equity & Inclusion(PHRM33)
PGDM HRM Trimester-III
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The objective of this course is to create awareness and understanding among students about
the role and importance of valuing and managing diversity and to develop leadership skills
required to manage a diverse workforce effectively.

COURSE OUTCOMES

Course Learning Outcomes:

1. Understanding the concept of diversity and diversity related issues in a global context.
2. Examine the theoretical perspectives on diversity and exclusion in the workplace.
3. Identify issues related to cultural and gender diversity in the global workplace.
4. Examine sources and dimensions of diversity in India and Appreciate the inclusive
workplace model for managing diversity.
5. Analyze diversity management programs, strategies and policies and examine its
relationship to leadership.

PROGRAM OUTCOMES

After completing PGDM a student shall be able to

- PO1: Domain Knowledge: Apply knowledge of management theories and practices to

solve business problems
- PO2: Critical Thinking and Problem-Solving Skills: Foster Analytical and critical
thinking abilities for data-based decision making
- PO3: Leadership and Team Skills: Ability to collaborate and lead themselves and others
in the achievement of organizational goals, contributing effectively to a value-based team
environment.
- PO4: Business Environment: Ability to understand, analyze and communicate global,
economic, legal, sustainable, and ethical aspects of the business.
- PO5: Ethical Orientation: Apply ethical principles and cultivate a commitment to
personal and professional ethics in all aspects of business practice.
- PO6: Communication: Develop effective communication skills, interpersonal skills,
organizing skills, and the ability to work in a group.
- PO7: Entrepreneurial Spirit: Promoting entrepreneurial spirit to seek information,
identify risks, and innovate for their entrepreneurial journey.

- ‘1’ – Slight (Low) Correlation

- ‘2’ – Moderate (Medium) Correlation
- ‘3’ – Substantial (High) Correlation
- ‘-’ indicates there is no correlation.

PO1 PO2 PO3 PO4 PO5 PO6 PO7

CO1 2 - - - - 3 -
CO2 3 3 - - - - -
CO3 3 - - 3 - 3 3
CO4 - - 3 - 3 - -
CO5 - - - 3 - - 2
2.6 3 3 2.6 3 3 2.5

COURSE READINGS
The following books are being referred for the course. Students are advised to read newspapers,
articles, journals, and business magazines daily to augment classroom learning. The video
lecture links of the teaching faculty will also be provided to clear the doubts after the classroom.
Suggested Readings:
1. Barak, M. E. M. (2014). Managing diversity: Toward a globally inclusive workplace
(3 rd ed.). Sage Publications.
2. Ozbilgin, M, A Tatli& K. Jonsen. (2015). Global diversity management an evidence -
based approach(2nded.). Palgrave.
3. Clements, P., & Jones, J. (2008). The diversity training Handbook. Kogan Page.
4. Bendl, R. I., Bleijenbergh, E. Henttonen& Mills A. J. (ed) (2015). The Oxford Handbook
of Diversity in Organizations. Oxford University Press.
5. Kossek, E. E., &Lobel, S. A. (1997). Managing diversity: Human Resource Strategies for
Transforming the Workplace. Oxford/Blackwell Publishers.
6. Ruffino, N. C. (1999). Diversity success strategies. Butterworth.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills,
and decision-making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from

the textbook

Module 1 Introduction and conceptual framework of

DEI

Diversity Legislation in a Global Perspective:

Equality & fairness in workplace

Discrimination, Equality & fairness in

Employment: Social Policies and
affirmative/positive action plans
Global demographic trends: Impact on
Module 2
Workforce diversity

Socio-Economic Transitions: The new

realities of Global workforce

Module 3 Defining Diversity in Global Context:

Prejudice and Discrimination

Theoretical Perspectives on Diversity and

Exclusion in Workforce

Module 4 Diversity management: Paradigms, rationale

and key Elements

Inclusive Leadership

Module 5 Overview of Inclusive Workforce Model

Inclusion through Diversity within the Work

Organization

Inclusion through Corporate-Community

Collaboration

Inclusion through State- national

Collaborations

Inclusion through International Collaborations

Important note:

COURSE INTRODUCTION

Develop a comprehensive understanding of SEO strategies, including basics, keyword

optimization, audits, and measurement, along with App Store Optimization (ASO) techniques.
Acquire expertise in creating, managing, and optimizing SEM campaigns, covering campaign
structures, goals, targeting, bidding, ad creation, and effective use of tools. Evaluate the
effectiveness of SEM campaigns by tracking metrics, optimizing strategies, and implementing
various optimization techniques across different campaign objectives. Explore the
fundamentals of display advertising, future trends, and the creation of impactful ad creatives.
Gain practical experience in using tools like Google Display Network and PPC, and apply the
acquired knowledge to real-world projects by setting up ad campaigns through Google Ads.

COURSE OUTCOMES

At the end of the course, the students will be able to:

● CO1. Understand SEO, SEM and Display Marketing

● CO2. Analyse different SEO, SEM and Display Marketing Strategies
● CO3. Apply concepts to build an effective SEM marketing campaign
● CO4. Understand how ChatGPT is leveraged for building online campaigns
● CO5. Understand and anlayse different types of metrics to ascertain the effectiveness of
your marketing campaig.
● CO6. Understand different types of tools used in SEO and SEM

COURSE PEDAGOGY:

The course will be a blend of classroom and online teaching, with recorded videos given as
reference material.
COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course objectives

met
SEO Strategy and Optimization

● SEO basics,
● Keyword strategy,
Module 1
● SEO Audit
● SEO measurement CO1, CO2
● App Store Optimisation.
Other SEO
CO3
● Mobile SEO,
● Future of SEO,
Module 2
● Case Study: Thomas Cook and Case
Study - Rupee Circle.
Effectiveness of An SEM Campaign
Module 3 CO2,CO3
● SEM Strategy, Metrics to Track Google
Ads Campaigns,
● Metrics to Track Awareness Campaigns,
● Metrics to Track Lead Generation
Campaigns,
● Metrics to Track Sales Campaigns,
● SEM Efforts - Analysing and Reporting,
● Optimise Your Audience Strategy,
● Optimise Your Keyword List,
● Optimise Your Ad Copy,
● Optimise Your Campaign for Mobile,
Advertising,
● Optimise Your Landing Page, Optimise
Using Attribution Models,
● Setting the Premise, Carrying out
Research,
● Running a Campaign and Forecasting
Results
Display Advertising
Module 4
● Basics of Display Advertising,
● Future of Display Advertising
CO3 & CO4
● Creating an Ad Creative
ChatGPT to improve SEO & SEM Efforts
Module 5 CO3, CO4
● Advertising On The Internet,
● ChatGPT Tutorial
● Optimising The Search Engine.

Important Note:

a. Palagiarism is the use of or presentation of ideas, works that are not one’s own and
which are not common knowledge, without granting credit to the originator. Plagiarism
is unacceptable in Lloyd Business School and will invite penalty. Type and extent of
penalty will be at the discretion of the concerned faculty.
b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/
assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Social Media and Influencer Marketing (PAMM32)
PGDM Trimester-III (Credits: 3)

COURSE INTRODUCTION

Understand the foundational principles and strategies of social media marketing, including
audience targeting, content creation, and platform [Link] methods to optimize content
for increased reach and engagement, and utilize analytics tools to measure performance and
derive actionable [Link] and comprehend the nuances and best practices of marketing
on diverse social media platforms beyond the major ones, tailoring strategies for specific
[Link] practical proficiency in using various social media marketing tools for analytics,
content scheduling, community engagement, and campaign optimization, applying these skills
to real-world scenarios.

COURSE OUTCOMES

At the end of the course, the students will be able to:

● CO1. Understanding the use of social media platforms in marketing and how it helps
business grow.
● CO2. Analysing how social media plans and aligning them to social media strategy.
● CO3. Apply the concepts of psychology in social media strategy.
● [Link] website content and applying content strategies to amplify social media
content.
● CO5. Understanding how different social media channels like Instagram, YouTube,
LinkedIn works and developing strategies for each.
● CO6. Evaluate leveraging ChatGPT and different social media tools to measure the
success of different social media campaigns.

COURSE PEDAGOGY:

The course will be a blend of classroom and online teaching, with recorded videos given as
reference material.
COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual
Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course objectives

met
Introduction to Social Media Marketing

● Importance of Social Media in Marketing,

● Defining the Purpose of Your Social Media
Module 1 Presence,
● Popular Social Media Channels, CO1, CO2
● Choosing the right Social Media Channel Mix.
● Starting a business with social media
marketing.
● Identifying the steps to create a Social Media
Marketing Plan,
● Creating an Always-On Social Media Strategy,
● Creating a Campaign Strategy, Paid and
Organic Execution Strategies,
● Online Relationship Management (ORM),
Create a Social Media Calendar and Social
Media Audit.
Social Media Marketing – Planning, Amplifying
and Analysing Content

●Steps to Amplify Social Media Content,

●Understanding Social Media Ad Formats,
●Buying Methods for Social Media Ads,
Module 2 ●Consumer Psychology and Social Media, CO3
●Use of Psychology in Building SMM Strategy,
●Colour Psychology in SMM
●Measuring Social Media Performance.
Marketing on other Platforms
Module 3 CO2,CO3
● Introduction to Instagram, Organic Content on
Instagram - Best Practices,
● Planning an Ad Campaign, Instagram Ad
Placements and Formats,
● Instagram Ad Campaign in Action and
Instagram Ads - Best Practices.
● Organic Marketing on Linkedin - Best
Practices, Planning an Ad Campaign, Linkedin
Campaign Ad Formats,
● Linkedin Ad Campaign in Action and Best
Practices for Linkedin Ads.
● Introduction to YouTube, Organic Content on
YouTube, Planning an Ad Campaign,
● Audience Segments and Targeting, Bidding on
YouTube and A YouTube Campaign in Action.
Sharechat, Snapchat, Short Video Platforms,
Quora
● Reddit, Introduction to Optimisation,
Optimisation Techniques, and Platform-
Specific Optimisation.
Influencer Marketing

● Recall the key concepts and terminologies and

explain the principles and strategies behind
successful influencer marketing campaigns.
● Apply influencer marketing to a given scenario
and analyse the strengths and weaknesses of
the campaign while also evaluating their
impact on brand awareness and sales.
Module 4 CO3 & CO4
● Create an influencer marketing plan that aligns
with a specific brand and target audience.

ChatGPT for SMM

● How To Build A Web Presence,

● Rise Of Artificial Intelligence,
Module 5 ● What Is ChatGPT?,
● ChatGPT: Setting Up And Playing Around, CO3, CO4
● Prompt Engineering, Limitations Of ChatGPT
and ChatGPT Tutorial.
Module 6 Case Studies CO5,CO6

● Marketing Strategy of McDonald’s: Conclude

how Facebook helped McDonald’s drive sales
through McDelivery, McDonald’s delivery
app, as well as promote its weekly offers.
● The Mauka Mauka Campaign: Explain the
scope of the case study and how the strategy
can be used for social media marketing.
Examine one of the most successful digital
campaigns by Star Sports India and understand
how the brand integrated its social media
strategy with the overall campaign.
● Marketing Strategy of Grofers (Blinkit):
Explain the scope of the case study and how the
strategy can be used for social media
marketing. Inspect the problems that Grofers
(Blinkit) had faced with creative performance
and analyse how they used Facebook to resolve
the problem.
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Artificial Intelligence in Marketing(PAMM33)
PGDM Trimester III (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION:

This course provides an in-depth understanding of how artificial intelligence (AI) is

transforming the field of marketing. Participants will explore various AI tools and techniques,
learn to implement AI strategies in marketing campaigns, and understand the ethical
considerations involved.

COURSE OUTCOMES:

1. Understand the fundamentals of AI and its applications in marketing.

2. Analyze customer data using AI to improve marketing strategies.
3. Learn to implement AI-driven marketing tools.
4. Develop skills to create personalized customer experiences using AI.
5. Understand the ethical implications of using AI in marketing.

COURSE PEDAGOGY:

COURSE READINGS:

Sterne J., “Artificial intelligence for marketing: practical applications”, John Wiley & Sons.
Reference Books:.

1. Gentsch, Peter., “AI in marketing, sales and service: How marketers without a data science
degree can use AI, big data and bots”, (eBook) Springer.
2. King K., “Using Artificial Intelligence in Marketing: How to harness AI and maintain the
competitive edge”, Kogan Page Publishers

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives

Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives the text book
met

Introduction to AI in Marketing-
Module 1 Understanding the basics of AI in CO1

(7 hours) Marketing, Using AI for STP,

Application of AI in Marketing Mix,
Marketing Information Systems and its
Components.

Data-driven Marketing- Role of data in

marketing, Data collection methods and
sources, Data preprocessing and cleaning
techniques for marketing datasets

Standardization, Personalization &

Relationalization of Brands using AI,
Module 2 Understanding Networks and Brand CO2
Network Effect, Understanding the Use
(7 hours) of AI for Addressing Competition, AI and
Brand Equity,

Implementation of AI by Product
Managers, AI in Service, Pricing
Strategies Using AI,

AI in Sales promotion and Direct

Module 3 Marketing, Role of AI in Advertising , AI CO3

(7 hours) in PR and Publicity and Social Media

Marketing, Personal Selling using AI,
Sales management using AI, AI and
Marketing Channel Management,
Changing face of Retailing in the age of
AI
Automated content generation using AI
Module 4 tools, AI-driven chatbots for customer
(4 hours) service and engagement CO4

Ethical issues in AI marketing,

Compliance with regulations (GDPR,
Module 5 CCPA) and industry standards CO5

(5 hours) Emerging trends and advancements in AI

marketing, Predictions for the future of
AI-driven marketing strategies and
technologies, Opportunities and
challenges in adopting AI in marketing
practices

Important Note:

Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are
not common knowledge, without granting credit to the originator. Plagiarism is unacceptable
in Lloyd Business School and will invite penalty. Type and extent of penalty will be at the
discretion of the concerned faculty.

Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment

or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Convincing Markets and Investors - Fundraising, Pitching & Crowdfunding
CODE: PEM31
PGDM Trimester- (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

In this dynamic course tailored for PGDM Entrepreneurship, you'll delve into the art of securing
financial backing for your ventures. Whether you're aiming to pitch to venture capitalists, angel
investors, or leverage crowdfunding platforms, this course equips you with essential strategies
and practical skills. Explore the nuances of crafting compelling business pitches, mastering
investor relations, and navigating diverse fundraising channels. Gain insights into market
validation, financial projections, and the psychology of investor decision-making. By the end,
you'll possess the confidence and expertise to effectively secure funding and propel your
entrepreneurial endeavors to success.

COURSE OUTCOMES

CO1: Master the art of crafting persuasive pitches tailored to different investor audiences.
CO2: Acquire strategies to effectively navigate crowdfunding platforms for fundraising
success.
CO3: Understand the key components of investor relations and communication in
entrepreneurial ventures.
CO4: Develop skills in market validation and financial forecasting to bolster investor
confidence.
CO5: Gain insights into ethical considerations and best practices in fundraising and pitching
processes.
COURSE PEDAGOGY

COURSE READINGS

1. Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist by Brad Feld and
Jason Mendelson
2. The Crowdfunding Handbook: Raise Money for Your Small Business or Start-Up with
Equity Funding Portals by Cliff Ennico
3. Pitch Anything: An Innovative Method for Presenting, Persuading, and Winning the Deal
by Oren Klaff

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted
based on assignments, analytical & communication skills, interpretation skills, and decision-
making skills concerning the case and practice problems. Active participation and discussion
in class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives
(CO) met

Module 1: -Stages of Fund Raising

Fundraising -Startup Valuation
-Mode of Investment

Module 2: -Family Investor

Business Pitch -Non-family Investor

Module 3: -Shareholder's Agreement

Investor's -Investor Incentives
Perspective -Potential Return for Investors
-Investment Requirement
-Financial Analysis -
Returns/Operation Parameters

Module 4: -Story Telling: Business Pitch

Immersive
Learning
Experience

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty, he/ she
will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Creating and leading SMEs and Family Businesses

CODE: PEM32

PGDM Trimester- (Credits: 3)

Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course in the PGDM Entrepreneurship Programme focuses on the unique dynamics of
small and medium enterprises (SMEs) and family-run businesses. Explore the fundamentals of
launching and sustaining SMEs, including strategic planning, operational efficiencies, and
navigating market challenges. Gain insights into the complexities of family business dynamics,
succession planning, and governance structures crucial for long-term sustainability. Through
case studies and interactive sessions, develop essential leadership skills tailored to SMEs and
family enterprises, empowering you to effectively manage growth, innovation, and
intergenerational transitions in these vital sectors of the global economy.

COURSE OUTCOMES

CO1: Develop strategies for initiating and scaling small and medium enterprises (SMEs) in
diverse industries.
CO2: Understand the unique challenges and opportunities in managing family businesses across
generations.
CO3: Gain insights into effective leadership styles and practices specific to SMEs and family-
run enterprises.
CO4: Acquire skills in financial management, resource allocation, and risk mitigation tailored
for SMEs.
CO5: Learn best practices in governance, succession planning, and fostering innovation within
family businesses.
COURSE PEDAGOGY

COURSE READINGS

1. The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It
by Michael E. Gerber
2. Family Business Succession: The Final Test of Greatness by John L. Ward
3. Entrepreneurship and Family Business edited by T. Zellweger, M. Nordqvist, and P.
Sharma

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted
based on assignments, analytical & communication skills, interpretation skills, and decision-
making skills concerning the case and practice problems. Active participation and discussion
in class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objective
s (CO)
met

Module 1: A Family -STEP Model

Business Venture
-Two contrasting cases (scale)

-Entrepreneurial orientation of the

family business

-Resource optimisation

Module 2: -SCAMPER Method in ideation

Innovation and
Family Business

Module 3: Family -Intrapreneurs And Entrepreneurs

Intrapreneurship
-Foundations of family
intrapreneurship

Module 4: -Balancing Tradition with

Comparisons b/w a Innovation: Strategies for Sustainable
Growth
family run
traditional business -Leadership Styles and Management
Practices in Family Businesses and
and a start up
Startups
-Navigating Challenges and
Opportunities in Family Businesses
vs. Startups

Module 5: Exposure to a family business group

Immersive - Case study discussion
Learning
Experience
Important Note:

a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are
not common knowledge, without granting credit to the originator. Plagiarism is

unacceptable in Lloyd Business School and will invite penalty. Type and extent of penalty will
be at the discretion of the concerned faculty.

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty, he/ she
will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Ideation and Design Thinking for Problem-Solution Fit
CODE: PEM33
PGDM Trimester- (Credits: 1.5)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course "Ideation and Design Thinking for Problem-Solution Fit" is designed to equip
aspiring entrepreneurs with innovative methodologies to identify and solve real-world
problems. Focusing on ideation techniques and the principles of design thinking, students will
learn to generate creative solutions and validate their feasibility and desirability. The course
emphasizes user-centered approaches, encouraging empathy and iterative prototyping to refine
ideas. Through hands-on projects and collaborative exercises, students will develop the skills
to achieve a strong problem-solution fit, laying a solid foundation for successful entrepreneurial
ventures. This course is essential for anyone looking to innovate and create impactful solutions.

COURSE OUTCOMES

CO1: Creative Ideation: Generate innovative ideas for solving real-world problems.

CO2: Design Thinking: Apply design thinking principles to develop user-centered solutions.

CO3: Problem-Solution Fit: Validate the feasibility and desirability of solutions.

CO4: Prototyping Skills: Develop and test prototypes iteratively for refinement.

CO5: Collaborative Innovation: Enhance teamwork and collaboration in creative processes.

COURSE PEDAGOGY

COURSE READINGS

1. Design Thinking for Social Innovation" by Tim Brown and Jocelyn Wyatt
2. The Innovation Value Chain" by Morten T. Hansen and Julian Birkinshaw
3. How to Build Your Creative Confidence" by Tom Kelley and David Kelley

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted
based on assignments, analytical & communication skills, interpretation skills, and decision-
making skills concerning the case and practice problems. Active participation and discussion
in class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives
(CO) met

Module 1: The -Styles of Thinking

Principles of -Principles of Ideation
Thinking

Module 2: -Understanding Concepts of

Creativity and Creative ideation
Innovation -Innovation through Human
Centered DesignS

Module 3: -Principles of Design Thinking-

Introduction to Loops
Design Thinking :
Overview

Module 4: -As is scenario

Process of Design -Empathy mapping
Thinking -Needs mapping
-Prioritization grid
-Hills statement

Module 5: -Data analytics and Design

Integrating of Thinking
Design, -Applying principles of Design
Technology and Thinking in AI
Businesses -Blockchain and Design Thinking

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz

/assignment or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per policy of the institution.
PGDM
TRIMESTER IV
LLOYD BUSINESS SCHOOL
Universal Human Values & Professional Ethics (PCP41)
PGDM Trimester-IV (Credit: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course is designed to make the students aware about the concept of “Value Education” in
their personal and professional life and serves as an important addition to the skills being
imparted to them through other courses in the management stream. The course, through self-
exploration and self-investigation, is expected to help a student resolve doubts and conflicts
arising in their day to day life by developing a holistic perspective and ethical human conduct.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: To identify and self-investigate the different aspects of “Values” and

“Skills” inorder to achieve human aspirations of continued happiness and prosperity.
• CO2: To understand the process of natural acceptance and its application for self,
family, society, and nature.
• CO3: To apply a holistic view in different situations in personal and professional
lifeusing concepts of “Values”.
• CO4: To analyse a given situation from the lens of natural acceptance leading to
harmonyin self and with others.
• CO5: To assess a professional dilemma through the perspective of value education
andethical human conduct.
•
COURSE PEDAGOGY:

This course will be covered through Class room lectures, discussions, cases, scenarios,
quizzes, and assignment/projects. This course intends to start with a dialogue between the
faculty and the student and as the course progresses, the student are expected to self-explore
their natural acceptance of values and ethics. Relevant readings/reference material would be
provided to the students.
COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers,
articles, journals and business magazines daily to augment the classroom learning.

Text Book:

1. R.R Gaur, R Sangal, G P Bagaria, A foundation course in Human Values and

Professional Ethics, Excel books, New Delhi, 2010, ISBN 978-8-174-46781-2

Reference Books:

1. B L Bajpai, 2004, Indian Ethos and Modern Management, New Royal Book Co.,
[Link] 2008
2. E.F. Schumacher, 1973, Small is Beautiful: a study of economics as if people
mattered, Blond & Briggs, Britain
3. P. L. Dhar, R. R. Gaur, 1990, Science and Humanism, Commonwealth Publishers.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study/
Scenario
Analysis
Quiz
Assignment

End Term
Examination

Class Participation: The course is primarily discussion based and different cases/scenarios
will be discussed in the class. Marks will be allotted based on the evaluation criteria mentioned
in the previous section.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met textbook
Introduction to Value Education (VE)
1. Understanding VE, Process of VE and Self
Module 1 Exploration, Concept of Swatva, Swatantra, and CO1 Chapters 1,
(5 hours) Swarajya. 2,3,4
2. Basic Human Aspirations, Right Understanding,
Relationship and Physical Facilities, Current
Scenario.
3.
Harmony with “Self”
1. Contrasting “I” and the “physical body” and their
Module 2 needs.
(5 hours) 2. Understanding body as an instrument of “I”, CO2, Chapters
harmony in the “self” and of the “self” with the CO3, 5,6,7
“body” CO4
3. Ensuring “Sanyam” and “Swasthya”.
4.
Harmony in the Family and Society, and Nature
1. Understanding harmony in the family – the basic
unit of human interaction.
Module 3
2. Understanding values in human relationship; Trust
(5 hours)
(Vishwas) and Respect (Samman) as the CO2, Chapters
foundational values of relationship. CO3, 8,9,10,11
3. Understanding harmony in the Society. CO4
4. Understanding Four orders of Nature and realizing
existence and co-existence at all levels.
5.
Holistic Understanding of
Harmony- A Look at Professional
Ethics
Module 4 1. Natural acceptance of human values, Definitiveness Chapters
(5 hours) CO2, 12,13,14
of Ethical Human Conduct, Basic for Humanistic
Education, Humanistic Constitution and CO3 CO5
Humanistic Universal Order
2. Competence in professional ethics, Strategies for
transition towards Value based life and Profession.
3.
Important Note:
a) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which
are not common knowledge, without granting credit to the originator. Plagiarism is
unacceptable in Lloyd Business School and will invite penalty. Type and extent of penalty
will be at the discretion of the concerned faculty.

b) Cheating is strictly prohibited in Lloyd Business School during examinations/

quiz/assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Introduction to AI: Machine Learning (PBAAI41)-Dr. Saumendra
Mohanty
PGDM BA Trimester-IV (Credit:3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION

The Artificial Intelligence Analyst career path prepares students to apply AI concepts to build
real-life solutions. This career path introduces students to basic concepts of AI, machine
learning algorithms, natural language processing, chatbots, and computer vision. Students apply
the concepts they learn to practical examples by using IBM Watson services and tools on IBM
Cloud.

COURSE OUTCOMES

● CO1. Understand the machine learning (ML) concepts.

● CO2. Analyze and explore the modelling tools in ML.
● CO3. Master the skill of adopting a structured approach for solving business challenges
of all types and to improve consumer experience through natural language processing
and computer vision in ML.
● CO4. Learn to solve the problems in human-centric ways and find innovative solutions
through Chat-bots.
● CO5. Derive invaluable insights into your business by focusing on AI and its
applications in business.

COURSE PEDAGOGY

COURSE READINGS

Textbooks:

1. "Artificial Intelligence: A Modern Approach" by Stuart Russell and Peter Norvig

2. This comprehensive textbook covers the fundamentals of AI, including search
algorithms, knowledge representation, machine learning, and robotics.
3. "Pattern Recognition and Machine Learning" by Christopher M. Bishop
This book provides an excellent introduction to the fields of pattern recognition and machine
learning. It includes a detailed discussion of Bayesian networks, graphical models, and other
probabilistic models.
4. "Machine Learning: A Probabilistic Perspective" by Kevin P. Murphy

This book focuses on the probabilistic approach to machine learning, covering a wide range of
models and methods.

"Deep Learning" by Ian Goodfellow, Yoshua Bengio, and Aaron Courville

A foundational text for deep learning, covering the theoretical underpinnings and practical
implementation of deep learning models.

Reference Books:

1. "Introduction to Machine Learning with Python: A Guide for Data Scientists" by Andreas C.
Müller and Sarah Guido

A practical guide that introduces the fundamental concepts of machine learning using
Python.

2. "Hands-On Machine Learning with Scikit-Learn, Keras, and TensorFlow" by Aurélien Géron

This book provides practical tutorials and examples to implement machine learning models
using popular Python libraries.

3. "Pattern Classification" by Richard O. Duda, Peter E. Hart, and David G. Stork

A classic text that covers various pattern classification techniques and their applications.

4. "Bayesian Reasoning and Machine Learning" by David Barber

This book emphasizes the Bayesian approach to machine learning and includes practical
examples and exercises.

These textbooks and reference books offer a comprehensive foundation for understanding
both the theoretical and practical aspects of AI and machine learning.
COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 40% 3 hrs. Analysing ability and aptitude,

Knowledge Sharing, Problem
understanding

Mid-Term Exam

Quiz

Individual Presentation 30% 2 hrs. Critical Thinking , Creativity ,

Communication development

Assignment

Individual Project

Group Presentation 10% 4 hrs. Business Acumen and Application skills

Case Presentation 20% 4 hrs. Problem resolving skills

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.

SESSION PLAN

The following session plan would be adhered to by the faculty:

Topics to be Reading from the

Module Covered Course Objectives Met Textbook
"Artificial Intelligence:
A Modern Approach" -
Introduction to Chapter 1: Introduction
Artificial Gain an understanding of the to AI and Chapter 3:
Module Intelligence and scope and applications of AI Solving Problems by
1(2Hrs) Machine Learning and ML. Searching
- What is AI?
- Overview of
Machine Learning
- Applications of
Machine Learning
Develop familiarity with
fundamental concepts such "Machine Learning: A
as supervised learning, Probabilistic Perspective" -
Module Basic Concepts in unsupervised learning, and Chapter 1: Introduction to
2(3Hrs) Machine Learning reinforcement learning. Machine Learning
- Supervised
Learning
- Unsupervised
Learning
- Reinforcement
Learning
"Pattern Recognition and
Explore common machine Machine Learning" - Chapter
Module Machine Learning learning algorithms and their 4: Naive Bayes and Chapter
3(4Hrs) Algorithms applications. 5: Decision Trees
- Linear Regression
- Logistic
Regression
- Decision Trees
"Pattern Recognition and
Machine Learning" - Chapter
6: Linear Models for
Learn methods to evaluate Classification and Chapter 7:
Module Model Evaluation and validate machine Probabilistic Learning for
4(3Hrs) and Validation learning models. Classification
- Cross-Validation
- Confusion Matrix
- ROC and AUC
Module Hands-On Project Apply learned concepts in a "Introduction to Machine
5(3Hrs) Development real-world project. Learning with Python" -
Chapter 2: Supervised
Learning
- Project Planning
- Implementation
- Testing and
Validation

Important Note:
a) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are
not common knowledge, without granting credit to the originator. Plagiarism is unacceptable
in Lloyd Business School and will invite penalty. Type and extent of penalty will be at the
discretion of the concerned faculty.
b) Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment
or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Introduction to prompt Engineering (PBAAI41)-[Link] Mohanty
PGDM BA Trimester-IV (Credit:3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

COURSE OUTCOMES

● CO1. Gain a firm grasp of the fundamentals and importance of rapid engineering
within the framework of PGDM education and corporate leadership by reading
Understanding the Conceptual Foundations.

● [Link] the ability to methodically examine prompts recognizing implicit

presumptions, essential elements, and underlying goals.

● CO3. Learn how to combine critical thinking, creativity, and strategic foresight to
create well-organized, strategic answers to prompts.

● CO4. Utilize timely engineering ideas and techniques in practical decision-making

situations to improve your capacity for wise and sensible decision-making.

●CO5. Investigate the moral implications and issues with prompt engineering in
commercial settings, encouraging ethically sound and accountable decision-making.
COURSE PEDAGOGY

COURSE READINGS

1. Subject: "The Art of Critical Decision Making Michael A. Roberto wrote this.
.
Reference Books:

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 40% 3 hrs. Analysing ability and aptitude, Knowledge

Sharing, Problem understanding

Mid-Term Exam

Quiz

Individual 30% 2 hrs. Critical Thinking , Creativity ,

Presentation Communication development

Assignment

Individual Project

Group Presentation 10% 4 hrs. Business Acumen and Application skills

Case Presentation 20% 4 hrs. Problem resolving skills

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met text book

The Fundamentals of Quick Engineering

Prompt Engineering Overview

- Meaning and Importance of

Module 1 Definition in Business Decision CO1

(2 HRS) Making

Comprehending Tasks Psychology of Prompts CO2

- Prompt perception and cognitive

Module 2 processes
(4 HRS) - Conduct in Response to Cues

Prompt Analysis Techniques CO2

- Breaking Down Prompts and

Module 3 Determining Assumptions and Goals
(6 hours)

Developing StrategicReactions CO3

Module 4 Techniques for a Strategic Reaction CO4

(6 HRS)
- Formulation of Creative Responses

- Techniques for Making Strategic

Decisions
Module 5 Application of Prompt CO5

(8 HRS) Engineering in

Applications and Case Studies

- Examination of Actual Business

Situations

- Exercises

Module 6 Prompt Engineering’s Ethical Considerations CO5

(4 HRS)
Prompt Engineering Ethics

- Implications for Ethics of Quick

Analysis and Reaction

- Appropriate Techniques for Making

Decisions

Important Note:

c) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
d)
Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or
providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Advanced Statistics and Research Methodology for Analytics(PBAAI43)
PGDM Trimester-IV (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course delves into advanced statistical techniques and research methodologies essential
for data analytics. It covers topics such as multivariate analysis, time series analysis,
experimental design, and advanced regression techniques. The course also emphasizes the
application of these statistical methods in real-world research and data-driven decision-
making.

COURSE OUTCOMES
The learning objectives of the course are as follows:
● CO1: Understand and apply advanced statistical techniques for data analysis.
● CO2: Learn how to design research studies and experiments in an analytical context.
● CO3: Develop skills in multivariate analysis and time series forecasting.
● CO4: Explore advanced regression models and their applications in analytics.
● CO5: Gain proficiency in statistical software tools and data interpretation.

COURSE PEDAGOGY:

• Journal articles on advanced statistical techniques.

• Online tutorials on statistical software (e.g., R, Python, SPSS).
• Case studies demonstrating the application of advanced statistics in various industries.
COURSE READINGS:
The following books are being referred for the course. Students are advised to read
newspapers, articles, journals and business magazines daily to augment the classroom
learning. The video lecture links of the teaching faculty will also be provided to clear the
doubts after the classroom.

Text Book:

1. Time Series Analysis: Forecasting and Control by George E.P. Box, Gwilym M. Jenkins, Gregory
C. Reinsel, and Greta M. Ljung.

Reference Books:

• Applied Multivariate Statistical Analysis by Richard A. Johnson and Dean W. Wichern.

• Time Series Analysis: Forecasting and Control by George E.P. Box, Gwilym M. Jenkins, Gregory
C. Reinsel, and Greta M. Ljung.
• Research Design: Qualitative, Quantitative, and Mixed Methods Approaches by John W. Creswell
and J. David Creswell.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual
Presentation
Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Introduction to Advanced Statistical Methods

Module 1 CO1, CO2
(3 hours) • Overview of Advanced Statistics in
Analytics
• Review of Basic Statistical Concepts
• Probability Distributions and Their
Applications
• Hypothesis Testing and Confidence
Intervals
• Statistical Inference and Decision
Making

Multivariate Analysis

Module 2 • Introduction to Multivariate Analysis CO2,

(6 hours) CO3,
• Principal Component Analysis (PCA)
• Factor Analysis CO5
• Cluster Analysis and Classification
Techniques
• Discriminant Analysis
• Applications of Multivariate Techniques
in Analytics

Module 3 Time Series Analysis

(3 hours) CO2, CO3
• Introduction to Time Series Data and
Applications
• Components of Time Series (Trend,
Seasonality, Cyclicity, and Irregularity)
• Autoregressive Integrated Moving
Average (ARIMA) Models
• Exponential Smoothing Techniques
• Forecasting and Model Evaluation
• Applications of Time Series Analysis in
Business and Finance
Advanced Regression Techniques

Module 4 • Introduction to Advanced Regression CO1, CO2

(6 hours) & CO3
Models
• Multiple Linear Regression and Model
Diagnostics
• Logistic Regression for Binary
Outcomes
• Ridge and Lasso Regression
• Polynomial and Interaction Effects in
Regression
• Applications of Regression Techniques
in Predictive Analytics

Research Methodology and Experimental

Design
Module 5
(9 hours) CO2,
• Introduction to Research Methodology
CO3,
in Analytics
CO4
• Designing Research Studies and
Experiments
• Sampling Techniques and Data
Collection Methods
• Experimental Designs (Randomized,
Factorial, etc.)
• Validity, Reliability, and Bias in
Research
• Ethical Considerations in Research
• Reporting and Presenting Research
Findings

Important Note:

c. Plagiarism is the use of or presentation of ideas, works that are not one’s own and
whichare not common knowledge, without granting credit to the originator. Plagiarism
is unacceptable in Lloyd Business School and will invite penalty. Type and extent of
penaltywill be at the discretion of the concerned faculty.
d. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz
/assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution
LLOYD BUSINESS SCHOOL
Cloud Computing(PBAAI44)
PGDM Specialization Paper-Data Analytics(Credits: 3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION:
The objective of the Cloud Computing subject is to provide students with a comprehensive
understanding of cloud computing principles, architectures, and services. This course aims to
equip students with the skills to design, implement, and manage cloud-based solutions,
emphasizing the scalability, elasticity, and cost-efficiency of cloud environments. This course
prepares students to meet the demands of modern IT environments, where cloud computing
is a critical component of business operations and digital transformation.

COURSE OUTCOMES :
By the end of the course, students will be able to:

• CO1:Understand the core concepts and models of cloud computing, including

Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a
Service (SaaS).
• CO2: Evaluate and compare different cloud service providers and their offerings,
considering factors such as performance, security, and compliance.
• CO3:Design and deploy scalable and resilient cloud-based applications using industry-
standard tools and platforms.
• CO4:Implement cloud security best practices to ensure data integrity, confidentiality,
and availability.
• CO5:Analyze and optimize cloud infrastructure to achieve cost efficiency and
operational effectiveness.

COURSE READINGS:
The following books are being referred for the course. Students are advised to read newspa-
pers, articles, journals and business magazines daily to augment the classroom learning. The
video lecture links of the teaching faculty will also be provided to clear the doubts after the
classroom.
Text Book:
"Cloud Computing: A Practical Approach for Learning and Implementation" by Arshdeep
Bahga and Vijay Madisetti

• This book provides a co

Reference Books:

1. IBM Certification content at LMS

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 50% 2hrs Analytical ability

Mid-Term Exam
Quiz
Individual 30% 3hrs Presentation skills
Presentation
Assignment
Individual Project 20% 3hrs Critical thinking and analysis
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

Module Topics to be covered Course Reading from

objectives met thetext book

Overview of Cloud Computing IBM LMS learning

Definition and essential certification cloud
characteristics Computing
CO1,CO 2
A brief history and evolution of
Module 1 Cloud
(8 hours) Key cloud service providers and
their services

Cloud Adoption and Emerging IBM LMS learning

Technologies certification cloud
Business case for Cloud Computing Computing
Module 2 CO1, CO2
(6 hours) Emerging technologies supported by
Cloud: AI, IoT, Blockchain,
Analytics

Cloud Computing Service and IBM LMS learning

Deployment Models certification cloud
Service Models: IaaS, PaaS, SaaS Computing
Deployment Models: Public,
Private, Hybrid
Module 3 Components of Cloud Computing CO2, CO3
(6 hours) Cloud Infrastructure Overview
Virtualization, VMs, Bare Metal
Secure Cloud Networks
Containers
Cloud Native and Emergent Cloud
Trends
Hybrid Multicloud
Serverless
Microservices
Cloud Native
Application Modernization
Module Topics to be covered Course Reading
objectives met from thetext
book
Overview of Cloud Computing IBM LMS
Definition and essential characteristics learning
certification
A brief history and evolution of Cloud
CO1,CO 2 cloud
Key cloud service providers and their Computing
Module 1 services
(8 hours)

Cloud Adoption and Emerging IBM LMS

Technologies learning
Business case for Cloud Computing certification
Module 2 CO1, CO2
(6 hours) cloud
Emerging technologies supported by
Computing
Cloud: AI, IoT, Blockchain, Analytics

Cloud Computing Service and IBM LMS

Deployment Models learning
Service Models: IaaS, PaaS, SaaS certification
Deployment Models: Public, Private, cloud
Hybrid Computing

Module 3 Components of Cloud Computing CO2, CO3

(6 hours) Cloud Infrastructure Overview
Virtualization, VMs, Bare Metal
Secure Cloud Networks
Containers
Cloud Native and Emergent Cloud
Trends
Hybrid Multicloud
Serverless
Microservices
Cloud Native
Application Modernization
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
NISM XVI: Commodity Derivatives(PBFSI41) Certification
Examination
PGDM BFSI Trimester-IV
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The Commodity Derivatives examination seeks to create a common minimum knowledge

benchmark for associated persons functioning as approved users and sales personnel of the
trading members in the commodity derivatives segment of a recognized stock exchange.

The examination aims to enable a better understanding of various derivatives products available
in commodity derivatives markets, regulations and risks associated with the products and the
exchange mechanisms of trading, clearing and settlement.

The present course aims at familiarizing the participants with the commodity market,
commodity futures, commodity indices, commodity derivatives, trading mechanism of
commodity, clearing settlement and risk management, accounting and taxation, legal and
regulatory requirement of a commodity derivatives. Student will be able to select any security,
debt and mutual fund for investment and recommend also.

COURSE OUTCOMES

At the end of the course the students shall be able to:

CO1: Know the basics of the Indian commodity derivatives markets.

CO2: Understand various trading strategies that can be built using commodity
derivatives.

CO3: Understand the clearing, settlement and risk management as well as the operational
mechanism related to commodity derivatives markets

CO4: Know the regulatory environment in which the commodity derivatives markets
operate in India

CO5: Know the investors grievance redressal mechanism

COURSE PEDAGOGY:

Text Book
1. NISM study material

Reference Books:
1. Derivatives Principles and Practice by Sundaram Das
2. Derivatives and Risk Management by Rajiv Srivastava

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Course Reading
Module Topics to be covered objectives from the
met text book

INTRODUCTION TO COMMODITY MARKETS

History of Commodity Trading, Spot and Derivatives
Trading in Commodities, Major Commodities Traded
in Derivatives Exchanges in India, Participants in CO1, CO2
Commodity Derivatives Markets, Commodities
Module 1 Trading vis-à-vis Trading in Other Financial Assets,
Commodity Markets Ecosystem, Factors Impacting the
(5 hours)
Commodity Prices, Commodity Options and Index
Futures.
COMMODITY FUTURES
Introduction to Futures, Distinction between Forwards
and Futures
Cost-of-Carry, Convergence, Fair Value of a Futures
Contract, Convenience Yield, Commodity Futures and
Commodity Forwards, Pay-off Profile for Futures
Contracts, Spot Price Polling and Final Settlement
Price of Futures
COMMODITY OPTIONS

Module 2 Introduction to Options, Option Terminology, Pay-off

Profiles of Options Contracts, Determinants of Option CO2 & CO3
(5 hours) Premium, Options on Commodity Futures, Options on
Goods
COMMODITY INDICES
Commodity Index, Index Construction and its
Constituents, Trading in Index Futures, Uses of Index
Futures
USES OF COMMODITY DERIVATIVES
Module 3 Hedging, Long Hedge and Short Hedge Strategies CO3 & CO4
Using Futures, Speculation, Arbitrage, Spread Trading,
(6 hours) Basis, Option Trading Strategies, Hedging Strategies
Disclosure Norms
TRADING MECHANISM
Membership on Exchanges Having Commodity
Derivatives Segment, Trading System in the Exchange,
Selection Criteria of Commodities for Trading on
Derivatives Exchanges, Contract Specifications for
Commodity Derivatives Contracts, Profit/Loss per
Contract for a Change of One Tick, Order Types and
Conditions, Tracking Commodity Futures and Options
Prices, Participants in Commodity Derivative,
Disclosures by Exchanges
CLEARING SETTLEMENT AND RISK
MANAGEMENT OF COMMODITY
Module 4 DERIVATIVES CO2, CO3 &
Clearing Corporation, Clearing and Settlement, CO4
(6 hours)
Delivery Process, Entities Involved in the Clearing
and Settlement Process, Premium/Discount, Penalty
for Delivery Default, Deliveries in the Case of
Physical Delivery
Risk Management for Exchange Traded Commodity
Derivatives Markets
Position Limits and Computation of Open Position,
Salient Features of Risk Containment Measures,
Margining Mechanism, Additional Procedures for
Other Market Segments, Raising of Bill for Delivery
ACCOUNTING AND TAXATION
Important Accounting Aspects related to Trading in
Commodity Derivatives, Guidance Note Issued by
ICAI on Accounting Treatment of Derivative
Transactions, Accounting of Options Contracts,
Important Tax Aspects Related to Trading in
Commodity Derivatives
LEGAL & REGULATORY ENVIRONMENT OF
COMMODITY DERIVATIVES
Module 5 Regulatory Structure of Commodities Market, CO3, CO4 &
Securities Contracts (Regulation) Act, 1956, CO5
(8 hours)
Securities and Exchange Board of India Act, 1992,
other Regulatory Norms to Encourage Commodity
Derivatives, SEBI’s Code of Conduct for Brokers,
Risk Disclosure to Client and KYC, Investors
Grievance Redressal Mechanism, Rights and
Obligations of Members and Clients, Additional Do’s
and Don’ts for Clients / Investors in Commodity
Derivatives
Assessment Structure
The NISM-Series-XVI: Commodity Derivatives Certification Examination will be of 100
marks consisting of 100 questions of 1 mark each, and should be completed in 2 hours. There
will be negative marking of 25% of the marks assigned to each question. The passing score
for the examination is 60%.

Test Details
Name of Module: NISM-Series-XVI: Commodity Derivatives Certification Examination

*Negative marking – 25% of the marks assigned to the question.

+Payment Gateway Charges extra.

#Passing Certificate will be issued only to those candidates who have furnished/updated their
Income Tax Permanent Account Number (PAN) in their registration details.

Important Note:

d. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which
are not common knowledge, without granting credit to the originator. Plagiarism is
unacceptable in Lloyd Business School and will invite penalty. Type and extent of penalty
will be at the discretion of the concerned faculty.
e. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/
assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Financial Analytics Using R (PBFSI42)
PGDM BFSI Trimester- IV (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

Nearly every industry is generating a vast amount of data and nearly every business leader today
understands the importance of making sense out of that data to drive business strategy. Companies need
more from finance than just accurate financial statement analysis. They need predictive insights which can
improve their real-time day to day decision making. Finance analytics enables to combine internal financial
information with external information by using social media and big data to provide predictive insights.
Whether it is with respect to stock market prediction or customer profitability, finance analytics enables to
provide a direction in predicting all.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Make financial calculations in R Studio.
• CO2: Forecast various financial parameters.
• CO3: Make financial calculations leading to optimum decision making.

COURSE PEDAGOGY:

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals, and business magazines daily to augment the classroom learning. The video lecture links of the
teaching faculty will also be provided to clear the doubts after the classroom.

Text Book:

1. Bennett, M., & Hugen, D. (2016). Financial Analytics with R: Building a Laptop Laboratory for
Data Science. Cambridge: Cambridge University Press
Subsiding References:
1. Köseoğlu, S (2022). Financial Data Analytics Theory and Application. Springer Cham.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Course Reading from

Module Topics to be covered
objectives met the textbook
Module 1 The R Language for Statistical Computing
(4 hours) Getting Started with R, Language Features: Functions,
Assignment, Arguments, and Types, Language Features: CO1
Binding and Arrays, Error Handling, Numeric, Statistical, and
Character Functions, Data Frames, and Input–Output
Building Models Using Accounting Data
Module 2 Introduction to Accounting Data
CO2 & CO3
(6hours) Types of Models, Tools of Building Model
Model Formation
Module 3 Fraud Analytics
(6 hours) Data Sources, Types of models in Fraud Analytics, Tools of CO3 & CO4
Predicting Frauds, Model Formation
Module 4 News Analytics and Sentiment Analysis
(6 hours) News in Finance, Impact of Financial News, News Analytics, CO4
Importance of Sentiments, Sentiment Analytics
Module 5 Valuation Analytics
(8 hours) Importance of Valuation, Types of Valuation, Building CO5
models of Valuation.
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
NISM-Series-X-A: Investment Adviser (Level 1)(PBFSI43)
Certification Examination
PGDM BFSI Trimester-IV
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The examination seeks to create a common minimum knowledge benchmark for an individual
investment adviser or principal officer of a non-individual investment adviser, under SEBI (Investment
Advisers) Regulations, 2013 and persons associated with investment advice.
NISM-Series-X-A: Investment Adviser (Level 1) Certification Examination is the level 1 examination
and NISM-Series-X-B: Investment Adviser (Level 2) Certification Examination is the level 2
examination.
An individual investment adviser or principal officer of a non-individual investment adviser, registered
under SEBI (Investment Advisers) Regulations, 2013 and persons associated with investment advice are
required to pass both the levels (i.e. NISM-Series-X-A: Investment Adviser (Level 1) Certification
Examination and NISM-Series-X-B: Investment Adviser (Level 2) Certification Examination to fulfill
the requirements under SEBI (Investment Advisers) Regulations, 2013.
The certification aims to enhance the quality of investment advisory and related services in the financial
services industry.
The present course aims at familiarizing the participants with personal financial planning, time value of
money, evaluating the financial position of individuals or client, debt management and gold loans,
Basics of Indian financial market, stock exchanges, investment in stocks, investing in fixed income,
understanding derivatives, mutual fund, portfolio management, alternative investment funds, modern
portfolio theories, portfolio constructions and performance measurement of portfolios and regulations
etc. Student will be able to select any security, debt and mutual fund for investment and recommend
also.
COURSE OUTCOMES

At the end of the course the students shall be able to:

CO1: Know the basics of personal financial planning, time value of money, evaluating the
financial position of clients, debt management and loans.
CO2: Understand about the Indian Financial Markets and Indian Securities market segments
CO3: Get oriented to different kinds of investment products— equity, debt, derivatives and
managed portfolios such as mutual funds, portfolio management services and alternative
investment funds
CO4: Know about portfolio construction, performance monitoring and evaluation
CO5: Understand about operational aspects of investment management, key regulations, and
ethical issues for investment advisers and grievance redress system.
COURSE PEDAGOGY:

COURSE READINGS

Text Book
1. NISM study material

Reference Books:
1 Securities Market and Regulations by Prof. V. Balachandran, Sultan Chand and sons.
2. Investment Management: Securities Analysis and portfolio management by Mr. V.K Bhalla

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Course
Module Topics to be covered objectives Reading
met from the text
book

MODULE 1: PERSONAL FINANCIAL PLANNING

INTRODUCTION TO PERSONAL FINANCIAL
PLANNING CO1, CO2
Understand the concept of Financial Planning,
Module 1 Understand the need for financial planning, Scope of
financial planning, Concept of asset, liabilities and net
(6 hours) worth, Financial Planning process, Financial advisory and
execution.
TIME VALUE OF MONEY
Time Value of Money, Calculate the following
EVALUATING THE FINANCIAL POSITION OF
CLIENTS
Importance of cash flow management in personal finance,
Preparing Household Budget, Cash inflows and outflows,
Budgeting and forecasting, Monitoring budgets and
provision for savings, Creating a personal Balance Sheet
and net-worth, Creating a budget and savings plan,
Contingency Planning, Evaluation of financial position of
clients
DEBT MANAGEMENT AND LOANS
The purpose or need of debt, Role and impact of debt in
cash flow management, Leverage and Debt Counselling,
Calculate the debt servicing requirements, Responsible
Borrowing, Secured and Unsecured loans, Terms related
to loans, Types of borrowing, Understand loan
calculations, Loan restructuring, Repayment schedules
with varying interest rates, Criteria to evaluate loans,
Opting for change in EMI or change in tenure for interest
rate changes, Invest the money or pay off outstanding
loan, Strategies to reduce debt faster
MODULE 2: INDIAN FINANCIAL MARKETS

Module 2 INTRODUCTION TO THE INDIAN FINANCIAL

MARKETS CO2 &
(6 hours) CO3
The Indian Economy, The Indian Financial Markets,
Regulators of Financial Markets, Structure of Financial
Markets in India, Role of Participants in the Financial
Markets.
SECURITIES MARKET SEGMENTS
Nature and Definition of Primary Markets, Role and
Function of the Secondary Market, Corporate Actions

MODULE 3: INVESTMENT PRODUCTS

Module 3 INTRODUCTION TO INVESTMENT CO3 &
(5 hours) Types of investment, Equity, Fixed Income, CO4
Commodities, Real Estates, Structured products,
Distressed Securities, Other investment, opportunities,
Channels for making investments
INVESTING IN STOCKS
Equity as an investment, Diversification of risk through
equity instruments – Cross sectional versus time series,
Risks of equity investments, Overview of Equity Market,
Equity research and stock selection, Combining relative
valuation and discounted cash flow models, Technical
Analysis, Qualitative evaluation of stocks
INVESTING IN FIXED INCOME SECURITIES
Debt market and its need in financing structure of
Corporates and Government, Bond market ecosystem,
Risks associated with fixed income securities, Pricing of
Bond, Traditional Yield Measures, Concept of Yield
Curve, Concept of Duration, Introduction to Money
Market, Introduction to Government Debt Market,
Introduction to Corporate Debt Market, Small Saving
Instruments
UNDERSTANDING DERIVATIVES
Basics of Derivatives, Underlying concepts in derivatives,
Types of derivative products, Structure of derivative
markets, Purpose of Derivatives, Benefits, Costs and risks
of Derivatives, Equity, Currency and Commodity
derivatives, Derivative markets, products and strategies
MODULE 4: INVESTMENT THROUGH
MANAGED PORTFOLIO
Module 4 CO2, CO3
MUTUAL FUNDS
Meaning and features of Mutual Fund, Concepts and & CO4
(5 hours)
Terms Related to Mutual Funds, Features of and
differences between Open-ended schemes, Close-ended
schemes, Interval schemes and Exchange Traded Funds
(ETFs), Regulatory Framework of Mutual Funds, Mutual
Fund Products, Mutual Fund Investment Options,
Triggers in Mutual Fund Investment, Process associated
with Investment in Mutual Funds, Systematic
Transactions, Investment Modes
PORTFOLIO MANAGER
Overview of portfolio managers in India, Types of
portfolio management services, Structure of PMS in
India, Registration requirements of a Portfolio Manager,
Responsibilities of a Portfolio Manager, Cost, expenses
and fees of investing in PMS, Direct access facility
offered by PMS, SEBI requirements on performance
disclosure
OVERVIEW OF ALTERNATIVE INVESTMENT
FUNDS (AIFs)
Introduction to Alternative Investments, Role of
Alternative Investments in Portfolio Management,
Evolution and Growth of AIFs in India, Types of AIFs,
Categories of AIFs and their comparison, Suitability and
Enablers for AIF Products in India, Current AIF Market
Status, SEBI requirements on AIF

MODULE 5: PORTFOLIO CONSTRUCTION,

PERFORMANCE MONITORING AND
Module 5 EVALUATION CO3, CO4
& CO5
(8 hours) INTRODUCTION TO MODERN PORTFOLIO
THEORY
Framework for constructing portfolios – modern
portfolio theory, Assumptions of the theory, Definition
of risk averse, risk seeking and risk neutral investor,
Calculation of expected rate of return for individual
security, Graphical presentation of portfolio risk/return
of two securities, The concept of Efficient Frontier,
Portfolio Optimization process, Estimation issues
PORTFOLIO CONSTRUCTION PROCESS
Importance of Asset Allocation Decision, Understanding
correlation across asset classes and securities, Steps in
Portfolio Construction Process, Investment Objectives,
Investment Constraints, Exposures limits to different
sectors, Entities and Asset Classes, Unique needs and
preferences, Assessments of needs and requirements of
investor, analyzing the financial position of the investor,
Psychographic analysis of investor, Life cycle analysis
of investor, Forecasting risk and return of various asset
classes, Benchmarking the client’s portfolio, Asset
allocation decision, Portfolio Construction Principles,
Strategic versus Tactical Asset Allocation, Rebalancing
of Portfolio
PORTFOLIO PERFORMANCE MEASUREMENT
AND EVALUATION
Parameters to define performance – risk and return, Rate
of return measures, Risk measures, risk-adjusted return
measures, Performance Evaluation: Benchmarking and
peer group analysis, Performance attribution analysis
MODULE 6: OPERATIONS, REGULATORY
ENVIRONMENT, COMPLIANCE AND ETHICS
OPERATIONAL ASPECTS OF INVESTMENT
MANAGEMENT
Investors and the investing process, PAN and KYC
Process, Dematerialization and Re-materialization of
Securities, power of Attorney, Account Opening Process
for Non-Residents, Process of Consolidating,
reorganizing and folio keeping/Maintenance of
Investments, Change in Status of Special Investor
Categories, Payment Instruments, Documentation for
Financial Advice, Investing in mutual funds through the
stock exchange platform.
KEY REGULATIONS
Securities Contracts Regulation Act (SCRA 1956), SEBI
Act 1992, SEBI Prevention of Fraudulent and Unfair
Trade Practices Regulations, 2003
Securities and Exchange Board of India (Intermediaries)
Regulations, 2008, SEBI (Prohibition of Insider Trading)
Regulations, 2015, SEBI Investment Advisers
Regulations, 2013, Prevention of Money-Laundering
Act, 2002, Key provisions of various other acts, as
applicable to investment advisory profession, Violation
of Regulations by Registered Investment Advisers and
their consequences—Some Case Studies
ETHICAL ISSUES
Importance of ethical conduct of business, Ethical issues
for an investment Adviser, Ethical Dilemma, Fiduciary
responsibility of Investment Advisers, Do’s and Don’ts
for investors issued by SEBI, Learn about addressing
annual audit observations, Global Best Practices
GRIEVANCE REDRESS MECHANISM
Consumer Protection Act, Investor Grievance Redressal
Mechanism, Grievance Redress System, Grievance
Redress System of an Investment Adviser, Grievance
Redress System in Capital Market, Grievance Redress
System in Banking, Grievance Redressal in Insurance,
Redress in Pension Sector, Securities Appellate Tribunal,
Other Redressal Forum

Assessment Structure

The Investment Adviser certification examination consists of 90 independent multiple-choice

questions and 9 caselets/case-based questions and should be completed in 3 hours. The passing
score for the examination is 60% which is 90 marks out of total 150 marks. There shall be
negative marking of 25% of the marks assigned to a question for each wrong answer.

Multiple Choice Questions [90 questions of 1 mark each] 90 marks

9 Case-based Questions
[6 caselets (each case with 5 questions of 1 mark each)] 6*5*1 = 30 marks
[3 caselets (with 5 questions of 2 marks each] 3*5*2= 30 marks
Total 150 marks

Test Details
Name of Module: NISM-Series-X-A: Investment Adviser (Level 1) Certification Examination
*: Negative marking – 25% of the marks assigned to the question
+ Payment gateway charges extra.
# Passing Certificate will be issued only to those candidates who have furnished/ updated
their Income Tax Permanent Account Number (PAN) in their registration details
Important Note:

f. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which
are not common knowledge, without granting credit to the originator. Plagiarism is
unacceptable in Lloyd Business School and will invite penalty. Type and extent of penalty
will be at the discretion of the concerned faculty.
g. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/
assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Behavioural Finance (PBFSI44)
PGDM BFSI Trimester IV (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course would cover the basic fundamentals of behavioural finance, modern portfolio theory capital
asset pricing model, EMH, Building blocks of behavioural, Portrait of an Individual Investor, Implications
of heuristics and biases for financial decision making, Implications of overconfidence, Influence of
emotions, Fairness, reciprocity and trust. Social influences, Conformity, Social influences on Investment
and consumption. Neuro-finance, Behavioural explanations for anomalies, Size effect ad Seasonality,
Market Outcomes and Mispricing and goals of managers.

COURSE OUTCOMES

At the end of the course the students shall be able to understand:

• CO1: Understand what behavioral finance is, how it differs from modern finance, and how it
impacts financial markets.
• CO2: Understand the building blocks of Behavioural finance, including the loss aversion and other
cornerstone theories and concepts
• CO3: Describe and analyses the biases that impact financial decision making
• CO4: Understanding the impact of biases, influence of emotions and sentiments in investment
decisions
• CO5: Analyze how social forces impact decision making and understanding the concepts of market
anomalies including bubbles. Student can also apply the concepts of Behavioural finance in
corporate financial decision making.

COURSE PEDAGOGY:

COURSE READINGS

1. Forbes, W.; Behavioural Finance, Wiley.

2. Chandra, P.; Behavioural Finance, McGrawHill Education
3. Ackert, L.F., Deaves, R.;Understanding Behavioural Finance; Cengage learning
4. Kapoor, S., Prasod, J.M.; Behavioural Finance, Sage Publications
5. Parikh P. : Behavioural Finance

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives the textbook
met
Introduction of Behavioural Finance: Neo classical Finance.
Modern Portfolio Theory, Capital Asset Pricing Model, Arbitrage
Module 1
Pricing Theory, Random Walk Hypothesis, Expected Utility theory,
(4 hours) CO1
EMH: Their criticisms and challenge of behaviouralists. Influence of
Psychology.

Building Blocks of Behavioural Finance : Prospect theory, Loss

Aversion, framing and Mental Accounting
Module 2 Heuristics and Biases: Familiarity and related biases, Anchoring,
(6 hours) CO2, CO3
Representativeness, Herding. Irrationality and Adaptation;
Overconfidence: Forms, Causes, Self-deception. Elimination of
biases. Emotions: Substance, theories and its types.
Behavioural aspects of Investing

Portrait of an Individual Investor, Implications of heuristics and

Module 3 biases for financial decision making, Implications of
(4 hours)
overconfidence, Influence of emotions, Implications of mental CO3, CO4
accounting, Behavioural Portfolio Theory, Psychographic Models,
mood of the investor the mood of the market, Pride and regret. Value
Investing.

Social forces and Market Outcomes

Fairness, reciprocity and trust. Social influences, Conformity, Social

Module 4 influences on Investment and consumption. Neuro-finance.
(10 hours)
CO4 CO5
Market Outcomes: Behavioural explanations for anomalies, Size
effect ad Seasonality, Momentum and reversal, Equity premium
puzzle, real world bubbles, Behavioural finance and market
valuations.

Behavioural Corporate Finance

Module 5 Rational managers and irrational investors: Mispricing and goals of

(6 hours) managers, Behavioural approach towards Valuation, Capital CO5
Budgeting, Capital Structure, Dividend Policy. Improving
organizational decision making Process.

Important Note:

a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or
providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Global Supply Chains & Import –Export logistics (PSCM41)
PGDM SCM Trimester-IV (Credits:3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Understanding the significance of the Global Supply Chains & Import –Export logistics.
• CO2: Understanding the concepts of international trade regulations & logistics operations.
• CO3: Applying the various techniques of International Supply Chain and Logistics for appropriate
decision making.
• CO4: Understanding the concepts of International Trade and International Institutions.
• CO5: Applying the knowledge of International Supply Chain and Logistics and International Trade
and International Institutions available to solve business problems.

COURSE PEDAGOGY
This course will be covered through Class room lectures, discussions, cases, scenarios, quizzes, and
assignment/projects. This course intends to start with a dialogue between the faculty and the student and as
the course progresses, the student are expected to self-explore their natural acceptance of values and ethics.
Relevant readings/reference material would be provided to the students.

COURSE READINGS
The following books are being referred for the course. Students are advised to read newspapers, articles,
journals and business magazines daily to augment the classroom learning.

Text Book:

1. Logistical Management by Bowarsox& Closs –Mcgraw Hill.

2. Supply chanigenMnagameng by –Janat Shah –Peason.
3. Supply Chainge Management by K. K. Agvarwal – Macmillan.
4. Trading Blocs: Alternative Approaches to Analyzing Preferential Trade Agreements, MIT Press
1999.
5. Balassa, Bela, (1961), “Theory of Economic Integration”, George Allen & Unwin Ltd, London.
6. Krugman, Paul R. And Obstfeld, M., (1994), “International Economics”, 3rd Ed. Harper Collins
Pub; USA.
7. Pravin Krishna, Trade Blocs: Economics and politics, Cambridge University Press, 2005.
COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study/ Scenario
Analysis
Quiz
Assignment
End Term Examination

Class Participation: The course is primarily discussion based and different cases/scenarios will be
discussed in the class. Marks will be allotted based on the evaluation criteria mentioned in the previous
section.

SESSION PLAN

The following session plan would be adhered to by the faculty:

Unite Topics to be covered Course objectives Reading from

met the textbook
• Global Supply chains & import-export logistics
1 • International transportation – ocean, air, road, rail,
pipe-line.
• Multimodal transportation.
• Containerization

● International commercial terms and documents

● Inco Terms & Payment Options
2 ● Packaging for export
● International risk management and insurance
● Shipping intermediaries
• Inland container depot
3 • Customs clearance
• Reverse Supply chain and logistics
• Customs Union, Free Trade Agreement (FTA),
Common Market (CM), Trade creation and
diversion
4 • International institutions and organizations:
Bretton Woods Conference, IMF/ IBRD/ WB,
ITO, League of Nations, UN, GATT/ WTO etc.
• Regionalism Vs Multilateralism
• NAFTA, ASEAN, SAFTA. North- South, South-
5 South Cooperation etc.
• TRIPS, TRIMS; International commodity trading
and agreements.
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/ quiz/

assignment or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Supply Chain Innovations & Trends (PSCM42)
PGDM SCM Trimester-IV (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course is designed to provide an in-depth understanding of the latest innovations, emerging trends, and
transformative technologies shaping the modern supply chain landscape. As supply chains become
increasingly complex and globalized, staying abreast of new developments is crucial for maintaining a
competitive edge.

The focus is on the relentless elimination of non-value added time and consequent reduction of lead time at
every step of the supply chain from the manufacturing of raw materials by suppliers to the delivery of
finished goods to the end user.

Initially businesses used to focus on minimizing the supply chain cost. However, several supply chain
disruptions like geo political events, cyber-attacks, natural disasters and global health events have made it
necessary for them to incorporate a supply chain resilience model.

The course will provide an understanding of the components of LARG model developed in the research
unit of mechanical and industrial engineering (UNIDEMI) in the Faculty of Science and Technology at
New University of Lisbon, Portugal which attempts to put together Lean, Agile, Resilient, and Green
approaches in Supply Chain Management.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Understand the basic concepts of Lean supply chain Management and establish the impact of
lean management practices on a firm’s performance.
• CO2: Understand the concept of lean six sigma and how it allows companies to improve their
processes and quality control
• CO3: To understand how agile supply chains are essential for effective response to a wide-range of
supply chain events.
• CO4: To analyze the role of resilience in supply chain and the capacity of a business to resist and
recover from disruptions in the supply chain efficiently and effectively.
• CO5: To understand how green supply chain management aims to reduce or eliminate wastages
including hazardous chemical, emissions, energy and solid waste along supply chain

COURSE PEDAGOGY

The teaching methodology will include lectures using power point, case studies, articles, group discussions
and presentations. Interaction during lectures will be encouraged and therefore each student is expected to
add valuable inputs during lectures by sharing his/her knowledge. Students will be required to work on the
Group projects and individual presentations.

COURSE READINGS

Text Book:

1. Chopra, Sunil, Meindl, Peter and Kalra, D. V.; Supply Chain Management: Strategy, Planning and
Operation; Pearson Education
2. Bhat, K.S Supply Chain Management; Himalaya Publishing house
3. Sahay, B.S.; Supply Chain Management; Macmillan

Reference Books:

1. Cohen, S., &Roussel, J., “Strategic Supply Chain Management”, McGraw Hill Professional, 06-
Sep- 2004
2. David Simchi Levi, Philip kaminsky, and Edith Simchi Levi, “Designing and Managing the Supply
Chain: Concepts, Strategies, and Case Studies”. Irwin McGraw Hill,2000.
3. Sunil Chopra and Peter Meindel, “Supply Chain Management: Strategy, Planning, and
Operation”, Prentice Hall of India,2002.
4. Coyle et al., “Supply Chain Management- A Logistics Perspective”- Cengage Publication
COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10

Mid-Term Exam 30

Quiz 20

Individual Presentation 10

Assignment 10

Group Presentation 10

Case Presentation 10

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the text

objectiv book
es met

Overview of LARG model

LARG Supply Chain Management attempts to put together
Lean, Agile, Resilient, and Green approaches in Supply Chain Myerson, Paul Lean
Module 1 Management. Evolution of TPS model, basic elements of lean CO1 Supply Chain and
(8 hours) production, components of lean thinking, Value added and Logistics Management
Non Value added Activities, lean cost model and benefits of
lean production .

Agile Supply Chain: CO2 Bhat, K.S Supply Chain

Module 2 Evolution of agility in supply chain, concept of agility, lean vs Management; Himalaya
(4 hours) agile, agile supply chain strategies: virtual integration, process Publishing house
alignment, shared chain responsibility, and market sensitivity.
Application of agility in different supply chain areas, benefits
of agile supply chain

Resilience in Supply Chain: CO3 Agarwal, D.K ; Supply

Supply Chain Risk Management .Role of flexibility/ Chain Management:
Module 3 resilience in supply chain, Building a resilient supply chain Strategy, Cases and best
(6 hours) network, To Enhance the supply chain practices Macmillan
network risk management: Operational risk, tactical risk and
strategic risk
Green supply chain management: Bhat, K.S Supply Chain
Introduction to GSCM, reverse SCM, GSCM in Management; Himalaya
Module 4 manufacturing : reduced energy, clean technology and CO4 Publishing house
(6 hours) reduce waste, GSCM in distribution : combined transport,
alternatives, reverse logistics, Recovery : recycling, reuse

AI in supply chain Management : “Artificial Management

Understand AI Technologies in SCM , Learn how AI-driven in Supply Chain
Module 5 analytics and predictive models can improve decision- CO5 Management” by Albert
(6 hours) making processes. Discover how AI can optimize various Tan and Jayanth
supply chain functions, including demand forecasting, Jayaram
inventory management, and logistics.

Important Note:

COURSE INTRODUCTION

Liner shipping is the process of transporting goods and cargo from one destination to another by large ocean
ships that move through regular routes on fixed schedules. There are more than 400 liner services in
operation today. Most of these liner services provide weekly sailing from the ports of call.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Understand the significance of the Liner Shipping Business.
• CO2: Understanding the Organizational Structure, Marketing, Agency Agreement,
Containerization, Services and e-commerce applications in Liner Shipping Business.
• CO3: Comprehending the techniques and services of Liner Shipping Business.
• CO4: Applying the various methods of Liner Shipping Business available to solve business
problems.
• CO5: Applying the knowledge to understand and interpret the working of Liner Shipping Business.

COURSE PEDAGOGY

This course will be covered through Class room lectures, discussions, cases, scenarios, quizzes, and
assignment/projects. This course intends to start with a dialogue between the faculty and the student and as
the course progresses, the student are expected to self-explore their natural acceptance of values and ethics.
Relevant readings/reference material would be provided to the students.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals and business magazines daily to augment the classroom learning.
Text Reference:

1. International Ocean Shipping Current concepts and Principles - Abrahamsson. B.J.

2. The competitive dynamics of Container Shipping - Gilman, S.
3. World deep sea Container Practice - Pearson, R. & Fossey, J.
4. Shipping Conferences: A study of their development & Economic Practices - Deakin. B.M. &
Seward. T.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study/ Scenario
Analysis
Quiz
Assignment
End Term Examination

Class Participation: The course is primarily discussion based and different cases/scenarios will be
discussed in the class. Marks will be allotted based on the evaluation criteria mentioned in the previous
section.

SESSION PLAN

The following session plan would be adhered to by the faculty:

Unite Topics to be covered Course objectives Reading from the

met textbook
Characteristics of Liner Services – Liner Trade routes –
1 Types of Liner shipping operators – Break Bulk Liner
services – Roll on / off Liner services – Container Liner
services – Passenger / Cruise Liner services.
Organization structure of a containerized Liner Shipping
company – Operations, Technical & Commercial functions
– Marketing of Liner services – Appointment &
2 management of Liner Agencies – Standard Liner Agency
Agreement.
Handling of Liner cargo – Liner cargo stevedoring – Types
of cranes used for handling Liner cargo – Unitization of
cargo & evolution of containerization – Types of containers
3 & their features, applications – World container fleet &
methods of container acquisition viz. purchase, leasing.
Types of Liner Services – Independent service –
Consortium / Alliance services – Direct vs Transshipment
4 services – Short sea feeder services – Liner freight rate
structure & economics of a typical liner voyage – Liner
conferences.

E-commerce applications in Liner companies – Internet

Portals – Electronic Direct Interchange (EDI) of data by
5 Liner companies with Terminals, Liner agents – Equipment
control systems – Container Interchange services.
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/ quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Warehouse Management (PSCM44)
PGDM SCM Trimester-IV (Credit:3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION

The basic objective of this Subject is to get familiar with warehousing and its functions

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Understand the concept of warehousing and elements of warehousing design
• CO2: Differentiate between Centralized and Decentralized storage
• CO3: To provide basic knowledge about Warehouse and Inventory Management
• CO4: To provide an insight on technology used in warehousing.

COURSE PEDAGOGY

This course will be covered through Class room lectures, discussions, cases, scenarios, quizzes, and
assignment/projects. This course intends to start with a dialogue between the faculty and the student and as
the course progresses, the student are expected to self-explore their natural acceptance of values and ethics.
Relevant readings/reference material would be provided to the students.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals and business magazines daily to augment the classroom learning.

Reference Books:

1. Warehouse management– Student Study Guide – by Gwynne Richard

2. Essentials of inventory management by Max muller—Publishers-HarperCollins
3. Warehouse distribution & operations handbook by DAVID E MULCAHY
4. Inventory strategy by Edward H Frazelle
COURSE EVALUATION CRITERIA
The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study/ Scenario
Analysis
Quiz
Assignment
End Term Examination

Class Participation: The course is primarily discussion based and different cases/scenarios will be
discussed in the class. Marks will be allotted based on the evaluation criteria mentioned in the previous
section.

SESSION PLAN

The following session plan would be adhered to by the faculty:

Outline syllabus Pedagogy L-W-P Student Learning outcome

Unit A Introduction
Topic 1 Introduction to Warehousing, Concept Lecture, 1-0-0 Understand the Evolution of
Evolution of Warehousing, Class discussion Warehousing
Strategic Warehousing
Topic 2 Types of Warehouses & Storage Understand about Types of Warehouses
Policy
Topic 3 Elements & Principle of Concept Lecture, 1-0-0 Understand about Elements & Principle
Warehouse Design Class discussion of Warehouse Design
Topic 4 Significance of Warehouse in Concept Lecture, 1-0-0 Understand the Significance of
SCM Class discussion Warehouse in SCM
Unit B Functions & Operations
Topic 1 Functions of Warehouse, Concept Lecture, 1-0-1 Understand the Functions of Warehouse,
Warehouse Operations. Class discussion Warehouse Operations
Inventory Management
Topic 2 Centralized and Decentralized, Understand concept of Centralized and
Storage Systems Decentralized system

Topic 3 MHEs Safety & Security, Concept Lecture, 2-0-1 Understand about MHEs
Class discussion
Topic 4 Warehouse Management Class discussion 1-0-0 Understand WMS
Systems and Group
exercises

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/ quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Organisation Development & Change Management (PHRM41)
PGDM Specialization Paper-Human Resource (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The objective of the course is to provide a conceptual input of meaning, characteristics, processes &
influences of Organizational Development & Change Management.
The course also intends to impart skill sets through experiential learning.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• The course gives various OD theoretical frameworks in detail which provides a comprehensive
overview of human capital from the perspective of improving the organizational system in context
to the larger environment and the role of change in organization at individual, group and process
levels.
• Organizational development affects the bottom line in a variety of ways.
• Through raised innovation and productivity, efficiency and profits are increased.
• Costs are also reduced by minimizing employee turnover and absenteeism.

COURSE PEDAGOGY

This course will be covered through Class room lectures, discussions, cases, scenarios, quizzes, and
assignment/projects. This course intends to start with a dialogue between the faculty and the student and as
the course progresses, the student are expected to self-explore their natural acceptance of values and ethics.
Relevant readings/reference material would be provided to the students.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals and business magazines daily to augment the classroom learning.
Text Book:

1. Wendell L. French and Cecil N. Bell Jr., Organization Development, New Delhi, Prentice Hall, 5th
Ed., 1999
2. Thomas G. Cummings and Christopher G. Worley (2002), Organizational Development and
Change, 10th Edition, Thompson Learning-India, New Delhi [CAN BE PROCURED
ONLINE FROM [Link]. shopping
3. Ramnarayana S., Rao T.V., Singh K., Organization Development: Interventions & Strategies
4. GhosalSumantra, Managing radical Changes, Viking Pengiun India
5. Bollywood movie case from Chak DE INDIA and LAGAAN.A Critical analysis.

Websites:

● [Link]
● [Link]
● [Link]

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The course is primarily discussion based and different cases/scenarios will be
discussed in the class. Marks will be allotted based on the evaluation criteria mentioned in the previous
section.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Sessions Reading from

the textbook
Overview of Organizational Development
and the OD Practitioner:
•OD: Understanding the concept,
Module 1
its evolution and relevance
• Productivity & QWL: Background
• Who is the OD Practitioner
• Role of OD Practitioner and
Competencies of Effective OD
Practitioner.
• External OD consultant v/s internal
OD consultant
Change & Models of Change
•Importance of Change
•Forces of Change
•Organization Change: some
determining factors
• Types of Change
• Strategic Change: Background
• Case Study
• Lewin’s Change Model
• Action Research Model
• Positive Model
• DICE framework
• McKinsey’s 7-S model
• Kotter’s 8 step model
• Comparisons of Change Model
• Addressing resistance to change
Change & its Impact
Module 2 • How people are effected by change
• How people react to change & the
person
• Change & the Manager
• Managing change in medium and
small organizations reference to IIP
{Infection, Injection, Protection a
concept from medical science}
OD Interventions: An Introduction &
Designing:
• Definition of OD Intervention
• Selecting an OD Intervention
• What are effecting Interventions
• How to Design Effective
Interventions
• Contingencies related to Change
situations
• Contingencies related to the target of
Module 3 Change
• Classifications of OD Intervention
• OD Personal & Interpersonal
Intervention
Role Plays
OD Team and Intergroup Development
Interventions, Structural Interventions:
• Team Development Intervention
• Intergroup Development Intervention
Module 4 • Job Design
• Quality of work life
• Quality Circles
• TQM.
• MBO and Appraisal
• The Collateral Organization
Comprehensive Interventions:
• Confirmation Meetings
• Survey Feedback
• System 4 Management
• Grid OD Program
• Learning Organizations
Module 5
The Senge’s Approach
• Nonaka& Takeuchi’s Approach
• The Reality Checklist
• Seven steps of Initiating
Organizational Learning
Important Note:

COURSE INTRODUCTION

Industrial Relations and Labour Legislation is a subject broadly concerned with employment relationships.
This is a multidisciplinary field of study which examines the interrelations of varying complexities between
employers and employees, employer organisations and the state with trade and labour unions.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• To understand the concept of Industrial Relations and its importance in Industry

• To appreciate different approaches to Industrial Relations and their impact on Industry’s performance.
• To understand the legislative concept and framework of labour laws in India.
• To appreciate the importance of labour laws compliance, difficulties and practicality in managing
industrial harmony.

COURSE PEDAGOGY

This course will be covered through Class room lectures, discussions, cases, scenarios, quizzes, and
assignment/projects. This course intends to start with a dialogue between the faculty and the student and as
the course progresses, the student are expected to self-explore their natural acceptance of values and ethics.
Relevant readings/reference material would be provided to the students.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals and business magazines daily to augment the classroom learning.
Text Book:

1. Industrial law. Mullik P.L.,

2. Industrial Relations and Labour Laws Prof. [Link] 6th edition 2012, latest reprint
3. Industrial Relations - Text and Cases [Link] Kumar Ghosh, 2011
4. Industrial law, Seth B. R., Labour Law
5. Kapoor N.D., Handbook of Industrial law – Sultan Chand & Sons, New Delhi
6. B.R. Ghye, Misconduct in employment
7. [Link], Commentary on Industrial Disputes Act
8. Dynamics of Industrial Relations C.B. Mamoria, Satish Mamoria&[Link], 2015
9. Industrial law, H L Kumar, Universal books publication, 2009
10. Industrial Relations C.S. Venkata Ratnam Reprint 2007.
11. Strategic Industrial Relations andLabour Laws in India, IS BN 978 8450 61-5 Deep & Deep
publications Pvt. Ltd. New Delhi 110027, 159, Rajouri Garden, New Delhi
12. Magazine: H L Kumar, Labour Law Reporter, (A monthly journal on labour laws).
The list of cases and specific references including recent articles will be announced in the class.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The course is primarily discussion based and different cases/scenarios will be
discussed in the class. Marks will be allotted based on the evaluation criteria mentioned in the previous
section.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Unit Contents Pedagogy Sessio No.

ns of
hours

Industrial Relations:

•An overview concept, history and

the need for harmony.
• Trade Unionism in India.
• Background, development,
contribution to industrial
development and workers
protection, Legislative implication
and framework.
• Essentials of harmonious industrial Video, classroom
1. relations. discussions and 5 7.5
• Key actors and stakeholders in IR cases
and their roles and implications.
• The role of trade union in the
present context of globalization.
• IR practices in Japan, Europe and
U.S.A.
• Grievance redressal system and
procedures &Policy framework.
• Essentials of Collective bargaining
in IR for industrial harmony.
• ILO
• OECD Guidelines
Wage and Salary Administration:

• Concept and legislative framework.

Role play, Case
• Problems associated in maintaining
2. wage differential (Payment of Wages study (Telco), 4 6
Act, Minimum Wages Act). video
• Laws related to wages and benefits
(Payment of Bonus Act, Equal
Remuneration Act).
Labour Legislation:

• Industrial disputes Act,1947

(framework and machinery for
settlement of disputes through
Tripartite, bipartite frame, adjudication,
Live cases from
arbitration and collective bargaining),
law related to service conditions. industry, case study,
3 4 6.
• Shops & Commercial establishments lecture and
Act. assignments
• Factory’s Act,1948 {provisions related
to health, safety, welfare, working hours
[leave, fines, records, returns and
penalties for non-compliances] and
disaster management} Industrial
Employment (Standing Orders) Act.
Labour Legislation: Case study of
Industrial Bandh, case
• Law related to social security-
study of employees’
• Workmen’s Compensation Act
• Employees ‘State Insurance Act misconduct and
• Employees ‘Provident Fund and discipline, live case
Miscellaneous Provision Act reference of Surya
4. • Employees’ family pension scheme Group, 6 9
• Maternity Benefits Act
Case study of
• Payment of Gratuity Act
• Labor welfare fund Act Industrial Unrest in
Maruti Udyog and
Hero Honda (videos)
and Supreme Court
judgements

Disciplinary procedure:

• Concept, practices and procedure of

domestic enquiry. Case study, Supreme
• Discipline (Red hot stove principle) and
Court cases,
principle of natural justice.
5. assignments and 4 6
• Standing orders – misconduct,
Certification procedures of standing discussion on live
orders. cases from industry
• Problem of absenteeism in Industry
(causes and viable remedies to arrest
loss of man-days).
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/ quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Cross Culture & International Human resource Management(PHRM43)
PGDM Trimester-IV
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

Cross-cultural management is a concept of finding out how to assess the impact of culture-whether national
or organizational or institutional on the performance of the firm. The ability to manage cross-cultural
interactions, multinational teams, and global alliances has become fundamental to managing in today’s
globalized world. Managing effectively across national and cultural boundaries is critical to the success of
today’s organizations, given the global environment of business and the increasing diversity of workforces.
A keen awareness and a high degree of cross-cultural competence in management are therefore keys to
career success for both present and aspiring managers/professionals. This course of study represents an
opportunity to enter into, contribute to, and learn about a new culture across the world. It provides an
opportunity to learn new ways of thinking about the management of people and processes in organizations;
about working with and through people across a range of national and international boundaries in business
and management contexts.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO 1: To explain the concept of culture and its impact on the organizational framework. (PO1)
• CO 2: To understand the influence of culture on various functions of HRM (PO1, PO4)
• CO 3: To apply team-building skills in cross-cultural contexts. (PO6)
• CO 4: To analyze the influence of communication and negotiation from the lens of cross-cultural
differences in the global world. (PO6)
• CO 5: To explain the role of motivation and leadership in managing MNCs in different geographical
boundaries. (PO3)
COURSE PEDAGOGY

The pedagogy will be a combination of class lectures (theory and solving problems), experience sharing,
real-life examples, case let the discussion, and assignments on specific companies. In addition to the text
and reference books, additional readings and cases will be distributed in the class from time to time.
Students are also expected to read and identify the problems in understanding the concepts and their
application in real-world situations before the start of each session. This will help to develop creativity and
innovative thinking in students to manage multi-stakeholder relationships.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals, and business magazines daily to augment classroom learning.

RECOMMENDED TEXT BOOK AUTHOR & PUBLICATION

International Human Resource Management P. Subba Rao, 3rd Edition, Himalaya Publishing House,
2011.
SUPPLEMENTARY READINGS
International Human Resource Management K. Aswathappa, 2nd Edition, Tata McGraw Hill Education
Pvt. Ltd., 2013.
International Human Resource Management P.L. Rao, 2008, Excel Books.
International Human Resource Management: Peter. Dowling, 5th Edition, 2012, Cengage Learning.
Managing People in a Multinational Context

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Case Study

It helps the students to understand the course content by giving real-life examples of problems faced by
organizations, and the students would analyze these cases critically and apply knowledge to solving these
problems.
Assignment - Expatriate Manager Interview

• What is the country of origin and what are the differences in culture between the country of origin
and the country where the person had an international assignment?
• What experiences/issues did the interviewee identify as most challenging, which most satisfying,
and which most puzzling?
• What advice would the interviewee give to others who are facing an international assignment to
ensure success?
Using the information above, prepare a project report in the form of a PPT presentation and submit a hard
copy of the slides as well as the soft copy.

Project - Expat Training (Group Project Presentation)

A cultural analysis: The cultural roots of a country are reflected in the arts, literature, and mass media of
that society. Select one form of art, literature, or mass media to understand the culture of that country.
Describe specific examples of this aspect of the culture. Then identify the underlying beliefs and values
reflected in these aspects of the culture. Discuss the similarities and differences between Indian culture and
the country you choose. Do not focus only on history or geography, but on cultural beliefs, values, and
norms. To make a description of the current practices that Indian firms use to train professionals for
assignments in the country of choice of the student. Students can use library research, supplemented with
interviews.

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision-making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Reading
Course
Module Topics to be covered from the
objectives
text book
Introduction to Cross–Culture
• Culture- Meaning, and concept;
• Organizational, Corporate, and Professional
Culture;
• Determinants of Culture
• Importance of cross-cultural Management;
• Edward Hall Model, Geert Hofstede Model
• Trompenaars Model
• Culture and Management Styles in Selected
Module 1
Countries;
• Similarities and differences - Doing
Business in China, Russia, India, France,
and Arab Countries;
Concept of IHRM
• Objectives of IHRM
• Difference between International and
Domestic HRM; Issues in IHRM
• Barriers to effective global HRM
• Expanding the role of HRM in international
Module 2
firms
• Case study: HRM at Colgate-Palmolive Co.,
K. Aswathappa
International Staffing
• Human Resource cycle; Human Resource
Planning; Features of HRP
• Process of HRP - Forecasting of Human
Resources
• International Labour Market sources-PCN,
HCN, TCN
• International Staffing Approaches -
Ethnocentric, Polycentric and Geocentric,
Regiocentric approaches
• Selection Criteria; Selection Techniques;
• Expatriate Assignment Life Cycle;
Expatriate Failure
• Development of effective workforce-
Module 3 Orientation
• Case Study: The Office Equipment
Company, K. Aswathappa
International Training & Development
• Reasons for Global Training– cultural
awareness programmes
• Process of cross-cultural training,
international trainings of PCNs,
• Global Mind-set; Characteristics of Global
Mind-set
• Expatriate Training, Components of
Effective pre departure training
Module 4 programmes, integrative training and post-
arrival training
• Developing international staff, Individual
career development
• Case study: Konica Minolta: Using learning
to create a unified culture, K. Aswathappa
Introduction to International Compensation;
• Designing Compensation Programme,
• Objectives of International Compensation
• Complexities in International Compensation
• Factors that affect International
Compensation
• Approaches to International Compensation-
The going rate approach, the balance sheet
approach
Module 5
• Taxation, International living cost.

Important Note:

COURSE INTRODUCTION

This course is designed to orient the students of management towards the art and science of influence and
Leadership in organizations. Power and politics are an integral part of organizational dynamics and thus it
is pertinent for young leaders to know the ways of navigating through the political jungle to wield influence.
As an astute head and strategist, a leader should be able to diagnose the negative forces, anticipate moves
and handle resistance
to the initiatives that he wants to take.

COURSE OUTCOMES

At the end of the course the students shall be able to:

(1) To understand the art and science of leadership and attain new insights about the most suited
leadership style and to gain insights on how to develop younger leaders and their leadership
skills and behaviours.
(2) To develop perspectives on how to adapt and lead teams more effectively whilst creating a top-
line perspective on strategy and implementation.
(3) TO understand the perspective of ethics in leadership in an organization.
(4) To be able to diagnose the true distribution of power in organizations, identify strategies for
building sources of power, and develop techniques for influencing others, and understand the
role of power in building cooperation and leading change in organizations.
(5) Understand about the political dynamics of organization and reflect on one’s own management
style and influence style, along with the development of a personal agenda for successful
political management of one’s own career.

PROGRAM OUTCOMES

After completing PGDM a student shall be able to

- ‘1’ – Slight (Low) Correlation

- ‘2’ – Moderate (Medium) Correlation
- ‘3’ – Substantial (High) Correlation
- ‘-’ indicates there is no correlation.

PO1 PO2 PO3 PO4 PO5 PO6 PO7

CO1 2 - - - - 3 -

CO2 3 3 - - - - -

CO3 3 - - 3 - 3 3

CO4 - - 3 - 3 - -
CO5 - - - 3 - - 2

2.6 3 3 2.6 3 3 2.5

COURSE PEDAGOGY

Text Book:

Organisationa Leadership and Power,(2006) Uday pareek

Suggested Readings:
1. Buchanan, D., & Badham, R. (2008). Power, politics, and organizational change:
Winning the turf game. Sage.
2. Cabane, O. F. (2013). The charisma myth: How anyone can master the art and
science of personal magnetism. Penguin.
3. Cropanzano, R., & Kacmar, K. M. (Eds.). (1995). Organizational politics, justice, and
support: Managing the social climate of the workplace. Greenwood Publishing
Group.
4. Fairholm, G. W. (2009). Organizational power politics: tactics in organizational
leadership. ABC-CLIO.
5. Kotter, J. P. (1985). Power and Influence: Beyond Formal Authority. Free Press.
6. Lukes, Steven (2004). Power: A Radical View. Palgrave Macmillan.
7. Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications
8. Pfeffer, J. (1992). Managing with power: Politics and influence in organizations.
Harvard Business Press.
9. Schein, E. H. (2017). Organizational culture and leadership-5 th Edition. John Wiley
& Sons.
10. Thomas, R. J. (2008). Crucibles of leadership: How to learn from experience to
become a great leader. Harvard Business Press.
11. Wrong, Dennis (1996). Power: Its Forms, Bases and Uses. Transaction Publishers.
12. Yukl, G. A. (2013). Leadership in organizations- 8 th edition. Pearson Education.

The list of cases and specific references including recent articles will be announced in the class.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Case Study:
It helps the students to understand the course content by giving real-life examples of problems faced by
organizations, and the students would analyze these cases critically and apply knowledge to solving these
problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading
objectives from the
textbook
Module 1 Leadership Definition
Description
Trait Approach of Leadership
Skills Approach of Leadership
Module 2 Behavioural Approach of leadership
Situational Approach of Leadership
Path Goal Theory
Leader Member Exchange (LMX) Theory
Module 3 Transformational Leadership
Authentic Leadership
Ethics and Leadership
Module 4 Defining power
Bases of power
Approaches to understanding power in
organizations
VUCA World
Gender & Power
Module 5 Organizational Politics
Power tactics used in organizations
Politics and coalitions
Controlling political behavior in organizations

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Customer Lifecycle Management and User Nurturing (PAMM41)
PGDM Trimester-IV (Credits: 4.5)

COURSE INTRODUCTION

COURSE OUTCOMES

COURSE PEDAGOGY:

The course will be a blend of classroom and online teaching, with recorded videos given as reference
material.
COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course

objectives met

Fundamentals of Email Marketing

● Fundamentals of Email marketing,

● Goals of Email Marketing,
Module 1
● Budgeting for Email Marketing,
● Key Components of a Successful Email Marketing Campaign,
● Key Email Terms
● The Anatomy of an Email, Types of marketing email, Ethics
and Data Protection ,
● Setting your goals and tone for the email,
● Types and Examples of Subject lines, Email Body Copy
● Effective design practices to follow,
● Sending the Right Email at the right time. Email
Personalisation,
● Using visual elements in emails. Creating responsive email
templates,
● Dos and donts of email marketing and
● Psychology in Email Marketing.
Analysis And Reporting Of Various Tools

● How to Analyse Email Marketing Campaigns,

● Pre campaign optimisation (A/B Testing),
● Different Optimisation Opportunities in Email,
● Optimising Email Marketing Performance ,
Module 2 ● Google Analytics for Email Campaigns,
● What is an Email Service Provider?,
● Email deliverability tools ,
● Improving email deliverability,
● Introduction to Mailchimp and its uses , Differences between
B2B and B2C email marketing and Tools used in B2B email
marketing.
Customer Relationship Management (tentative)
Module 3
● What is CRM?
● Why is it Important?
● Types of CRM, Components of CRM,
● How does CRM work?
● CRM Applications,
● Overview of different CRM Tools and
● Linking CRM with the funnel.
Introduction to lead nurturing (tentative)

● What is Lead Nurturing?

● Types of Leads, How Lead Nurturing Works, Difference
Between,
● Lead Nurturing and Lead Generation,
● Lead Qualification Framework, Leads And
● The Funnel, Lead Nurturing in the Context of B2C - Increasing
LTV,
Module 4 ● Lead Nurturing in the, Context of B2B - Increasing
Conversions,
● What is Remarketing?
● How Does Remarketing Work?
● Components of a Remarketing Strategy and Tools for
Remarketing.
Important Note:

c. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Content Marketing Strategy (PAMM42)
PGDM Trimester-IV (Credits: 4.5)

COURSE INTRODUCTION

Understand the fundamentals of content planning by analyzing target audience demographics, preferences,
and behavior to formulate a comprehensive content strategy that aligns with organizational goals and
[Link] proficiency in utilizing Content Management Systems (CMS) by evaluating,
selecting, and effectively utilizing appropriate tools and platforms to organize, create, publish, and manage
content efficiently. Apply the 7As Framework in content marketing, comprehensively comprehending how
to create content that is Attractive, Available, Appropriate, Accessible, Actionable, Auditable, and
Affordable to engage and retain target audiences effectively. Evaluate and distinguish between the three Cs
of content creation (Consistency, Clarity, and Creativity) to craft high-quality and engaging content that
resonates with the target audience while upholding brand voice and messaging. Implement a strategic
approach to content distribution by exploring various channels, understanding the importance of timing,
format, and optimization for different platforms to maximize reach, engagement, and conversion rates.
Additionally, assess methods for promoting content effectively and measuring its impact through key
performance indicators (KPIs) and analytics tools.

COURSE OUTCOMES--

At the end of the course, the students will be able to:

C01. Identify and understand different types of content marketing

C02. Create content marketing strategies and plans based on based on 7As framework

C03. Understand and apply 3Cs of Content marketing

C04. Understand how to measure effectiveness of content

C05. Understand the metrics and apply to measure the effectiveness of content marketing campaigns
COURSE PEDAGOGY:

The course will be a blend of classroom and online teaching, with recorded videos given as reference
material.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course

objectives
met

Content Marketing 101 C01,C02

● What is content marketing?

● Content Marketing vs Advertising,
Module 1 ● Understand why do companies use Content Marketing and
● Types of content marketing
Overall Content Planning C02,C03

● Steps in creating a Content Marketing plan,

● Budget allocation and resource allocation,
● Understand your target audience,
● Introduction to Market Analysis,
Module 2 ● Benefits of Conducting,
● Market Analysis,
● Buyer persona and user persona,
● Content Audit and competitor analysis,
● Content Channels,
● Content Types,
● Content plan Execution, CMS: What is CMS?,
● Content Optimization and Keywords,
● Customer Acquisition,
● Retention and Development,
● Mapping Content Formats to the Consumer Funnel,
● Content Themes,
● 7A Framework and 7A example
Integrated Content Marketing: Deep Dive into Content Creation C03,C04
Module 3
● Brand, Personality,
● Voice and Tone,
● Storytelling as a tool,
● Consumer Journey,
● Awareness Stage,
● Consideration Stage,
● Purchase Stage,
● Introduction: Channels,
● Owned Channels,
● Earned Media, Paid and Rented Channels,
● Hybrid Channels and Repurposing
Distributing Content and Measuring its Effectiveness C05

● Content Calendar,
Module 4 ● Content Distribution Framework,
● Collaborations and Partnerships,
● Content Promotions,
● Measuring Content Marketing - Engagement
● Metrics and Custom Content Metrics .
Module 5 Case Study C05

In this case study, the students will learn how to design the content of a
company so as to influence their brand identity in the market. They will
understand their audience and provide details on what content is being
consumed by the audience, based on which they will suggest content
related changes.

Important Note:

d. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Consumer Behaviour & IMC (PAMM43)
PGDM Trimester-IV (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

An essential component of marketing is consumer insight – both the obvious needs and wants that are on
the surface of conscious thought, but also the deeper, possibly unconscious motives that drive human
behavior at an implicit level. Psychological science has produced numerous theoretical and technological
advances in recent years that offer unprecedented access to the inner workings of the mind, and allow for
new ways to assess opinion, test new products, evaluate packaging, predict emerging needs, design
promotion and advertising executions, and map out overall marketing strategy. This course gives an
overview of psychological knowledge as it pertains to capturing consumer insight, and includes a
consideration of how the brain works, what factors influence consumer choice, and a critical evaluation of
psychological assessment tools (including such diverse methods as online surveys, brain imaging,
computerized reaction time assessment, and eye-tracking). The course also reviews a range of “levers” that
can influence purchase behavior in unexpected ways and at efficient cost. The course is organized around
a model of human cognition rooted to sequential mental processing steps (e.g., awareness, interpretation,
attitude, etc.) that intervene between the marketing mix (input) and purchase behavior (output). The course
uses a mix of large cases, mini-cases, and lectures to advance these concepts.

COURSE OUTCOMES

The learning objectives of the course are as follows:

● CO1. Understand the three major influences on customer choice: the process of human decision
making in a marketing context; the individual customers make up; the environment in which the
customer is embedded. (PO1, PO4)
● CO2. Develop the cognitive skills to enable the application of the above knowledge to marketing
decision making and activities (PO1)
● CO3. Be able to demonstrate how CB & IMC concepts may be applied to marketing strategy. (PO4)
● CO4. Apply an ethical IMC approach in the development of an overall advertising and promotional
plan. (PO6, PO5)
● CO5. Enhance creativity, critical thinking and analytical ability through developing an integrated
marketing communication campaign (PO2)
COURSE PEDAGOGY:

This course will be based on Class room lectures, Assignments based on discussions, cases and group-
projects. Students would have to work independently as well as in groups. Students are expected to study
the relevant concepts from the book, relevant you tube videos and other materials before they come to the
classroom.

COURSE READINGS

Reference Books:

1. Consumer Behaviour : Sethna Zubin & Blythe Jim, SAGE Publishing India.
2. Integrated Advertising, Promotion and Marketing Communications: Clow, Kenneth E. &
Baack Donald E., Pearson.

3. Advertising & promotions an IMC perspective: Kruti Shah & Alan D’ Souza, McGraw
Hill education.

4. Advertising, Brand and Consumer Behaviour, 2020, S. Ramesh Kumar, SAGE Publishing India.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation
Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision-making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met text book

Introduction: Consumer Behavior & the Marketing Mix,

Consumer Goals, Consumer Decision Making Process: Need
Recognition, Search for information, Pre purchase
evaluation of alternatives, Purchase, Consumption, Post
consumption Evaluation & Divestment, Interrupts in buying
Module 1 process & their effects, Customer involvement, Consumer
(5 hours) Journey through the World of Technology CO1

Consumers as individuals and in the social context:

Consumer Perception, Consumer Attitude Formation &
Module 2 CO1 &
Change, Reference Groups, Family Gender & Age
CO2
(3 hours) Influences, Culture and Social Mobility

Marketing Communication: The Role of Marketing

Communication Developing Effective Communication:
Target Audience, Communication Objectives Design the
Communication, Select the Communication Channels &
Total Marketing Communication Budget. Communication
Mix & Managing the IMC Process

Advertising Management: Meaning, Nature and Scope of

Module 3 Advertising, Classification of advertising, Process of CO1, CO2
Advertising, Fundamentals of Advertising Campaigns, The & CO3
(3 hours)
Creative Brief, and Advertising Appeal. Advertising
Agencies – their role, functions. Global vs local advertising
Developing the Advertising Campaign: Message Strategies,
Executional Framework of messages, Sources and
Module 4 CO1,
Spokespersons, Source Characteristics, Advertising
CO2& CO3
(9 hours) Effectiveness & its measurement

Media Planning and Strategy: Steps involved in media

planning, Media Types and their characteristics; Setting
Media objectives, Media Selection & Media Strategy.

Interactive Marketing: Its advantages and disadvantages,

Placing Ads and Promotions online, Buzz Marketing, Viral
Module 5 CO1, CO2
Marketing, and Mobile marketing.
& CO3
(5 hours)

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
Economic-Innovation and Sustainable Entrepreneurial Practices Worldwide

CODE: PEM42

PGDM Trimester- (Credits: 1.5)

Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course within the PGDM Entrepreneurship Programme explores the intersection of economic
innovation and sustainable practices on a global scale. Dive into the evolving landscape of entrepreneurship,
focusing on innovative business models that prioritize environmental and social sustainability. From
renewable energy initiatives to circular economy principles, discover how entrepreneurs worldwide are
driving change while creating economic value. Through case studies, discussions, and practical
applications, gain insights into leveraging innovation for sustainable development goals, equipping you to
navigate complexities and contribute meaningfully to a more sustainable future in the entrepreneurial arena.

COURSE OUTCOMES

CO1: Analyze global trends in economic innovation and their impact on sustainable entrepreneurship.

CO2: Evaluate diverse business models integrating environmental and social sustainability principles.

CO3: Develop strategies for scaling sustainable entrepreneurial ventures in international markets.

CO4: Explore case studies of successful sustainable startups and their strategic approaches.

CO5: Critically assess the role of policy frameworks and partnerships in promoting sustainable
entrepreneurship globally.

COURSE PEDAGOGY

This course will be based on class room lectures, assignments based on discussions, case studies and
projects. Students would have to work independently as well as in groups. Students are expected to study
the relevant concepts from the reading list, relevant you tube videos and other materials before they come
to the classroom. More than 60% of the course shall be taught by industry experts.
COURSE READINGS

1. The Blue Economy: 10 Years, 100 Innovations, 100 Million Jobs by Gunter Pauli
2. Sustainable Business: Key Issues by Helen Kopnina and John Blewitt
3. Scaling Up: How a Few Companies Make It... and Why the Rest Don't by Verne Harnish

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis (Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted based on
assignments, analytical & communication skills, interpretation skills, and decision-making skills
concerning the case and practice problems. Active participation and discussion in class should be
encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives
(CO) met

Module 1: Dynamics -An Overview of the Development

of Development: The Sector across the world
Global Perspective

Module 2: - Global north vs. global south

Entrepreneurial
trends

Module 3: Business -Need for entrepreneurship

Sustainability development
-EDP cell
-Role of sustainability and sustainable
development for SMEs
-Case studies, exercises

Module 4: Gender -Women in business

and business
-Trangenders in business

Module 5: Immersive
Learning Experience

CODE: PEM43

PGDM Trimester- (Credits: )

Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course "Intellectual Property Rights (IPR) Management Strategies" introduces essential concepts and
strategies for protecting and leveraging intellectual property (IP) assets in entrepreneurial ventures. Students
will delve into various forms of IP, including patents, trademarks, copyrights, and trade secrets, learning
how to identify, secure, and manage these rights effectively. Emphasis will be placed on the strategic use
of IP to foster innovation, gain competitive advantage, and mitigate risks associated with infringement.
Through case studies and practical applications, students will develop a comprehensive understanding of
IPR management, equipping them to navigate legal complexities and maximize the value of intellectual
assets in their entrepreneurial pursuits.

COURSE OUTCOMES

CO1: IP Identification: Identify and classify different types of intellectual property (IP).

CO2: IP Protection: Develop strategies to protect IP assets through patents, trademarks, and copyrights.

CO3: IP Management: Implement effective management practices for IP portfolios.

CO4: IP Commercialization: Explore methods to leverage IP for business growth and competitive
advantage.

CO5: Legal Compliance: Understand legal frameworks and compliance requirements related to IP rights.
COURSE PEDAGOGY

This course will be based on class room lectures, assignments based on discussions, case studies and
projects. Students would have to work independently as well as in groups. Students are expected to study
the relevant concepts from the reading list, relevant you tube videos and other materials before they come
to the classroom. More than 60% of the course shall be taught by industry experts.

COURSE READINGS

1. Intellectual Property Strategy by John Palfrey and Daniel Gervais

2. Patent It Yourself: Your Step-by-Step Guide to Filing at the U.S. Patent Office by David Pressman
3. Trademark: Legal Care for Your Business & Product Name by Stephen Elias and Richard Stim

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted based on
assignments, analytical & communication skills, interpretation skills, and decision-making skills
concerning the case and practice problems. Active participation and discussion in class should be
encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objective
s (CO)
met

Module 1: -Introduction to Intellectual Property

Fundamentals of Rights (IPR)
Law and -Legal Framework and Regulatory
Professional Ethics Bodies
-IPR Management Strategies for
Entrepreneurs
-Ethical Considerations in IPR
-IPR Disputes and Resolution
Mechanisms

Module 2: Overview -Intersection of IPR and Competition

of Competition Law Law
(non-credit bearing) Anti-Competitive Practices and IPR
-Licensing and Market Power
-Merger Control and IPR
-Enforcement and Remedies

Module 3: Patents - -Strategic Patent Portfolio

Practice & Management
Procedure -Patent Filing and Prosecution
Strategie
-Patent Monetization and Licensing

Module 4: IPR & -Navigating the Indian Patent System

Patenting in India -Strategic Use of Patents in the Indian
Market
-Patent Enforcement and Litigation in
India

Module 5: Q&A session with a legal

Immersive Learning professional
Experience
Important Note:

a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not common
knowledge, without granting credit to the originator. Plagiarism is

unacceptable in Lloyd Business School and will invite penalty. Type and extent of penalty will be at the
discretion of the concerned faculty.

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished as per
policy of the institution.
Innovation Development Process & Readiness Levels (Technology, Market & Investment)

CODE: PEM44

PGDM Trimester- (Credits: )

Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course "Innovation Development Process & Readiness Levels (Technology, Market & Investment)"
explores the systematic process of developing innovations, assessing their readiness across technological,
market, and investment dimensions. Students will delve into stages of innovation from ideation to
commercialization, learning to evaluate technological feasibility, market demand, and investment potential.
Emphasis is placed on aligning innovation with market needs, managing technological risks, and securing
funding. Through case studies and practical exercises, learners will gain proficiency in navigating the
complexities of innovation readiness assessments, equipping them to effectively drive innovation initiatives
and capitalize on emerging opportunities in entrepreneurial ventures within dynamic markets.

COURSE OUTCOMES

CO1: Innovation Assessment: Evaluate innovation readiness across technological, market, and investment
dimensions.

CO2: Technology Feasibility: Assess the technical feasibility and scalability of innovations.

CO3: Market Demand Analysis: Analyze market dynamics and assess customer needs and preferences.

CO4: Investment Readiness: Determine the financial viability and attractiveness of innovation projects.

CO5: Strategic Alignment: Align innovation initiatives with organizational goals and market opportunities.
COURSE PEDAGOGY

This course will be based on class room lectures, assignments based on discussions, case studies and
projects. Students would have to work independently as well as in groups. Students are expected to study
the relevant concepts from the reading list, relevant you tube videos and other materials before they come
to the classroom. More than 60% of the course shall be taught by industry experts.

COURSE READINGS

1. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically
Successful Businesses by Eric Ries
2. Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers by
Geoffrey A. Moore
3. Angel: How to Invest in Technology Startups - Timeless Advice from an Angel Investor Who
Turned $100,000 into $100,000,000 by Jason Calacanis

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis (Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted based on
assignments, analytical & communication skills, interpretation skills, and decision-making skills
concerning the case and practice problems. Active participation and discussion in class should be
encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

Objectives s
(CO) met

Module 1: -The Importance of Data-Driven Decision

Introduction to Data Making,
Driven Mindset-Play -The Cost of Changing a Product
-Observation vs. Experiment
-Experiment vs. Prototype vs. MVP

Module 2: -Generating Ideas

Experimentation and -Evaluating and Selecting Ideas
Market Readiness -Idea Generation and Evaluation
-Decompose, Simplify and Refine
-Establish Your Metrics
-Developing Testable Hypotheses
-Introduction to A/B Testing
-A/B Testing Requires Domain
Knowledge

Module 3: -Low- and High-Fidelity Prototypes

Fundamentals of -Prototyping is not just for UX Prototyping
Data Driven Techniques
Prototyping Start -Data Collection Methods for Prototyping

Module 4: Minimum -The Concept of MVP

Viable Product -From Experiments and Prototypes to
(MVP) MVPs
-Value Proposition and Product
Assumptions
-Usability Tests and Exhaust Data
-MVPs For Startups

Module 5: Immersive Introduction to the 6-stage ideation

Learning Experience process by a serial entrepreneur
Important Note:

a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not common
knowledge, without granting credit to the originator. Plagiarism is

unacceptable in Lloyd Business School and will invite penalty. Type and extent of penalty will be at the
discretion of the concerned faculty.

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished as per
policy of the institution.
PGDM
TRIMESTER V
LLOYD BUSINESS SCHOOL
Corporate Governance, Ethics & Sustainability (PCP51)
PGDM Trimester-V (3-Credits)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
This course explores the principles and practices of corporate governance, business ethics, and
sustainability. It examines the roles and responsibilities of corporate boards, executives, and stakeholders,
and emphasizes ethical decision-making and sustainable business practices. The course prepares
management graduates to lead organizations responsibly and sustainably. The course will help to achieve
the given objectives

• Understand the framework and principles of corporate governance.

• Develop an awareness of ethical issues and dilemmas in business.
• Explore the concept of sustainability and its implications for business strategy.
• Analyze real-world cases to understand the practical application of governance, ethics, and
sustainability principles.
• Learn to design and implement policies that promote ethical behavior and sustainable practices.
COURSE OUTCOME:
At the end of the course, the students shall be able to:

● CO1. To understand the application of Corporate Governance practices in businesses while using
standard models.

● CO2. Help the students understand the meaning of ethics, code of ethics, values and ethical
decision-making for making the business transactions morally bound and understanding the overview
of Ethics in global context also

● CO3. To understand the concept of sustainability and its relevance in the business scenario.

● CO4. To teach the role and relevance of Corporate Social responsibility in the current

Business scenario and the application of various theories related to CSR.

● CO5. To understand the impact of various treaties and legal framework designed to ensure that the
business organizations adapt sustainability
COURSE PEDAGOGY
The pedagogy will be a combination of class lectures (theory and solving problems), experience sharing,
real life examples, case let discussion, assignments on specific companies. In addition to the text and
reference books, additional readings and cases will be distributed in the class from time to time. Students
are also expected to read and identify the problems in understanding the concepts and their application in
the real-world situation before the start of each session. This will help to develop creativity and innovative
thinking in students to manage multi-stakeholder relationships.

COURSE READING:
The following books are being referred for the course. Students are advised to read newspapers, articles,
journals and business magazines daily to augment the classroom learning. The video lecture links of the
teaching faculty will also be provided to clear the doubts after the classroom.

Text Book:
• Business Ethics and Corporate Governance, A.C. Fernando (2010), 2nd edition, Pearson
Education.
Reference Books:
• "Corporate Governance" by Robert A. G. Monks and Nell Minow
• "Business Ethics: Ethical Decision Making & Cases" by O. C. Ferrell, John Fraedrich, and Linda
Ferrell
• "Sustainability: A Comprehensive Foundation" by Tom Theis and Jonathan Tomkin (open-source)
• Business Ethics and Corporate Governance, CSV Murthy (2009), 2nd edition, Himalaya
Publication
• Managing Business Ethics, Linda K. Trevino, Katherine A. Nelson (2013), 5th edition, Wiley
Publication
• Business Ethics and Corporate Governance, S K Bhatia (2004), Deep and deep
Publications

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 5

Mid-Term Exam 20

Quiz/Assignment 5

Group Presentation 10

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision-making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
textbook

Concept Corporate Governance, Need for Corporate Governance, CO1

Corporate Governance Theories - Agency Theory,
Stockholder/shareholder Theory, Stakeholder Theory, Stewardship
Theory, Elements of Good Corporate Governance, Rights and
Privileges of shareholders, Investor’s Problem and protection,
Corporate Governance and Other Stakeholders, Board of Directors;
Module 1:
Role, Duties and Responsibilities of Auditors, Bank and Corporate
Corporate
Governance Governance
(8 hours) Evolution of Corporate Governance: Developments in India
• Confederation of Indian Industry (CII)- Desirable Corporate
Governance: A Code
• Kumar Mangalam Birla Committee (2000)
• Task Force on Corporate Excellence Through Governance
Naresh Chandra Committee (2002)
• N.R. Narayana Murthy Committee (2003)
• Dr. J J Irani Expert Committee on Company Law (2005)
• Corporate Governance Through Listing Agreement
• Corporate Governance Voluntary Guidelines 2009

Introduction to Business Ethics, concept, Importance, CO2

Institutionalizing Ethics; Code of Conduct and ethics for managers,
Ethical Committees; Significance and need for business Ethic; Process
of Ethical Decision-Making, Common ethical dilemmas and how to
Module 2: address them, Ethical theories and frameworks; Creating an ethical
Business Ethics culture; Role of leadership in promoting ethics, Global Business
(5 hours) Ethics, Cross-cultural ethical issues, International ethical standards
(e.g., UN Global Compact, OECD Guidelines)

Introduction to Sustainability; Definition and dimensions (economic, CO3

social, environmental)
Historical context and evolution of sustainability; Sustainability
Strategies and Practices,
Module 3: Sustainable business models; Environmental management systems;
Sustainability
(5 hours) Measuring and Reporting Sustainability; Sustainability reporting
frameworks (e.g., GRI, SASB, TCFD), Key performance indicators
(KPIs) for sustainability.
Theories of CSR: Trusteeship Model; Social Entity Theory; Pluralistic CO4
Model; Models of CSR: Ethical Model, Statist Model, Liberal Model
& Stakeholder Model; Advantages of CSR; Scope of CSR; CSR
Module 4: of Stakeholders: Consumers and community, Employees and Owners;
CSR
Steps to Attain CSR.
(5 hours)

Module 5: Introduction: United Nations Conference on Human Environment; CO5

United Nations Environment Program; Brundtland Commission,
Legal Framework & United Nations Conference on Environment and Development;
Treaties on Agenda 21; Rio Declaration on Environment and Development;
Environmental & United Nations Conference on Sustainable Development, Rio+20;
Social Aspects Millennium Development Goals to Sustainable Development Goals

(7 hours)

Important Note:

a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or
providing such assistance to other students. If any student is found guilty, he/ she will be punished as
per policy of the institution.
LLOYD BUSINESS SCHOOL
Prompt Engineering -Part 2 (CODE)-Dr. Saumendra Mohanty
PGDM BA Trimester-V (Credit:3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION
This advanced course builds upon the foundational concepts covered in Part 1, taking your skills in
prompt engineering to the next level. As AI and natural language processing (NLP) continue to grow in
sophistication, the ability to create precise and effective prompts is more critical than ever.

COURSE OUTCOMES

●CO1. Develop and implement advanced prompting strategies that enhance AI model performance.
●[Link] prompts to specific domains, such as healthcare, finance, and customer service,
ensuring relevance and accuracy.
● CO3. Integrate multi-modal prompts that combine text with images, audio, and other data types
for richer AI interactions.
● CO4. Troubleshoot and refine prompts to improve AI response accuracy and performance.
● CO5. Apply advanced ethical considerations and best practices to ensure responsible and fair use
of AI.
● [Link] complex real-world projects that demonstrate proficiency in advanced prompt
engineering techniques.
COURSE PEDAGOGY

COURSE READINGS

Textbooks

1. "Natural Language Processing with Python" by Steven Bird, Ewan Klein, and Edward Loper

This book provides comprehensive coverage of natural language processing techniques, including
advanced topics relevant to prompt engineering.

2. "Language Models for Text Generation: An Introduction" by Yaser S. Abu-Mostafa

This textbook offers a deep dive into language modeling techniques, which are foundational for prompt
engineering in natural language processing.
Reference Books:

● "The AI Language Engineer's Handbook" by Grant Ingersoll, Courtney Wade, and Mike
Amundsen

This reference book covers a wide range of topics related to natural language processing and AI language
engineering, offering valuable insights for prompt engineering.

● "Transformers for Natural Language Processing" by Ethan Perez, Sudharsan Ravichandiran, and
Yanai Elazar

As transformers have become increasingly important in NLP and prompt engineering, this book provides
detailed explanations and practical examples.

These textbooks and reference books offer a combination of theoretical foundations and practical insights
into advanced prompt engineering techniques, making them valuable resources for students and
practitioners alike.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 40% 3 hrs. Analysing ability and aptitude, Knowledge
Sharing, Problem understanding

Mid-Term Exam

Quiz

Individual Presentation 30% 2 hrs. Critical Thinking , Creativity ,

Communication development

Assignment

Individual Project

Group Presentation 10% 4 hrs. Business Acumen and Application skills

Case Presentation 20% 4 hrs. Problem resolving skills

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Reading from the

Module Topics to be Covered Course Objectives Met Textbook

"Natural Language
Processing with Python" -
Gain familiarity with Chapter 7: Advanced
advanced prompt Natural Language
Review of Basic Prompt engineering concepts and Processing
Engineering techniques Understand Tasks "Language
Concepts Introduction the importance of Models for Text Generation:
to Advanced Prompt optimizing prompt An Introduction" - Chapter
Module 1 Structures Strategies for structures for AI 4: Advanced Language
(3HRS) Optimizing AI Responses performance Modeling Techniques

Tailoring Prompts for "The AI Language

Specific Domains (e.g., Develop the ability to Engineer's Handbook" -
Healthcare, Finance, design prompts tailored to Chapter 5: Domain-Specific
Customer specific industries or Language
Service) Customizing domains Learn Modeling "Transformers
Prompt Structures for techniques for customizing for Natural Language
Domain-Relevant prompt structures to Processing" - Chapter 3:
Queries Ensuring optimize AI performance Fine-Tuning Pre-trained
Module 2 Relevance and Accuracy in in domain-specific Transformers for Specific
(3 HRS) Domain-Specific Prompting contexts Domains

Integrating Text with Understand the principles "Transformers for Natural

Images, Audio, and Other and techniques behind Language Processing" -
Data Types Leveraging integrating multi-modal Chapter 5: Multi-Modal
Multi-Modal Prompts for data into Transformer
Richer AI prompts Learn how to Architectures Research
Interactions Challenges create prompts that Papers on Multi-Modal
and Considerations in leverage multiple data Prompt Engineering
Module 3 Multi-Modal Prompt types for enhanced AI (provided as supplementary
(3HRS) Engineering interactions reading)
"The AI Language Engineer's
Strategies for Develop skills in identifying Handbook" - Chapter 8:
Troubleshooting Prompt- and resolving issues with Prompt Engineering Best
Module Response prompt-response Practices "Natural
4(3HRS) Mismatches Techniques mismatches Learn Language Processing with
for Refining Prompt methods for refining prompt Python" - Chapter 10:
Structures to Improve AI structures to enhance AI Advanced Prompt
Performance performance Engineering Techniques

Module Topics to be Covered Course Objectives Met Reading from the Textbook

Important Note:

e) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
f)
Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or
providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Project Management (CODE)-Ms. Neha Issar
PGDM BA Trimester-V (Credit:3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
Companies regularly use project management to achieve optimum results through the use of limited
resources and under critical time constraints. In the services sector, the use of project management to
achieve the objectives of an organization is quite common. Advertising campaigns, political campaigns, are
organized as projects. - In recent years a relatively new growth area in the use of project management is the
use of projects as a way of accomplishing organizational change. Indeed, there is a rapid increase in the
number of firms that use projects as the preferred way of accomplishing almost everything they undertake.
- The main objective of this course is to introduce the student to the rich world of Project Management
methodologies and its application at a global scale. In a world that has become globalized, the need for
leaders capable of facing challenges is growing every day. We need leaders and project managers who are
capable of understanding cultural and ideological differences, are respectful of different habits than their
original environments, and are able to succeed in project goals.

COURSE OUTCOMES

● CO1. Students should gain a solid understanding of the basic principles, methodologies, and
terminology used in project management.

● [Link] should be able to develop comprehensive project plans, including defining project
scope, creating work breakdown structures (WBS), estimating time and resource requirements, and
developing project schedules using techniques like Gantt charts and network diagrams.

● [Link] should learn how to effectively allocate and manage resources such as personnel,
budget, and materials to ensure project success while optimizing efficiency and minimizing risks.

● [Link] should be able to identify potential risks to project success, assess their impact and
likelihood, and develop strategies to mitigate or manage them throughout the project lifecycle.

● [Link] should develop strong communication skills, including the ability to effectively
communicate project goals, progress, and issues to stakeholders at all levels of the organization.
COURSE PEDAGOGY
This course will be based on Class room lectures, Assignments based on discussions, cases and group-
project. Students would have to work independently as well as in groups. Students are expected to study
the relevant concepts from the book, relevant you tube videos and other materials before they come to the
classroom.

COURSE READINGS

Text Book:

1. Project Management, HarveyMaylor, Pearson Education, 3rd edition.

Reference Books:

1. Projects, Prasanna Chandra, Tata McGraw Hill

2. Project Management, Pinto, Pearson
3. “Project Management- A Managerial Approach”, Jack Meredith, Samuel J. Mantel Jr., John Wiley and
Sons
4. Project Management – TheManagerial Process, Clifford F. Gray& Erik W. Larson, Tata McGraw Hill
COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 40% 3 hrs. Analysing ability and aptitude, Knowledge
Sharing, Problem understanding
Mid-Term Exam
Quiz
Individual Presentation 30% 2 hrs. Critical Thinking , Creativity , Communication
development
Assignment
Individual Project
Group Presentation 10% 4 hrs. Business Acumen and Application skills
Case Presentation 20% 4 hrs. Problem resolving skills

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course objectives Reading from

met the text book
Module 1 • Work and grading methodology

(3 HRS) • Introduction to Project Management

• Project Management as a Process

What is a Project?
• The Project Environment & Ecosystem
Module 2 -- Essential Elements
(3 HRS) • Kinds of Projects (Examples)
Predictive (Waterfall) Projects
The 6 Constraints
Module 3 • The Project Management Cycle
(4 hours) • Project Management Processes (Core &
Supportive)
• Project Management Roles & Cultural
Differences Project Management Skills
- An overview of existing Project Management
Methodologies • PMI’s PMBOK
Module 4
• Prince2
(10 HRS)
• Agile / Scrum
Module 5 Adaptive (Agile) Projects
(10 HRS) • Business ideas
• Product (operations) vs. Project
• Scrum & Agile Management
o The process
o Roles
o Phases
o Results validation
– Risk Management
• Introduction to Risk Assessment
• Contingency planning
• A model for adaptative Project management

Project Monitoring and Control

• Building a suitable Monitoring & Control
System
• Mastering conflict
• On collaborative behaviour
• The role of communication
• Troubleshooting (common practices)

Important Note:

g) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
h)
Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or
providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Deep Dive Neural Networks (CODE)-Dr. Saumendra Mohanty
PGDM BA Trimester-V (Credit: 3)
Session Duration: 90 Minutes per session
COURSE INTRODUCTION
This course is designed to take your understanding of neural networks to a new level of depth and
sophistication. Building upon the foundational knowledge of neural networks, this course will explore
advanced concepts, architectures, and techniques that are revolutionizing the field of deep learning.

COURSE OUTCOMES

●CO1. Apply advanced neural network architectures, including convolutional neural networks
(CNNs), recurrent neural networks (RNNs), and transformer models, to solve complex problems in
various domains.
● [Link] advanced optimization techniques such as gradient descent variants, regularization
methods, and learning rate scheduling to train deep neural networks effectively and efficiently.
● CO3. Interpret and visualize neural network models to gain insights into their inner workings and
make informed decisions about model design and optimization.
● CO4. Utilize transfer learning and fine-tuning techniques to leverage pre-trained models and adapt
them to new tasks, accelerating the development of deep learning applications.
● CO5. Design and implement generative models, including generative adversarial networks (GANs)
and variational autoencoders (VAEs), for tasks such as image generation, data synthesis, and
anomaly detection.
● [Link] the ethical implications of deep learning technologies and apply best practices for
ensuring responsible AI development, considering issues such as bias, fairness, transparency, and
accountability.
COURSE PEDAGOGY

COURSE READINGS

Text Book:
● "Deep Learning" by Ian Goodfellow, Yoshua Bengio, and Aaron Courville
This comprehensive textbook provides a thorough introduction to deep learning, covering topics such as
neural network architectures, optimization algorithms, and generative models.
Reference Books:
● "Neural Networks and Deep Learning: A Textbook" by Charu C. Aggarwal

This book offers detailed coverage of neural network fundamentals, deep learning techniques, and advanced
topics such as interpretability and fairness in neural networks.

● "Hands-On Machine Learning with Scikit-Learn, Keras, and TensorFlow" by Aurélien Géron

While not solely focused on neural networks, this practical guide provides hands-on tutorials and examples
using popular Python libraries such as Scikit-Learn, Keras, and TensorFlow, which are essential for deep
learning.

● "Deep Reinforcement Learning Hands-On" by Maxim Lapan

This book focuses on deep reinforcement learning, a subset of deep learning that involves training agents
to make decisions in complex environments. It covers advanced topics such as policy gradients and actor-
critic methods.

These textbooks and reference books offer a comprehensive overview of neural networks and deep learning,
covering both theoretical foundations and practical applications.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 40% 3 hrs. Analysing ability and aptitude, Knowledge
Sharing, Problem understanding

Mid-Term Exam

Quiz

Individual Presentation 30% 2 hrs. Critical Thinking , Creativity , Communication

development

Assignment

Individual Project

Group Presentation 10% 4 hrs. Business Acumen and Application skills

Case Presentation 20% 4 hrs. Problem resolving skills

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Reading from the

Module Topics to be Covered Course Objectives Met Textbook

Introduction to CO1: Apply advanced neural

Module Advanced Neural network architectures to solve "Deep Learning" - Chapter
1(3Hrs) Network Architectures complex problems 9: Convolutional Networks

- Convolutional Neural
Networks (CNNs)

- Recurrent Neural
Networks (RNNs)

- Transformer Models

CO2: Implement advanced

Advanced Optimization optimization techniques to train "Deep Learning" - Chapter
Module Techniques for Deep deep neural networks effectively 8: Optimization for
2(3Hrs) Learning and efficiently Training Deep Models

Important Note:

i) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
j)
Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or
providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL

NISM-Series-XX-Taxation in Securities Markets

Certification Examination
PGDM BFSI Trimester-V
Session Duration: 90 Minutes per session
COURSE INTRODUCTION

NISM-Series-XX-Taxation in Securities Markets Certification Examination seeks to create knowledge

amongst market participants about the different taxation aspects in the Securities Markets.
NISM-Series-XX-Taxation in Securities Markets Certification Examination is a voluntary examination and
is open to all. This examination can be taken by professionals who want to know about the different taxation
aspects in the Securities Markets.
The certification aims to enhance the quality of investment advisory and related services in the financial
services industry.
The present course aims at familiarizing the participants with the role of analyst, taxation in securities
market, capital gain, and income from other sources, taxation of debt products, taxation of equity products,
taxation of other products, business incomes, and taxation in the hands of intermediaries, taxation in the
hands of FPI, Tax implication in IFSC, indirect taxation in securities market. Student will be able to select
any security, debt and mutual fund for investment by doing analysis of taxation in that securities and can
recommend also.

COURSE OUTCOMES

At the end of the course the students shall be able to:

CO1: Know the basics of the Indian Securities Market-Structure, Participants, Products and Features.

CO2: Know the basic concepts in Taxation, Capital Gains, and Sources of Income etc.

CO3: Understand the taxation of products available in the market viz., Equity, Debt, ESOPS, Exchange

Traded Funds, Alternate Investment Funds

CO4: Understand Real Estate Investment Trusts, Infrastructure Investment Trust and Derivative products

CO5: Taxation in the hands of the Intermediaries, Foreign Portfolio Investors, IFSC etc.
COURSE PEDAGOGY:

COURSE READINGS

Text Book
1. NISM study material

Reference Books:
• Securities Analysis and portfolio management by S. Kevin
• Securities Market and Regulations by Prof. V. Balachandran, Sultan Chand and sons.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Course
Module Topics to be covered objectives Reading
met from the
text book

INTRODUCTION TO SECURITIES MARKETS AND

SECURITIES
Definitions and Features, Structure and Participants, Products
and Features of Securities Markets, Sources of Tax CO1, CO2
Regulations in Securities Markets
Module 1
CONCEPTS IN TAXATION
(6 hours)
What is a ‘Previous Year’?, What is ‘Assessment Year’?,
Who is a ‘Person’?, Who is an ‘Assessee’?, What is
‘Residential Status’?, Scope of Income, Heads of Income,
Know the Deductions, Know the Exemptions
Know the Rebates, Know the Gross Total Income, Know the
Total Income
Know the Tax Payable, Clubbing of Income, Set-Off and
Carry Forward of Loss Under the Heads – Capital Gains,
Income from other Sources and Business Income, Difference
between Investing and Dealing in Shares and Securities,
Alternate Minimum Tax (AMT) and Minimum Alternate Tax
(MAT), Double Tax Avoidance Agreement (DTAA)
(Concept of Multilateral Instruments and Permanent
Establishment), General Anti-Avoidance Rules (GAAR),
Know about EEE, EET and ETE, Know about the Maximum
Marginal Rate of Tax (MMR), Effective Rate of Tax, Know
about Tax Alpha

CAPITAL GAINS

Module 2 What are Capital Assets?, Types of Capital Asset, How to

calculate the period of holding?, Transfer of Capital Asset, CO2 & CO3
(6 hours) Transactions not Regarded as Transfer, Computation of
Capital Gains
INCOME FROM OTHER SOURCES
Introduction, Dividend Income

TAXATION OF DEBT PRODUCTS

Sources of Income from Debt Products, Coupon Bonds, Zero
Coupon Bonds and Deep Discount Bonds, Convertible
Bonds, Taxation of Commercial Papers, Taxation of
Government Securities, Tax Free Bonds, Taxation of Mutual
Funds, Masala Bonds, Foreign Currency Convertible Bonds
(FCCB), Taxation of Financial Securities

TAXATION OF EQUITY PRODUCTS

Module 3 Sources of Income, Listed Equity Shares, Tax Treatment of CO3 & CO4
Unlisted Equity Shares, Tax Treatment of Preference Share,
(5 hours)
Tax Treatment of GDR or ADR, Tax Treatment of Share
Warrants, Tax Treatment of Mutual Funds, Tax Treatment of
Derivatives, Dividend Stripping, Bonus Stripping
Benefits not allowed from Capital Gains, Adjustment of
Exemption Limit from Capital Gain, Overview of Taxation of
Equity Products, Overview of Benefits Not Available from
Capital Gains

TAXATION OF OTHER PRODUCTS

Taxation of Employees Stock Option Plan (“ESOP”),

Sovereign Gold Bond (SGB) Scheme, National Pension
System (NPS), Real Estate Investment Trust (REITs),
Infrastructure Investment Trust (InVITs), Alternative
Investment Funds (AIFs), Exchange-Traded Funds (ETFs),
Unit linked insurance policies.

BUSINESS INCOME

Module 4 Speculative and Non-Speculative Business Income, Method CO2, CO3

of Accounting, Valuation of Securities Held as Stock-In- & CO4
(5 hours)
Trade, Valuation of Stock in Special Cases, Determination of
Actual Cost of Securities, Computation of Business Income,
Set Off and Carry Forward of Business Loss, Income
Computation and Disclosure Standards

TAXATION IN THE HANDS OF INTERMEDIARIES

Who is an Intermediary?
TAXATION – IN THE HANDS OF FOREIGN
PORTFOLIO INVESTORS (FPIS)

Meaning of Foreign Portfolio Investor, Taxability under the

Head Capital Gains, Taxability of Dividend Income,
Taxability of Interest from Securities, Deduction of Tax at
Source (TDS), Rates of Surcharge and Health and Education
Cess, Tax Treatment of Different Categories of FPIs

TAX IMPLICATIONS OF IFSC

Module 5 Stock Exchanges Located in IFSC, Products Listed on IFSC CO3, CO4
Stock Exchange, Who can deal in products listed on IFSC & CO5
(8 hours) stock exchange?, Intermediaries in IFSC, Difference between
a Stock Exchange having National Presence and Stock
Exchange in IFSC, Tax Implications, TAX PROVISIONS
FOR SPECIAL CASES, Taxation of Bonus Shares, Taxation
on Share Split or Consolidation of Shares, Taxation of
Buyback of Shares, Taxation of Companies in Liquidation,
Taxation of Rights Issues, Taxation in case of Mergers and
Acquisitions, Taxation in case of Stock Lending and
Borrowing, Taxation in case of Conversion of Preference
Shares into Equity Shares, Taxation in case of Conversion of
Stock into Capital Asset, Taxation in case of Segregated
Portfolios of Mutual Funds, Taxation in case of consolidation
of mutual fund scheme or plans

INDIRECT TAXES IN SECURITIES MARKETS

Introduction about the Goods and Services Tax, GST

Implication on Mutual Funds, GST Implication on Mutual
Fund Distributor, GST Implication on Broking Business,
GST Implication on PMS, Investment Adviser, GST
Implications on REITs, InvITs, AIF and any other Market
Intermediary
Assessment Structure

The examination consists of 75 multiple choice questions (50 questions of 1-mark each and 25 questions of
2-marks each), adding to a total of 100 marks. The assessment structure is as follows:

Multiple Choice Questions [50 questions of 1-mark each] 50 * 1 = 50 marks

Multiple Choice Questions [25 questions of 2-marks each] 25 * 2 = 50 marks

Total [75 questions] 100 marks

The examination should be completed in 2 hours.

The passing score for the examination is 60 marks (i.e., 60%).

There shall be negative marking of 25% of the marks assigned to the question for each wrong answer (i.e.,
the applicable negative marking will be -0.25 marks in case of a 1-mark question and -0.50 marks in case
of a 2-marks question).

Test Details

+ Inclusive of Goods and Services Tax (GST). Payment Gateway Charges extra.

~ 50 multiple choice questions of 1-mark each and 25 multiple choice questions of 2-marks each, adding to
a total of 100 marks.

* Negative marking: –25% of the marks assigned to the question (i.e., the applicable negative marking will
be -0.25 marks in case of a 1-mark question and -0.50 marks in case of a 2-marks question).

# Passing Certificate will be issued only to those candidates who have furnished / updated their Income Tax
Permanent Account Number (PAN) in their registration details.

Important Note:

h. Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
i. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or
providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL

Credit Appraisal and Risk Management (PBFSI52)

PGDM BFSI Trimester-V (Credits:3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
To provide a basic understanding of the banks’ lending function and the issues related to
banks’ credit. It aims to impart knowledge on the principles and practices followed by banks
while extending credit. Also it intends to provide understanding of the management of Credit
portfolio in banks and provide adequate inputs to develop the insight regarding the different
phases of Credit risk management in addition to other risks faced by banks.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1. Acquire a clear knowledge of the basic concepts of banks’ financial statements
• CO2. Gain knowledge on lending principles, borrowers’ evaluation and credit
monitoring.
• CO3. Understand the regulatory framework used by the Government to regulate
thelending function of banks.
• CO4. Learn about various risks faced by banks and their management.
• CO5. Understand credit risk management policies and practices followed in banks.

COURSE PEDAGOGY:
This course will be based on Class room lectures, Assignments based on discussions, cases
and group-projects. Students would have to work independently as well as in groups. Students
are expected to study the relevant concepts from the book, relevant youtube videos and other
materials before they come to the classroom.

1. S Singh and Y Singh, Risk Management in banks – Concepts and Applications,

Excelbooks.
2. D.D. Mukherjee (2014). Credit Appraisal, Risk Analysis & Decision Making, Snow
WhitePublications Pvt Ltd.
3. J. Golin (2013). The Bank Credit Analysis Handbook, Wiley.
4. K.C. Nanda (1999). Credit and Banking, Sage Publications Pvt Ltd.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on
the basis of assignments, analytical & communication skills, interpretation skills and decision making
skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met textbook
Module 1 Banks' Financial Statements; Basic concepts;
(7 hours) Sources of Funds; Deposits and borrowings;
Cost of funds; Uses of Funds- The Lending
Function: Issues in credit appraisal
Module 2 Principles of Lending; Evaluation of Borrower
(8 hours) – The 6 Cs; Need for Credit Policy;
Components of Credit Policy; Credit
monitoring; CIBIL.
Module 3 Regulatory Framework: Government
(4 hours) Regulation of Banks; Institutional Structure;
Need for Statutory Reserves – Cash Reserve
Ratio (CRR), Statutory Liquidity Ratio (SLR).
Risk management in banks: Different types of
Module 4 risks: Credit risk, market risk, interest rate risk,
(5 hours) liquidity risk, operational risk; Capital - Risk,
Regulation and Adequacy
Basel norms.
Module 5 Credit Risk Management in Banks: Acts and
(6 hours) policies for
bad debt recovery; Insolvency and Bankruptcy
Code; Prompt Corrective Action; Bad Banks

Important Note:

b) Cheating is strictly prohibited in Lloyd Business School during

COURSE INTRODUCTION

This course would cover the basic fundamentals of banking and insurance. Banking is one of the most
important sectors of the economy so it’s important to understand the various aspects of banking for the
students. Banking business is different from a traditional business. Also, insurance is one of the fasted
growing financial service.

COURSE OUTCOMES

At the end of the course the students shall be able to understand:

CO1: Awareness about types of banks and insurance firms.
CO2: Understanding of various services provided by banks and insurance firms.
CO3: Understanding of business models of banking and insurance firms.

COURSE PEDAGOGY:

COURSE READINGS

Text Book

Sunil Kumar, Essentials of Banking and Insurance (2020), JSR Publishing House
COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met textbook
Module 1 Definition of Bank - Basic functions of Banker. • Banking
(4 hours) System in India. (i) Commercial Banks. (ii) Private Sector
Banks. (iii) Public Sector Banks. (iv) Foreign Banks. (v) CO1
Regional Rural Banks. (vi) Co-operative Banks. • Reserve
Bank of India.
Employment of Bank Funds • Liquid Assets-Cash in Hand,
Module 2 Cash with RBI & Cash with other Banks. • Investment in
(6hours) securities. • Advances - Secured and Unsecured. • Loans. •
CO2
Term Loans. • Cash Credit. • Overdraft. • Discounting of
Bills of Exchange. • Modes of creating charge on
Securities. • Types of Securities.
Negotiable Instruments • Definition & Characteristics of
Module 3 Cheques. • Bills of Exchange & Promissory Notes. •
CO2
(4 hours) Crossings. • Endorsements. • Collection and payment of
Cheques. • Liabilities of Parties
Present Organizational set-up of Insurance Companies in
Module 4 India – L.I.C. and Private Companies with foreign joint
( 10 hours) ventures, selling Insurance through Agents and Banks. ∙
Objectives of Life Insurance – Protection and Investment.
∙ Different types of Life Insurance Policies – Chief
characteristics and similarity. ∙ Basic Pre-requites for Life CO1, CO2
Insurance – Insurable Interest and utmost Good Faith. ∙ and CO3
Procedure for taking a policy. (a) Selection of the Plan. (b)
Consultation of Premium tables. (c) Filling up of Proposal
Form. (d) Document regarding proof of age. (e) Important
clauses of the Policy – eg. Suicide Clause. (f) Nomination
Annuities and Unit Linked Policies ∙ Concept of Annuity. ∙
Module 5 Objectives of Annuity. ∙ Procedure followed for obtaining
CO2 & CO3
(6 hours) Annuities. ∙ Meaning of Unit Linked Insurance Policies. ∙
Procedure for obtaining Unit linked insurance Policies.

Important Note:

COURSE INTRODUCTION

Understand and apply digital marketing KPIs effectively to measure and optimize campaign performance
in diverse online environments. Grasp fundamental concepts and terminologies in website analytics to
interpret and leverage data-driven insights for website enhancement. Gain practical proficiency in Google
Analytics 4 (GA4) and Mobile Analytics tools to harness GA4 reporting, Exploration Hub functionalities,
and Looker Studio for comprehensive data analysis. Apply theoretical knowledge through hands-on
experience in a live project analyzing Google Merchandise Store data across acquisition, engagement,
monetization, user attributes, and tech reports, as well as exploration modules focusing on funnel, path,
segment, cohort, and user lifetime analyses. Develop analytical skills by interpreting data from various
reports and explorations within GA4, solving queries, making data-driven recommendations, refining
expertise in data analysis for informed marketing strategies, and website optimization.

COURSE OUTCOMES

At the end of the course, the students will be able to:

C01. Understand digital marketing KPIs and their use in measuring the effectiveness of your marketing
campaigns.

C02. Understand web analytics and the key terms

C03. Understanding GA4 (Google Analytics 4) and learning about different tools

C04. Apply techniques related to GA 4

COURSE PEDAGOGY:

The course will be a blend of classroom and online teaching, with recorded videos given as reference
material.
COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:The following session plan would be adhered to by the faculty:

Module Topics to be covered Course

objectives
met

KPIs in Digital Context C01

● Digital Marketing KPIs

Module 1
Introduction to Website Analytics C01,C02

● Introduction to web analytics and

Module 2 ● Key terminologies in web analytics

Google Analytics and Mobile Analytics C02,C03

Module 3
● Getting Started with GA4,
● GA4 Reporting,
● Exploration Hub,
● Looker Studio and
● GA4 App Analytics

Live Project C04

● In this live project, learners will analyse the data for the Google
Merchandise Store. They will study the data for the different
reports covered in the module, i.e., acquisition, engagement,
monetization, user attributes and tech reports. They will also
Module 4 analyse data from the explorations covered in the module, i.e., free
form, funnel exploration, path exploration, segment overlap,
cohort exploration and user lifetime exploration. Learners will
then solve questions from each of these, requiring them to read
and analyse the relevant data from these reports.

Important Note:

e. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Integrated and 360 marketing (PAMM52)
PGDM Trimester-V (Credits: 6)

COURSE INTRODUCTION

Understand the importance of integrated communication for business. Understand and apply theories of
Public Relations. Understand different types of communication models. Apply theories and models to create
a marketing plan.

COURSE OUTCOMES

At the end of the course, the students will be able to:

C01. Understand the application of PR in business and its ever changing landscape.

C02. Understand how to grow media relations.

C03. Apply models of integrated marketing communications.

C04. Apply marketing frameworks to build a marketing plan.

C05. Understand how to measure success of a marketing plan.

COURSE PEDAGOGY:

The course will be a blend of classroom and online teaching, with recorded videos given as reference
material.
COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:The following session plan would be adhered to by the faculty:

Module Topics to be covered Course

objectives met

Public Relations in Digital Marketing C01

● What is Public relations,

● Changes In The PR Landscape,
Module
● PESO Framework,
1 ● Media Planning
● What Is Newsworthy?
● Growing Media Relations,
● Additional PR Strategies,
● What Is Online Reputation Management?,
● Crisis Communication,
● Measuring PR Effectiveness and Sentiment Analysis.
Integrated Marketing Communications C02,C03

● Six Elements of IMC, 4 C's of IMC,

● Introduction to IMC tools – Advertising, sales promotion
● ,Introduction to IMC tools – publicity, public relations, and
● event sponsorship,
Module ● Message and channel factors (aristotle's model of
2 communication) ,
● Communication response hierarchy- AIDA model,
● Hierarchy of effect model,
● Innovation adoption model,
● information processing model,
● The standard learning Hierarchy,
● Attribution Hierarchy, and low involvement hierarch and
● The Foote Cone and Belding (FCB) Model
Creating an Inegrated Marketing Plan C03,C04
Module
● Fundamental of Integraded Marketing Strategy,
3 ● Situation Analysis,
● Defining Business Objectives,
● Building An Integrated Marketing Plan – B2C,
● Building An Integrated Marketing Plan – B2B,
● Target Audience: Who To Communicate With?,
● Communication Objectives: Why To
● Communicate? Message: What To
● Communicate To The Audience? Channels:
● How To Communicate? Budget: How Much To Spend?
● Measurement: How Was The Performance?
● Optimising To Arrive At An Ideal Integrated
● Marketing Channel Mix
● and Cost Vs Scale Model.
Media Buying, Affilate marketing and managing agencies C04,C05

● Overview of Affiliate Marketing, Influencer Marketing vs

Affiliate Marketing
● Major Players, Types of Affiliate Marketing,
Module ● Advantages and Disadvantages of Affiliate Marketing,
4 ● Affiliate Marketing Segments,
● How do Affiliate Programs Work?,
● Building Affiliate Strategies: Marketers/Publishers,
● Building Affiliate Strategies: Merchants/Advertisers,
● Finding Affiliate Products to Promote Affiliate Marketing Models
● Commission Models and Commission Model.
Module Dhani and Nilkamal Case Study C05
5
1. Nilkamal Case Study: A case study on Nilkamal, a home goods retailer,
increased sales through digital media buying.

2. Dhani Case study:A case study on Dhani, a fintech company, that

generated millions of app downloads and registrations.
Important Note:

f. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment

or providing such assistance to other students. If any student is found guilty, he/ she will be
punished as per policy of the institution.
PGDM
SPECIALIZATION
ELECTIVE
LLOYD BUSINESS SCHOOL
Consumer Behaviour & IMC (PEM01)
PGDM Specialization Paper-Marketing (Credits:
3) Session Duration: 90 Minutes per session

COURSE INTRODUCTION
An essential component of marketing is consumer insight – both the obvious needs and wants
that are on the surface of conscious thought, but also the deeper, possibly unconscious motives
that drive human behavior at an implicit level. Psychological science has produced numerous
theoretical and technological advances in recent years that offer unprecedented access to the
inner workings of the mind, and allow for new ways to assess opinion, test new products,
evaluate packaging, predict emerging needs, design promotion and advertising executions, and
map out overall marketing strategy. This course gives an overview of psychological
knowledge as it pertains to capturing consumer insight, and includes a consideration of how
the brain works, what factors influence consumer choice, and a critical evaluation of
psychological assessment tools (including such diverse methods as online surveys, brain
imaging, computerized reaction time assessment, and eye-tracking). The course also reviews
a range of “levers” that can influence purchase behavior in unexpected ways and at efficient
cost. The course is organized around a model of human cognition rooted to sequential mental
processing steps (e.g., awareness, interpretation, attitude, etc.) that intervene between the
marketing mix (input) and purchase behavior (output). The course uses a mix of large cases,
mini-cases, and lectures to advance these concepts.

COURSE OUTCOMES

The learning objectives of the course are as follows:

• CO1. Understand the three major influences on customer choice: the process of human
decision making in a marketing context; the individual customers make up; the
environment in which the customer is embedded. (PO1, PO4)
• CO2. Develop the cognitive skills to enable the application of the above knowledge to
marketing decision making and activities (PO1)
• CO3. Be able to demonstrate how CB & IMC concepts may be applied to marketing
strategy. (PO4)
• CO4. Apply an ethical IMC approach in the development of an overall advertising
andpromotional plan. (PO6, PO5)
• CO5. Enhance creativity, critical thinking and analytical ability through
developing anintegrated marketing communication campaign (PO2)
COURSE PEDAGOGY

COURSE READINGS

Text Books:
1. Consumer Behavior, Schiffman, L. G. and Kanuk, L. L., Pearson.
2. Advertising and promotion- An integrated Marketing Communication Perspective,
GeorgeE Belch & Michael A Belch, McGraw Hill Education.
Reference Books:
1. Consumer Behaviour : Sethna Zubin & Blythe Jim, SAGE Publishing India.
2. Integrated Advertising, Promotion and Marketing Communications: Clow, Kenneth
E. &Baack Donald E., Pearson.
3. Advertising & promotions an IMC perspective: Kruti Shah & Alan D’ Souza,
McGrawHill education.
4. Advertising, Brand and Consumer Behaviour, 2020, S. Ramesh Kumar, SAGE
PublishingIndia.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation
Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision-making skills with respect to the case and practice problems.

SESSION PLAN:
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from
met thetext book
Introduction: Consumer Behavior & the Marketing
Mix, Consumer Goals, Consumer Decision Making
Process: Need Recognition, Search for information,
Module 1
Pre purchase evaluation of alternatives, Purchase,
(5hours) CO1
Consumption, Post consumption Evaluation &
Divestment, Interrupts in buying process & their
effects, Customer involvement, Consumer Journey
through the World of Technology
Consumers as individuals and in the social
Module 2 context: Consumer Perception, Consumer Attitude
(3 hours) Formation & Change, Reference Groups, Family CO1 & CO2
Gender & Age Influences, Culture and Social
Mobility
Marketing Communication: The Role of
MarketingCommunication Developing Effective
Communication: Target Audience,
CommunicationObjectives Design the
Communication, Select the Communication
Module 3 Channels & Total Marketing Communication CO1, CO2 &CO3
(3 hours) Budget. Communication Mix & Managing the
IMC Process Advertising Management:
Meaning, Nature and Scope of Advertising,
Classification of advertising, Process of
Advertising, Fundamentals of Advertising
Campaigns, The Creative Brief, and Advertising
Appeal. Advertising Agencies – their
role, functions. Global vs local advertising
Developing the Advertising Campaign: Message
Strategies, Executional Framework of messages,
Sources and Spokespersons, Source
Module 4 Characteristics, Advertising Effectiveness & its
(9 hours) measurement Media Planning and Strategy: Steps CO1, CO2& CO3
involved in
media planning, Media Types and their
characteristics; Setting Media objectives, Media
Selection & Media Strategy.

Interactive Marketing: Its advantage and

Module 5 disadvantages, Placing Ads and Promotions CO1, CO2 &CO3
(5hours) online,Buzz Marketing, Viral Marketing, and
Mobile marketing.
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during

COURSE INTRODUCTION:

The course will introduce marketing analytics and its commonly used tools. It would focus on
developing an understanding of the data available to marketing managers and the tools for generating
insights from data and how such insights are used in marketing decision making. Students would get hands-
on opportunity for learning these skills.

COURSE OUTCOMES:

a. To understand the basic concepts of Marketing Analytics

b. To study various tools to have marketing insights in various marketing areas through empirical data

c. To interpret the marketing data for effective marketing decision making

d. To draw inferences from data in order to answer descriptive, predictive, and e. prescriptive questions
relevant to marketing managers

COURSE PEDAGOGY:

COURSE READINGS:

1. Marketing Analytics: Data-Driven Techniques with Microsoft Excel by Wayne L Winston, Wiley India
Pvt. Ltd.
Reference Books:.

1. Marketing Analytics: Strategic Models and Metrics by Stephan Sorger, Create Space Publishing
2. Marketing Engineering and Analytics by Gary Lilen, Arvind Rangaswamy,and Arnaud De Bruyn,
Decision Pro, Inc.
3. Marketing Metrics by Dugar Anurag, SAGE Publishing India\

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives met the text book

Module 1 Introduction to Marketing Analytics CO1

(7 hours) ● Understanding Marketing Analytics: Meaning,
Characteristics, Scope and Significance
● Market Data Sources: Primary and Secondary
Data
● Market Sizing: Approaches, Applications, and
Stakeholders
● PESTLE Market Analysis: Uncovering Macro
Environmental Factors
● Porter's Five Forces Analysis: Evaluating
Industry Competitiveness
● Types of Analytics: Exploratory, Predictive,
Descriptive, Prescriptive.
● Use of Excel for Summarising Market Data

Customer Insights and Segmentation

Module 2 ● Unraveling Consumer Behavior: Understanding CO2
(7 hours) Motivations and Decisions
● Customer Lifetime Value: Understanding its
Concept and Importance
● Measuring Customer Lifetime Value:
Calculation and Significance
● Estimating Customer Retention Probability:
Evaluating Active Customers
● Managing the Segmentation Process: Steps and
Challenges
● Deriving Market Segments: Cluster Analysis
Techniques
● Targeting and Positioning: Tailoring Marketing
Efforts for Segments
● The Power of Segmentation: Crafting Targeted
Strategies
● STP Framework: Segmentation, Targeting, and
Positioning
● Clustering for Success: Deriving Market
Segments for Actionable Insights

`
Module 3 Pricing Analysis Simplified CO3
(7 hours) ● The Pricing Puzzle: Goals and Policy
Formulation
● Estimating Demand: Unveiling Elasticity and
Demand Curves
● Pricing Strategies Unleashed: Optimal
Pricing, Bundling, and More
● Price Skimming and Sales: Strategies for
Product Launch
● Markdown Pricing and Handling Uncertainty:
Effective Revenue Management

Forecasting Sales with Ease

● Forecasting Demystified: From Linear
Regression to S Curves
● Predicting Special Events: Adaptation in the
Face of Anomalies
● Smooth Sailing with Time Series Analysis:
Ratio to Moving Average Method
● Sales Forecasts for New Products: Riding the
S Curves of Success

Customer Lifetime Value Made Simple

Module 4 ● The Customer's Worth: Delving into
(4 hours) Customer Lifetime Value CO4
● Crunching Numbers: Calculating CLV and
Estimating Retention Probability
● Customer-Centric Strategies: Using CLV to
Drive Business Growth

Insights into Retailing and Advertising

● Basket of Insights: Uncovering Hidden
Patterns with Market Basket Analysis
● The RFM Lens: Customer Behavior in
Focus
● Optimizing Efforts: Allocating Retail Space
and Sales Resources
● The Advertising Effect: Measuring Impact
and Effectiveness
● Navigating the Online Landscape: Pay-Per-
Click (PPC) Advertising Simplified

The Future of Marketing Analytics

Module 5 ● Charting the Path Forward: Trends and CO5
(5 hours) Technological Innovations
● AI and Machine Learning: Empowering the
Future of Marketing Analytics
● Ethical Considerations in a Data-Driven
World
Crafting Your Data-Driven Strategy
● Building Blocks of Data-Driven Marketing:
Steps and Insights
● Embracing the Unpredictable: Navigating
Uncertainty with Analytics
● Designing Strategies for Tomorrow:
Adapting to the Evolving Landscape

Important Note:

COURSE INTRODUCTION

Sales and distribution management in business is the process of managing the sales team and ensuring that
products are distributed to customers efficiently and effectively. This process involves setting sales targets,
analysing customer data, developing marketing plans, and coordinating with other departments within the
company to ensure that the sales team has the resources it needs to meet its goals. Sales and distribution
management aims to optimise the sales process to increase revenue and grow the business. To do this, sales
managers must constantly monitor sales data and adjust their strategies accordingly. They must also have a
deep understanding of the products they are selling and the needs of their customers. An effective sales and
distribution management strategy can differentiate between a successful business and one struggling to
meet ends. By developing a plan that considers all aspects of the sales process, businesses can ensure that
their sales teams can sell more products and reach their full potential.

COURSE OUTCOMES

The learning objectives of the course are as follows:

● CO1. Explain the concepts of sales and distribution management.
● CO2. Describe the process and managing of the sales force.
● CO3. Evaluate different techniques of sales analytics.
● CO4. Apply sales force compensation methods effectively in an organization.
● CO5. Analyze the role of power and conflict in channel management.

COURSE PEDAGOGY

This course will be based on Class room lectures, Assignments based on discussions, cases and group-
projects. Students would have to work independently as well as in groups. Students are expected to study
the relevant concepts from the book, relevant you tube videos and other materials before they come to the
classroom.
COURSE READINGS

Text Books:
1. Krishna K Havaldar & Vasant M Cavale: Sales and Distribution Management,2e, McGraw H, 2011.
2. S.L Gupta, M K Rampal, Cases in Sales and Distribution Management, HPH, 2009.

Reference Books:

1. K. Sridhara Bhat, Sales and Distribution Management, 1e, HPH, 2011.

2. Still, Cundiff, Govoni, Sales Management, Pearson, 5e, 2013.
3. Dinesh Kumar, Marketing Channels, Oxford, 2012.
4. Richard R Still, Edward W Cundiff, Norman A P Govoni, Sales and Distribution Management,
Pearson, 5e, 2011.
5. Spiro Stanton, Rich, Management of Sales Force, TMH, 13e, 2010.
6. S.L. Guptha, Sales and Distribution Management, Excel Books, 2e, 2010.
7. Pingali Venugopal, Sales and Distribution Management, Sage, 2012.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation
Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision-making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met text book

Introduction: Evolution of Sales Management, Nature and

Importance , Roles, Types and Skills of Sales Managers, Sales
Objectives, Strategies and Tactics, Emerging Trends, Linking
Sales and Distribution Management, Buying Decision, Sales
Knowledge and Sales Related Marketing Policies, Sales
Module 1 Process, Transactional and Relationship Selling CO1

(5hours)

Sales Planning and Budgeting: Strategic

Planning, Role of Marketing & Sales,

Marketing & Personal Selling Strategies, Sales Strategy,

Developing Sales Forecast, Forecasting Approaches, Sales
Module 2
Budget, Defining Sales Territories, Procedures, Assigning
(3 hours) Territories, Managing Territories, Sales Quotas. CO1 &
CO2

Sales Force Management: Concepts of Sales Organization,

Types of Sales Organization Structures, Specialization within
Sales Organization, Sizing and Staffing the Sales Force,
Training and Motivating Sales Force, Compensating and
Leading Sales Force, Sales force Expenses, Marketing Audit,
Sales Force Audit, Evaluation of Sales Organizations,
Module 3
Evaluating and Controlling the performance of Sales Force.
(3 hours) CO1, CO2
& CO3
Distribution Management: Definition, Need

for Distribution Management, Need for

Distribution Channels, Value Addition of

Distribution Management, Marketing

Module 4 Channels, Channel Formats, Relationship of Flows to Service CO1,

Levels, Channel Levels, Service Channels- Retailer as a CO2& CO3
(9 hours)
Salesman, Trading /Retail Formats, E-Tailing, Wholesale- –
Functions & Classification, Major Wholesaling decisions,
Distributors, Dealers / Stockists

Designing Channel Systems: Channel Design Factor,

Channel Planning Process, Ideal Channel Structure, Training,
Motivating & Evaluating Channel members, Channel Design
Comparison, Implementation, Vertical Integration, Channel
Management, Power & Conflict, Principles of Channel
Module 5 CO1, CO2
Management,
& CO3
(5hours)
Channel Information System, International

Sales and Distribution Management.

Important Note:

COURSE INTRODUCTION

The basic philosophy for this course is to blend theory and practice of brand management. Branding is both
an art and a science. Few branding situations have a definitive, unqualified “right” answer as to what is the
best approach. However, when armed with relevant and comprehensive theories, appropriate frameworks
and models and familiarity with past successful and unsuccessful branding strategies, managers can make
better and more informed decisions that are more likely to yield successful implementation.

COURSE OUTCOMES

After completion of this course, students will be able to:

● CO 1 Understand the basic concepts of brand, branding, brand management & CBBE
● CO2 Develop a framework to identify and establish brand positioning and values to build customer
based brand equity.
● CO3 Formulate implement brand marketing programs through integrated marketing
communications and brand associations to build brand equity
● CO4 Design a consumer-centric approach to building, measuring and evaluating strategies that build
brand equity for new and existing brands.

COURSE PEDAGOGY:

1. Strategic Brand Management, Kevin Lane Keller, Prentice Hall 2003

Reference Books:

1. Aaker, D. (2010), Building Strong Brands, London, Simon & Schuster.

2. Kapferer, J. J. (2008), The New Strategic Brand Management: Creating and Sustaining Brand
Equity Long Term, London, Kogan Page.
3. Lopes, Teresa da Silva (2007), Global Brands, New York, Cambridge University Press.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision-making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the

objectives met text book

Understanding & Developing Brand

● Introduction to brand, Brand, Branding,

brand management
Module 1 ● Customer-based brand equity (CBBE)
● Brand Resonance
(7hours) ● Brand Value-chain CO1

Designing & Implementing Brand

Management Program

● Choosing Brand Elements to build Brand

Equity
● Designing Marketing Program to Build
Module 2
Brand Equity
(9 hours) ● Integrating Marketing Communications to CO1 & CO2
Build Brand Equity
● Leveraging Secondary Associations to
Build Brand Equity

Evaluating & Measuring Brand

● Developing brand equity measurement &

management system
Module 3 ● Measuring source & outcomes of brand
equity
(9 hours) ● Branding Architecture Strategies CO1, CO2 &
● Managing Brand Over Time, Geographic CO3
Boundaries & Segments

Important Note:

c. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
Practical:

1. Pick a brand, attempt to identify its sources of brand equity. Assess its level of brand awareness and
the strength, favourability, and uniqueness of its association.
2. Pick a category basically dominated by two brands, Evaluate the positioning of each brands, its
target market, what are the main points of parity and points of difference? Have they defined their
positioning correctly? How might it be improved?
3. Pick a brand, identify all its elements and assess their ability to contribute to brand equity according
to the choice criteria.
4. Pick a brand; evaluate how it leverages secondary brand associations. Can you think of any way that
the brand could more effectively leverage secondary brand association?
5. Pick a brand; try to conduct informal brand value chain analysis. Can you trace how the brand value
is created and transferred?
6. Pick a brand, Employ projective techniques/Free association to attempt to identify source of its
brand equity.
7. Pick a brand, try to characterize its brand portfolio and brand hierarchy. How would you improve
the company’s branding strategies?
8. Pick a brand; examine the history of the brand over the last decade. How would you characterize
the brand’s efforts to reinforce and revitalize brand equity?
9. Pick a brand marketed in more the one country, Assess the extent to which the brand is marketed
on a standardized versus customized basis.
10. Students can explore branding for the senses and neuro marketing.
LLOYD BUSINESS SCHOOL
Service and Retail Marketing (PEM05)
PGDM Trimester-V (3 credits)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

Service industries dominate advanced economies. Services Marketing examines the differences between
the marketing of goods and services and extends the traditional strategic marketing mix to include additional
elements appropriate to the distinct features of services. Other topics include internal marketing, managing
evidence, relationship marketing, services and globalisation, quality service delivery and measurement and
service customisation. Independently and collaboratively, students engage in Services Marketing inquiry
and research developing valued problem solving and decision-making attributes.

Retail is the sale of goods and services from businesses to an end user (called a customer). Retail marketing
is the process by which retailers promote awareness and interest of their goods and services in an effort to
generate sales from their consumers. There are many different approaches and strategies retailers can use
to market their goods and services

COURSE OUTCOMES

The learning objectives of the course are as follows:

● CO1: Understand and explain the nature and scope of services marketing.
● CO2: Demonstrate an extended understanding of the similarities and differences in service-
● based and physical product-based marketing activities
● CO3: Specify, analyse and select markets for specific service products.
● CO4: Demonstrate integrative knowledge of marketing issues associated with service productivity,
perceived quality, customer satisfaction and loyalty.
● CO5: To provide insights into all functional areas of retailing.
● CO6: To give an account of essential principles of retailing and to give a perspective of the Indian
retailing scenario
COURSE PEDAGOGY:

COURSE READINGS

Text Book:

1. Services Marketing, Lovelock, Christopher. PrenticeHall. Latest Edition

2. Services Marketing, Zeithaml Valerie and Mary Jo Bitner, Gremler & Pandit, Tata McGraw Hill.
3. Berman, Evans, Chatterjee; Retail Management Strategic approach;13e, Pearson
4. Pradhan Swapna; Retailing Management; 5e, McGraw-Hill Education

Reference Books:

1. Services Marketing, Nargundkar, Rajendra. Tata McGraw Hill.

2. The Essence of Services Marketing, Adrian Payne. PHI.
3. Services Marketing, Ravi Shankar. Excel Publishing.
4. P. K. Sinha & D. P. Uniyal,: Managing Retailing, Oxford University Press.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation
Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met text book

Introduction: Definition, Characteristics and Classification

of Services, Difference between Product and Services
Module 1
Marketing, Paradigms in Services Marketing, Present
(8 hours) Marketing Environment, Services Marketing Mix: CO1, CO2
Understanding the 7 P’s, Strategies for Services Marketing:
Segmentation, Targeting & Positioning, Differentiation.

Understanding Consumer Behavior: Services vis-à-vis

goods, Consumer Behavior in Services, Customer
Expectations and Perceptions of Services – Evaluation of
Module 2 services. Service Development.

(7 hours) Evaluating Success of Service Offering: Service quality

and measurement, Complaint handling, Recovery
management, Service Guarantees. The Gaps Model Of CO3, CO4
Service Quality.

Delivering Services: Role of Employees and Customers in

service delivery; Role of Intermediaries, Service process –
Blue printing – Physical evidence.
Module 3 Pricing of Services: Pricing Considerations and Strategies,
(7 hours) Revenue Management. CO2
Managing Service Promise: Role of Advertising, Personal
Selling, Sales Promotion, Publicity and Public Relations.

Introduction to retailing: Growing Importance of

Retailing, Factors Influencing Retailing, Strategic Retail
Module 4
Planning Process, Retail Organization, Retail Models and
(4 hours) Theory of Retail Development, Modern retail formats in CO5 &
India, Retailing in rural India CO6
Retail stores and operation management: Setting up
Retail organization, Retail location Research and
Techniques, Trading Area Analysis, Store Layout,
Module 5 Objectives of Good store Design, Controlling Costs and
Reducing Inventories Loss, Responsibilities of Store
(4 hours) Manager, Store Record and Accounting System, Coding
System, Logistic and Information system, Strategies, Retail CO5, CO6
Sales Techniques & Promotion, CRM & Brand
Management in retailing.

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Rural Marketing(PEM06)
PGDM Trimester-V (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION:

Rural Marketing has emerged as an important internal sub-division within marketing discipline particularly
in the context of a large rural economy like India. In India the rural economy contributes nearly half of the
country's GDP and the size of the rural market is growing in a steady phase and companies are re designing
some of their products to match rural consumers' affordability. An insight into a more holistic perspective
of rural marketing which includes rural marketing environment, buying behavior, STP approach and Pricing
would be beneficial to Management students who wish to move into this emerging area of Rural Marketing
to explore opportunities in to this untapped area with immense potential.

COURSE OUTCOMES:

Course Outcomes

On successful completion of the course students will be able to:

● CO1: To discuss the various aspects of rural marketing as an integral part of marketing management
and develop an understanding of rural marketing. (PO1)
● CO2: Differentiate the rural market environment from the urban and semi-urban markets (PO4)
● CO3: Understand the factors influencing the rural consumer behaviour and their brand loyalty.
(PO2, PO4)
● CO4: To analyse rural markets through marketing mix while applying the product and
communication concepts suitable to the rural markets. (PO1, PO2, PO7)
● CO5: To evaluate pricing and distribution strategies for rural consumers (PO1, PO4, PO7)

COURSE PEDAGOGY:

Text Book:

Pradeep Kashyap,"Rural Marketing", Pearson, NewDelhi,2016

Reference Books:

1. Rural Marketing: Text and Cases, 2e Paperback – 2011by Krishnamacharyulu

2. Ashraf Imam, Massoumeh Nasrollah, ZadehandAph,"Rural Marketing",2013
3. Mathur, U., "The Rural Marketing Book", 2013
4. Sanal Kumar, "Rural Marketing", Sage Publications, New Delhi, 2012

Journals of Rural Management:

1. International Journal of Rural Management, Sage Publications
2. Journal of Rural Studies, Elsevier
3. Prabandhan: Indian Journal of Management.
4. Journal of Marketing, India
5. Journal of Marketing Research, India

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation
Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met text book

A Conceptual Framework, Nature, Characteristics of Rural

Market, Challenges & Opportunities. An Overview of Indian
Module 1 CO1
Rural Market, rural marketing mix. Bottom of the Pyramid.
(7 hours)

Rural Marketing Environment: Defining rural India,

evolution of rural marketing, rural market structure -
demographic environment, physical environment, economic
Module 2 environment and technological environment. CO2

(7 hours)

Rural Consumer Behaviour: Consumer buying behavior

models, factors affecting consumer buying behaviour,
Module 3 CO3
characteristics of rural consumers, consumer buying process,
(7 hours) opinion leadership, brand loyalty.

Segmenting, Targeting Positioning: Product strategy,

marketing mix challenge, product concept and classification,
rural product categories, new product development, product
Module 4 lifecycle, product mix and rural packaging, Need for
Innovation in Rural Markets. Rural Communication
(4 hours) Strategies CO4

Pricing: Pricing strategy, Internal influences, pricing

objectives, external influences pricing strategies, marketing
entry strategies, distribution strategy, channels of
Module 5 distribution, behavior of the channel and communication CO5
strategy.
(5 hours)
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
NISM Series-XII: Securities Markets Foundation
Certification Examination
PGDM BFSI Trimester-II
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The NISM-Series-XII: Securities Markets Foundation Certification Examination is for entry-level

professionals, who wish to make a career in the securities markets. This NISM series examination will also
be useful to all those individuals who are interested in acquiring a basic knowledge of the Indian Securities
markets.

The purpose of this exam is to impart the basic knowledge of the Indian securities markets to the participants
and related rules and regulations.

The present course aims at familiarizing the participants with the security markets like equity, debt, gold,
mutual funds, hybrid etc. A student of commerce have to make a basic understanding of significant methods,
tools and techniques of primary market, secondary market, derivative market mutual funds, which are useful
in choosing best avenues for investment.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Know the basics of the Indian Securities Markets.

• CO2: Know the various processes involved in Primary and Secondary Markets
• CO3: Understand the schemes and products in Mutual Funds and Derivatives Markets in India.
• CO4: Know the steps in financial planning process
• CO5: To understand the trading and settlement process along with grievance redressal system.

COURSE PEDAGOGY:

2. NISM study material

Reference Books:

3. Securities Market and Regulations by Prof. V. Balachandran, Sultan Chand and sons.
4. Investment Management: Securities Analysis and portfolio management by Mr. V.K Bhalla

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Course objectives Reading from

Module Topics to be covered
met the text book

UNDERSTANDING SECURITIES MARKETS

Choice between Equity and Debt Financing for

Understanding the factors underlying the investment

MUTUAL FUNDS & DERIVATIVE MARKETS

Module 5 Meaning of Mutual Fund, Terms and Concepts CO3, CO4 & CO5
(8 hours) Related to Mutual Funds, Types of Open-ended and
close ended Mutual Fund Schemes, Investment
approaches – active and passive and Processes for
Investing in Mutual Funds, Systematic Transactions,
Switches, Reading Mutual Fund Information

Benefits and Costs of Investing in Mutual Funds,

Regulation of Mutual Funds, Investor Service
Standards, Underlying concepts in Derivatives,
Types of Derivative Products, Structure of
Derivative Markets,

Trading and Settlement Process: Equity Futures,

Risk Management in Derivative Markets,
Application of Derivatives Products in Risk
Management, Market Indicators

Assessment Structure
The examination consists of 100 questions of 1 mark each and should be completed in 2 hours. The passing score for
the examination is 60%. There shall be no negative marking.
Test Details

Name of Module: NISM-Series-XII: Securities Markets Foundation Certification Examination

+
: Inclusive of Service tax. Payment Gateway Charges extra.
# Passing Certificate will be issued only to those candidates who have furnished/ updated their Income Tax Permanent
Account Number (PAN) in their registration details

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Financial Modeling
PGDM (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course is very comprehensive and shows just how much you can accomplish with the right
Excel knowledge. The course concludes with great examples to calculate WACC (weighted
average cost of capital) and CAPM (capital asset pricing model), which were the bread and
butter of my finance courses when I was in college.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Understand the basic concepts of financial modeling and its importance in finance.
• CO2: Apply financial modeling techniques to real-world scenarios.
• CO3: Analyze financial data using advanced modeling techniques.
• CO4: Develop and present comprehensive financial models for decision making.
• CO5: Evaluate and interpret financial models to support strategic financial decisions.

COURSE PEDAGOGY

This course will be based on Class room lectures, Assignments based on discussions and
group- project on MS-Excel. Students would have to work independently as well as in groups.
Students are expected to study the relevant concepts from the book, relevant you tube videos
and other materials before they come to the classroom.

COURSE READINGS

1. Financial Modeling and Valuation by Sheeba Kapil

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met text book
Review of fundamentals of Excel-1 ½ hr.-
1session required.
Financial Statement Analysis ●
Module 1 Introduction to Financial Statement Analysis
(7 hours) ● Financial Reporting Mechanics, ●
Understanding Income Statement, Balance
Sheet, ● Cash Flow Statement, ● Financial
Analysis Techniques, ● Non- Current
Liabilities
Dashboarding with MS-Excel
Financial Management & Corporate
Finance ● Time value of money, ●Loan
Module 2 Amortization Schedule ●Cost of capital
(9 hours) using Book Value and Market Value
weights ● Capital Budgeting, Risk
Analysis, Sensitivity and Scenario
Analysis
(All using MS-Excel)
Firm Valuation ● Discounted Cash Flow
model, Funding during investment phase; ●
Module 3 Costs during investment phase;
(7 hours) ● Determining Free Cash Flow to the firm ●
determining terminal value ● Relative
Valuation using various multiples, Economic
Value Added
Start-up Valuation using exit multiples,
M&A Valuation
(All using MS-Excel)
Equity Valuation and Bond Valuation ●
Module 4 Using CAPM and Dividend distribution
(5 hours) model (three growth stage),
Bond Valuation, calculation of Bond value
and YTM using MS - Excel built in formula
and creation of
● templates
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz

/assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
NISM-Series-V-A: Mutual Fund Distributors
Certification Examination
PGDM BFSI Trimester-II
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The examination seeks to create a common minimum knowledge benchmark for all persons involved in
selling and distributing mutual funds including selection, analysis and performance evaluation of each
mutual fund scheme. The certification aims to enhance the quality of sales, distribution and related support
services in the mutual fund industry.

The present course aims at familiarizing the participants with the security markets like equity, debt, gold,
mutual funds, hybrid etc. A student of commerce have to make a basic understanding of significant methods,
structure, role of a regulator, scheme related information, taxation and investor services, risk and return and
performance of mutual funds and various mutual fund schemes. This course will help the student to start
his own journey in mutual fund industry and grow his capital.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Know the basics of mutual funds, their role and structure, different kinds of mutual fund
schemes and their features.
• CO2: Understand how mutual funds are distributed in the market-place, how schemes are to be
evaluated, and how suitable products and services can be recommended to investors and prospective
investors in the market.
• CO3: Get oriented to the legalities, accounting, valuation and taxation aspects underlying mutual
funds and their distribution.
• CO4: Get acquainted with financial planning as an approach to investing in mutual funds, as an aid
for mutual fund distributors to develop long term relationships with their clients.
• CO5: To get better understanding of risk and return and performance of funds.

COURSE PEDAGOGY

Text Book:

2. NISM study material

Reference Books:

• Mutual Fund investment by Anil G. Rane

• All about mutual fund by Anand Srinivasan

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Reading
Course
Topics to be covered from the
Module objectives
text
met
book
INVESTMENT LANDSCAPE & CONCEPT AND ROLE
OF A MUTUAL FUND
Module 1
Investors and their Financial Goals, Savings or Investments, CO1, CO2
(6 hours)
Different Asset Classes, Investment Risks, Risk Measures and
Management Strategies, Behavioral Biases in Investment
Decision Making, Risk Profiling, Understanding Asset
Allocation, Do-it-yourself versus Taking Professional Help,
Concept of a Mutual fund, Classification of Mutual Funds,
Growth of the mutual fund industry in India
LEGAL STRUCTURE OF MUTUAL FUNDS IN INDIA
AND REGULATORY FRAMEWORK
Structure of Mutual Funds in India, Key Constituents of a
Module 2
(5 hours) Mutual Fund Organization Structure of Asset Management
Company, Role and Support function of Service Providers, CO2 &
AMFI, Regulators in India, SEBI, Due Diligence Process by CO3
AMCs for Distributors of Mutual Funds, Investor Grievance
Redress Mechanism, AMFI Code of Conduct for Intermediaries.
SCHEME RELATED INFORMATION, FUND
DISTRIBUTION AND CHANNEL MANAGEMENT
PRACTICES and NET ASSET VALUE, TOTAL EXPENSE
RATIO AND PRICING OF UNITS
Mandatory Documents, Non-Mandatory Disclosures, The role
and importance of mutual fund distributors, Different kinds of
Module 3
mutual fund distributors, Modes of distribution, Pre-requisites to
(8 hours)
become Distributor of a Mutual Fund, Revenue for a mutual CO3 &
fund distributor, Commission Disclosure mandated by SEBI, CO4
Due Diligence Process by AMCs for Distributors of Mutual
Funds, Difference between distributors and Investment Advisors,
Nomination facilities to Agents/Distributors and Payment of
Commission to Nominee, Change of distributor,
Computation of Net Assets of Mutual Fund Scheme and NAV,
Concept of Entry and Exit Load and its impact on NAV, Total
expense ratio and pricing of units for the Segregated Portfolio
TAXATION AND INVESTOR SERVICES,
Applicability of taxes in respect of mutual funds, Capital Gains,
Dividend income, Stamp Duty on Mutual Fund Units, Setting off
of Capital Gains and Losses under Income Tax Act, Securities
Transaction Tax, Tax benefit under Section 80C of the Income
Tax Act, Tax Deducted at Source and Applicability of GST.
Module 4
The NFO process, New Fund Offer Price/On-going Offer Price CO2, CO3
(5 hours)
for subscription, Investment Plans and Services, Allotment of & CO4
Units to the Investor, Account statements for investments,
Mutual Fund Investors, Cut-off Time and Time Stamping, KYC
Requirements for Mutual Fund Investors, Systematic
Transactions, Operational aspects of Systematic Transactions,
Non-Financial Transactions in Mutual Funds, Change in Status
of Special Investor Categories, Investor transactions –
turnaround times.
RISK, RETURN AND PERFORMANCE OF FUNDS and
MUTUAL FUND SCHEME PERFORMANCE
Module 5
General and Specific Risk Factors, Factors that affect mutual CO3, CO4
(6 hours)
fund performance, Drivers of Returns and Risk in a Scheme, & CO5
Measures of Returns, SEBI Norms regarding Representation of
Returns by Mutual Funds in India, Risks in fund investing with a
focus on investors, Measures of Risk, Certain Provisions with
respect to Credit risk, Benchmarks and Performance, Price
Return Index or Total Return Index, Basis of Choosing an
appropriate performance benchmark, Benchmarks for equity
schemes, debt scheme and other schemes, Quantitative Measures
of Fund Manager Performance, Tracking Error and Scheme
Performance Disclosure
MUTUAL FUND SCHEME SELECTION
Scheme Selection based on Investor needs, preference and risk-
profile, Risk levels in mutual fund schemes, Scheme Selection
based on investment strategy of mutual funds, Selection of
Mutual Fund scheme offered by different AMCs or within the
scheme category, Selecting options in mutual fund scheme
Assessment Structure:
The Mutual Fund Distributors examination consists of 100 questions of 1 mark each and should be
completed in 2 hours. The passing score for the examination is 50%. There shall be no negative marking.

Test Details:

Name of Module: NISM-Series-V-A: Mutual Fund Distributors Certification Examination

* No negative marks for incorrect answers.

+ Payment gateway charges extra.

# Passing Certificate will be issued only to those candidates who have furnished/ updated their Income Tax
Permanent Account Number (PAN) in their registration details.

Important Note:

COURSE INTRODUCTION

The examination seeks to create a common minimum knowledge benchmark for all associated persons
registered as research analyst under SEBI (Research Analyst) Regulations, 2014, individuals employed as
research analyst and partners of a research analyst, engaged in preparation and/or publication of research
report or research analysis.

An associated person shall be required to pass the NISM-Series-XV: Research Analyst Certification
Examination to fulfill the requirements specified under Regulation 7(2) of the SEBI (Research Analysts)
Regulations, 2014. The certification aims to enhance the quality of services provided by research analyst in
the financial services industry.

The present course aims at familiarizing the participants with the role of research analyst, structure in
securities market, terminology of equity and debt market, fundamentals of research, economic analysis,
industry analysis and company analysis, corporate actions, valuation principles, fundamentals of risk and
return, qualities of a good research report along with legal and regulatory framework. Student will be able
to select any security, debt and mutual fund for investment and recommend also.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Know the basics of Indian Securities Markets and different terminologies used in equity and
debt markets
• CO2: Know about the top down and bottom up approach to fundamental research
• CO3: Know the key industry drivers and sources of information for industry analysis
• CO4: Understand about the Qualitative and Quantitative dimensions with regards to Company
Analysis.
• CO5: Know about the Fundamentals of Risk and Return, Valuation Principles, and the philosophy
of various Corporate Actions. They can also understand the qualities of a good research report.
COURSE PEDAGOGY:

COURSE READINGS

Text Book:

1. NISM study material

Reference Books:

3. Securities Market and Regulations by Prof. V. Balachandran, Sultan Chand and sons.
4. Investment Management: Securities Analysis and portfolio management by Mr. V.K Bhalla

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Reading
Course
Module Topics to be covered from the
objectives met
text book
INTRODUCTION TO RESEARCH ANALYST
PROFESSION
Primary Role of a Research Analyst, Primary
Module Responsibilities of a Research Analyst, Basic Principles
1 of Interaction with Companies/Clients CO1, CO2
(5 hours) and Important Qualities of a Research Analyst
INTRODUCTION TO SECURITIES MARKET
Introduction to Securities and Securities Market, Product
Definitions / Terminology, Structure of Securities Market,
Various Market Participants and Their Activities, Kinds
of Transactions, Dematerialization and Rematerialization
of securities
TERMINOLOGY IN EQUITY AND DEBT
MARKETS
Terminology in Equity Market, Terminology in Debt
Module
2 Market, Types of Bonds, CO2 & CO3
(6 hours) FUNDAMENTALS OF RESEARCH
meaning of Investing, The role of research in investment
activity, Technical Analysis, Fundamental Analysis,
Quantitative Research, Behavioral Approach to Equity
Investing
ECONOMIC ANALYSIS
Basic Principles of Microeconomics, Basic Principles of
Macroeconomics, Introduction to Various
Module Macroeconomic Variable, Role of economic analysis in
3 fundamental analysis, Secular, cyclical and seasonal
(6 hours) trends, Sources of Information for Economic Analysis CO3 & CO4
INDUSTRY ANALYSIS
Role of industry analysis in fundamental analysis,
Defining the industry, Understanding industry cyclicality,
Market sizing and trend analysis, Secular trends, value
migration and business life cycle, Understanding the
industry landscape, Key Industry Drivers and Industry
KPIs, Regulatory environment/framework, Taxation,
Sources of information for industry analysis

COMPANY ANALYSIS – BUSINESS AND

GOVERNANCE
Role of company analysis in fundamental research,
Understand Business and Business Models, Pricing
Power and Sustainability of This Power, Competitive
Advantages/Points of differentiation over the Competitor,
Strengths, Weaknesses, Opportunities and Threats
Module (SWOT) Analysis, Quality of Management and
4 Governance Structure, Risks in the Business, History of
(7 hours) credit rating, ESG framework for company analysis, CO2, CO3 &
Sources of Information for Analysis. CO4
COMPANY ANALYSIS – FINANCIAL ANALYSIS
Introduction to financial statement, Stand-alone financial
statement and consolidated financial statement, Balance
Sheet, Basics of Profit and Loss Account (P/L), Statement
of changes in shareholder’s equity, Basics of Cash Flows,
Notes to accounts, Important Points to Keep In Mind
While Looking At Financials, . Reading audit report to
understand the quality of accounting, Financial statement
analysis using ratios, Commonly used ratios, Dupont
analysis, Forecasting using ratio analysis, Peer
Comparison, Other aspects to study from financial reports
CORPORATE ACTIONS
Philosophy of Corporate Actions, Dividend, Rights Issue,
Bonus Issue, Stock Split, Share Consolidation, Merger
and Acquisition, Demerger / Spin-off, Scheme of
arrangement, Loan Restructuring, Buyback of Shares,
Delisting and relisting of Shares, Share Swap
VALUATION PRINCIPLES
Difference Between Price and Value, Why Valuations are
required, Sources of Value in a Business – Earnings and
Assets, Approaches to valuation, Discounted Cash Flows
Model for Business Valuation, Relative valuation,
Earnings Based Valuation Matrices, Assets based
Valuation Matrices, Relative Valuations – Trading and
Transaction Multiples, Sum-Of-The-Parts (SOTP)
Valuation, Other Valuation Parameters in New Age
Economy and Businesses, Capital Asset Pricing Model,
Objectivity of Valuations, Some Important Considerations
in the Context of Business Valuation.
Module
5 FUNDAMENTALS OF RISK AND RETURN
(6 hours) Concept of Return of Investment and Return on CO3, CO4 &
Investment, Calculation of Simple, Annualized and CO5
Compounded Returns, Risks in Investments, Measuring
risk, Concepts of Market Risk (Beta), Sensitivity Analysis
to Assumptions, Concept of Margin of Safety, Comparison
of Equity Returns with Bond Returns, Calculating risk
adjusted returns, Basic Behavioral Biases Influencing
Investments, Some Pearls of Wisdom from Investment
Gurus across the World, Measuring liquidity of equity
shares
QUALITIES OF A GOOD RESEARCH REPORT
Qualities of a Good Research Report, Checklist Based
Approach to the Research Reports, A Sample Checklist for
Investment Research Reports
LEGAL AND REGULATORY ENVIRONMENT
Regulatory infrastructure in Financial Markets, Important
regulations in Indian Securities Market, Code of Conduct
for Research Analysts, Management of Conflicts of Interest
and Disclosure Requirements for Research Analysts,
Exchange surveillance mechanisms: GSM and ASM
ASSESSMENT STRUCTURE:

The examination consists of 92 multiple choice questions of 1-mark each and 2 case-based questions (each
case having 4 questions of 1-mark each), adding to a total of 100 marks. The assessment structure is as
follows:

Multiple Choice Questions [92 questions of 1 mark each] 92 * 1 = 92

Case-based Questions [2 cases (each case with 4 questions of 1 mark 2*4*1=
each)] 8

The examination should be completed in 2 hours.

The passing score for the examination is 60.
There shall be negative marking of 25% of the marks assigned to the question for each wrong answer.

Test Details:

Name of Module: NISM-Series-XV: Research Analyst Certification Examination

+
: Inclusive of Service Tax. Payment Gateway Charges extra.

*: Negative marking – 25% of the marks assigned to the question

~:92 independent MCQs of 1-mark each and; 2 caselets with 4 MCQs in each caselet of 1-mark each (i.e.
a total of 8 case-based MCQs)

# Passing Certificate will be issued only to those candidates who have furnished/ updated their Income Tax
Permanent Account Number (PAN) in their registration details.

Important Note:

d. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL

Corporate Banking and Credit Analysis

PGDM (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course provides an in-depth understanding of corporate banking and the processes
involved in credit analysis. It covers the roles of corporate banks, the credit evaluation
process, risk assessment, and the structuring of credit facilities. The course also explores the
relationship management strategies employed by corporate bankers and the regulatory
environment influencing corporate lending.

COURSE OUTCOMES

The learning objectives of the course are as follows:

CO1: Understand the role of corporate banking in the financial services industry.
CO2: Learn the principles and practices of credit analysis.
CO3: Develop skills in financial statement analysis for credit evaluation.
CO4: Explore the risk assessment and mitigation techniques in corporate lending.
CO5: Understand the regulatory and compliance aspects of corporate banking.

COURSE PEDAGOGY:

• Industry reports on corporate banking trends.

• Articles from finance and banking journals.

• Regulatory guidelines and publications.

COURSE READINGS:

Text Book:

1. Financial Institutions Management: A Risk Management Approach by Anthony Saunders and

Marcia Cornett.

Reference Books:
1. Corporate Banking and Credit Analysis* by Stephen Frost.
2. Financial Institutions Management: A Risk Management Approach* by Anthony Saunders and
Marcia Cornett.
3. Commercial Lending: Principles and Practice* by Adrian Cudby.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual
Presentation
Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Introduction to Corporate Banking

Module • Overview of Corporate Banking CO1, CO2
1
(3 hours) • Types of Corporate Banking Services (Loans,
Treasury Services, Trade Finance)
• Role of Corporate Banks in the Economy
• Corporate Banking vs. Retail Banking
• Relationship Management in Corporate Banking

Credit Analysis and Financial Statement

Analysis
Module • Introduction to Credit Analysis CO2,
2 CO3,
(6 hours) • Objectives of Credit Analysis CO5
• Key Financial Statements: Balance Sheet,
Income Statement, Cash Flow Statement
• Ratio Analysis for Credit Evaluation
- Liquidity Ratios
- Profitability Ratios
- Solvency Ratios
- Efficiency Ratios
• Cash Flow Analysis and Debt Servicing
Capacity

Module
Risk
3 Assessment and Credit Structuring
(3 hours) • Types of Credit Risk (Default Risk, Interest CO2, CO3
Rate Risk, Market Risk)
• Qualitative and Quantitative Assessment of Risk
• Credit Risk Models (Altman's Z-Score, Credit
Scoring Models)
• Structuring of Credit Facilities
- Term Loans
- Working Capital Loans
- Syndicated Loans
- Trade Finance and Letters of Credit
• Collateral Management and Guarantees
Corporate Lending and Relationship Management
• Corporate Loan Products and Their Features
Module CO1, CO2
• Loan Documentation and Legal Aspects & CO3
4
(6 hours) • Pricing of Corporate Loans (Interest Rates,
Fees, Spreads)
• Credit Approval Process
• Monitoring and Managing Corporate Loan
Portfolios
• Strategies for Relationship Management in
Corporate Banking

Regulatory Environment and Emerging Trends

• Regulatory Framework for Corporate Banking
Module (Basel III, RBI Guidelines)
5 CO2,
(9 hours) • Anti-Money Laundering (AML) and Know CO3,
Your Customer (KYC) Regulations CO4
• Impact of Regulatory Changes on Corporate
Banking
• Emerging Trends in Corporate Banking
(Fintech, Digital Banking, Green Banking)
• Case Studies on Corporate Banking Failures
and Successes
• Future of Corporate Banking and Credit
Analysis

Important Note:

e. Plagiarism is the use of or presentation of ideas, works that are not one’s own and
whichare not common knowledge, without granting credit to the originator. Plagiarism
is unacceptable in Lloyd Business School and will invite penalty. Type and extent of
penaltywill be at the discretion of the concerned faculty.
f. Cheating is strictly prohibited in Lloyd Business School during
examinations/quiz/assignment or providing such assistance to other students. If any
student is found guilty, he/ she will be punished as per policy of the institution
LLOYD BUSINESS SCHOOL
NISM-Series-VIII: Equity Derivatives Certification Examination
PGDM BFSI Trimester-III
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The examination seeks to create a common minimum knowledge benchmark for associated persons
functioning as approved users and sales personnel of the trading member of an equity derivatives exchange
or equity derivative segment of a recognized stock exchange.

The examination aims to enable a better understanding of various derivatives products available in equity
derivatives markets, regulations and risks associated with the products and the exchange mechanisms
of clearing and settlement. The examination also covers knowledge competencies related to the
understanding of the financial structure in India and the importance of the different rules and regulations
governing the Indian securities market, especially those related to the equity derivatives segment.

The present course aims at familiarizing the participants with the basics of derivatives, derivative market
transactions, index and various indices, index management, use of forward and futures, basics of options,
clearing and settlement system, legal and regulatory frameworks, accounting and taxation along with
investor grievance mechanism.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1 Know the basics of the Indian equity derivatives market.

• CO2: Understand the various trading strategies that can be built using futures and options on both
stocks and stock indices.
• CO3: Understand the clearing, settlement and risk management as well as the operational
mechanism related to equity derivatives markets.
• CO4: Know the regulatory environment in which the equity derivatives markets operate in India.
• CO5: To understand the investor grievance mechanism in future and options.

COURSE PEDAGOGY

Text Book:
2. NISM study material

Reference Books:
1. Derivatives Principles and Practice by Sundaram Das
2. Derivatives and Risk Management by Rajiv Srivastava

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis
Mid-Term Exam
Quiz
Individual Presentation
Assignment
Individual Project
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Reading
Course
from the
Module Topics to be covered objectives
text book
met
BASICS OF DERIVATIVES AND UNDERSTANDING INDEX
Basics of Derivatives, Derivatives Market – History & Evolution, Indian
Derivatives Market, Market Participants, Types of Derivatives Market,
Significance of Derivatives, Various risks faced by the participants in derivatives.
Module 1
(5 hours) Introduction to Index, Significance of Index, Types of Stock Market Indices,
Attributes of an Index, Index management, Major Indices in India, Application CO1, CO2
of Indices
INTRODUCTION TO FORWARDS AND FUTURES AND
INTRODUCTION TO OPTIONS
Introduction to forward contracts, Futures contracts, Contract specifications of
futures contracts, Some important terminology associated with futures contracts,
Differences between Forwards and Futures, Pay off Charts for Futures contract,
Futures pricing, Price discovery and convergence of cash and futures prices on
Module 2 the expiry and Uses of futures
(7.5 hours)
Basics of options, Contract specifications of exchange-traded options,
Moneyness of an option, Intrinsic value and time value of an option, Pay off
Charts for Options, Distinction between futures and options contracts, Basics of CO2 & CO3
Option Pricing and Option Greeks, Option Pricing Models, Implied volatility of
an option, Analysis of options from the perspectives of buyer and seller.
STRATEGIES USING EQUITY FUTURES AND EQUITY OPTIONS
AND TRADING MECHANISM
Futures contracts for hedging, speculation and arbitrage, Use of options for
trading and hedging, Arbitrage using options: Put-call parity, Delta-hedging,
Interpreting open interest and put-call ratio for trading strategies
Module 3
(6 hours) Trading Mechanism, Eligibility criteria for selection of stocks for derivatives
trading, Selection criteria of Index for trading, Adjustments for Corporate CO3 & CO4
Actions, Trading costs, Algorithmic trading, Tracking Futures and Options data.

INTRODUCTION TO CLEARING AND SETTLEMENT SYSTEM &

LEGAL AND REGULATORY ENVIRONMENT:
Clearing Members, Clearing Mechanism, Interoperability of clearing
corporations, Settlement Mechanism, Risk Management, Margining and mark to
market under SPAN, Position limits, Violations and Penalties, Settlement
Module 4 Guarantee Fund and Investor Protection Fund. CO2, CO3
(7.5 hours) & CO4
Securities Contracts (Regulation) Act, 1956, Securities and Exchange Board of
India Act, 1992, Regulations in Trading, Regulations in Clearing & Settlement
and Risk Management, Eligibility criteria for membership on derivatives
segment.
ACCOUNTING AND TAXATION & SALES PRACTICES AND
INVESTORS PROTECTION SERVICES:
Accounting, Taxation of derivative transaction in securities.

Module 5
Understanding risk profile of the client, Risk Disclosure Document, Written Anti
(4 hours) Money Laundering Procedures, Investors Grievance Mechanism CO3, CO4
& CO5

Assessment Structure:

The NISM-Series-VIII: ED Examination will be a 100 marks examination to be completed in 2 hours. It

will have 100 questions of 1 mark each. There will be negative marking of 25% of the marks assigned to a
question. The passing score for the examination is 60%.
Test Details:

NISM-Series-VIII: Equity Derivatives Certification Examination

Test
Fees No. of Maximum Pass Certificate Validity
Duration
(Rs.) Questions Marks Marks*(%) (in years)#
(in minutes)
1500+ 120 100 100 60 3

* Negative marking – 25% of the marks assigned to the question.

Important Note:

d. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Industrial Relation & Labour Laws (PEH01)
PGDM HRM Trimester-IV (Credits:3)
Duration: 90 Minutes per session

COURSE INTRODUCTION

COURSE OUTCOMES

At the end of the course the students shall be able to:

• To understand the concept of Industrial Relations and its importance in Industry
• To appreciate different approaches to Industrial Relations and their impact on Industry’s performance.
• To understand the legislative concept and framework of labour laws in India.
• To appreciate the importance of labour laws compliance, difficulties and practicality in managing
industrial harmony.

COURSE PEDAGOGY

This course will be covered through Class room lectures, discussions, cases, scenarios, quizzes, and
assignment/projects. This course intends to start with a dialogue between the faculty and the student and as
the course progresses, the student are expected to self-explore their natural acceptance of values and ethics.
Relevant readings/reference material would be provided to the students.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals and business magazines daily to augment the classroom learning.

Text Book:

13. Industrial law. Mullik P.L.,

14. Industrial Relations and Labour Laws Prof. [Link] 6th edition 2012, latest reprint
15. Industrial Relations - Text and Cases [Link] Kumar Ghosh, 2011
16. Industrial law, Seth B. R., Labour Law
17. Kapoor N.D., Handbook of Industrial law – Sultan Chand & Sons, New Delhi
18. B.R. Ghye, Misconduct in employment
19. [Link], Commentary on Industrial Disputes Act
20. Dynamics of Industrial Relations C.B. Mamoria, Satish Mamoria&[Link], 2015
21. Industrial law, H L Kumar, Universal books publication, 2009
22. Industrial Relations C.S. Venkata Ratnam Reprint 2007.
23. Strategic Industrial Relations andLabour Laws in India, IS BN 978 8450 61-5 Deep & Deep
publications Pvt. Ltd. New Delhi 110027, 159, Rajouri Garden, New Delhi
24. Magazine: H L Kumar, Labour Law Reporter, (A monthly journal on labour laws).
The list of cases and specific references including recent articles will be announced in the class.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The course is primarily discussion based and different cases/scenarios will be
discussed in the class. Marks will be allotted based on the evaluation criteria mentioned in the previous
section.

SESSION PLAN

The following session plan would be adhered to by the faculty:

Unit Contents Pedagogy Sessions No. of

hours
Industrial Relations:
• An overview concept, history and the
need for harmony.
• Trade Unionism in India.
• Background, development,
contribution to industrial
development and workers protection, Video, classroom
1. Legislative implication and 5 7.5
discussions and cases
framework.
• Essentials of harmonious industrial
relations.
• Key actors and stakeholders in IR
and their roles and implications.
• The role of trade union in the present
context of globalization.
• IR practices in Japan, Europe and
U.S.A.
• Grievance redressal system and
procedures &Policy framework.
• Essentials of Collective bargaining
in IR for industrial harmony.
• ILO
• OECD Guidelines
Wage and Salary Administration:
• Concept and legislative framework.
• Problems associated in maintaining wage
Role play, Case study
2. differential (Payment of Wages Act, 4 6
Minimum Wages Act). (Telco), video
• Laws related to wages and benefits
(Payment of Bonus Act, Equal
Remuneration Act).
Labour Legislation:
• Industrial disputes Act,1947 (framework
and machinery for settlement of disputes
through Tripartite, bipartite frame,
adjudication, arbitration and collective
bargaining), law related to service Live cases from
3 conditions. industry, case study, 4 6.
• Shops & Commercial establishments Act. lecture and assignments
• Factory’s Act,1948 {provisions related to
health, safety, welfare, working hours
[leave, fines, records, returns and
penalties for non-compliances] and
disaster management} Industrial
Employment (Standing Orders) Act.
Labour Legislation: Case study of Industrial
• Law related to social security- Bandh, case study of
• Workmen’s Compensation Act employees’ misconduct
• Employees ‘State Insurance Act and discipline, live case
• Employees ‘Provident Fund and reference of Surya
Miscellaneous Provision Act
4. Group, 6 9
• Employees’ family pension scheme
• Maternity Benefits Act Case study of Industrial
• Payment of Gratuity Act Unrest in Maruti Udyog
• Labor welfare fund Act and Hero Honda
(videos) and Supreme
Court judgements
Disciplinary procedure:
• Concept, practices and procedure of
domestic enquiry.
• Discipline (Red hot stove principle) and Case study, Supreme
principle of natural justice. Court cases, assignments
5. • Standing orders – misconduct, 4 6
and discussion on live
Certification procedures of standing
orders. cases from industry
• Problem of absenteeism in Industry
(causes and viable remedies to arrest loss
of man-days).

Important Note:

d. Cheating is strictly prohibited in Lloyd Business School during examinations/ quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
International Human resource Management (PEH02)
PGDM
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

COURSE OUTCOMES

At the end of the course the students shall be able to:

CO 1: To explain the concept of culture and its impact on the organizational framework. (PO1)
CO 2: To understand the influence of culture on various functions of HRM (PO1, PO4)
CO 3: To apply team-building skills in cross-cultural contexts. (PO6)
CO 4: To analyze the influence of communication and negotiation from the lens of cross-cultural
differences in the global world. (PO6)
CO 5: To explain the role of motivation and leadership in managing MNCs in different geographical
boundaries. (PO3)
COURSE PEDAGOGY:

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals, and business magazines daily to augment classroom learning.

RECOMMENDED TEXT BOOK AUTHOR & PUBLICATION

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Case Study

It helps the students to understand the course content by giving real-life examples of problems faced by
organizations, and the students would analyze these cases critically and apply knowledge to solving these
problems.
Assignment - Expatriate Manager Interview

Project - Expat Training (Group Project Presentation)

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision-making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives the text book

Introduction to Cross–Culture

• Culture- Meaning, and concept;

• Organizational, Corporate, and Professional
Culture;
• Determinants of Culture
Module 1
• Importance of cross-cultural Management;
• Edward Hall Model, Geert Hofstede Model
• Trompenaars Model
• Culture and Management Styles in Selected
Countries;
• Similarities and differences - Doing Business in
China, Russia, India, France, and Arab Countries;
Concept of IHRM

• Objectives of IHRM
• Difference between International and Domestic
HRM; Issues in IHRM
• Barriers to effective global HRM
• Expanding the role of HRM in international firms
Module 2 • Case study: HRM at Colgate-Palmolive Co., K.
Aswathappa

Module 3 International Staffing

• Human Resource cycle; Human Resource
Planning; Features of HRP
• Process of HRP - Forecasting of Human
Resources
• International Labour Market sources-PCN, HCN,
TCN
• International Staffing Approaches - Ethnocentric,
Polycentric and Geocentric, Regiocentric
approaches
• Selection Criteria; Selection Techniques;
• Expatriate Assignment Life Cycle; Expatriate
Failure
• Development of effective workforce-Orientation
• Case Study: The Office Equipment Company, K.
Aswathappa
International Training & Development
• Reasons for Global Training– cultural awareness
programmes
• Process of cross-cultural training, international
Module 4
trainings of PCNs,
• Global Mind-set; Characteristics of Global Mind-
set
• Expatriate Training, Components of Effective pre
departure training programmes, integrative
training and post-arrival training
• Developing international staff, Individual career
development
• Case study: Konica Minolta: Using learning to
create a unified culture, K. Aswathappa
Introduction to International Compensation;

• Designing Compensation Programme,

• Objectives of International Compensation
Module 5 • Complexities in International Compensation
• Factors that affect International Compensation
• Approaches to International Compensation- The
going rate approach, the balance sheet approach
• Taxation, International living cost.

Important Note:

b) Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished as
per policy of the institution.
LLOYD BUSINESS SCHOOL
Organisational Development & Change Management (PEH03)
PGDM Specialization Paper-Human Resource (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The objective of the course is to provide a conceptual input of meaning, characteristics, processes &
influences of Organizational Development & Change Management.

The course also intends to impart skill sets through experiential learning.

COURSE OUTCOMES

At the end of the course the students shall be able to:

COURSE PEDAGOGY

This course will be covered through Class room lectures, discussions, cases, scenarios, quizzes, and
assignment/projects. This course intends to start with a dialogue between the faculty and the student and as
the course progresses, the student are expected to self-explore their natural acceptance of values and ethics.
Relevant readings/reference material would be provided to the students.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals and business magazines daily to augment the classroom learning.
Text Book:

6. Wendell L. French and Cecil N. Bell Jr., Organization Development, New Delhi, Prentice Hall, 5th
Ed., 1999
7. Thomas G. Cummings and Christopher G. Worley (2002), Organizational Development and
Change, 10th Edition, Thompson Learning-India, New Delhi [CAN BE PROCURED
ONLINE FROM [Link]. shopping
8. Ramnarayana S., Rao T.V., Singh K., Organization Development: Interventions & Strategies
9. GhosalSumantra, Managing radical Changes, Viking Pengiun India
10. Bollywood movie case from Chak DE INDIA and LAGAAN.A Critical analysis.

Websites:

● [Link]
resources
● [Link]
● [Link]

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The course is primarily discussion based and different cases/scenarios will be
discussed in the class. Marks will be allotted based on the evaluation criteria mentioned in the previous
section.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Sessions Reading

from the
textbook

Overview of Organizational Development and

the OD Practitioner:

• OD: Understanding the concept,

Module 1
its evolution and relevance
• Productivity & QWL: Background
• Who is the OD Practitioner
• Role of OD Practitioner and Competencies
of Effective OD Practitioner.
• External OD consultant v/s internal OD
consultant
Change & Models of Change

• Importance of Change
• Forces of Change
Module 2 • Organization Change: some determining
factors
• Types of Change
• Strategic Change: Background
• Case Study
• Lewin’s Change Model
• Action Research Model
• Positive Model
• DICE framework
• McKinsey’s 7-S model
• Kotter’s 8 step model
• Comparisons of Change Model
• Addressing resistance to change
Change & its Impact

• How people are effected by change

• How people react to change & the person
• Change & the Manager
• Managing change in medium and small
organizations reference to IIP {Infection,
Injection, Protection a concept from medical
science}
OD Interventions: An Introduction & Designing:

• Definition of OD Intervention
• Selecting an OD Intervention
• What are effecting Interventions
Module 3 • How to Design Effective Interventions
• Contingencies related to Change situations
• Contingencies related to the target of Change
• Classifications of OD Intervention
• OD Personal & Interpersonal Intervention
Role Plays

OD Team and Intergroup Development

Interventions, Structural Interventions:

• Team Development Intervention

• Intergroup Development Intervention
Module 4 • Job Design
• Quality of work life
• Quality Circles
• TQM.
• MBO and Appraisal
• The Collateral Organization
Comprehensive Interventions:

• Confirmation Meetings
• Survey Feedback
Module 5 • System 4 Management
• Grid OD Program
• Learning Organizations
The Senge’s Approach

• Nonaka& Takeuchi’s Approach

• The Reality Checklist
• Seven steps of Initiating Organizational
Learning

Important Note:

d. Cheating is strictly prohibited in Lloyd Business School during examinations/ quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
HR ANALYTICS(PEH04)
PGDM Trimester-II
Duration: 90 Minutes per session

COURSE INTRODUCTION:
This course is designed to make aware students with a foundational understanding of HR Analytics
and HR Metrics. students should have a basic understanding of Human resource management and
Preliminary statistics. With the assumption of this understanding from Term III (Core Research
methodology), no further formal preparation in HR Arena is expected or required. But the basic
understanding of various software like Excel skills and SPSS is helpful in gearing up the course.
The learning goals and objectives of this course for students to pursue management education are:
Companies are now realizing that data-driven decisions tend to work more than instinct-basedones.
Most companies are looking for skilled data scientists/analysts to take up pertinent organizational
responsibilities and work on getting insights that would enable managers and the cream of management
to make effective and efficient decisions.

PROGRAM OUTCOMES:

After completing PGDM a student shall be able to

- ‘1’ – Slight (Low) Correlation

- ‘2’ – Moderate (Medium) Correlation
- ‘3’ – Substantial (High) Correlation
- ‘-’ indicates there is no correlation.

PO1 PO2 PO3 PO4 PO5 PO6 PO7

CO1 - 3 - 3 - - -
CO2 - 3 - 3 - - -
CO3 3 - - - - - -
CO4 3 - 3 - - - -
CO5 3 - 3 - - - -
Average 3 3 3 3 - - -
COURSE PEDAGOGY:

This course will be based on Classroom lectures, Assignments based on discussions, cases, andgroup
projects. Students would have to work independently as well as in groups. Students are expected to
study the relevant concepts from the book, relevant youtube videos, and othermaterials before they
come to the classroom.

Project for Internal Assessment: The students should analyze a problem involving quantitative
techniques and creating HR Dashboards for decision making using MS Excel or SPSSS.

Text Book:

Michael J Walsh, “HR Analytics Essentials you always wanted to Know”,

[Link]

Reference Books:
● Edwards Martin R, Edwards Kristein (2016).” Predictive HR Analytics: Mastering HR
Analytics
● Fitz-enz Jac (2010), “The new HR analytics: predicting the economic value of
your company’s human capital investments”, AMACOM, ISBN-13: 978-0-
8144-1643-3
● HR Analytics: Understanding Theories and Applications, Dipak Kumar
Bhattacharyya, Sage Publications
COURSE EVALUATION CRITERIA:
The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The practical case studies will be discussed in class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills, and decision-making skills
with respect to the case and practice problems.

SESSION PLAN:
The following session plan would be adhered to by the faculty:

HR ANALYTICS
Module Topics to be covered Course Reading from
Objectives the textbook
Met
Module 1 Introduction to HR Metrics and HR Analytics
(6 hours) ● Introduction to HR Analytics
● Descriptive, Diagnostic, Predictive &
Prescriptive Analytics
● Evolution of HR Analytics
● HR Analytics, Workforce Analytics &
People Analytics
● Intuition Vs Analytical Thinking CO 1
● Common Metrics in HR Analytics
● HR Analytics Process
● Human Resource Management System
(HRMS)
● HR Score Card
● HR Analytics Using MS Excel, Power BI
& Tableau
Module 2 Analytics in Recruiting & Staffing
(6 hours) Metrics
● Analytics for the staffing process
● How we can use analytics to inform
the job analysis process CO 2
● How to code qualitative data and
what to do with it once it is coded
● When to use and when not to use
hiring assessments for the salaried
workforce
● Reliability and validity concepts and
why they are important
● Various staffing metrics

Module 3 Reward Metrics

(6 hours) ● Understanding of the job evaluation
process and a basic understanding of the
steps involved
● Understanding of why organizations
CO 3
conduct salary surveys and benchmarking
● Understanding of how to use the salary
survey data and benchmarking results to
create a pay structure
● How to measure incentives
Module 4 (6 Training, Succession, and Careers Metrics
hours) • Understanding of how analytics can play a
role in competency modeling
• Understanding how to use HR analytics to
conduct a training needs analysis
• Knowledge of the Kirkpatrick model and
how to measure training CO 4
• Knowledge of experimental design and
how to set up an experiment using training
measurement
● Knowledge and application of regression
modeling and understanding causality vs.
correlation
Module 5 Non-Exempt Workforce
(6 hours) • Hourly Hiring
• Utility Analysis
• Collective Bargaining CO 5
• Productivity Analysis
• Absenteeism
• Metrics

b) Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Compensation and Payroll Management (PEH05)
PGDM HRM Trimester-III (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

Payroll management can provide many job opportunities if you are considering a career within
Human Resources. The principal role of the Human Resources Payroll Manager is to ensure
accurate delivery of payroll to a company’s workforce. You may also be responsible for a team
of payroll administrators depending upon the size of the organisation.
This course in payroll management gives practical training to become aware of the basic
concepts of payroll management. This course will teach the concept and calculation of EPF
Act, ESI Act, Gratuity and Bonus Act, HRA, Leave Management, Exemption, Deduction, TDS
and Tax Slabs, CTC Designing and Take-Home Salary.

COURSE OUTCOMES:

At the end of the course the students shall be able to:

● CO1: Comprehensive and rigorous curriculum covering key concepts and
practical application of EPF Act and Gratuity Act and Bonus Act.
● CO2: Understanding the intricacies of a compensation plan and laws relating to
employee compensation.
● CO3: Summarize the components of a pay-for-performance plan (incentives).
● CO4: Assess the components of a benefit plan.

COURSE PEDAGOGY:

This course will be based on Class room lectures, Assignments based on discussions, cases
and group-projects. Students would have to work independently as well as in groups. Students
are expected to study the relevant concepts from the book, relevant you tube videos and other
materials before they come to the classroom.

COURSE READINGS:

● Payroll Management: 2020 Edition Paperback – Import, 17 December 2019 by Steven

MBragg
● Compensation Management, By Richard I. Henderson, Sandra Vasa-Sideris, Barbara
Bernal Thomas ( Prentice Hall Publications, 2017)

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:
Weightag
Component Duration Key Objectives Tested
e
Case Study Analysis

Mid-Term Exam

Quiz

Individual
Presentation
Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

Objectives from the
met
textbook

Introduction to Compensation, EPF Act

& ESI Act What is Compensation and CO1
Components of Compensation. What is
Employee Provident Fund and
Module 1
Miscellaneous
(5 hours)
Provision Act 1952.? PF Wages [Link]
Contributions- EPF A/C No1, EPS A/C No (10),
EPF Admin A/C No (2), EDLI A/C No (21).EPF,
VPF & PPF

ESI Act 1948

Module 2 Employees’ State Insurance Act1948, ESI Wages
(3 hours) Calculation & Cases, Contribution Cycle & CO1
Benefit Cycle and Social Security Benefits.
The Payment of Gratuity Act 1972
Module 3 Concept of the Payment of Gratuity Act 1972,
(3 hours) Gratuity Calculation Formula, Tax Treatment of CO1
Gratuity ( Case Study) and Gratuity Calculation
In Case Of Death
Module 4 The Payment of Bonus Act 1965 The
(3 hours) Payment of Bonus Act 1965, Calculation of CO1
Bonus Wages, Bonus Rate & Calculation of
Bonus
HRA and Leave Management
Module 5 Concept of HRA, HRA Wages Calculation-
(5hours) Mandatory Conditions for tax exemption, Tax CO2
Exemption Calculation. Concept of Leave
Management, Basic Types of Leave, Leave
Balance, Credit Function of Leave and Role of
HR in Leave Management Process. Case
Study.
Module 6 CTC Designing and Take-Home Salary
(3 hours) What is CTC & Take-Home Salary, what CO3 & CO4
is Net Salary and How to calculate Net
Salary and Take-Home Salary
Important Note:
a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and
whichare not common knowledge, without granting credit to the originator. Plagiarism
s unacceptable in Lloyd Business School and will invite penalty. Type and extent of
penaltywill be at the discretion of the concerned faculty.

b. Cheating is strictly prohibited in Lloyd Business School during

examinations/quiz/assignment or providing such assistance to other students. If any
student is found guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Trimester 2
Learning & Development (PEH06)
PGDM Specialization Paper-Human Resource (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course will focus on the theories of Learning and Development and practical use of these theories in
current organization. This subject includes Training Need Analysis, design training and training evaluation
programs. The course will frame the concept of training and development within the applicable theory of
adult learning.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Interpret the role of learning and development as a function of human resource management
for developing managerial abilities.
• CO2: Determine the learning theories for the training effectiveness and program design for efficient
implementation of training program.
• CO3: Evaluate the effectiveness of the training programme once completed from the individual
employee and the organization's viewpoint for achieving organisational strategic goals.
• CO4: Examine and relate the various training methods appropriate in different organizations
depending on the nature of work and to identify the factors related with trainer’s skills and styles.
• CO5: To communicate the importance of employee development in today’s competitive
environment and develop an employee development plan for organisational development.

PROGRAM OUTCOMES

After completing PGDM a student shall be able to

- ‘1’ – Slight (Low) Correlation

- ‘2’ – Moderate (Medium) Correlation
- ‘3’ – Substantial (High) Correlation
- ‘-’ indicates there is no correlation.

PO1 PO2 PO3 PO4 PO5 PO6 PO7

CO1 - 3 - - - - -
CO2 3 - - - - - -
CO3 - - 3 - - - -
CO4 3 - - - - - -
CO5 - - - - - 3 -
3 3 3 - - 3 -

COURSE PEDAGOGY

Text Book:

2. Employee Training and Development 5th Edition by Raymond Andrew Noe, MC GRAW HILL
INDIA

Reference Books:

10. T V Tao & Uday Pareek,

11. Noe, Raymond A. (2008) Employee Training & Development, McGraw-Hill International
12. Lynton, R.P & Pareek, U Training for organizational Transformation, Part -1 & 2, /Sage
Publication
13. Irwin L. Goldstein & J. Kevin Ford, Training in Organizations /Thomson
14. Dayal, Iswar, A Handbook of Training & Development
15. Saha, A.,K., Training & Development
16. Ramaswami, A., Training & Development
17. Sahu, R.K., Training for Development-All You need to know, Excel Book
18. An Introductory Course in Teaching & Training Methods for Management Development- ILO
Publication

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10 1.5 hrs Critical Thinking

Mid-Term Exam 10 1.5 hrs Subjective knowledge

Quiz 10 30 min Reasoning Ability

Class Presentation 10 10 min Communication skills

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives met from the
text book

Introduction to L&D

Module 1 Designing effective Training CO1

The forces influencing Working and Learning-

Economic Cycles, Globalisation, Human
Capital

The forces influencing Working and Learning-

Business strategy, demographics, quality, new
technology, high performance models

Training Practices; training facts and figures;

who provides training; Preparing to work in
training

Need assessment importance; who should

participate in TNA; methods used in TNA

The TNA Process: Organisational Analysis;

Person Analysis; Task Analysis

Elaboration Theory; Gagne Briggs Theory

Module 2 Learning Theories and Program Design; CO2

What is learning? Reinforcement Theory

Learning Process-mental and physical processes

The Learning Cycle- Kolb's Learning styles

Age influences on Learning; Implications of

learning process for instructions

Instructional emphasis for learning outcomes-

considerations in designing effective training
programs
Selecting and preparing the training site;
choosing trainers; how trainers can make
learning conducive; program design

Competencies of Trainers-technical, business,

interpersonal and intellectual competencies

Trainers' styles

Trainers’ selection and training of trainers

Transfer of training- introduction; Training

design
Module 3 CO3
Work environment characteristics that influence
transfer-climate, manager support, Peer support,
learned capabilities, technology

Organisational climate that supports transfer-the

learning organisation

Reasons for evaluating training; FA and SA;

overview of evaluation process

Outcomes used in evaluation of training

programmes-reaction, learning or cognitive,
behaviour and skill-based, affective, result, ROI

Determining whether outcomes are appropriate

Evaluation designs

Determining ROI- determining cost, benefits,

cost-benefit analysis

Traditional training methods-Presentation CO 4

methods
Module 4
Hand on methods-OJT, Simulations, Case
studies, business games, role plays, behaviour
modelling

Group building methods-adventure learning,

team learning, action learning

Technology influence on training and learning

Computer based training- CD ROM, DVD,
laserdisc, interactive video, online learning,
learning portals

blended learning; Simulations-virtual reality

Mobile technology and training methods;

distance learning; intelligent tutoring systems

Employee Development-introduction CO5

Approaches to ED-formal education,

assessment, job experiences, interpersonal
Module 5
relationships

The development planning process

Company strategy for providing development-

E-learning

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution
LLOYD BUSINESS SCHOOL
Foundation in Data Analytics (PED01)
PGDM, Specialization Paper- Data Analytics (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course covers topics fundamental to data analytics in Human Resources, including an introduction to
Python and common packages, probability and statistics, matrix representations and fundamental linear
algebra operations, basic algorithms and data structures and continuous optimization using excel. The
course envisions enlightening students with the ways data can be applied in human resources. It introduces
the IT concepts required by an HR professional in the market today required to upskill their efficiency at
jobs.

COURSE OUTCOMES

At the end of the course, the students shall be able to:

● CO1: Analyse effective application of data analytics knowledge to diagnose and solve
organizational problems and develop optimal managerial decisions.
● CO2: Understand the complexities associated with the management of data in organizations and
integrate the learning in handling these complexities using MS Excel.
● CO3: To familiarize the students with the understanding of basic concepts and the context of HRMS
and HRIS and its applications in data mining processes in organizations.
● CO4: Demonstrate the roles, skills, and functions of HR analysts through a basic business problem
through data sets like performance metrics, etc.
● CO5: To develop cognizance of the importance of data analytics like modelling for data
interpretation and business deployment of results.
COURSE PEDAGOGY

COURSE READINGS

Text Book:

HR Analytics: Understanding Theories and Applications by Dipak Acharya

Reference Books:

Fundamentals of HR Analytics: A Manual on Becoming HR November 2019, by Fermin Diez (Author),

Mark Bussin (Author), Venessa Lee (Author)

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 50% 2hrs Analytical ability
Mid-Term Exam
Quiz 20% 2hrs Theoretical Understanding
Individual Presentation
Assignment 20% 3hrs Critical and creativity skills
Individual Project 20% 2hrs Business acumen with project
development skills
Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the text book

objectives
met

Introduction to Business Analytics HR Analytics: Understanding

• Definition and importance of Theories and Applications by
business analytics Dipak Acharya
Module 1 • Evolution and trends in
analytics Chapter 1,2,3,
(5 hours) • Applications across various CO1, CO2,
industries CO3
• Role of analytics in decision-
making

• Data Management

Module 2 • Basics of data types and

structures
(6 hours) • Data collection methods and
sources
HR Analytics: Understanding
• Data cleaning and
preprocessing techniques Theories and Applications by
Dipak Acharya
• Introduction to databases and
data warehouses CO1, CO2,
Chapter 4,5
CO3
Descriptive Analytics
• Exploratory data analysis
(EDA)
• Summary statistics: mean,
median, mode, standard
deviation, etc.
• Data visualization techniques:
histograms, box plots, scatter
plots
• Introduction to data storytelling
Predictive Analytics
• Introduction to predictive
modeling
• Linear regression analysis
• Time series forecasting
techniques HR Analytics: Understanding
• Introduction to machine Theories and Applications by
learning algorithms (e.g., Dipak Acharya
Module 3 decision trees, k-nearest CO4, CO5
neighbors) Chapter 6,7,8
(10 hours) Prescriptive Analytics
• Optimization techniques
• Decision analysis and decision
trees
• Simulation methods
• Application of prescriptive
analytics in real-world
scenarios
Data Visualization and
Communication
• Principles of effective data
visualization
• Tools and techniques for
creating visualizations (e.g.,
Tableau, Power BI)
• Designing clear and
Module 4 informative dashboards
• Communicating insights
(9 hours ) effectively to stakeholders
Statistical Analysis for Business CO1, CO2, Lab
• Hypothesis testing: t-tests, chi-
square tests, ANOVA CO3

• Confidence intervals
• Correlation and regression
analysis
• Application of statistical
methods in business contexts
Case Studies and Applications
• Real-world examples of
business analytics projects
• Case studies from various
industries (e.g., retail, finance,
healthcare)
• Analysis of successful analytics
implementations and lessons
learned

Emerging Trends in Business

Analytics
• Exploration of emerging
technologies (e.g., AI, machine
learning)
• Impact of automation and
artificial intelligence on
analytics
• Future directions and
opportunities in business
analytics

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Cognitive Analytics (PED02)
PGDM Specialization Paper-Data Analytics (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

Cognitive analytics is all about unlocking the hidden insights from your data. Data can be structured,
unstructured, audio, or visual – and to make all that data work together as an engine that augments human
ability. In this learning path, students will learn how to use state-of-the-art analytic tools from IBM and
Microsoft to accelerate their business. Students will be exposed to the data science methodology called
CRISP-DM statistical concepts to describe, explore, and understand your data. Also the process of data
modelling approaches from basic machine learning concepts to advanced algorithms and optimizations. At
the end, students learn how to use Watson Analytics, a smart and fast service that uses the power of IBM’s
Watson to automatically discover insights in your data.

COURSE OUTCOMES

● CO1 Demonstrate in-depth understanding of the role, relevance, concepts and advantages of
cognitive analytics in business applications.
● CO2. Critically analyse data through a data science methodology approach.
● [Link] explore tools and techniques for data exploration.
● [Link] create dashboards on data sets for effective managerial decision making.
● [Link] decisive KPI and decision making factors in business.

COURSE PEDAGOGY:

This course will be based on Class room lectures, Assignments based on discussions, cases and group-
projects. Students would have to work independently as well as in groups. Students are expected to study
the relevant concepts from the book, relevant youtube videos and other materials before they come to the
classroom.
COURSE READINGS

Text Book:

● "Cognitive Computing: Theory and Applications" by Vijay V. Raghavan, Anand R. Prasad, and
Vijay Srinivas Agneeswaran
● IBM Courseware
● Big Data and Analytics, 2ed by Seema Acharya, Subhashini Chellappan

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 50% 2hrs Analysing ability

Mid-Term Exam

Quiz

Individual Presentation 20% 4hrs Critical Thinking

Assignment

Individual Project

Group Presentation 30% 3hrs Business Acumen

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Session Case
Session Topic/ Sub-topic Description Recommended Readings
No.

Module 1:

● Introduction to Cognitive Analytics Cognitive Computing: Theory

● Definition and scope of cognitive and Applications chapter 1
1 analytics
Lecture
(5 hrs) ● Evolution of cognitive computing and
analytics
● Role of cognitive analytics in IBM Course ware
decision-making and problem-solving
● Applications across various industries

Module 2

Cognitive Computing Technologies

● Introduction to cognitive computing Cognitive Computing: Theory

platforms (e.g., IBM Watson, Google and Applications chapter 2 and 3
Cloud AI) Lecture
(5 hrs)2 ● Natural language processing (NLP) Big Data and Analytics,by Seema
and understanding (NLU) Chandra
● Machine learning algorithms for
cognitive computing
● Knowledge representation and
reasoning
Module 3: Data Scinece Methodology
Approach
CRISP DM Cognitive Computing: Theory
Data Sources and Preparation for and Applications chapter chapter
3 Cognitive Analytics 4 and 5
● Data types and sources for cognitive Lecture
(6 hrs) analytics (structured, unstructured,
semi-structured)
● Data preprocessing techniques for Big Data and Analytics, by
cognitive computing applications Seema Chandra 2&3
● Text mining and extraction methods
● Handling multimodal data (text,
image, audio)
Module 4 :

4
Cognitive Analytics Techniques
(8 hrs) Cognitive Computing: Theory and
● Sentiment analysis and opinion Lab Applications chapter Chapter 7
mining exercise Cognos Analytics - Overview -
● Topic modeling and document
clustering India | IBM
● Emotion detection and affective
computing
● Contextual analysis and entity
recognition

Module 5:
● Customer relationship
management (CRM) and
customer analytics
5 ● Marketing and advertising Lab Cognos Analytics - Overview -
optimization Exercise India | IBM
(3 hrs)
● Fraud detection and risk
management
● Personalization and
recommendation systems

Module 6:
Future Trends in Cognitive Analytics

● Emerging technologies and

6 innovations in cognitive analytics
● Impact of AI advancements on Lecture IBM Cloud Storage - India | IBM
(2 hrs)
cognitive computing
● Future directions and
opportunities for cognitive
analytics

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/ assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Predictive Analytics (PED03)
PGDM Specialization Paper-Data Analytics (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course introduces predictive modelling as a tool to students for data mining. After completing this
course, you should be able to the importance of analytics and how its transforming the world today.
Predictive analytics provides companies with actionable insights based on data. Predictive analytics
provides estimates about the likelihood of a future outcome. In this course students are taught the
applications of Predictive analytical tools through Case study and Class room teaching pedagogy. With
more than 60+ hours of teaching by IBM Experts, Lloyd Certified Faculty the course offers deep learning
in to SPSS modeller as a tool powered by IBM. Students undergo a Global Certification on completion
of the course from IBM.

COURSE OUTCOMES

● CO1: Understand how analytics provided a solution to industries using real case studies
● CO2: Explain what is analytics, the various types of analytics, and how to apply it
● CO3: Improve efficiency, sample records, and work with sequence data
● CO4: Explain data transformations, and functions using predictive analytics of data for modelling
● CO5: Understand modelling, relationships, derive and reclassify fields. Also performance of
predictive analytics on live data.

COURSE PEDAGOGY:

The course ware offerings are:

• Introduction - Applications
• CRISP DM methodology
• Modelling and its deployment
• Assumptions of Linear Regression
• Building Linear Regression Model
• Understanding standard metrics (Variable significance, R-square/Adjusted R-square, Global
hypothesis, etc)
• Assess the overall effectiveness of the model
• Validation of Models (Re running Vs. Scoring)
• Standard Business Outputs (Decile Analysis, Error distribution (histogram), Model equation, drivers
etc.)
• Interpretation of Results - Business Validation - Implementation on new data

COURSE READINGS

Text Book:

1. Supply Chain and Logistics Management Made Easy: Methods and Applications for Planning,
Operations, Integration, Control and Improvement, and Network Design, by Paul A. Myerson
(Author), Pearson FT Press; 1 Edition (May 10, 2015).

Reference Books:

2. Truckload Transportation: Economics, Pricing & Analysis by Leo J. Lazarus, Monument Press,
2010.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 40% 2hrs Business Acumen

Mid-Term Exam

Quiz 30% 2hrs Knowledge

Individual Presentation

Assignment

Individual Project 30% 2hrs Presentation skills

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the text

objectives met book

Overview of Data Science:

● Introduction and Application of Supply Chain and Logistics

Data Science Management Made Easy
Module 1 ● Scope of Data Science C01, C02
● Data Science Methodologies
(6 hours) ● Introduction-Data Structure,
Types of Data Types and Data
Warehouse Architecture
Introduction to Data Analytics:

Module 2 ● Difference between Data C03, C04 Supply Chain and Logistics
Analytics and Reporting Management Made Easy
(2 hours) ● Types of Data Analytics
● Data Analytics Landscape
Module 3 Introduction to Predictive Analytics: C01, C02 Supply Chain and Logistics
Management Made Easy
(6 hours) ● How Is Data Analytics Used in the
Supply Chain?
● Predictive Analytics
● How Is Predictive Analytics
Transforming Logistics and
Supply Chains?
● Predictive Analytics Use Cases in
Logistics and Supply Chain
● Benefits of Introducing Predictive
Analytics Solutions in Supply
Chain Management
● Challenges Supply Chain
Managers Face When
Implementing Predictive Analytics
● Future of Supply Chain Analytics
- Custom Prescriptive Analytics

Relational Database Concept:

Module 4 ● Design Basics: Database design [Link]

basics watch?v=NvrpuBAMddw
(6 hours) ● How to create tables C02, C01
● How to link tables and field
● How to create a query
● More advanced query Functions
Tableau:

● Getting Started The Tableau

Interface
● Connecting to Data
● Getting Started with Data
● Managing Metadata
● Managing Extracts
[Link]
● Visual Analytics
● Mapping earn/training
C01, C02
● Maps in Tableau
Module 5 ● Calculations
● Calculation Syntax
(10 hours) ● Introduction to LOD
Expressions
● Intro to Table Calculations
● Aggregate Calculation
● Why is Tableau Doing
That?
● Understanding Pill Types
● Aggregation, Granularity
● Dashboards

Important Note:

Social and Web Media Analytics (PED04)

PGDM Specialization Paper-Data Analytics (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course will provide students an overview of the fundamental elements, principles, tools and techniques
of digital marketing and communication. They will be able to understand and apply the core principles,
concepts and nuances of digital marketing and communications in the context of the overall
product/service/brand marketing. The students will also get an orientation in using some of the popular
digital marketing techniques like Search Engine Optimization, Search Engine Marketing, Social Media
Marketing, Behavioural Targeting, Retargeting, e-CRM and some digital marketing planning and analytics
tools like Google AdWords, Google Keyword Tool, Google Webmaster, Google Analytics, etc.

Building blocks of this course require having a sound understanding of marketing planning and
management process. On completion of the course, the students should have a developed and practical
understanding of how to create a digital marketing plan and how to approach and leverage various available
digital marketing channels in an integrated manner to market products and services – be it to create
awareness, acquire new customers or retain existing customers. The course will help the students in making
a good career in the field of digital marketing by having sound understanding of the concepts along with
practical orientations.

COURSE OUTCOMES

● CO1. Demonstrate in-depth understanding of the role, relevance, concepts and advantages of Digital
and social media Marketing in the context of overall marketing of a product or service.
● CO2. Critically analyse a given market situation, identify the key digital and social media marketing
opportunities and challenges in it and recommend relevant and appropriate digital marketing
solutions.
● CO3. Be able to outline key online marketing and communication approaches and make a case for
which, why and how an approach should be used.
● CO4. Demonstrate a considered knowledge of the tools and techniques in Digital and social media
Marketing by applying them in a practical environment.
● CO5. Formulate and evaluate a basic Digital and social media Marketing Plan.
COURSE PEDAGOGY

COURSE READINGS

Text Book:

1. Understanding Digital Marketing: Marketing Strategies for Engaging the Digital Generation -
Damian Ryan and Calvin Jones; Kogan Page, 4th Edition, 2014.
2. Digital Marketing - Vandana Ahuja; Oxford University Press.
3. Web Analytics 2.0: The Art of Online Accountability & Science of Customer Centricity - Avinash
Kaushik, Sybex.
4. Digital Marketing Strategy – Simon Kingsnorth.
5. Digital Marketing Analytics – Ken Burbary.
6. Digital Marketing Strategy, Implementation and Practice – Dave Chaffey.

Online Learning Text:

1. Introduction to Digital Marketing - Jacob Cook, Montana State University

[Link]
2. [Link]
3. [Link]

Further Suggested Reading Books (Optional):

1. Jab Jab Jab Right Hook: How to Tell Your Story in a Noisy Social World - Gary Vaynerchuk;
Harper Business.
2. The Art of Social Media: Power Tips for Power Users - by Guy Kawasaki and Peg Fitzpatrick;
Penguin.
3. Permission Marketing - Seth Godin; Simon & Schuster.
COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 50% 2hrs Analysing ability

Mid-Term Exam

Quiz

Individual 20% 4hrs Critical Thinking

Presentation

Assignment

Individual Project

Group Presentation 30% 3hrs Business Acumen

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Sessio Case Recommended

Session Topic/ Sub-topic Description
n No. Readings

Introduction to Digital Marketing

Evolution of digital marketing, its role and

relevance in overall marketing, key Briefing on
Damian Ryan and Calvin
1 advantages and challenges, similarities and Course Group
Jones: Chapter 1
differences with conventional marketing, Project
statistics of DM, latest trends in DM, career
opportunities in DM.

[Link]
Fundamentals of Digital Marketing: Basic
.com/digital-marketing-
components and concepts (Website, Apps,
strategy/innovating-
Content, Verticals, Search Engine,
digital-marketing-2020-
Ecommerce, B2B, B2C, C2C, SEO, SEM,
5-key-trends/
2 Social Media, UI, Usability, etc.).
Digital Marketing
Strategy, Dave Chaffey
How have digital technologies transformed Chapter 1
Marketing?

Digital Marketing
Forming a Digital Marketing Strategy Strategy by Simon
Kingsnorth, Chapter 1
: Steps involved in forming a Digital
Marketing Strategy and the Challenges. E book :
3 [Link]
wp-
Role of 4P’s of Marketing in Digital Context content/uploads/2018/11/
Digital-Marketing-
Strategy-Simon-
[Link]

4 Digital consumer behavior – web content [Link]

usage, online shopping and buying behaviour ytics-for-humans/the-
patterns evolution-of-consumer-
behavior-in-the-digital-
age-917a93c15888

Digital Marketing
Strategy by Simon
Kingsnorth , Chapter 1

E book :
Customer Journey: Customer Life Time
[Link]
Value in context to Digital Marketing
wp-
content/uploads/2018/11/
Digital-Marketing-
MEDIA - Types of Digital Media: POEM
5 Strategy-Simon-
(Paid, Owned, Earned, Mixed)
[Link]

Damian Ryan and Calvin

The PHYGITAL APPROACH Jones: Chapter 3, 4 +
Google Handouts

[Link]
com/what-is-earned-
owned-paid-media-the-
difference-explained/

Website Creation on WORDPRESS and Book: WordPress for

exposure to other CONTENT Beginners by Joseph
6
MANAGEMENT SYSTEMS, Buying Joyner. Live Demo by
domain names. the instructor.

WEBSITE CREATION AND CLASS

7 CLASS PROJECT
PRESENTATION PROJECT

Search Engine Optimization (SEO)&

Damian Ryan and Calvin
Search Strategy
Jones: Chapter 7
Introduction to Search Engines. How do
[Link]
8 Search Engines work .Understanding Google
marketing/how-to-do-
Search and Search Engine Rankings (SERP),
keyword-research-
Key Contours of SEO, SEO guidelines and
ht#sm.000tnbqsc16cmec
best practices, Keyword building techniques,
8zt811mcmf0mu9
Ethical vs. Black Hat SEO

Search Engine Optimization (SEO)& Damian Ryan and Calvin

9
Search Strategy Jones: Chapter 7
Search Engine Algorithms, Google Algorithm [Link]
Updates, Search Engine Console, Keyword marketing/how-to-do-
Search, Keyword Search Tools keyword-research-
ht#sm.000tnbqsc16cmec
8zt811mcmf0mu9

Damian Ryan and Calvin

Jones: Chapter 7

[Link]
om/search-engine-
Search Engine Marketing marketing
Introduction to paid marketing, Google [Link]
10
Adwords om/blog/ws/2014/11/18/
google-display-network-
tips

[Link]
word-research-in-90-
minutes

GOOGLE AD WORDS – Online Advertising

Campaign and Ad options, Google Adwords
11 continued – Display Advertising, Re-
marketing, Mobile App Marketing, Video
Marketing

SOCIAL MEDIA AND SOCIAL MEDIA Digital Trust, Barry

12
MANAGEMENT Connolly

The Digital Marketing Mix – 4 – Social

Media Marketing (SMM)& Engagement Damian Ryan and Calvin
Strategy Jones: Chapter 6

Role and relevance, Social media options, Vandana Ahuja: Chapter

Social media content planning – engagement 4,5
vs. advertising, Social media and the “Buzz Live Demo by
13 [Link]
effect”, Social media performance metrics the faculty
igiGYAN-SMM-E-
Facebook, LinkedIn Marketing: Organic [Link]
and Paid
[Link]
Instagram, Twitter, Pinterest, Snapchat m
Marketing : Organic and Paid
Social Media Demo Presentation by LIVE
Groups: Each group to demo usage of one PROJECTS LIVE PROJECTS
14 specific popular social media platform EVALUATION IN
(Facebook, Twitter, LinkedIn, Google+, PRESENTATI LIVE ENVIORNMENT
Instagram, YouTube, Pinterest, WhatsApp) ONS

Email Marketing and CONTENT

MARKETING/ Online Reputation
15 Management using Social Media Google Handouts
Digital Marketing Research parameters
and Tools

Damian Ryan and Calvin

Google AdSense and Affiliate Marketing and Jones: Chapter 10, 11
16 Display Marketing
[Link]
INFLUENCER MARKETING om/beginners-guide-
email-marketing/

ANALYTICS: Damian Ryan and Calvin

Jones: Chapter 8
The essence of Analytics: HARVARD
BUSINESS REVIEW. [Link]
17 5/12/23/mobile-
The evolution from Business Intelligence to marketing-
Big Data to Analytics 3.0 2016/#zGQnfsmVkiqO
Glossary and major KPIs of Analytics.

[Link]
om/analytics/academy/co
Understanding the various Analytics Tool. urse/6 - Online Course

Create an account on Google Analytics Google [Link]

Analytics Tools marketing/google-
18 Generating the tracking Code Walk-thru / analytics
Linking the tracking code with Wordpress Demo
Avinash Kaushik: Web
Website
Analytics 2.0
Generating Google Analytics reports [Link]
om/analytics/academy/co
Understanding the concept of Dimensions
urse/6 - Online Course
and Metrics Google
Analytics Tools [Link]
19 Understanding all major KPI’s
Walk-thru / marketing/google-
Understanding types of reports Demo analytics

Understanding how to interpret reports. Avinash Kaushik: Web

Analytics 2.0

Making new strategies and revising existing [Link]

strategies based on report interpretations. om/analytics/academy/co
urse/6 - Online Course
Case Studies Google
Analytics Tools [Link]
20
Walk-thru / marketing/google-
Demo analytics

Avinash Kaushik: Web

Analytics 2.0

Analysis of the Social Media Marketing

21 Live Live
Campaigns – free and paid

Measuring ROI of all Digital Marketing

22
Channels

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
Artificial Intelligence (PED05)
PGDM Specialization Paper-Data Analytics (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The Artificial Intelligence Analyst career path prepares students to apply AI concepts to build real-life
solutions. This career path introduces students to basic concepts of AI, machine learning algorithms, natural
language processing, chatbots, and computer vision. Students apply the concepts they learn to practical
examples by using IBM Watson services and tools on IBM Cloud.

COURSE OUTCOMES

● CO1. Understand the machine learning (ML) concepts.

● CO2. Analyze and explore the modelling tools in ML.
● CO3. Master the skill of adopting a structured approach for solving business challenges of all types
and to improve consumer experience through natural language processing and computer vision in
ML.
● CO4. Learn to solve the problems in human-centric ways and find innovative solutions through
Chat-bots.
● CO5. Derive invaluable insights into your business by focusing on AI and its applications in
business.

COURSE PEDAGOGY

Text Book:

1. IBM Course Ware

Reference Books:

3. IBM Course Ware

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 40% 3 hrs Analysing ability and aptitude, Knowledge
Sharing, Problem understanding

Mid-Term Exam

Quiz

Individual 30% 2hrs Critical Thinking , Creativity ,

Presentation Communication development

Assignment

Individual Project

Group Presentation 10% 4hrs Business Acumen and Application skills

Case Presentation 20% 4 hrs Problem resolving skills

Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
met text book

Introduction Machine Learning:

●
Explain what machine learning is. Describe what is meant
by statistical model and algorithm. •Describe data and data
types. •Describe machine learning types and approaches
(Supervised, Unsupervised and Reinforcement). •List
Module 1 IBM
different machine learning algorithms. Explain what
CO1, CO2 course
(7 HRS) neural networks and deep learning are, and why they are
important in today’s AI field. •Describe machine learning content
components. List the steps in the process to build machine
learning applications. Explain what domain adaptation is
and its applications
WATSON: IBM

●
Explain what IBM Watson is. List the Watson service.
Explain the capabilities of each Watson service. Describe
CO1, CO2, IBM
the purpose of training the various Watson services to
Module 2 CO3 course
adapt them to a closed-domain. List the Watson services
that can be trained. List the Watson services that cannot be content
(6 HRS)
trained. Describe what Watson Knowledge Studio is. List
the Watson services that can
NATURAL LANGUAGE PROCESSING:

● Identify NLP use cases. Explain basic NLP concepts and

terminology. List the tools and services for NLP.
Module 3 IBM
COMPUTER VISION: ML
course
(7 hours) CO1, CO2,
Describe image representation for computers. Describe content
the computer vision (CV) pipeline. Describe different CO3
pre-processing techniques. Explain image segmentation.
Explain feature extraction and selection. Describe when
object recognition takes place.

Module 4 CHATBOTS AND INTELLIGENT SYSTEMS:

(10 HRS) ● Explain what a chatbotis.•Describe the common CO1,CO2& IBM

applications of chatbots.•Identify factors that drive the
CO3 course
growing popularity of chatbots.•Recognize the guidelines
content
to consider when designing a chatbot.•List examples of
tools and services that you can use to create chat bots.
Important Note:

COURSE INTRODUCTION

COURSE OUTCOMES

● CO1: Understanding the Optimization Analytics.

● CO2: Discuss the linear programming techniques.
● CO3: Learning the different supply chain optimization techniques.
● CO4: Understanding the concept of Modelling and it use in Supply chain.
● CO5: Use of Linear Programming technique to support decision-making processes in supply chain
management.

Topic Teaching Contact

Pedagogy Hours

UNIT 1: Introduction to Optimization Analytics.

Using Analytic Solver Platform, steps in implementing an LP Model Lecture,

in Spreadsheet, Using Excel Built in Solver, Make Vs buy Decision Discussion
4
Problem. Linear programming and sensitivity analysis- Supply Chain
Modelling
UNIT 2: Goal programming and multiple objective linear
programming Lecture,
Introduction to Goal Programming. Goal Programming procedures. Discussion
4
Goal Programming problem. Goal Programming practical problem.

UNIT 3: Multiple Objective linear programming.

Introduction to MOLP. Formulation of MOLP Problems. Solving Lecture, 5

MOLP. MOLP Practical problem. Discussion

UNIT 4: Non-linear programming Lecture,

Discussion,
Introduction to non-linear programming. Introductions to Inventory 6
Practical
models. Inventory Models practical problem. Questions

UNIT 5: Integer linear programming.

Introduction to Integer linear programming. Set-covering problem. Lecture, 6

Fixed-charge problem. Discussion

Readings:
1. Janat Shah, Supply Chain Management, Pearson Education
2. Sunil Chopra and Peter Meindl, Supply Chain Management, Pearson Education
3. Cliff T. Ragsdale- Spreadsheet modeling and decision analysis: a practical introduction to business
analytics
4. Martin Christopher, Logistics & Supply Chain Management, Financial Times Publishing
5. Anderson, D R, Sweeney, D. J, Williams, T A, Camm, J D, Cochran, J J, Fry, M. J, & Ohlmann, J
W 2019, An introduction to management science: Quantitative approaches to decision making, 15th
edn, Cengage Learning, Boston, MA, USA.
6. Hillier, F S, & Hillier, M S, 2014, Introduction to management science: A modeling and case studies
approach with spreadsheets, 5th edn, McGraw-Hill, New York, NY, USA.
7. Powell, S G, & Baker, K R, 2014, Management science: The art of modeling with spreadsheets, 4th
edn, Wiley, Danvers, MA, USA.
8. Taylor, B W III, 2016, Introduction to management science: Global edition, 12th edn, Pearson,
Essex, England.
9. Winston, W L, & Albright, S C, 2019, Practical management science, 6th edn, Cengage Learning,
Boston, MA, USA.
LLOYD BUSINESS SCHOOL
Supply Chain Innovations & Trends (PEO01)
PGDM SCM Trimester-IV (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
The course is designed to provide an in-depth understanding of the latest innovations, emerging trends, and
transformative technologies shaping the modern supply chain landscape. As supply chains become
increasingly complex and globalized, staying abreast of new developments is crucial for maintaining a
competitive edge.
The focus is on the relentless elimination of non-value added time and consequent reduction of lead time at
every step of the supply chain from the manufacturing of raw materials by suppliers to the delivery of
finished goods to the end user.
Initially businesses used to focus on minimizing the supply chain cost. However, several supply chain
disruptions like geo political events, cyber-attacks, natural disasters and global health events have made it
necessary for them to incorporate a supply chain resilience model.
The course will provide an understanding of the components of LARG model developed in the research
unit of mechanical and industrial engineering (UNIDEMI) in the Faculty of Science and Technology at
New University of Lisbon, Portugal which attempts to put together Lean, Agile, Resilient, and Green
approaches in Supply Chain Management.
COURSE OUTCOMES

At the end of the course the students shall be able to:

● CO1: Understand the basic concepts of Lean supply chain Management and establish the impact of
lean management practices on a firm’s performance.
● CO2: Understand the concept of lean six sigma and how it allows companies to improve their
processes and quality control
● CO3: To understand how agile supply chains are essential for effective response to a wide-range of
supply chain events.
● CO4: To analyze the role of resilience in supply chain and the capacity of a business to resist and
recover from disruptions in the supply chain efficiently and effectively.
● CO5: To understand how green supply chain management aims to reduce or eliminate wastages
including hazardous chemical, emissions, energy and solid waste along supply chain
COURSE PEDAGOGY

The teaching methodology will include lectures using power point, case studies, articles, group discussions
and presentations. Interaction during lectures will be encouraged and therefore each student is expected to
add valuable inputs during lectures by sharing his/her knowledge. Students will be required to work on the
Group projects and individual presentations.

COURSE READINGS

Text Book:

Reference Books:

1. Cohen, S., & Roussel, J., “Strategic Supply Chain Management”, McGraw Hill Professional, 06-
Sep- 2004
2. David Simchi Levi, Philip kaminsky, and Edith Simchi Levi, “Designing and Managing the Supply
Chain: Concepts, Strategies, and Case Studies”. Irwin McGraw Hill,2000.
3. Sunil Chopra and Peter Meindel, “Supply Chain Management: Strategy, Planning, and
Operation”, Prentice Hall of India,2002.
4. Coyle et al., “Supply Chain Management- A Logistics Perspective”- Cengage Publication

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis 10

Mid-Term Exam 30

Quiz 20

Individual Presentation 10

Assignment 10

Group Presentation 10

Case Presentation 10
Class Participation: The practical case studies will be discussed in the class. Marks will be allotted on the
basis of assignments, analytical & communication skills, interpretation skills and decision making skills
with respect to the case and practice problems

SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the text

objectives book
met

Overview of LARG model

LARG Supply Chain Management attempts to put together Lean,
Agile, Resilient, and Green approaches in Supply Chain Myerson, Paul Lean
Module 1 Management. Evolution of TPS model, basic elements of lean CO1 Supply Chain and
(8 hours) production, components of lean thinking, Value added and Non Logistics Management
Value added Activities, lean cost model and benefits of lean
production .

Agile Supply Chain: Bhat, K.S Supply Chain

Module 2 Evolution of agility in supply chain, concept of agility, lean vs agile, Management; Himalaya
(4 hours) agile supply chain strategies: virtual integration, process alignment, CO2 Publishing house
shared chain responsibility, and market sensitivity. Application of
agility in different supply chain areas, benefits of agile supply chain

Resilience in Supply Chain: Agarwal, D.K ; Supply

Supply Chain Risk Management .Role of flexibility/ resilience in Chain Management:
Module 3 supply chain, Building a resilient supply chain network, To CO3 Strategy, Cases and best
(6 hours) Enhance the supply chain practices Macmillan
network risk management: Operational risk, tactical risk and
strategic risk

Green supply chain management: Bhat, K.S Supply Chain

Introduction to GSCM, reverse SCM, GSCM in manufacturing : Management; Himalaya
Module 4 reduced energy, clean technology and reduce waste, GSCM in CO4 Publishing house
(6 hours) distribution : combined transport, alternatives, reverse logistics,
Recovery : recycling, reuse

AI in supply chain Management : “Artificial Management in

Understand AI Technologies in SCM , Learn how AI-driven Supply Chain
Module 5 analytics and predictive models can improve decision-making CO5 Management” by Albert
(6 hours) processes. Discover how AI can optimize various supply chain Tan and Jayanth Jayaram
functions, including demand forecasting, inventory management,
and logistics.
Important Note:

Procurement and E-Sourcing

PGDM (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION
This course covers the principles and practices of procurement and e-sourcing, emphasizing strategic
sourcing, supplier management, and the use of digital tools and platforms in procurement processes. Students
will learn about procurement strategies, negotiation techniques, contract management, and the role of
technology in modern procurement.

COURSE OUTCOMES

The learning objectives of the course are as follows:

• CO1: Understand the fundamentals of procurement and its role in the supply chain.
• CO2: Explore the strategies and tools used in e-sourcing.
• CO3: Learn about supplier selection, evaluation, and relationship management.
• CO4: Develop skills in negotiation and contract management.
• CO5: Analyze the impact of digital transformation on procurement processes.

COURSE PEDAGOGY:

• Industry reports on e-sourcing trends.

• Articles from procurement and supply chain journals.
• Software tutorials for e-sourcing tools.

COURSE READINGS:

• *E-Supply Chain Technologies and Management* by Wolfgang Kersten and Thorsten Blecker.

Reference Books:
• *Purchasing and Supply Chain Management* by Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero,
and James L. Patterson.

• *Procurement and Supply Chain Management* by Kenneth Lysons and Brian Farrington.

• *E-Supply Chain Technologies and Management* by Wolfgang Kersten and Thorsten Blecker.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:
The following session plan would be adhered to by the faculty:

Module 1 Introduction to Procurement and Procurement CO1, CO2

(3 hours) Strategy
• Overview of Procurement and Supply Chain
Management
• Types of Procurement (Direct, Indirect, Services)
• Procurement Cycle and Processes
• Strategic vs. Tactical Procurement
• Ethics and Sustainability in Procurement
• Procurement Strategy Development
• Spend Analysis and Management
• Category Management
• Make-or-Buy Decision Making
• Total Cost of Ownership (TCO)
• Risk Management in Procurement

Supplier Management
Module 2 • Supplier Selection and Evaluation CO2,
(6 hours) CO3,
• Supplier Relationship Management (SRM)
CO5
• Vendor Development and Performance Management
• Global Sourcing and Supply Market Analysis
• Supplier Negotiations and Contracting
• Collaborative Supplier Partnerships

Module 3
(3 hours) E-Sourcing and Digital Procurement CO2, CO3
• Introduction to E-Sourcing Tools and Platforms
• E-Procurement Systems and Technologies
• Electronic Data Interchange (EDI)
• Request for Quotation (RFQ) and Request for Proposal
(RFP) Processes
• Online Auctions and Reverse Auctions
• E-Marketplaces and Collaborative Sourcing
Contract Management
Module 4 • Key Elements of a Contract CO1, CO2
(6 hours) & CO3
• Types of Contracts and Their Uses
• Contract Negotiation Techniques
• Contract Risk Management
• Legal Aspects of Procurement Contracts
• Contract Compliance and Performance Monitoring

Technology, Innovation, and Industry Practices in

Module 5 Procurement
(9 hours) • Digital Transformation in Procurement CO2,
CO3,
• Role of Artificial Intelligence and Machine Learning
CO4
in E-Sourcing
• Big Data Analytics in Procurement Decision Making
• Blockchain Technology in Supply Chain and
Procurement
• Internet of Things (IoT) and Smart Procurement
• Future Trends in E-Sourcing and Procurement
• Case Studies on Procurement and E-Sourcing
• Best Practices in Global Procurement
• Industry-Specific Procurement Strategies
• Lessons from Failed Procurement Strategies
• Guest Lectures from Industry Experts

Important Note:

g. Plagiarism is the use of or presentation of ideas, works that are not one’s own and
whichare not common knowledge, without granting credit to the originator. Plagiarism
is unacceptable in Lloyd Business School and will invite penalty. Type and extent of
penaltywill be at the discretion of the concerned faculty.
h. Cheating is strictly prohibited in Lloyd Business School during
examinations/quiz/assignment or providing such assistance to other students. If any
student is found guilty, he/ she will be punished as per policy of the institution
LLOYD BUSINESS SCHOOL
Warehousing and Inventory Management (PEO03)
PGDM SCM Trimester-IV (Credit:3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The basic objective of this Subject is to get familiar with warehousing and its functions

COURSE OUTCOMES

At the end of the course the students shall be able to:

COURSE PEDAGOGY

This course will be covered through Class room lectures, discussions, cases, scenarios, quizzes, and
assignment/projects. This course intends to start with a dialogue between the faculty and the student and as
the course progresses, the student are expected to self-explore their natural acceptance of values and ethics.
Relevant readings/reference material would be provided to the students.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals and business magazines daily to augment the classroom learning.

Reference Books:

5. Warehouse management– Student Study Guide – by Gwynne Richard

6. Essentials of inventory management by Max muller—Publishers-HarperCollins
7. Warehouse distribution & operations handbook by DAVID E MULCAHY
8. Inventory strategy by Edward H Frazelle
COURSE EVALUATION CRITERIA
The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study/ Scenario
Analysis
Quiz
Assignment
End Term Examination

Class Participation: The course is primarily discussion based and different cases/scenarios will be
discussed in the class. Marks will be allotted based on the evaluation criteria mentioned in the previous
section.

SESSION PLAN

The following session plan would be adhered to by the faculty:

Outline syllabus Pedagogy L-W-P Student Learning outcome

Unit A Introduction
Topic 1 Introduction to Warehousing, Concept Lecture, 1-0-0 Understand the Evolution of
Evolution of Warehousing, Class discussion Warehousing
Strategic Warehousing
Topic 2 Types of Warehouses & Storage Understand about Types of Warehouses
Policy
Topic 3 Elements & Principle of Concept Lecture, 1-0-0 Understand about Elements & Principle
Warehouse Design Class discussion of Warehouse Design
Topic 4 Significance of Warehouse in Concept Lecture, 1-0-0 Understand the Significance of
SCM Class discussion Warehouse in SCM
Unit B Functions & Operations
Topic 1 Functions of Warehouse, Concept Lecture, 1-0-1 Understand the Functions of Warehouse,
Warehouse Operations Class discussion Warehouse Operations
Topic 2 Centralized and Decentralized, Understand concept of Centralized and
Storage Systems Decentralized system

Topic 3 MHEs Safety & Security, Concept Lecture, 2-0-1 Understand about MHEs
Class discussion
Topic 4 Warehouse Management Class discussion 1-0-0 Understand WMS
Systems and Group
exercises

Important Note:

d. Cheating is strictly prohibited in Lloyd Business School during examinations/ quiz/assignment or

providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
TQM and Six Sigma (PEO04)
PGDM Trimester-V (Credit-3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course produce an overview on the quality of processes, products and organizations as well as its
measurability. Present the concept of quality measurement and Six Sigma.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO 1: Recognize the value of Total Quality Management & Six Sigma

• CO 2: Practice Assurance and control
• CO 3: Measure Quality and make improvement
• CO 4: Apply Quality Management Tools and Techniques
• CO 5: Present standards and norms of quality management.

COURSE PEDAGOGY:

The pedagogy will be a combination of class lectures (theory and solving problems), experience sharing,
real-life examples, case let the discussion, and assignments. In addition to the text and reference books,
additional readings and cases will be distributed in the class from time to time. Students are also expected
to read and identify the problems in understanding the concepts and their application in real-world situations
before the start of each session. This will help to develop creativity and innovative thinking in students to
manage multi-stakeholder relationships.

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers, articles,
journals, and business magazines daily to augment classroom learning.
Book:

1. Mitra A., Fundamentals of Quality Control and Improvement, PHI

2. Lt. Gen. H. Lal, “Total Quality Management”, Eastern Limited
3. Greg Bounds, “Beyond Total Quality Management”, McGraw Hill
4. Menon, H.G, “TQM in New Product manufacturing”, McGraw Hill
5. D. C. Montgomery, Introduction to Statistical Quality Control, John Wiley & Sons,
6. J Evans and W Linsay, The Management and Control of Quality, Thomson
7. Besterfield, D H et al., Total Quality Management, 3rd Edition, Pearson Education,
8. D. C. Montgomery and G C Runger, Applied Statistics and Probability for Engineers, John Wiley
& Sons.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz/Assignment

Group Presentation

CASE STUDY:

It helps the students to understand the course content by giving real-life examples of problems faced by
organizations, and the students would analyze these cases critically and apply knowledge to solve these
problems.

CLASS PARTICIPATION:

The practical case studies will be discussed in the class. Marks will be allotted on the basis of assignments,
analytical & communication skills, interpretation skills, and decision-making skills with respect to the case
and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the

objectives textbook

Total Quality Management: Lt. Gen. H. Lal, “Total

Quality
Module 1: History of Quality, Evolution of Quality CO1, CO2 Management”,
Management, Concepts of Quality, Meaning of
(6 hours) Eastern Limited
TQM, Elements of Total Quality Management.

Six Sigma: Lt. Gen. H. Lal, “Total

Quality
Module 2: Six Sigma, Six sigma for Process Improvement, CO1, CO2 Management”,
Six Sigma in Product Development & Design. The
(5 hours) Eastern Limited
Six-Sigma phases of define, measure, analyze,
improve, and control.

Quality Standards: . J Evans and W

Linsay, The
Module 3: ISO-9000 and it concept of Quality management, CO2, CO3 Management and
ISO 14001, ISO 22000, ISO 27001, OHSAS
(5 hours) Control of Quality,
18001 and QS 9000, Indian Quality standards,
Thomson
Quality Audit, Quality Awards.

Procedures for Assessing the Quality: Identify . J Evans and W

the quality audit. Differentiate between first-party Linsay, The
or internal audit, second-party audit, and third- Management and
Module 4: party audit. An overview on Deming Prize CO3, CO4, Control of Quality,
examination criteria and the structure of the CO5 Thomson
(6 hours)
MBNQA. The EFQM Excellence Model and the
EFQM Excellence Award.

Benchmarking: Introduction to benchmarking, . J Evans and W

Functional benchmarking & Generic Linsay, The
Module 5: benchmarking, Differentiate between Management and
benchmarking in very different industries and of CO3, CO4, Control of Quality,
(8hours)
different sizes at the level of the general CO5 Thomson
management, benchmarking with other firms in
the same industry sector.
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quizzes/

assignments or providing such assistance to other students. If any student is found guilty, he/
she will be punished as per the policy of the institution.
LLOYD BUSINESS SCHOOL
Statistical Quality Control (PEO05)
PGDM Specialization Paper-Operations (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The course is a comprehensive coverage of modern quality control techniques to include the
design of statistical process control systems, process and product improvement and Philosophy
of Statistical Process Control.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO 1: The concepts of Quality Management & Control
• CO 2: Describe Quality Management Systems
• CO 3: Demonstrate the ability to use the methods of statistical process control.
• CO 4: Perform analysis of process & product capability.
• CO 5: Demonstrate the ability to design, use, and interpret control charts for variables.

COURSE PEDAGOGY

COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers,
articles, journals, and business magazines daily to augment classroom learning.
Book:
1. Mitra A., Fundamentals of Quality Control and Improvement, PHI
2. Lt. Gen. H. Lal, “Total Quality Management”, Eastern Limited
3. Greg Bounds, “Beyond Total Quality Management”, McGraw Hill
4. Menon, H.G, “TQM in New Product manufacturing”, McGraw Hill
5. D. C. Montgomery, Introduction to Statistical Quality Control, John Wiley & Sons,
6. J Evans and W Linsay, The Management and Control of Quality, Thomson
7. Besterfield, D H et al., Total Quality Management, 3rd Edition, Pearson Education,
8. D. C. Montgomery and G C Runger, Applied Statistics and Probability for Engineers,
JohnWiley & Sons.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives
Tested

Case Study Analysis

Mid-Term Exam

Quiz/Assignment

Group Presentation

CASE STUDY:

It helps the students to understand the course content by giving real-life examples of problems
faced by organizations, and the students would analyze these cases critically and apply
knowledge to solve these problems.

CLASS PARTICIPATION:

The practical case studies will be discussed in the class. Marks will be allotted on the basis of
assignments, analytical & communication skills, interpretation skills, and decision-making
skills with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the

objective textbook
s
Quality Concepts: Lt. Gen. H. Lal, “Total
Evolution of Quality Management, Quality Management”,
Module 1: Concepts of Quality, Quality Control v/s Eastern Limited
(5 hours) Quality assurance , Dimensions of CO1,
Quality, Principles of Quality, CO2
Deming’s, Juran’s & Crosby’s
Quality Philosophy, Quality Cost,
Quality Leadership, Role of Top
Management.
Quality Management System (QMS): Lt. Gen. H. Lal, “Total
Basics of QMS, 7 QC tools, Regression Quality Management”,
Module 2: Control Charts, Process Capability Eastern Limited
(4 hours) and Analysis, Measurement system CO1,
Analysis, Design and Analysis of CO2
Experiment (DOE), Acceptance
sampling plan.
Process & Product Quality . J Evans and W Linsay,
Improvement: Different Cost The Management and
associated with Quality like Assurance Control of Quality,
cost, Failure cost, prevention cost, CO2, Thomson
Module 3: rectification cost, appraisal cost, CO3
(8 hours) Process failure mode and effect
analysis (PFMEA), Understanding
Service Quality, case studies. Quality
Function Deployment, Robust Design
and Taguchi Method, Design Failure
Mode & Effect Analysis, Product
Reliability Analysis.
Methods And Philosophy Of . J Evans and W Linsay,
Statistical Process Control: Chance The Management and
and assignable causes, Statistical Basis CO3, Control of Quality,
Module 4: of the Control Charts (basic principles, CO4, Thomson
(6 hours) choices of control limits, significance of CO5
control limits, sample size and sampling
frequency, rational subgroups, analysis
of pattern on control charts, warning
limits, Average Run Length-ARL)
Control Charts For Variables: . J Evans and W Linsay,
Control Charts for X-Bar and R- The Management and
Module 5: Charts, Type I and Type II errors, the CO3, Control of
(8hours) probability of Type II error. Simple CO4, Quality, Thomson
Numerical Problems. CO5
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quizzes/

assignments or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per the policy of the institution.
LLOYD BUSINESS SCHOOL
Optimization Techniques (PEO06)
PGDM Specialization Paper-Data Analytics (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course introduces predictive modelling as a tool to students for data mining. After
completing this course, you should be able to the importance of analytics and how its
transforming the world today. Predictive analytics provides companies with actionable insights
based on data. Predictive analytics provides estimates about the likelihood of a future outcome.
In this course students are taught the applications of Predictive analytical tools through Case
study and Class room teaching pedagogy. With more than 60+ hours of teaching by IBM
Experts, Lloyd Certified Faculty the course offers deep learning in to SPSS modeller as a tool
powered by IBM. Students undergo a Global Certification on completion of the course from
IBM.

COURSE OUTCOMES

• CO1. Understanding the Optimization Analytics.

• CO2. Discuss the linear programming techniques.
• CO3. Learning the different supply chain optimization techniques.
• CO4. Understanding the concept of Modelling and it use in Supply chain.
• CO5: Use of Linear Programming technique to support decision-making
processes insupply chain management.
Topic Teaching Contact Hours
Pedagogy

UNIT 1: Introduction to Optimization Analytics.

Using Analytic Solver Platform, steps in
Lecture, 4
implementing an LP Model in Spreadsheet,
Discussion
Using Excel Built in Solver, Make Vs buy
Decision Problem. Linear programming and
sensitivity analysis- Supply Chain Modelling

UNIT 2: Goal programming and multiple

objective linear programming
Lecture, 4
Introduction to Goal Programming. Goal
Discussion
Programming
procedures. Goal Programming problem. Goal
Programming practical problem.

UNIT 3: Multiple Objective linear programming.

Lecture, 5
Introduction to MOLP. Formulation of MOLP
Problems. Solving MOLP. MOLP Practical Discussion
problem.

UNIT 4: Non-linear programming Lecture,

Discussion, 6
Introduction to non-linear programming.
Practical
Introductions to Inventory models. Inventory Questions
Models practical problem.

UNIT 5: Integer linear programming.

Lecture, 6
Introduction to Integer linear programming. Set-
Discussion
covering problem. Fixed-charge problem.

Readings:

1. Janat Shah, Supply Chain Management, Pearson Education

2. Sunil Chopra and Peter Meindl, Supply Chain Management, Pearson Education

3. Cliff T. Ragsdale- Spreadsheet modeling and decision analysis: a practical introduction

tobusiness analytics

4. Martin Christopher, Logistics & Supply Chain Management, Financial Times Publishing

5. Anderson, D R, Sweeney, D. J, Williams, T A, Camm, J D, Cochran, J J, Fry, M. J, &

Ohlmann, J W 2019, An introduction to management science: Quantitative approaches
todecision making, 15th edn, Cengage Learning, Boston, MA, USA.
6. Hillier, F S, & Hillier, M S, 2014, Introduction to management science: A modeling
and case studies approach with spreadsheets, 5th edn, McGraw-Hill, New York, NY,
USA.

7. Powell, S G, & Baker, K R, 2014, Management science: The art of modeling with
spreadsheets, 4th edn, Wiley, Danvers, MA, USA.

8. Taylor, B W III, 2016, Introduction to management science: Global edition, 12th edn,
Pearson, Essex, England.

9. Winston, W L, & Albright, S C, 2019, Practical management science, 6th edn, Cengage
Learning, Boston, MA, USA.
LLOYD BUSINESS SCHOOL
Culture, Society & Entrepreneurship In India (PEE01)
(Credits: 3) Session Duration: 90 Minutes per session
CULTURE, SOCIETY & ENTREPRENEURSHIP IN INDIA

COURSE INTRODUCTION

This course explores the intricate connections between culture, society, and entrepreneurship in India. It
examines how social institutions, cultural values, and regional diversity influence entrepreneurial behavior,
fostering an understanding of both the challenges and opportunities unique to the Indian context. Case
studies and practical insights drive learning.

COURSE OUTCOMES

CO1: Understand the intricate relationship between culture, society, and entrepreneurship in the Indian
context.

CO2: Analyze the impact of social institutions and cultural values on entrepreneurial behavior and
decision-making.

CO3: Evaluate regional and societal variations in entrepreneurial practices across India.

CO4: Identify and overcome cultural and societal challenges in the entrepreneurial journey.

CO5: Leverage cultural knowledge to create and sustain successful businesses in India.

COURSE PEDAGOGY

This course will be based on class room lectures, assignments based on discussions, case studies and
projects. Students would have to work independently as well as in groups. Students are expected to study
the relevant concepts from the reading list, relevant you tube videos and other materials before they come
to the classroom. More than 60% of the course shall be taught by industry experts.
COURSE READINGS

1. "Stay Hungry Stay Foolish" by Rashmi Bansal

2. "India Unbound" by Gurcharan Das
3. "Jugaad Innovation: A Frugal and Flexible Approach to Innovation for the 21st Century"
by Navi Radjou, Jaideep Prabhu, and Simone Ahuja

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted
based on assignments, analytical & communication skills, interpretation skills, and decision-
making skills concerning the case and practice problems. Active participation and discussion in
class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectiv
es (CO)
met

Module 1: • Introduction to Indian Culture and Society

Understanding Culture Understanding the diversity of Indian culture
and Society in India Historical and contemporary perspectives on
Indian society
Social Institutions and Their Influence on
Entrepreneurship
Family, religion, caste, and their impact on
business practices
The role of social networks in entrepreneurial
ventures
• Cultural Values and Entrepreneurial Behavior

• Exploring Indian cultural values and their

influence on risk-taking, innovation, and
leadership
• Case studies of successful Indian entrepreneurs
and the role of culture in their journey

Module 2: The Evolution of Entrepreneurship in India

Entrepreneurship in Regional Variations in Entrepreneurship
the Indian Context Social Entrepreneurship in India

Module 3: Cultural Navigating Cultural Challenges

Challenges and Leveraging Cultural Strengths for Business Success
Opportunities for Entrepreneurship and Social Change
Entrepreneurs

Module 4: The Future Emerging Trends in Indian Entrepreneurship

of Entrepreneurship in Policy and Institutional Support for Entrepreneurs
India Entrepreneurship and Globalization

Module 5: Attachment to an Indian startup focussing in a tier-

Immersive Learning ii city
Experience
Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
URBAN INNOVATION TECHNOLOGIES, PRACTICES & POLICIES FOR
SMART CITY DEVELOPMENT (PEE02)
(Credits: 3) Session Duration: 90 Minutes per session
URBAN INNOVATION TECHNOLOGIES, PRACTICES & POLICIES FOR
SMART CITY DEVELOPMENT

COURSE INTRODUCTION

This course delves into urban innovation technologies, practices, and policies driving smart city
development. It explores sustainable urban solutions, smart infrastructure, and data-driven governance,
equipping students with the knowledge to design and implement strategies that enhance urban living and
address contemporary urban challenges.

COURSE OUTCOMES
• CO1: Understand key technologies driving smart city initiatives.
• CO2: Analyze best practices in smart city planning and development.
• CO3: Evaluate policies that support sustainable urban innovation.
• CO4: Design solutions for smart infrastructure and urban challenges.
• CO5: Assess the impact of data-driven governance on urban living.

COURSE PEDAGOGY
This course will be based on class room lectures, assignments based on discussions, case studies and
projects. Students would have to work independently as well as in groups. Students are expected to study
the relevant concepts from the reading list, relevant you tube videos and other materials before they come
to the classroom. More than 60% of the course shall be taught by industry experts.
COURSE READINGS

• “Smart Cities: Big Data, Civic Hackers, and the Quest for a New Utopia" by Anthony M.
Townsend
• "The Smart City Transformations: The Revolution of the 21st Century" by Amitabh Satyam and
Igor Calzada
• "Smart Cities: Foundations, Principles, and Applications" by Houbing Song, Ravi Srinivasan, and
Thomas S. Mo

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted based
on assignments, analytical & communication skills, interpretation skills, and decision-making skills
concerning the case and practice problems. Active participation and discussion in class should be
encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

Objectives s
(CO) met

Module 1: -Disruptive Business Models

Corporate Vs
Startup

Module 2: Small & -Issues and problems faced by micro and

Micro Businesses small enterprises -Effective management of
M and S enterprises (risk management, credit
availability, technology innovation, supply
chain management, linkage with large
industries) -Exercises.

Module 3: Urban Exploring urban planning principles,

planning, governance frameworks, and identifying
governance and opportunities for new ventures within smart
scope of new city development and sustainable growth.
ventures

Module 4: Analyzing entrepreneurship's role in urban

Entrepreneurship, livelihoods, economic opportunities, and
livelihood and urban challenges in fostering sustainable
areas development in rapidly growing cities.

Module 5: Hands-on projects, case studies, simulations,

Immersive Learning and real-world interactions to deepen
understanding and application of smart city
Experience
and entrepreneurship concepts.
Important Note:

COURSE INTRODUCTION

This course examines the intersection of gender and entrepreneurship, exploring how gender influences
entrepreneurial opportunities, challenges, and outcomes. It aims to foster a deeper understanding of the
barriers and enablers for women and gender minorities in entrepreneurship, while promoting inclusive and
equitable business practices.

COURSE OUTCOMES
• Understand gender dynamics in entrepreneurship.
• Analyze barriers faced by women and gender minorities in business.
• Explore strategies for fostering inclusive entrepreneurship.
• Evaluate the impact of gender on entrepreneurial success.
• Design equitable business practices and policies.

COURSE READINGS

• "Lean In: Women, Work, and the Will to Lead" by Sheryl Sandberg
• "The Gendered Enterprise: Women, Work, and the Global Economy" by Teresa A. Schwab
• "Women Entrepreneurs: Inspiring Stories and Practical Advice from Leading Indian Women
Entrepreneurs" by Harpreet Kaur and Meeta Sengupta
COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted
based on assignments, analytical & communication skills, interpretation skills, and decision-
making skills concerning the case and practice problems. Active participation and discussion in
class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives
(CO) met

Module 1: Women -Importance of entrepreneurship among women

in Business -Current demographics -Case studies -Women
entrepreneurs - Pioneers Vs. Family business

Module 2: Role of -Scope of institutions in promoting

Institutions entrepreneurship among women -Institution of
State -Institution of Market

Module 3: Societal -Women in business in history -Challenges -

Perspectives Changing ideas

Module 4: Risk and -Types of risks faced -Relevant risk models -

Risk Handling Risk mitigation and handling techniques

Module 5: Exposure to a women owned enterprise

Immersive Learning
Experience

Important Note:

SCIENCE, EDUCATION, TECHNOLOGY, INNOVATION, START-UP POLICIES IN INDIA

COURSE INTRODUCTION (PEE04)

(Credits: 3) Session Duration: 90 Minutes per session

COURSE INTRODUCTION

SCIENCE, EDUCATION, TECHNOLOGY, INNOVATION, START-UP POLICIES IN

INDIA COURSE INTRODUCTION

This course explores the interconnected landscape of science, education, technology, innovation, and
start-up policies in India. It delves into how these elements drive economic growth, foster innovation,
and shape the entrepreneurial ecosystem, providing insights into policy frameworks that support
India's burgeoning start-up culture.

COURSE OUTCOMES
• Understand India's science and technology policy framework.
• Analyze the role of education in fostering innovation.
• Evaluate the impact of start-up policies on entrepreneurship.
• Explore the interplay between innovation and economic growth.
• Assess the effectiveness of current policies in supporting start-ups.

COURSE PEDAGOGY
This course will be based on class room lectures, assignments based on discussions, case studies and
projects. Students would have to work independently as well as in groups. Students are expected to
study the relevant concepts from the reading list, relevant you tube videos and other materials before
they come to the classroom. More than 60% of the course shall be taught by industry experts.
COURSE READINGS

• "Startup India: Challenges and Opportunities" by Prashant Goyal and Kavita Singh
• "Innovation and Entrepreneurship: Practice and Principles" by Peter F. Drucker
• "Science, Technology, and Innovation Policy in Developing Countries" by Charles Cooper

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted
based on assignments, analytical & communication skills, interpretation skills, and decision-
making skills concerning the case and practice problems. Active participation and discussion in
class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives

(CO) met

Module 1: Indian -Key regulations and legal aspects

Environment for
Entrepreneurship

Module 2: MSME MSMED Act 2006 and its implications -

Definition of MSMEs vis a vis other countries -
Schemes and policies of the Ministry of MSME

Module 3: Institution of -Role and responsibilities of various government

State organizations, departments, banks, etc. -Role of
State governments in terms of infrastructure
developments and support etc.

Module 4: Conflict & Case Study

Resolution

Module 5: Immersive OJT

Learning Experience

(Credits: 3) Session Duration: 90 Minutes per session

PRODUCT PLANNING, RESOURCE AND QUALITY MANAGEMENT

COURSE OBJECTIVE
This course provides a comprehensive understanding of product planning, resource allocation,
and quality management. It focuses on strategies to optimize product development, efficiently
manage resources, and implement quality control processes, ensuring successful product
outcomes and sustained competitive advantage in dynamic markets.

COURSE OUTCOME

• Understand key concepts in product planning.

• Develop resource management strategies for optimal efficiency.
• Implement quality management systems.
• Analyze product lifecycle and its impact on planning.
• Evaluate methods for continuous quality improvement.

COURSE PEDAGOGY

This course will be based on class room lectures, assignments based on discussions, case
studies and projects. Students would have to work independently as well as in groups. Students
are expected to study the relevant concepts from the reading list, relevant you tube videos and
other materials before they come to the classroom. More than 60% of the course shall be
taught by industry experts.
COURSE READINGS

• "Product Design and Development" by Karl T. Ulrich and Steven D. Eppinger

• "Total Quality Management" by Dale H. Besterfield
• "The Goal: A Process of Ongoing Improvement" by Eliyahu M. Goldratt

COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis (Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be
allotted based on assignments, analytical & communication skills, interpretation skills, and
decision-making skills concerning the case and practice problems. Active participation and
discussion in class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives

(CO) met

Module 1: Business -Basics of product planning -

plan Components of the business plan -
Environment scanning -Market survey

Module 2: Value -Opportunity recognition -Revenue

Proposition models

Module 3: Resource -Principles and Basics of Quality

& Quality Management -Human Resource vs.
Management other resource management -Quality
Assurance -Strategic Approach

Module 4: Prospects through e Marketing, future

Challenges for openings through FDI.
entrepreneurs

Module 5: Role-play in a stimulated environment

Immersive Learning
Experience

Important Note:
a) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in Lloyd
Business School and will invite penalty. Type and extent of penalty will be at the discretion of the
concerned faculty.
b) Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/assignment or
providing such assistance to other students. If any student is found guilty, he/ she will be punished
as per policy of the institution.
LLOYD BUSINESS SCHOOL
SOCIAL INNOVATION AND SOCIAL ENTERPRISE
DEVELOPMENT (PEE06)
(Credits: 3) Session Duration: 90 Minutes per session

SOCIAL INNOVATION AND SOCIAL ENTERPRISE DEVELOPMENT

COURSE INTRODUCTION
This course explores social innovation and the development of social enterprises. It examines how
innovative approaches address societal challenges, the principles of social entrepreneurship, and
strategies for building sustainable social enterprises that create positive community impact and
drive systemic change.
COURSE OUTCOME

• Understand the concepts of social innovation and social entrepreneurship.

• Analyze the impact of social enterprises on societal issues.
• Develop strategies for creating and scaling social enterprises.
• Evaluate the sustainability and effectiveness of social innovations.
• Implement best practices in managing social enterprises.

COURSE PEDAGOGY

COURSE READINGS

• "Social Innovation: Solutions for a Sustainable Future" by Alex Nicholls and Julia L.
Goss
• "The Social Entrepreneur’s Handbook: How to Start, Build, and Run a Social
Enterprise" by Rupert Scofield
• "Building Social Business: The New Kind of Capitalism That Serves Humanity’s
Most Pressing Needs" by Muhammad Yunus
COURSE EVALUATION CRITERIA

Component Weightage Key Objectives Tested

Case study analysis

(Individual/Group)

Quiz

Individual/Group Presentation

Individual Assignment

Mid-term Examination

End-term Examination

Class Participation: Practical case studies will be discussed in the class. Marks will be allotted
based on assignments, analytical & communication skills, interpretation skills, and decision-
making skills concerning the case and practice problems. Active participation and discussion
in class should be encouraged.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Readings

Objectives

(CO) met

Module 1: Social -Focus on the Global and Indian Development

Entrepreneurship Discourse -Ideology Versus Action,NGOs, Social
Enterprises and Community-based Organizations

Module 2: Clarify -Understanding Self in Context of Social

Intent Entrepreneurship -Problem Identification -
Matching Self and Challenge -Personal Business
Model Canvas

Module 3: Social -An Introduction to Qualitative and Quantitative

Impact Social Research

Module 4: Baseline Studies -Mid-Term Reviews -Impact

Understanding Assessments
Indicators

Module 5: Advocacy A Perspective on Social Communication, Media

and Social Marketing and Marketing.

COURSE INTRODUCTION
Exporting refers to the selling of goods and services from the home country to a foreign nation.
Whereas, importing refers to the purchase of foreign products and bringing them into one's
home country. Further, it is divided in two ways, which are, Direct. Indirect.

COURSE OUTCOME:
The purpose of this course is to familiarize students with policy, procedure and
documentation relating to foreign trade operations, and to train them to handle the export-
import business.
• CO1: To provide an understanding of the changing profile of the Global consumer,
itsconsumption pattern, and buying process.

• CO2: To understand the inherent problems associated with Export, Import

procedures anddeveloping strategies, which can be successfully adopted.

COURSE READINGS:
The following books are being referred for the course. Students are advised to read
newspapers, articles, journals and business magazines daily to augment the classroom
learning. The video lecture links of the teaching faculty will also be provided to clear the
doubts after the classroom.
Reading Books:

1. Cherunilam F- International Trade and Export Management (Himalaya2007)

2. Govt. of India- Hand book of Export Import Policy 2007-2012 (Ministry of Commerce,
India)
3. Keegan J Warren- Global Marketing Management (Pearson7th Edition.
4. Varshney R Bhattacharya B- International Marketing Management (Sultan Chand
&Sons,9 Ed.)
5. “Government of India Handbook of Import – Export Procedures”.
6. Bhalla, V.K. and S. Ramu, (2001), “International Business Environment and
Management”, 5th Ed. Anmol, Delhi. Desai, H.B., “Indian Shipping Perspectives”,
Delhi– Export Procedures.
7. Paras Ram Export: (1995), “What, Where and How”, Delhi, Anupam Pub.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Topics Teaching Contact

Pedagogy Hours

UNIT 1
Introduction to Export Management, Importance of
Export in India, Process of Export Marketing, Lecture,
5
Sources of Export Information, Recent Trend in Discussions
India’s Export

UNIT 2
Selection of Products and Identification of Export Lecture,
Markets, Methods of Locating & selecting an Agent, 5
Discussions

UNIT 3
Export Finance and pricing: Pre shipment and Post 6
Lecture,
Shipment Finance, Special financial Facilities, Discussions
Benefits of Indian Exports, Role of EXIM Bank of
India and commercial Banks export credit

UNIT 4 Lecture,
Discussions,
Formalities of Registration and Export Documentation:
Practical 7
Name of Enterprise, form of ownership, Registration with
Questions
RBI, Registration with Licensing Authorities and
appropriate EPC/CB’s
UNIT 5
Main Commercial Documents & Statutory Documents for Lecture,
Export’s Country, Documentation for Imports Country and Discussions 7
Documents for Claiming Export Benefits.

Important Note:

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/

assignment or providing such assistance to other students. If anystudent is found guilty,
he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
International Business Law (PEI02)
PGDM Specialization Paper-International Business
(Credits: 3) Session Duration: 90 Minutes per session

COURSE INTRODUCTION
This course aims
● To expose the students to the legal and regulatory framework and their implications
concerning global business operations, and
● To have a better understanding of the functioning and objectives of various world
organizations
● To provide a detailed understanding of the English law relating to the International sale
of goods and a detailed understanding of the relevant Incoterms and the relevant
provisions of the United Nations Convention on the International Sale of Goods (CISG)
and to develop the skills required to compare them critically with English law;
● To provide students with the opportunity of studying intellectual property rights
("IPRs") and their significance at the European and international level and to improve
their knowledge of the relevant law;

COURSE OUTCOMES
This course also aims to develop reasoning abilities for applying law principles and develop a
suitable legal operational framework
At the end of the course the students shall be able to:
• CO1: Analyse effective application of PPM knowledge to diagnose and solve
organizational problems and develop optimal managerial decisions.
• CO2: Understand the complexities associated with management of human resources in
theorganizations and integrate the learning in handling these complexities.
• CO3: To familiarize the students with the understanding of basic concepts and the
contextof management and its processes in
organizations
• CO4: Demonstrate the roles, skills and functions of management.
• CO5: To develop cognizance of the importance of management principles.
COURSE PEDAGOGY

This course will be based on Class room lectures, Assignments based on discussions, cases
and group-projects. Students would have to work independently as well as in groups. Students
are expected to study the relevant concepts from the book, relevant youtube videos and other
materials before they come to the classroom.

Text Book:

1. Raj Bhala, International Trade Law: An Interdisciplinary Non-Western Textbook

2. Schnitzer Simone, Understanding International Trade Law (2nd ed.) Universal (2010)
3. Carole Murray, David Holloway, The Law and Practice of International Trade, (12th
edn.)Sweet & Maxwell (2015)
4. Autar Krishen Kaul, A Guide to the W.T.O. and GATT: Economics, Law, and
Politics, Kluwer Law International (2006)
5. Dr. S.R. Myneni, International Trade Law (International Business Law) (3rd edn.)
Allahabad Law Agency (2014)

Reference Books:

1. Indira Carr, International Trade Law, (5th edn.) Routledge (2014)

2. Jason Chuah, Law of International Trade, (5th edn.) Sweet & Maxwell
COURSE EVALUATION CRITERIA
The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives

Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from

objectives met the text book

Origin and Evolution of International Trade Laws:

Historical background, Origin of GATT-1947, The
Module 1 WTO: World Trade Organization, Basic rules and CO3, CO4,
(4 hours) Principles of International Trade Laws. Implications of CO5
WTO to important sectors – GATS, TRIPs and TRIMs.

Export Trade Laws and International Commercial

Contracts
Main Statutory documents for Exports - Bills of Lading
Module 2 andother Shipping Documents United Nations CO1, CO3,
(5 hours) Convention on Contracts for theInternational Sale of CO5
Goods, 1980 International Contracts and their types,
Standard Trade Terms (CIF, C&F, FOB, FAS) -
Incoterms
International Arbitration
Module 3 UNICITRAL Model Law, International Court
(3 hours) ofArbitration, International Commercial CO1
Agreements, Recognition and Enforcement of
International Arbitration Awards.
Legal framework related to International Business:
Regulations and Treaties relating to - Licensing;
Franchising; Join Ventures, Patents and trademarks;
Technology transfer, Telecommunications. Frame
Module 4 workrelating to Electronic Commerce. Cross
(4 hours) BorderTransactions, On-line Financial Transfers. CO1& CO2
LegalSafeguards – International Business Taxation,
Tax Laws,Multilateral and Bi-lateral treaties and
Sharing of Taxrevenues

Indian Laws and Regulations - Governing

Module 5 International Transactions: FEMA; Foreign
CO1, CO5
(4 hours) investments; Setting up offices and branches abroad;
Restrictions on trade in
endangered species and other commodities.

Important Note:
a. Plagiarism is the use of or presentation of ideas, works that are not one’s own and
whichare not common knowledge, without granting credit to the originator. Plagiarism
is unacceptable in Lloyd Business School and will invite penalty. Type and extent of
penaltywill be at the discretion of the concerned faculty.
b. Cheating is strictly prohibited in Lloyd Business School during examinations/quiz/
assignment or providing such assistance to other students. If any student is found
guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Cross Cultural Management (PEI03)
PGDM Specialization Paper-International Business
(Credits: 3) Session Duration: 90 Minutes per session
COURSE INTRODUCTION
Cross-cultural management is a concept of finding out how to assess the impact of culture-
whether national or organizational or institutional on the performance of the firm. The ability
to manage cross-cultural interactions, multinational teams, and global alliances has become
fundamental to managing in today’s globalized world. Managing a diverse workforce
competently is considered by some people as a means of gaining a competitive advantage over
other firms. Culture can be defined as a patterned way of thinking, feeling, and reacting that
exists within a group whether it is a profession or a society. The tangible aspects of culture are
food, dress, music, dance, etc while the intangible aspects include beliefs, norms, values, etc.
At the institutional level, the size of the organization, the type of industry, corporate culture,
and function play an important role.

Managing effectively across national and cultural boundaries is critical to the success of
today’s organizations, given the global environment of business and the increasing diversity
of workforces. A keen awareness and a high degree of cross-cultural competence in
management are therefore keys to career success for both present and aspiring
managers/professionals. This course of study represents an opportunity to enter into, contribute
to, and learn about a new culture across the world. It provides an opportunity to learn new
ways of thinking about the management of people and processes in organizations; about
working with and through people across a range of national and international boundaries in
business and management contexts.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO 1: To explain the concept of culture and its impact on the organizational framework.
• CO 2: To understand the influence of culture on various functions of HRM.
• CO 3: To apply team-building skills in cross-cultural contexts.
• CO 4: To analyze the influence of communication and negotiation from the lens of
cross-cultural differences in the global world.
• CO 5: To explain the role of motivation and leadership in managing MNCs in
differentgeographical boundaries.
COURSE PEDAGOGY

The pedagogy will be a combination of class lectures (theory and solving problems),
experience sharing, real-life examples, case let the discussion, and assignments on specific
companies. In addition to the text and reference books, additional readings and cases will be
distributed in the class from time to time. Students are also expected to read and identify the
problems in understanding the concepts and their application in real-world situations before
the start of each session. This will help to develop creativity and innovative thinking in students
to manage multi- stakeholder relationships.

COURSE READINGS

The following books are being referred for the course. Students are advised to read
newspapers, articles, journals, and business magazines daily to augment classroom learning.

RECOMMENDED TEXTBOOK AUTHOR & PUBLICATION

International Management: Culture, R M Hodgets, 6th edition, TMH

Publication
Strategy, and Behavior

SUPPLEMENTARY READINGS

International Management: Managing H Deresky, 5th edition, Pearson Education

across borders and cultures

Cross Cultural Management Price and Browaeys, 1st edition, Pearson

Education

Cross Cultural Management Shobhna Madhavan, 1st edition, Oxford

University Press

International Human Resource K Ashwathappa, 2nd edition, Tata Mc

Mangement Graw Hill
International HRM: A Cross-Cultural Terence Jackson, SAGE Publcation
Approach
COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:
Component Weightage Duration Key Objectives Tested
Case Study Analysis

Mid-Term Exam

Quiz/Assignment

Group Presentation

CASE STUDY:
It helps the students to understand the course content by giving real-life examples of problems
faced by organizations, and the students would analyze these cases critically and apply
knowledge to solving these problems.
ASSIGNMENT - EXPATRIATE MANAGER INTERVIEW:

Interview a business person who has worked outside his/her country of origin. The purpose of
the assignment is to help you understand the difficulties and advantages of working abroad.
You may use the following guidelines:
● What is the country of origin and what are the differences in culture between the
countryof origin and the country where the person had an international assignment?
● What experiences/issues did the interviewee identify as most challenging, which
mostsatisfying, and which most puzzling?
● What advice would the interviewee give to others who are facing an international
assignment to ensure success?
Using the information above, prepare a project report in the form of a PPT presentation and
submit a hard copy of the slides as well as the soft copy.

Project - Expat Training (Group Project Presentation):

Groups of about 5-6 students will work together. Each group should assume that they are a
team of consultants working for an Indian firm to provide information on expatriate training
for international assignments. Each group should prepare a training package that would be
used to provide expatriates with a foundation for living and working in the country. Students
should draw on available library research (and include proper citation and references) and may
also supplement with interviews with managers who have lived or worked in this country. The
report should include:
A cultural analysis: The cultural roots of a country are reflected in the arts, literature, and
mass media of that society. Select one form of art, literature, or mass media to understand the
culture of that country. Describe specific examples of this aspect of the culture. Then identify
the underlying beliefs and values reflected in these aspects of the culture. Discuss the
similarities and differences between Indian culture and the country you choose. Do not focus
only on history or geography, but on cultural beliefs, values, and norms. To make a description
of the current practices that Indian firms use to train professionals for assignments in the
country of choice of the student. Students can use library research, supplemented with
interviews.

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision-making skills with respect to the case and practice problems.

SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading

objectives from the
text book
Introduction to Cross–Culture CO 1: To explain Hodgetts
● Culture- Meaning, and concept; the concept of ch-4,5 &6
● Organizational, Corporate, culture and its Deresky
and Professional Culture; impact on the Ch-1&3
● Determinants of Culture organizational Broeways,
Module ● Importance of cross-cultural
1: Management; framework. Chapter 6
(6 ● Edward Hall Model, Geert
hours)
Hofstede Model
● Trompenaars Model
● Culture and Management Styles
in Selected Countries;
● Similarities and differences -
Doing Business in China,
Russia, India, France, and
Arab Countries;
International Assignments and
Expatriate Management CO 2: To Deresky ch-9
● HRM in Globalised world; understand the Madhavan ch-
factors influencing IHRM influence of culture 9, Dowling ch
● Staffing policies- approaches to on various functions 1
IHRM; of HRM.
● Selection criteria and
procedure for International
Module assignment
2: ● Influence of culture on
(5 Compensation packages
hours) ● Guidelines for Train in across
cultures
● Women as international
Managers.
● IHRM and managing a diverse
Cultural workforce;
● Reasons for using Expats,
Factors influencing the success
of a foreign assignment
● Reasons for declining foreign
assignment
● Challenges faced by Expats,
Expat failure
● Repatriation
● Extra Reading of Article
Influences on HRM Practices
in MNCs by Philip M.
Rosenzweig and Nitin Nohria
adapted from Harvard
Business School
Managing Global Teams CO3: To apply Madhavan
● Global Business Teams- team- building Ch-8 and
meaning, purpose, and diversity. skills in cross- 10,
● Impact of culture on group cultural contexts. Deresky ch,
development 10
Module ● Team strategies and the
3: influence of culture
(5 ● Challenges faced by global
hours) teams;
● Global Manager
● Developing competencies for
global managers;
● Case Study-Estonia: A
cultural Note adapted from
HBS Premier Case Collection
● Cross-Cultural Communication CO 4: To
and Negotiation analyze the Bhattacharyya
Module ● Managing Cross-Cultural influence of ch-8 and
4: Communication-Business communication Madhvan,Ch-
communication across cultures;
(6 and 4, Hodgets
● Barriers to intercultural negotiation from
hours) Ch-7
communication; Language and the lens of cross-
culture; cultural
● Non-verbal communication and
culture; differences in Deresky, Ch-4
the global world.
● Negotiation process;
● Cultural differences affecting
negotiation;
● Negotiation styles in different
countries;
● Negotiation strategies across
cultures;
Case Study- Development of a
Multi Nations Personnel
Selection System- adapted
from HBS Premier Case
collection
Motivating and Leading in CO 5: To
International Context explain the role Broeways
● Cultural influences on
motivation. of motivation Ch8
● Leadership and culture and leadership in Hodgets-
● Current Theories of Motivation managing MNCs chapter 12/13
Module
● Indian Motivation Theories in different Madhavan-ch-
5:
● Theories of Leadership and their geographical 6
(8
Global relevance boundaries.
hours)
● Japanese Leadership studies,
Leadership styles in Europe,
South-East Asia and Middle
East.
● Case Study- Lenovo-IBM:
Bridging Cultures, languages
and time-zones, case study
adapted from HBS Premier
Case Collection
Important Note:
c) Plagiarism is the use of or presentation of ideas, works that are not one’s own and
whichare not common knowledge, without granting credit to the originator. Plagiarism
is unacceptable in Lloyd Business School and will invite penalty. Type and extent of
penaltywill be at the discretion of the concerned faculty.
d) Cheating is strictly prohibited in Lloyd Business School during
examinations/quiz/assignment or providing such assistance to other students. If any
student is found guilty, he/ she will be punished as per policy of the institution.
LLOYD BUSINESS SCHOOL
Information Security in International Business (PEI04)
PGDM Specialization Paper-International Business (Credits: 3)
Session Duration: 90 Minutes per session

COURSE INTRODUCTION

This course covers and make to understand the challenges, including regulations in the
countries where business is to be done, the protection of data while it is being transmitted, and
the threats that are unique to individual countries and territories.

COURSE OUTCOMES

● CO1: Understand the principals of information security and role of IT in managing it.
● CO2: Develop a deeper understanding of architecture of data and information
andstatistical impact on business due to security breaches.
● CO3: Acquire knowledge about major technologies which generate big data in
businessorganisations.
● CO4: Gain knowledge about ways to mitigate the risk of security concerns.
● CO5: Explore a variety of security framework and regulatory environment.

COURSE PEDAGOGY

COURSE READINGS

1. “Handbook of Information Security, Volume 1” edited by Hossein Bidgoli

2. “Information Security Principles and Practice” by Mark Stanislav and Mark Merkow.
3. “Computer Security Fundamentals” by Chuck Easttom.
4. “Cybersecurity and Cyberwar: What Everyone Needs to Know” by P.W. Singer and
AllanFriedman.
5. The National Institute of Standards and Technology (NIST) Cybersecurity Framework.

COURSE EVALUATION CRITERIA:

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives

Tested
Case Study Analysis
Mid-Term Exam

Quiz

Individual Presentation
Assignment

Individual Project

Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills and
decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the

objectives text book
met

Principals of Information security

● Role of IT in managing Business
● Fundamentals of Information Security in
Module 1 Business CO1
(6 HRS) ● How to ensure Information Security
Objectives tomeet?
● Information Security Capability and
Outcomes inBusiness
Fundamentals of Global Data Management
● Data and Information Architecture
(Defensive, Offensive approaches)
● Information security crime (Ransomware,
Module 2 CyberAttack, Snipping, Key-logger) CO2
(6HRS) ● How Information Security impacts
businessesglobally?
● Statistical prediction to Cost the world
due tobreaches in information security

Technologies which generate Big Data in

Module 3 businessorganisations
(4hours) ● Importance of Data CO3
Technologies

Module 4 Technologies and Tools for Security and Control CO4

(4HRS) ● Effective measures against Information
Securityattacks
● How to mitigate the risk of security
concerns inInternational Business
How to respond to an Information Security breach?

Security Framework and Regulatory

Environment
Module 5 ● Information Technology Act (ITA-2000/IT Act)
(4HRS) ● Data Protection and Privacy CO5
LegislationWorldwide
● WTO framework for Global
Economic Development
● Regulating Data Flows: A Multi-layered
PolicyFramework
Trade-Related aspects of Data Governance

International Financial Management (PEI05)

PGDM Specialization Paper-International Business
(Credits: 3) Session Duration: 90 Minutes per session

COURSE INTRODUCTION

The objective of the course is to acquaint the students with financial management
problems of multinational corporations and prepare them to tackle these problems.

COURSE OUTCOMES

At the end of the course the students shall be able to:

• CO1: Understand the various stages of expansion overseas that multinational
corporationsutilize in order to benefit from globalization.
• CO2: Describe the international monetary system and the foreign exchange
markets.
• CO3: Examine the Balance of Payments (BOP) data and determine its
implicationsfor international competition.
• CO4: Identify the basic philosophies that govern corporate behavior throughout
the world.
• CO5: Forecast exchange rates based on the parity conditions that should
apply betweenspot rates, forward rates, inflation rates, and interest rates.

COURSE PEDAGOGY

COURSE READINGS

The following books are being referred for the course. Students are advised to read
newspapers, articles, journals and business magazines daily to augment the classroom
learning. The video lecture links of the teaching faculty will also be provided to clear the
doubts after the classroom.
Text Book:
1. Levi, Maurice, International Finance, New York, McGraw Hill Inc., 1996.
2. Eiteman, David K., Arthur Stone hill and Michael H. Moffett, Multinational Business
Finance, Reading mass., Addision – Wesley Publishing company,1998.
3. Shapiro, Allen C., Multinational Financial Management, New Delhi, Prentice Hall
IndiaPvt. Ltd., 1995.
4. Apte P.G., Multinational Financial Management, New Delhi, Tata McGraw Hill, 1998
5. Seth A.K., International Financial Management, New Delhi, Galgotia Publishing
Company, 2000.

Reference Books:

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation
Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will be
allotted on the basis of assignments, analytical & communication skills, interpretation skills
and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading from the

objectives met text book
International Monetary System: Developments in
Module 1 the international monetary system, gold standard, Concept Lecture,
(6 HRS) Bretton Woods’s system of exchange rate, exchange CO1 Class discussion
rate regimesince mid-1970s. IMF and international
Liquidity. System of exchanging currencies.
Exchange rate quotation and determination: direct Concept
and indirect quotes bid and ask quote, spot and Lecture,Class
Module 2 forward quote, cross rates. Determination of CO2 discussion
(6HRS) exchange rate in
spot and forward market. PPP theory, IRP
theory, Monetary theories of exchange rate
determination,
Overshooting models.

Foreign exchange market – spot and forward.

Participants in foreign exchange market – Concept
Module 3 arbitraging, hedging and speculation, covered CO3 Lecture,Class
(6hours) interest rate arbitrage. Borrowing and investing discussion
markets. Tax consideration and investment.
Exchange rate risk: translation, transaction and real
operating exposure – their measurement and
management.
International Financial markets: Multilateral Concept
Module 4 development banks, Euro-currency markets, Euro- Lecture,Class
(6HRS) banking, Market for international securities – CO4 discussion
international bonds, Euro notes and Euro-notes and
Euro-commercial papers, Medium-term Euro-
notes.
Investment decisions of multinational corporations Concept
Module 5 (MNCs): International capital budgeting – CO5 Lecture,Class
(6HRS) estimation of cash flows, the cost of capital. discussion
Portfolio consideration
of a multinational corporation.

COURSE INTRODUCTION

The course emphasizes the value and process of strategic management. In addition to
familiarizing students with the new subject matter, students are expected to integrate and apply
their prior learning to strategic decision-making in organizations. The Strategic Management
course is designed to explore an organization’s vision, mission, examine principles,
techniques, and models of organizational and environmental analysis, discuss the theory and
practice of strategy formulation and implementation such as corporate governance and
business ethics for the development of effective strategic leadership.

COURSE OUTCOMES

The learning objectives of the course are as follows:

• CO1: Explain the basic concepts, principles, and practices associated with strategy
formulation and implementation.
• CO2: Understand the economic decisions that organizations make and can
engage ineconomic planning.
• CO3: Integrate and apply knowledge gained in basic courses to the formulation
andimplementation of strategy from holistic and multi-functional perspectives.
• CO4: Analyse and evaluate critically real-life company situations and develop
creativesolutions, using an Emerging Economies perspective.
• CO5: Conduct and present a credible business analysis in a team setting.

COURSE PEDAGOGY

It will involve a blend of lecture-based and case study analysis and discussions. Case study-
based pedagogy will include discussion on Strategic Management Case Study analysis
framework; approaches to case analysis, preparing for case analysis and discussions, written
and oral presentation of cases, group discussions, industry analysis, and limitations of the case
method.
COURSE READINGS

The following books are being referred for the course. Students are advised to read newspapers,
articles, journals and business magazines daily to augment classroom learning. The video
lecture links of the teaching faculty will also be provided to clear the doubts after the classroom.

Reference Books:

1. From Third World to World Class by; Peter Marber.

2. Uprising: Wild Emerging Markets Shape or Shake the World Economy By;
GeorgeMagnus.
3. The Labour Markets of Emerging Economies (Advances in Labour Studies) By:
SandrineCazes.
4. Entrepreneurial Strategies – New Technologies in Emerging Markets.
5. The emerging Market Century: Antoine.
6. Investing in Emerging Markets: William B. Gamble.
7. Entering Emerging Markets: Guenter Schoenborn.
8. BRICS and Beyond: Executive Lessons in Emerging Markets: Stephanie Jones.
9. New Emerging Market Multinationals: Chattopadhyay.
10. The Economist: Emerging Markets.

COURSE EVALUATION CRITERIA

The evaluation process for the course would constitute of the following:

Component Weightage Duration Key Objectives Tested

Case Study Analysis

Mid-Term Exam

Quiz

Individual Presentation

Assignment

Individual Project

Group Presentation

Case Presentation

Class Participation: The practical case studies will be discussed in the class. Marks will
be allotted on the basis of assignments, analytical & communication skills, interpretation
skills and decision making skills with respect to the case and practice problems.
SESSION PLAN:

The following session plan would be adhered to by the faculty:

Module Topics to be covered Course Reading
objectives fromthe
met text book
Introduction:
Introduction to ‘Emerging Economies’ and ‘Emerging Markets’
with reference to India and post-colonial economies. Criteria for
Module 1 defining ‘Emerging Markets’. Positioning of the developing
(6 hours) economy in the modern business world, India as an emerging CO1,
market for transnational and global companies. Factors CO2
affecting the
globalization inter-exchange economies?
Nature, Scope, Characteristics, Challenges & Opportunitiesof
‘Emerging Markets. Assessing the political working
Module 2 environment for emerging markets—internal and micro forces,
(6 hours) external and macro forces, working environment foremerging CO2, CO3,
markets. Corporate Social Responsibility (CSR) issues in CO5
emerging economies and Business Ethics.

Market entry and market penetration, Marketing research

and competitive intelligence, interpreting economic
Module 3 indicators, Manufacturing in the emerging markets, Re- CO2, CO3
(6 hours) engineering the ‘Marketing Mix’ and ‘Service Mix’ for the
new emerging markets, making acquisitions work, dealing
with corruption, and crime in emerging markets.

Most attractive emerging markets and Market Dynamics:

Managing Business in Asian Market; Growth for the Asian
Market, strategies for Regional Expansion in Asia, Alliances CO1, CO2
Module 4 and Acquisitions for success in Asian Market, Managing &CO3
(6 hours) Business in Emerging Economies; Managing risks in an
unstable world, Serving the world’s Poor Profitably, C.K.
Prahalad on ‘Bottom-Of-The-Pyramid;
Understanding BRICS and its emerging and emerged roles
for the world market; understanding Inside the mind of the
Chinese Business Strategy and Chinese Consumer Mind,
Module 5 Rethinking the World: From Nation-States to Networks, CO2, CO3,
(6 hours) Changing the nature of Capitalism and the new dynamics CO4
and biology of business. OBOR and CPEC, ‘Asia-Africa’
Corridor for trade and development.

b. Cheating is strictly prohibited in Lloyd Business School during examinations/quizzes/

assignments or providing such assistance to other students. If any student is found guilty,
he/ she will be punished as per policy of the institution.

Common questions

Perpetual maps are valuable tools for evaluating brand positioning as they visually represent consumer perceptions of a brand relative to competitors on various dimensions such as quality, price, or innovation. This enables marketers to identify gaps or opportunities in the market and adjust their strategies accordingly . By mapping how consumers view the relative positioning of multiple brands, companies can determine if their current positioning is too close to competitors, potentially diluting brand distinctiveness. Additionally, perpetual maps aid in understanding shifts in consumer preferences over time and can guide repositioning efforts to align with evolving market needs .

Digital marketing metrics play a crucial role at different stages of the consumer funnel, providing insights and guiding strategic decision-making. At the top of the funnel, metrics such as impressions and reach are crucial for awareness generation, while the middle stages benefit from engagement metrics like click-through rates and social interactions that indicate consumer interest. Towards the bottom of the funnel, conversion metrics and cost per acquisition help in evaluating the effectiveness of campaigns in driving sales and the efficiency of marketing spend . These metrics provide actionable insights for marketers to optimize campaigns according to funnel stages. For instance, low engagement might signal a need for content adjustment at the interest stage, whereas high acquisition costs might suggest re-evaluating channel strategies at the conversion stage .

Consumer insights are critical in shaping effective digital transformation strategies as they deepen the understanding of consumer needs, preferences, and behaviors, which guide tailored digital solutions. Insights derived from consumer data analytics enable companies to personalize their offerings, optimizing customer engagement and satisfaction. They also inform the design of user-friendly digital interfaces and identify the most effective platforms for reaching target audiences . Moreover, understanding consumer expectations allows firms to preemptively adapt to market changes, ensuring that digital transformations are demand-driven and thus more likely to succeed in building competitive advantage and achieving long-term growth .

The Ansoff Matrix is a strategic planning tool used to identify and evaluate growth opportunities by exploring potential strategies in existing and new markets with current and new products. It provides four main strategies: market penetration, product development, market development, and diversification. Market penetration focuses on increasing sales in current markets through tactics such as price adjustments or increased promotion. Product development involves creating new offerings targeted at existing customers. Market development seeks new markets for existing products, often involving geographical expansion. Diversification introduces new products to new markets, which is inherently riskier but can offer substantial growth potential if executed well . Each strategy's application depends on a company's objectives, resource capabilities, and market conditions .

Case study analysis in business education plays a crucial role in cultivating analytical and communication skills. By engaging with real-world scenarios and complex business issues, students enhance their ability to critically assess situations, identify key problems, and explore viable solutions. This method encourages the application of theoretical knowledge to practical situations, deepening their understanding while fostering decision-making skills. Additionally, presenting case study findings encourages the development of clear, coherent, and persuasive communication skills as students articulate their insights and recommendations . This enriches their capacity to convey complex information effectively in a professional context, which is essential for career success in business .

Implementing brand guidelines and visual merchandising across global markets presents challenges such as cultural differences, varied consumer preferences, and regulatory contrasts. Maintaining brand consistency while accommodating local market nuances requires a balance between global standardization and local adaptation. Solutions include developing flexible brand guidelines that allow certain elements, such as color schemes or messaging, to be localized to fit regional contexts without diluting the core brand identity. Additionally, employing local marketing experts who understand the cultural and economic landscape can facilitate the effective customization of visual merchandising strategies . Companies must ensure compliance with local regulations while maintaining a cohesive brand image worldwide .

The 4Ps of marketing, which include Product, Price, Place, and Promotion, are foundational elements in marketing management as each plays a critical role in reaching and satisfying customers. They are interdependent as the strategy for one P often influences the others; for example, a premium product (Product) may justify a higher price (Price) and require specific promotional tactics (Promotion) to communicate its value . Despite this interdependence, they can also be considered independent elements as each one needs distinct strategic development and implementation. Product decisions involve innovation, design, and quality that can succeed independently of price adjustments or extensive promotional efforts if the inherent value is understood, and vice versa .

Green supply chain management significantly impacts sustainability and environmental efficiency by focusing on reducing waste, emissions, and energy consumption throughout the supply chain. This approach prioritizes eco-friendly practices, such as using sustainable raw materials, optimizing logistics for fuel efficiency, and implementing recycling and re-use strategies. These practices not only lower the carbon footprint but also often result in cost savings and improved resource utilization, promoting a sustainable business model . Furthermore, green supply chain management enhances a company's reputation by aligning with consumer expectations for corporate responsibility and compliance with environmental regulations .

The LARG model enhances supply chain management by integrating Lean, Agile, Resilient, and Green methodologies to address modern challenges such as efficiency, adaptability, risk management, and environmental impact. Lean practices focus on reducing waste and increasing efficiency, while agility is crucial for responding quickly to market changes. Resilience ensures that supply chains can withstand and recover from disruptions, and Green practices address sustainability demands by minimizing ecological impacts . This holistic approach is beneficial for developing supply chains that are not only cost-effective and responsive but also sustainable and robust against potential disruptions .

Successful digital marketing planning and execution demand a blend of analytical, creative, and technical skills. Analytical skills are critical for interpreting data from digital analytics, understanding consumer behaviors, and optimizing strategies based on insights from metrics such as click-through rates and conversion ratios. Creative skills are essential for content creation that resonates with audiences across different digital platforms, ensuring engagement and brand alignment. Technical skills encompass the use of digital marketing tools for tasks like SEO, SEM, social media management, and campaign automation . Additionally, strategic thinking is necessary to integrate these skills effectively into a cohesive digital marketing plan that aligns with broader business objectives and adapts to the dynamic digital landscape .

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