Annual Issue, March 2011

SummIT
(The Technology Cell @ NMIMS)
 2

Foreword

Dear Students,

The SUMMIT team this year too has excelled in making

information technology reach out to all of you. They had
conducted several guest lectures and panel discussions
ranging from topics such as “Careers in the IT Industry”
to “The Changing Role of the CIO”. Specific mention
must be made of the fact that the SUMMIT team organ-
ized a highly interactive session by Prof. Mohan Tanniru
Dean and Professor of MIS at Oakland University, USA,
for students of the MBA 1st and 2nd year.

I am also delighted to see a huge amount of interest

from the students to participate in the Computer Associ-
ates Global Case Study Competition. I am sure you will
all benefit immensely from this competition. It really
does not matter who wins. The very fact that you have
participated is a big achievement and it will help you in
the long run.

I wish all the second year students all the very best in
their careers and I look forward to their involvement in
 3

SUMMIT activities next year too – as an Alumni, of

course! I also wish all the first year students all the very
best in their Summer Projects. The first year students
will soon decide on their choice of electives. As I had ex-
plained to all the first year students in the Open House
session on March 21st, our Information Systems Area
electives have been designed keeping the industry re-
quirements (IT Industry , Consulting Industry , User In-
dustry) and also the roles in mind. The demand for an
MBA with Information Systems Major or Minor is very
high. Therefore, if you have any questions about careers,
roles or Information Systems Area electives please feel
free to drop in any time and get your queries clarified.

I wish you all once again all the very best for the future!

Regards
Dr.Nilay Yajnik
Professor and Chairman – Information Systems Area
SBM, NMIMS
 CONTENTS
Table Of Content

EDITORIAL ………………………………………………….…...5

ABOUT SUMMIT ………………………..…………….………...6

ARTICLES
Are we ready to harvest in the clouds ? ….…………....…….. 8
Solutions to the IT industry to penetrate
the SME market ….……..……..….……..……..….……...……...… 13
Latest Trends in the field of IT ….……..…………...………...22
Indian I.T. and the 2020 vision ….……..…………..……….28

The new era challenges of IT: the 2 C’s-

33
Consolidation and compliance …….……..……...............…
Innovations in IT……..….……..……..….……..……..…….……..38

Why West, Why not East…….……..…………………...…....….42

BRAIN TEASERS.………………………….…….……….……..48

TEAM SUMMIT………………………………………....….…..50
4
 Editorial

“You can't just ask customers what they want and then try to give that to
them. By the time you get it built, they'll want something new. “
-Steve Jobs

MANTHAN is a unique initiative undertaken by Sum-

mIT. It invites articles all over the top B-schools of the
country like IIMs, XIMB, etc. and publishes the top ones.
MANTHAN has also enabled the confluence of diverse in-
dustry perspectives on IT and business.

This year’s theme: IT 20-20 Vision and strategies

Best Wishes
TEAM MANTHAN, 2011

5
 About SummIT

SUMMIT is a student body at NMIMS that involves itself with develop-

ments in the fastest changing domains of world business, i.e. Ideation & In-
formation Technology.

IT, being essentially borderless, needs to be understood at a macro level

and ideation is what keeps any business going, be it new business or run-
ning existing business efficiently. The rapid changes in the business environ-
ment have resulted in increased complexities and responsibilities for the in-
formation manager today. The club members therefore regularly bring to
campus distinguished people from the IT world & other prominent industry
people to interact with students and to get broader perspectives on perti-
nent issues of future importance.

Activities (2010-11)

Ideas – Our Flagship Event

IDEAs is the flagship event of SummIT. This is the event where panel discus-
sion or Seminars are conducted. The purpose of IDEAs is to be the only
source which keeps the budding managers updated on the industry front.
This year the Guests of Honour for IDEAs were:
Mr. Lokesh Bhagwat, VP-Strategy, Patni Computers
Mr. Milind Rumade, Sr. Manager, Accenture
Mr. Shailesh Mahajan, Director, AmSoft
Consulting
Theme: ‘The current and future trends and
the role of MBAs in IT industry’.

Microsoft Office 2010 Workshop

SummIT cell has always stressed on adding
6 value for the students and there was no bet-
ter way than asking Microsoft to conduct a
session on Microsoft Office. The session was conducted by Dr. Nitin Paran-
jape, the Microsoft Guru. The session was a huge success. SummIT cell re-
ceived accolades from all the attendees.

Paragana
Khoj - the online treasure hunt game was organized on November 17, 2010,
as part of the college annual fest, Paragana. It was a very successful event.

Ideate
Ideate, is the interactive IT newsletter. Every issue invites articles on various
broad topics of IT. This year, SummIT launched two editions of Ideate.

Zero Respect
‘Zero Respect’ was the inter-collegiate LAN
Gaming event organized by the SummIT cell as
part of Euphoria 2011, cultural event at
NMIMS, Mumbai. It was conducted in a 2-day
period (March 5-6th) and featured the popular
multiplayer games (“Counter Strike 1.6”, “FIFA
11”, “NFS Most Wanted”, “Call of Duty” MW II).

The gaming room was equipped with gaming boards

and LED lights, projectors, etc. Rock music played
while the gamers took on the battle. The brand new
and powerful Alienware laptops on which the gam-
ing was conducted added to the ambience and gave
the participants a rich gaming experience.

Manthan- the IT e-Magazine

Manthan is a unique initiative undertaken by SummIT. From last year, Man-
than has gone online in e-versions. Manthan has also enabled the conflu-
ence of diverse industry perspectives on IT and business.
7
 1st Prize
Are we ready to harvest in the clouds ?
Rajkumar Singh, SIBM Pune

Sitting on a bench in my campus on lavale hill, eating hot samosa under na-
ked sky, I heard few of my batch mates talking about cloud computing. My
friend sitting beside me jump into discussion (most common time pass in B-
school) arguing about the benefits and threats of cloud computing. Com-
puter science engineer were there to flaunt their knowledge while non-
engineers (hard to find in a B-school) were looking equally puzzled.
After watching the discussion one of non engineer anxiously enquired -What
is cloud computing?
Before anyone can answer properly, one of my friend working on his laptop
immediately googled it (the work MBA’s are best) and opened the first link
and read “Cloud computing is - Internet based development and use of com-
puter technology whereby dynamically scalable virtualized resources are
provided as a service over the Internet.” The reaction of the non engineers
said it all. To elucidate it our marketing student jump into discussion claiming
cloud computing reduce cost, you don’t need to install software etc.
Proper definition comes from a fin guy –“Cloud computing is a technology
that uses the internet and central re-
mote servers to maintain data and
applications. Cloud computing allows
consumers and businesses to use ap-
plications without installation and
access their personal files at any
computer with internet access.” The
idea of the "cloud" simplifies the
many network connections and com-
puter systems involved in online ser-
vices.

8
Cloud computing is a general term for anything that involves delivering
hosted services over the Internet. These services are broadly divided into
three categories: Infrastructure-as-a-Service (IaaS), Platform-as-a-Service
(PaaS) and Software-as-a-Service
(SaaS).

The service that we are going to

discuss is SaaS –It is a class of
software that is available on de-
mand and, oftentimes, directly
from an application service pro-
vider. One of the best known
SaaS applications is Sales-
force.com, a customer relationship management (CRM) application used by
many businesses. Under Salesforce.com’s SaaS model, users connect to
Saleforce.com’s web-based system and buy only enough licenses for their
users. Licenses under their model aren’t "per computer" as is the case with
a lot of other software.

After gathering momentum

over the last 5 years, the
“cloud” and “software-as-a-
service” are now more than
mere buzzwords, witnessing
massive adoption from all
sectors of the economy, par-
ticularly the small and me-
dium business segment. In a
recent report, IDC predicts that over 2010-2014; SaaS will grow six times
faster than traditional packaged software, reaching over $40 billion in reve-
nues by 2014.

9
 So once cloud computing is clear then discussion start on it being a blessing
or a threat in the future

Benefits of cloud Computing

1.Predictable anytime, anywhere access to IT resources
2. Flexible scaling of resources (resource optimization)
3. Rapid, request-driven provisioning
4. Lower total cost of operations
Challenges Managing a Cloud Environment
Cloud computing enables organizations to provide reliable, on-demand ser-
vices in a flexible and affordable manner offering the benefits of open stan-
dards, scalable systems and service oriented architecture. With these bene-
fits also come new complexities that must be properly managed.
Rapid growth of virtualized resources across multiple environments
Relationship of virtualized resources to underlying physical infrastructure
Health monitoring and problem determination across a physical and virtu-
alized infrastructure

10
Threat of Cloud computing

11
 Even though some threats are present in cloud coming but future look too
promising for Cloud computing. Closing it with the statement of David
Girouard, the president of Google’s Enterprise business, he said “we believe
that 100% web is the future of the cloud computing model” and so do we.

12
2nd Prize
Solutions to the IT industry to penetrate
the SME market
K. Meyappan, LIBA Chennai

GROWTH OF SMES
The total spending by Indian small and medium enterprises on IT,
which has been growing rapidly over the past few years, is set to continue
at 24 per cent, says a new study from Microsoft-AMI Partners.
This growth rate is the fastest amongst all BRIC (Brazil-Russia-India-
China) countries, with Russia, China and Brazil following at 22.9 per cent,
20.4 per cent and 19.4 per cent respectively. The SMEs provide employ-
ment for about 85% of all factory related works more than 80% of IT indus-
try belongs to SME, but they contribute only 30%. It is estimated that, out-
side the agriculture sector, the SMEs account for more than half the GDP
and employment in the country. SMEs are getting all the focus across differ-
ent sectors including manufacturing, trading, distribution, professional ser-
vices amongst others. Acquiring more customers, growing revenues, in-
creasing profits and beating competition – SMEs are obsessed to break
away and become large companies. As operations grow from a ‘garage-like’
size to larger establishments, apart from revenues, employees are growing.
In India, small and medium industries play a vital role in the growth of the
economy. Small industries have a 40% share in industrial output, producing
over 8000 value-added products. They contribute nearly 35% in direct ex-
port and 45% in the overall export from the country .

COMMON PROBLEMS IN SMES:

 Limited ability to gather information regarding the market opportuni-
ties, upcoming changes and competitors
 Limitations to get client /prospective partner, employee verifications
in new territories

13
  Lack of technological infrastructure
 Too many items to be procured, hence difficulty in management.
 Unavailability of vendor performance systems.
 Too much manual effort required.
 Inspection reports required on time.
 Lack of expected receipt information.
 Information not available on time.
 No co-ordination in scheduling and set-up of material.
 Completion not as per schedule.
 Difficulty in integration and predicting outcomes in terms of finished
goods.
 Cash flow forecasting.
 Difficulty in handling different sets of purchase orders.
 Need to keep track of enquiries.
 Need to remind vendors.
 Alerts on stock levels.
 payroll, inventory, finances, personnel, suppliers, and customer de-
mands
 Accounting software, easy to use and requiring less manpower
 Communicating needs to vendor and to large firms.
 Informatization Promotion.


SERVICES TO BE PROVIDED BY IT:

The IT services must concentrate on only the common SME related is-
sues and not on niche market, thus they can get on large markets. The
services provided must be easy to use and does not require much
training and can be used immediately after installations. The services
must also make sure no special training is required to operate the soft-

14
 ware. The installation time and time taken to go o operation must be
reduced(Cycle time reduced to bare minimum). The trial pack of ser-
vices for 1 to 2 weeks must be provided. The new products can be up-
dation of existing product with minimum cost, since only 2% of entire
SME has good ERP or any system this market is small but still has abil-
ity and willingness to new system. The 45% has just started to imple-
ment in technology and they require completely new product where
as nearly 40% has no access to new technology or even PC’s, since
most of Indian industry has only IT solution provider 40% of market
cannot be looked in but the other 55% of market can be captured with
only IT solutions. The overall IT costs must be reduced by user training,
hardware investments, service, support and IT staffing. The pricing
techniques provided below can be used even in hardware implemen-
tation by which 40% of the big market can be captured.

THE SERVICES MUST BE:

Visibility must be very high
Intuitive – Works the way you do
Adaptable – Adapts as your business needs change
Predictable – Reduces your risk and cost with industry best practices
built in.

OTHER SPECIAL SERVICES TO BE PROVIDED BY IT INDUSTRY:

 Tracker tool which shows the highly used application or software.

 The communication setup to contract IT vendor easily.

 Billing methodology, where paying and bill value can be accessed and

checked.
 Website that shows the new products, advancement in existing prod-

15
 uct.
 There should be a website where, the old softwares or leased ones
can be traded to other SMEs
 Online query clearance must be provided to all SME from primary or
secondary trading.
 The software updating which are free should be done through online
and online payment facility must be provided to the SMEs

NEED FOR NEW PRICING TECHNIQUE:

 SMEs are not ready for high initial installments
 If technology updates or changes required the, they should have
achieved at least the break even point.
 SMEs are not sure how new technology would provide ROI.
 Most of software applications may not be used so instead of spending
on unwanted software applications others can be used.
 Some SMEs might not use the software to that level others do, so
same initial pricing may look very odd to SMEs.
 All SMEs may not require same level of software, so few SME might
choose lower level at lower cost.
 With limited tolerance for risk, they prefer to spend more on incre-
mental investments that drive additional benefits or ROI from previous
IT purchases but only 2% of entire SMEs have proper IT infrastructure.

IT ISSUES IN PRICING:
 Intellectual property must be maintained

 Reaching larger markets at no loss or profit.

 The cost of marketing should be reduced so that it can be transferred

to its customers.

16
  Boost Adoption rates of new customers
 Control Cost for acquiring new customers and up-selling the existing
base
 Generate Healthy Margins and Profit
 Generate new customers by allowing existing customers to sell their
software to other SMEs

INNOVATIVE PRICING METHODOLOGY:

Pricing method by which each software product can be priced:

Since not all software packages are homogeneous and many applications
are available with in a software package it is difficult to price software
package. After initial investment, more or less IT spending is on knowledge
and work force level rather than on any infrastructure or sources.

IT industry must take into account a new breed of customer that judges
software by its ability to contribute value to the organization—measuring
where, when, how much, and how well software is used.

The pricing of project must be based on its demand and also based on
market available. The paper is on penetration in Indian SMEs so the pricing
methods followed are penetration pricing techniques. Penetration pricing
is the pricing technique of setting a relatively low initial entry price, a price
that is often lower than the eventual market price, attracting larger market
and making same clients to buy or recommend their dependents to buy
higher end solutions from the same client.

The pricing must not be complex which may not attract the customers, the

17
 profit doesn’t come last even when we like to penetrate into new market
so profit is a must in any new technique developed, the IT industry must
list their solutions and cost clearly on website which helps them to choose
the product. The most of the software solutions are add-ons hence price
must also based on the existing product cost.

New pricing techniques.

Mobile pricing technique
Leasing technique
Rental method
Monthly installment package
Usage pricing
Differential pricing

MARKETING:
The cost of marketing SME related IT product must be reduced so that it
can be transferred to SMEs. The market must be wide spread at the same
time quickly reach the SMEs end. The awareness of the product and re-
lated issue in them should be focused and reach the every end of the
SMEs.

TECHNIQUES:
MULTILEVEL MARKETING:
In word of mouth has always been the best way to attract new customers.
The use of each customer to attract new customer by which marketing
cost of attracting each new customer is transferred to existing customer
and providing them with better product and cost saving. Thus each cus-
tomer becomes a parent nod which on time will produce new child which

18
apparently becomes new parent. Thus the marketing grows without much
cost spending and benefits are reaped.
RETAIL SALES:
A cluster of SMEs which are interdependent may require same product,
by retail sales all these clusters can be attracted and we can add up new
market.

SECONDARY MARKET:
By creating secondary market for existing customers to sell their product,
new customers can be attracted and also new customers join the market
it also enables the existing customer to buy any new product since exist-
ing not that comfortable can be sold.

AFFILIATES MARKETING
There is a vast network of affiliates on the internet. Affiliates are people
who will promote and sell our software products from their websites, in
return of a small commission for every sale. The compensation may be
made based on a certain value for each visit (Pay per click), registrant (Pay
per lead), or a commission for each customer or sale (Pay per Sale), or
any combination.

BLOGS:
The IT industry must concentrate on developing separate blog where
SMEs can update their request and also interact on various software tools
and their pricing techniques.

TRIAL PACKAGES:
Most important part of software marketing is providing trial packages of

19
 software at least cost to understand the value added by such projects to
SMEs.

POPULAR PRICE POINTS

There are certain "price points" (specific prices) at which people be-
come much more willing to buy a certain type of product. For example,
"under Rs500" is a popular price point. Dropping your price to a popular
price point might mean a lower margin, but more than enough increase
in sales to offset it. Low initial investment will attract more SME who can
be upgraded to new better products based on the returns they produce.

CONCLUSION:
The IT spending by SMEs are growing YOY but Indian IT industry is still
focused on outsourcing phenomenon which is highly dependent on
world market, dollar value and many other factors. The SMEs are ready
to adopt IT but it must show clear ROI and time spent on it must be fruit-
ful. It is not necessary for IT to produce high end software attract SMEs a
software package which would solve the common problems of SMEs
could attract a million. The most important part where IT has to concen-
trate is on pricing methods by which can attract the SMEs. Most of SMEs
are reluctant because of high initial investment and fast changing tech-
nology as main reasons. The IT spending by some companies also con-
centrate completely on HR and accounting software which are not up-
dated from time to time. Hence there is a large SME market in India
which needs no high end solution but solutions which could give good
returns and long lasting. The multilevel marketing and trial packages, cre-
ating secondary market for old softwares etc are must to attract the
SMEs in India. Maintaining IPR is must to even think about of entering

20
 SMEs.
Additional information on global SMES
Kind of products expected by global SMEs:

The software with non enterprise solution is still 31% across the globe is re-
search finding by SIIA.
The reasons to adopt IT by SMES

It also shows more than 35% spend on communication and more than 55%
on efficiency.

21
 3rd Prize
Latest Trends in the field of IT
Vivek Mogili, MDI, Gurgaon

This article tries to focus on the key technological trends in the field of In-
formation Technology, which is going to change the landscape of the Indus-
try and is going to bring about a tectonic paradigm shift in the way business
is conducted.
This article also does not delve deep into the different trends and the
sweeping changes that the same is going to bring about but rather empha-
sizes on providing with a broad overview of the different trends and tech-
nologies and what exactly are they at a macro level.
Introduction:
Of late there has been a considerable amount of changes that the IT indus-
try has been witnessing-be it in the form of Cloud Computing, Social Com-
munications and Collaboration, Green Computing,Next Generation Ana-
lytics, Social Analytics, Unified Communications, Virtualization and Storage
Techniques and Development of Knowledge Centre especially for SME busi-
nesses- just to name a few.
IT Behemoths like Microsoft, HP, Dell, IBM, Apple, Intel and Wipro are some
of the companies that are investing heavily in the above mentioned tech-
nologies to gain the first mover advantage and to later capitalize on the
same.
Now, if we get into the article and try to understand the different technolo-
gies and how impactful they can be.
Cloud Computing:
Cloud computing to put it in layman’s terms-is a computation, software,
data access, and storage services that do not require end-user knowledge
of the physical location and configuration of the system that delivers the
services. Parallels to this concept can be drawn with the electricity grid
where end-users consume power resources without any necessary under-

22
standing of the component devices in the grid required to provide the ser-
vice.
Cloud computing is a natural evolution of the widespread adoption of virtu-
alization, service-oriented architecture, autonomic and utility computing.
Details are abstracted from end-users, who no longer have need for exper-
tise in, or control over, the technology infrastructure "in the cloud" that
supports them.

Fig: Cloud computing sample architecture

The following are the key characteristics of Cloud Computing:

 Multi-tenancy
 Reliability
 Scalability(On demand scaling possible at ease)
 Cost (There are no Capital Expenditure costs involved, only Op-
erational Costs)
 Reliability
 Security(due to centralization of data and better utilization of
security focused resources)
 Metering(can be easily measured)

Companies like Microsoft and SalesForces.com are providing exclusive solu-

tions in this sphere and are making substantial margins and exploiting the
scales of economy that this sphere offers.

Advanced Analytics:

23
These are the five advanced analytics trends that one can expect to see in
the near future.
Predictive Analytics Model Building: In 2009, there was a lot of buzz about
predictive analytics. For example, IBM bought SPSS and other vendors,
such as SAS and Megaputer, also beefed up offerings. A newish develop-
ment that will continue to gain steam is predictive analytics in the
cloud. For example, vendors Aha! Software and Clario are providing predic-
tive capabilities to users in a cloud-based model. While different in ap-
proach they both speak to the trend that predictive analytics will be hot in
2010.

Operationalzing Predictive Analytics: While not every company can or

may want to build a predictive model, there are certainly a lot of uses for
operationalizing predictive models as part of a business process. Forward
looking companies are already using this as part of the call center process,
in fraud analysis, and churn analysis, to name a few use cases. The mo-
mentum will continue to build making advanced analytics more pervasive.
Analyzing complex data streams. A number of forward-looking companies
with large amounts of real-time data (such as RFID or financial data) are al-
ready investing in analyzing these data streams. Some are using the on-
demand capacity of cloud based model to do this. Expect this trend to con-
tinue in 2010.

Social Analytics:
Analyzing unstructured text will continue to be a hot area for companies.
Vendors in this space have weathered the economic crisis well and the
technology is positioned to do even better once a recovery begins. Social
media analysis really took off in 2009 and a number of text analytics ven-
dors, such as Attensity and Clarabridge, have already partnered with online
providers to offer this service. Those that haven’t will do so this year. Addi-
tionally, numerous “listening post” services, dealing with brand image and
voice of the customer have also sprung up. However, while voice of the cus-

24
tomer has been a hot area and will continue to be, I think other application
areas such as competitive intelligence will also gain momentum. There is a
lot of data out on the Internet that can be used to gain insight about mar-
kets, trends, and competitors.

These are the following things that any Social Analytics software primarily
tries to gauge:
 Volumetric tracking of conversations
 Affinity / Sentiment measurement
 How are people saying it?
 Social Graph Measurement
 Monetization
 Unified Communications:

Another key trend in the field of Information Technology that is fast catch-
ing up is-Unified Communications. UC to put it in simpler terms is the inte-
gration of real-time communication services such as instant messag-
ing (chat), presence information, telephony (including IP telephony), video
conferencing, data sharing(including web connected electronic white-
boards aka SMARTBoards), call control and speech recognition with non-
real-time communication services such as unified messag-
ing (integrated voicemail, e-mail, SMS and fax). UC is not a single product,
but a set of products that provides a consistent unified user interface and
user experience across multiple devices and media types.

In its broadest sense UC can encompass all forms of communications that

are exchanged via the medium of the TCP/IP network to include other
forms of communications such as Internet Protocol Television (IPTV)
and Digital Signage Communications as they become an integrated part of
the network communications deployment and may be directed as one to
one communications or broadcast communications from one to many.
UC allows an individual to send a message on one medium and receive the

25
same communication on another medium. For example, one can receive a
voicemail message and choose to access it through e-mail or a cell phone.
If the sender is online according to the presence information and currently
accepts calls, the response can be sent immediately through text chat or
video call. Otherwise, it may be sent as a non real-time message that can
be accessed through a variety of media.

UC finds its applications in the following areas:

 Telemedicine
 Education (especially distance education)
 Healthcare
 Financial Services
 Hospitality
 Defense and Space Research
 Virtualization and Storage Techniques:

The fundamental idea behind virtualization is to abstract, emulate and fa-

cilitate aggregation among different capabilities. Figure 1 below shows how
storage-related virtualization techniques and technologies can be deployed
to address more than storage pooling and volume management in an IT en-
vironment.

Virtualization can be done at many different locations in many different

forms, including on a server using software, on an appliance using soft-
ware, in a storage system or on a switch using software and hardware.
Where to put and deploy the technology depends on your needs and pref-
erences.

Virtualization technologies and solutions can have great benefits for almost
any IT organization regardless of size. Specific types of virtualization solu-
tions and technologies may have more relevance for different size environ-
ments. When it comes to virtualization technology, start simple and evolve,

26
understand your scaling issues, and keep in mind what the specific virtual-
ization technology is designed and intended to support. Realizing that dif-
ferent solutions are targeted at various functions, and then aligning those
capabilities to your needs, can be the key to a successful storage virtualiza-
tion technology deployment. Done right, virtualization technology should
be transparent and reduce your management activities and eliminate com-
plexity.

Conclusion
We are living in interesting times where change is the only constant and
only those companies that embrace change wholeheartedly would stay
relevant in this era of cut-throat competition.

References
http://www.ciol.com/customsites.aspx
http://www.gartner.com/it/page.jsp?id=1454221
http://en.wikipedia.org/wiki/Cloud_computing
http://fbhalper.wordpress.com/2010/01/04/five-predictions-for-advanced-
analytics-in-2010/
http://www.slideshare.net/gcahill/practical-social-analytics
http://www.enterprisestorageforum.com/management/features/
article.php/3640401/Storage-Virtualization-Its-More-Common-Than-You-
Think.htm

27
 4th Prize
Indian IT and the 20-20 vision
Kaustubh Giri, NMIMS

Where we stand:

The Indian IT industry has come a long way since its modest beginnings
post Globalization of the Indian economy. It has traversed the long journey
of partnering global IT giants to provide services for their products to be-
coming the world’s premier destination for outsourcing software solutions.

The IT-BPO industry revenues have grown from 1 billion USD in 1990 to 65
billion in 2009. Rapid advances in ICT (IT, telecom, broadcast) have fuelled
the growth in this sector. It currently contributes upto 14% of India’s GDP,
i.e 30% of India’s entire service sector revenues.

There are several key factors involved which have had a role to play in this
success stories. We will now try to examine these factors in detail:

The workforce:
At the heart of India’s progress in this industry is a workforce which is tal-
ented and is conversant with the English language. India has managed to
produce skilled professionals through its robust school and graduation sys-
tem which is a pre-requisite in knowledge based industry like this.

What has contributed significantly to this is India’s impressive leap in liter-

acy figures over the last two census surveys. India’s literacy rate has risen
from 52 to 71% in the last two decades. Relative familiarity with the English
language assures that this workforce is well equipped to handle the middle
and lower level demands of the IT value chain. These include the BPO-KPO
and maintenance functions which constitute a huge chunk of India’s IT pie.

28
Cost competition: The lower and middle level jobs in the IT sector are
highly dependent on cost competition. India’s key strength in this field is
that it can produce superior technical expertise at similar costs to other
competitors like China, South East Asian countries, Mexico etc.

The Demographic Dividend: The break-up of India’s population map re-

veals the fact why investors from all over the world continue to bank upon
India’s unimpeded growth in this field. It is among the world’s youngest
population and this potential will be exploited even more fully in the com-
ing decade. In stark contrast to aging populations of the west and Japan, In-
dia will have only 19% of its population above the working age as compared
to 40% and above in the rest.

The IT industry as a result of these factors has been growing at an average

rate of 25-30% over the past decade, a substantial part of its revenues
come from US, which accounts for 61%, while Europe accounts for a large
part of the remaining.

Where we are heading

According to a recent estimation by NASSCOM, the 3 scenarios for India in

2020 read like this:

Low growth: 185 billion USD in revenues

Medium growth: 255 billion USD
High growth: 350 bn.

These figures are testament to the fact that India can maintain its advan-
tage for a long time to come if it adapts itself continuously to changing
business scenarios.

29
Among the revenues, BFSI is the highest contributor with a share of 38%,
followed by telecom, manufacturing and retail.

Where we should strive to reach

As is clear from the facts, India has established itself as a pioneer in middle
and lower level demands of the IT industry. We must now strive to move up
the value chain and provide services which are compatible with changing
business models around the globe.

India now has to gradually move away from competing on costs to start
competing on quality. The key parameter for this is investment in R&D. The
blue ocean ventures are still a stranglehold of the developed nations and
India must strive to enter that arena.

That means, that in future our Indian IT companies should not just be im-
plementers of cutting edge technologies, knowledge and management sys-
tems like SAP, Oracle etc, but should be innovators in these fields. When In-
dia is able to achieve that, then the revenues from the ownership of these
technologies will be significantly higher and it will promote a culture of in-
novation in the industry.

A move has to be made to move away from BPOs to KPOs and from mainte-
nance and support dominated services to developing customized business
solutions and IT information systems.

As business all over the world have integrated and will continue to inte-
grate Information Systems, ERP into their fabric in an even larger way, the
solution providers will be the ones who will be the most sought after, and
India must tap that potential opportunity.

The Stumbling Blocks

30
The global economic meltdown of 2008-09 was an eye opener in many
ways for India, it raised questions about the sustainability of India’s out-
sourcing led growth. The global IT expenditure was cut down heavily and 3
main factors emerged which could threaten India’s supremacy in the field

Competition: India’s success story is one worth emulating and our competi-
tors have started to equip themselves with the infrastructure and educa-
tion system to compete with us. In the near future India will face fierce
competition from Mexico, Vietnam, and several other countries who will
compete on pricing for the lower end of the IT industry, name BPO related
opportunities.

A Weakening Dollar: The constantly declining exchange rate of the US dol-

lar since 2004 is a warning bell to Indian outsourcing as it is the prime cur-
rency for trade

USA’s increasingly protectionist stand: The democratic US government has

already shown signs of imposing government sanctions on outsourcers in
order to generate more employment in their local economy post recession.
Education and Diversification: The 2 answers

Indian IT’s heavy dependence on USA and the BFSI vertical was clearly high-
lighted during the recent meltdown that sent the banking world plummet-
ing and jolted the US economy in particular. It also set back Indian IT indus-
try in no small measure.

Education: India needs to invest more in higher education and invest more
in R&D to fully exploit the opportunities discussed above.

Diversification: India needs to reduce its continued dependence on USA

and BFSI vertical in order to sustain its progress. It should work towards
harnessing the unlimited potential in other areas of the world which are in-

31
vesting heavily in infrastructure.

Domestically, India’s retail and manufacturing is showing huge signs of ex-

pansion, along with the rest of the world. It provides India the opportunity
in the fields of SCM, CRM and PRM to design customized business solutions
for these products.

Also venturing into business with regions other than USA, like Europe and
Asia will reduce the dependence on Dollar and outsourcing would depend
on multiple currencies like Pound and Euro which are gaining ground on
dollar.

Also a move has to be made from BPOs to KPOs so as to engage a a more

quality oriented services industry, which will result in higher margins and
steer India clear of the cost competition cannibalism.
These steps will ensure the sustainability of India’s relentless growth and
guide it towards India’s 2020 IT vision.

32
5th Prize
The new era of challenges of IT:
the 2Cs Consolidation and compilance
Shubham Prakash, NMIMS

The firms gunning for global dominance in their respective areas of busi-
ness are increasingly dependent on technology for a competitive edge.
From ensuring that research is independent & high quality to maintaining
smooth and controlled operations in an efficient manner, organizations
must leverage technology to reduce costs, save time and squeeze every
ounce of value from their information assets.

With globalization being the word of the century, experts predict a handful
of dominant players reigning the markets in line with survival of the best
theory. As firms look for growth overseas, many have considered both
Greenfield and brownfield operations as a part of their growth strategies
(setting up base in new locations or even acquiring existing line of busi-
nesses in the destination nation).
The primary challenge of the dominant players who aim to gain global lead-
ership are creating a scalable environment, lower costs, maintain a high up-
time to support critical functionalities of businesses and automating man-
ual processes and employing IT tools to reduce time required for several
processes.
In addition to cost and efficiency benefits, it is mandatory for a firm to in-
vest in IT solutions that help the organizations meet the compliance stan-
dards set by the regulatory body in that particular industry.

The merger of multiple firms poses many challenges and management of

resources & IT systems is the primary hurdle. One of the primary aims of
merged companies is to reduce costs by sharing resources and eliminating
redundancies. It is a nightmare for IT managers to:

33
Eliminate existing systems (from the smaller company)
Upgrade resources (in the parent company) making the systems scalable
for accommodating the growing needs of the smaller (acquired) companies
Creating a migration plan and it’s execution henceforth

Some examples of consolidation and compliance challenges are as follows:

Bank of America’s IT revamp to meet the consolidation strategy:

BOA acquired FleetBoston financial in 2004 for $47 billion through a cash
and preferred stock arrangement. This was one of the largest takeovers by
the bank in recent times. Soon, a request for preparation of a consolidation
plan was made and the IT departments of both organizations got to work. It
was realized that the road ahead was a lot tougher than they expected as
both banks were already employing complex IT systems for their opera-
tions. The result was a huge loss in license fees as most systems of Fleet-
Boston had to be done away with and migration plan spanned three years
which in turn led to problems with operations, monitoring and control.

Henceforth, BOA’s technology group started looking at adopting more scal-

able systems and technologies to be in line with the Bank’s strategy of inor-
ganic growth.

Besides the immediate benefits in cost and ease of management, EX

proved its mettle when it successfully accommodated new mail systems as
a part of BOA’s inorganic growth since 2005. In August 2007, BOA an-
nounced the takeover of Merrill Lynch: making it the largest financial ser-
vices organization. For the IT managers of both the firms, the mail infra-
structure seemed to be impossible to integrate for they were based on dif-
ferent systems altogether. While BOA employed IBM’s Lotus Notes, Merrill
Lynch had a license for Microsoft Exchange 2003. Because of the critical na-
ture of the mailing requirements in Merrill Lynch, it was impossible to mi-
grate to Lotus Notes. The in house technology groups decided to use EX to

34
archive mails from both the banks and maintain the storage and backup.

Before (Pre-FleetBoston era) After EMC EX

The consolidation of data was completed well within schedule and EX en-
abled both the mailing systems to co-exist in the merged organization.

When expanding across geographies, there is a constant pressure to meet

the different compliance requirements across different geographies. The le-
galities of document retention and e-mail retention is as follow in different
regions:
 SEC and FINRA rules are applicable to the BFSI sector
 Tools for good business governance and ethical audits of business
practices
 Enable periodic enterprise audit with a turn-around time of 48
hours.
 Data retention period
 As specified by the US state in question. (California: 36 months)
 12 months (Europe, APJ and other US states)
 Access control:

35
  Extended user search enabled in APJ
 Specific user search in Europe & US to meet the privacy laws

Importance of Compliance in the era of sub-prime crisis

Due to nature of the business, banks are often under the scrutiny of regula-
tory authorities to produce their records when asked for in stipulated time.
In the recent sub-prime crisis that rocked the world, 14 firms were investi-
gated by the FBI to assess the effect their operations had in creating the fi-
nancial bubble. While many a firms were able to provide the data as per
FBI’s request, several firms were caught off guard including prestigious
names like Goldman Sachs. Running a complex environment spreading over
numerous servers across the world, it was discovered that the compliance
dated software solution of some of these firms was unable to meet the
search compliance standards of the government. The loss of trust in such
cases translates to incalculable long term losses for firms.

A drive to meet both these issues is primarily being canvassed by the con-
cept of virtualization of the infrastructure. Virtualization refers to the crea-
tion of a virtual machines that acts like a real computer with an operating
system. Most technologists foresee a future where hardware systems are
deemed irrelevant as user’s only interaction remains with a virtual ma

36
chine. Hence companies using different servers, routers can still maintain
compatibility once they merge.

Products developed within virtualization giants such as VMware as well as

Citrix promise to enable transparent operations on a cloud infrastructure
by saving hardware costs at the same time in the near future. The products
would help Standardize cloud partitions and govern cloud provisioning
across the infrastructure of the organization.

References

http://www.vmware.com/partners/programs/alliances/financial-
services.html
www.emc.com/collateral/industry-overview/h3170-industry-solutions-
investment-banking-iov.pdf
http://www.bostoncapital.com/
http://www.advisormail.com/forms/email-compliance-checklist.asp

http://www.bobsguide.com/guide/news/2008/Jan/31/
Goldman_Sachs_investigated_by_FBI.html

37
 6th Prize
Innovations in IT
Tejas Kulkarni, NMIMS

In the wake of current economic downturn in the US , the IT industry is hit

quite hard resulting in lower growth rates. Pricing pressures , volatile ex-
change rates has resulted in project cancellation and delays. Companies in
BFSI , Retail, Manufacturing are facing bankruptcy in US.

Amidst all this, Cognizant Technology Solutions seems to have weathered

the storm compared to other Indian IT giants and especially WIPRO which
is roughly double in terms of size and scale of operations. In the last twelve
months, WIPRO lagged Cognizant both on account of gross margins and op-
erating margins. Cognizant’s image of an American company, coupled with
its reinvestment strategy is helping it not only avoid the political ‘chop
shop’ rhetoric, but also narrow gap with the Indian firms . Cognizant, due
to its significant offshore presence (almost 75% of the company’s employ-
ees are located in India)has developed a fine blend of business culture of
India and the West. This flexibility appears to be helpful in penetrating the
accounts of global corporations.

Cognizant’s revenues from the US geography are 26% higher than Wipro
and just 5% short of Infosys’. The gap in revenues from the banking and fi-
nancial services (BFSI) vertical has reduced to $19 million a quarter when
compared with Infosys. Cognizant’s share of incremental revenues or new
business increased from 28.3% in June 2009 to 35.9% during June this year
when the company added $145 million — more than twice what Wipro and
Infosys managed during the same period.
The question is how did it achieve it in such a less time ?
The answer is : specific IT innovation strategy named Two-in-a-Box

38
Two-in-a-Box (TIB)
The TIB model begins with a relationship management team, with deep in-
dustry expertise, assigned to the place of business. The team’s leader, the
Client Partner (CP), works onsite to absorb the client’s culture, operational
processes, challenges and business goals. Then, working closely with senior
members of client’s IT management team, the CP — who typically holds an
MBA degree — assists with client’s strategic planning initiatives.

Another critical TIB team member is the dedicated global delivery manager
(DM). The relationship between the CP and DM is essential to ensure that
Cognizant’s IT services are delivered with precision and that they are tai-
lored to client’s unique needs. More tactically, the CP functions as the com-
munication conduit, translating IT requirements to the DM, and helping co-
ordinate services delivery back to you. The CP and DM are in constant con-
tact, working in lockstep to ensure that the Cognizant team operates as an
extension of client’s organization.

The success of the TIB model is directly linked to the quality and pedigree
of Client Partner and Delivery Manager, each of whom typically has around
7-10 years of experience. They know what it takes to deliver superior IT
that aligns with business strategy and corporate objectives.
Tight Integration Starts at the Core
Most third-party IT service vendors have delivery models that work in one
of two ways:

Thrown over the wall Pass the baton

Once an outsourcing contract is signed, all de-
cision making reverts to project managers off-
shore, who remotely monitor client needs and
performance milestones.
Senior staff occasionally visit the client’s
premises, either when they are called on the
carpet to explain delivery challenges or to at-
tend project planning or status meetings.
This keeps them at arm’s length from
the client, with a tangential understanding
In this model, project management
responsibility is enacted by an ever- changing
array of vendor representatives or business
units who are responsible for various project
phases and deliverables.
Without one central point of contact,
accountability for project performance is
rarely established, or, if it is, it becomes a
hot potato continuously

39
 The TIB model

Cognizant’s TIB relationship model represents a radically different approach

to IT services delivery compared with offshore providers based in India.
When problems emerge, the client’s IT team leaders must call or e-mail the
service provider’s account manager, who then searches for the appropriate
offshore staffer to coordinate a response. Whether it’s strategic guidance,
project management assurance or timetables for problem resolution, the
answers tend to lie offshore and often require an after-hours or
pre-work conference call to resolve. Frustrations simmer and can boil over
as minor project shortcomings and delivery delays elongate into insoluble
challenges and missed opportunities. To nip these issues in bud the follow-
ing model is developed.
Cognizant’s founders foresaw that it wouldn’t be enough to provide lower
cost delivery and mastery of leading-edge technologies, combined with
ever elevating degrees of domain expertise. They realized that the com-
pany’s success would also need to be defined by its ability to:
Build exceptionally close relationships with clients by investing in onsite
teams focused on delivering business results that meet or exceed expecta-
tions (i.e., cost containment as well as operational flexibility and process
improvements.

Maintain tight strategic alignment between the client’s IT strategy and busi-
ness goals to ensure exceptional satisfaction.

40
Enforce strict accountability and governance through rigorous project / pro-
gram planning discipline and delivery best practices to mitigate risk associ-
ated with traditional offshore IT outsourcing approaches (i.e.., pass the ba-
ton, thrown over the wall).

Continuously measure results to keep engagements on track to ensure pre-

dictable and positive business outcomes. Regularly transfer knowledge to
help clients facilitate continuous improvement and to identify new ways to
leverage technology for business advantage.

The results
Cognizant’s founders believed they could differentiate the company from
its competitors by offering a hybrid model that blended the best of tradi-
tional consulting firms. Dubbed TIB, this relationship and delivery model
has become a critical competitive differentiator for Cognizant. It is embed-
ded in Cognizant’s culture from the upper echelon of the company’s man-
agement team. Importantly, the model is consistently cited by clients for
delivering a superior customer experience like “extremely satisfied” or
“satisfied” with their work with Cognizant. This level of satisfaction com-
pares with ratings of consumer brands studied in recent years by JD Power
and the American Consumer Satisfaction Index

41
 Guest Article
Why West, Why not East?
Aditya Das
Financial Consultant, Delhi
adityadas07@yahoo.com

Soumendra Roy
Assistant Professor, NIMS, Delhi
soumendra.roy@gmail.com

………..I had at one time believed that the springs of civilization, would issue
out of the heart of Europe. But today when I am about to leave the world,
that faith has deserted me. I look around and see the crumbling ruins of
the proud civilization strewn like a vast heap of futility, and yet I shall not
commit the grievous sin of losing faith in man. I shall look forward to a new
dawn. To a new chapter in history, when the holocaust will end and the er-
ror will be rendered clean, with the spirit of service and sacrifice. Perhaps
the dawn will come from this horizon, from the east, where the sun rises. ….
Rabindra Nath Tagore, in his last public speech on his 80th birthday (7th
May, 1941).

HISTORY TEXTBOOK

It may sound a little offbeat to start with Rabindra Nath Tagore’s vision
from “Crisis in Civilization”, but if the second thought is given a chance it
will speak for the relevance of the above speech even in today’s IT industry,
atleast, through the eyes of margin profitability and organic and inorganic
growth. With the advent of market economy rouse the sun in IT horizon in
India. From then on, IT stood for the sunshine industry and companies like,
Infosys, TCS, Wipro, just marched, with flying colours till date. Through this
path of prosperity, many of the Indian IT companies of smaller entity went
thin, returned fat.

42
WATERLOO

Demand supply mismatch surfaced in 2007, what marked the black era of
recession. Innumerable causes could be found for recession, but none of
that entire gamut of reasoning could do away with the crisis in question.
The entire IT universe started with knee-jerk reaction. Little by little many
of them ceased to exist. Perhaps we have got space, within this span to
think about it. There’s no denying the fact, the entire Indian IT or ITES com-
panies, were mostly dependent on the west as solution and service provid-
ers. Hence, the west had been the sole hunting ground for Indian IT compa-
nies. It can be described in two ways:

It took a little more time for the east to get updated with IT boom.
There had been little scope for implementing IT solutions in eastern part of
the world.

JAB JAAGO TAB SAVERA

Almost sixteen years have passed since the IT sunrise we talked about. Now
we are not only habituated but exposed to IT industries. Even in India

43
where, good percentage of population still fights to discover from the lines
and curves their very names, IT and ITES companies have been the house-
hold names. And IT solutions have been a must in our Indian lives either in
the form of telephony, internet, banking, ATM services, to count the list ….

KUMBH MELA

After a certain interval of time the general elections in India come, so come
the promises from the south and north block of our honorable parliament
house. Needless to say, this is to woo us which in course of time become
our woes. Belonging to the same democratic fraternity, Uncle Sam’s coun-
try does the same abra-ka-dabra before presidential election. Each incum-
bent President must promise to his fellow citizens that if voted to power, he
is most likely do away with all the outsourcing and generate employment.
Now the Indian bell and Uncle Sam’s bell have the same intention. How-
ever, politics is not our intention. What we intend to say is the repercussa-
tions of such comment of Uncle Sam’s uncledom on Indian bourses. IT com-
panies irrespective of their sizes lose fat.

MOTHER INDIA

Roti, Kapra aur Makaan

Come what may rain or sunshine the basic three human quests for food,
cloth and shelter will never ever extinguish. And to address the pre-
mention quests we are to look for fresh avenues of food production and
preservation, clothing and to address the third quest, reality giants are al-
ready here. In a nutshell, as a part and parcel of each industry services from
IT and ITES companies are going to be a must in every sphere of productiv-
ity. Thanks to our vast and her ever increasing population. The IT renais-
sance is to be borne and cultivated in this country. There are endless possi-
bilities. Hopefully, I am not spinning a yarn. I am trying in a humble way to

44
give a running commentary of the time to come. Just think of one India di-
vided in her self-reliant villages, cities and urban areas, where each village
will be efficient enough to meet its energy needs. Its road infrastructure,
health, education and above all well-being. It is in the hands of today’s IT
leaders and the upcoming leaders in the industry to shape their solutions
or services to walk side by side with those explorations, with those possi-
bilities. It might sound a little euphoric to think of a village self-sufficient for
its energy needs, but if looked through different angle, India has a coastal
area of more than 8,000 kilometers that promises integrated and IT guided
fishing activity both for domestic and overseas consumption. Apart from
that, this long stretch of our coastline promises hydro-electricity.

Give me POWER

Never the less, the Himalayas in the north have innumerable brooks and
tributaries, which can enhance this power generation. Now in absence of IT
and IT enabled services, we can’t simply dream of the possibilities to come
out. So far the question of power generation, the gigantic power plants can
hardly meet Indian energy needs so far, neither they are likely to do in the
time to come. It’s only the decentralized way of power generation that can
feed the growing needs. Needless to say, both IT and ITES will have got un-
countable avenues to explore and thereby, earn the revenue. Power gen-
eration is not the sole way of productivity but an inalienable part. What I
intend to say, so many fields of productivity are there, like food production ,
where , genetic engineering is becoming day by day a part and parcel of our
agricultural activity. Again looking at the agricultural production, India’s to-
tal productivity during the last few fiscal years went from deep to deeper,
but the demand is ever increasing and seems to be endless. Hence to guide
genetic engineering as well as carrying on biochemical activities, to make
both ends meet (demand and supply), IT and ITES companies will have a
fair share of interference.

45
Distant Chug Chug

As an integral part of agricultural and industrial productivity, transportation

is to grow in manifold, road, railway, air. Although Indian railway has the
second largest network in the world, many parts of our country are still in
the doom of untouchability. Hence, to link the untouchables with the
touchable, this present network is to grow atleast by 100 %. Now, if Indian
railways grow by 100 %, IT and ITES companies, that provide solutions and
services to Indian railway alone have got a head space of atleast 100%. So
far I talked about the possibilities of would be Greenfield activities, which
are to give our IT and ITES companies a vertical movement, but in the exist-
ing scenario too, they have got enough scope for lateral movement.

Tring Tring

Through the floodgates of market economy, telecom companies made a

bee-line for Indian market. Airtel, Aircel Vodafone, Rim, Idea, MTS…. are
here to beckon so many telecom service providers from within and outside
of our country. Hence, telecom solution being an integral part of each ser-
vice provider, IT companies has spaces to grow fat. So far, only 60%of our
total population carries a mobile handset along with a sim. Here, let me put
you in the know, that in city and urban sectors, it’s often found a single in-
dividual carries more than one mobile handset as well as sims. Having said
that my argument is that actual number of Indian population that uses a
mobile phone is way below sixty percent, (say35 -40%). Hence, telecom
space has got sixty percent or more to go up, so is the space for IT and ITES.

Apne Ghar Me Bhi Hai Roti

Indian business and commerce dared the boundaries of sea from time im-
moral. History speaks of Indian trade and commerce that made their pres-
ence felt in Sumatra, Java, Bornio (now Asia Oceana zone). This overgrow-
ing population across the globe may prove to be a boon for every industry,

46
rather than a curse. Hence, Indian industries and service sectors have got
every possibility to tread the same waterway it initiated in pre- sultanate
era. So, is the scope for IT and ITES? In a word let’s conclude like:
Des Paraya Chhor Ke AA Jaa
.........................................
Apne Ghar Me Bhi Hai Roti

References:
www.infosys.com
www.tcs.com
www.wipro.com

47
 Brain Teasers

1. When can you add 'two' to 'eleven' and get 'one' as the cor-
rect answer?

2. A farmer in Somerset owns a beautiful pear tree. He supplies

the fruit to a nearby grocery store. The store owner has called
the farmer to see how much fruit is available for him to pur-
chase. The farmer knows that the main trunk has 24 branches.
Each branch has exactly 12 boughs and each bough has exactly 6
twigs. Since each twig bears one piece of fruit, how many plums
will the farmer be able to deliver?

3. If you were to step into a sealed room filled with 100% meth-
ane gas and strike a match, what would happen?

4. Benjamin can never tell a lie. Fred can never tell the truth. One
of them said, "The other one said he is Fred". Which one said
that? Explain.

5. Benjamin and jack were in a 100 metre race. When Benjamin

crossed the finish line, jack was only at the 90 metre mark. Ben-
jamin suggested they run another race. This time, Benjamin would
start 10 metres behind the starting line. All other things being
equal, will jack win, lose, or will it be a tie in the second race?

6. How can you throw a ball as hard as you can, and make it stop
and return to you, without hitting anything and with nothing at-
tached to it?

48
49
1. When you add two hours to eleven o'clock, you get one
o'clock.
2. None. A pear tree does not bear plums
3. Nothing. The match cannot spark without oxygen.
4. It was Fred. Since Fred can never tell the truth, Benjamin
couldn't have said, "The other one said he is Fred" since this
would be a true statement made by Fred.
5. Jack will lose again. In the second race, Benjamin started ten
metres back. By the time jack reaches the 90 metre mark,
Benjamin will have caught up to him. Therefore the final 10
metres will belong to the faster of the two. Since Benjamin is
faster than jack, he will win the final 10 metres and of course
the race.
6. Be outside and throw it upwards
Brain Teasers’ answers (upside down)
 Team SummIT

Faculty-In-charge: Dr. Nilay Yajnik

Yogeshwar Kumar Ankit Jain

Venil Shah Rajat Anand
Samir Sethi Mayank Golcha
Anusha Bonda Bijo Mani
Anshul Mahajan Roshni Bansal
Tarun Gupta

Contact Us at summit@nmims.org

Website: http://summit-nmims.co.in/

Address:
Narsee Monjee Institute of Management &
Higher Studies (University), JVPD Scheme,
Vile Parle (W), Mumbai 400056
Tel: 26134577/26143177 Fax: 26114512

50 Annual Issue, March 2011