Top Business School in Bangalore

PG Programs currently offered at ISME

Option I
ISME – Post Graduate Diploma in Management,
Major Specialization in Marketing, Finance, and Human Resource Management
Option II
ISME – Post Graduate Diploma in Management + LSE Summer School,
Major Specialization in Marketing, Finance, and Human Resource Management

Pre-requisites for admission to the PG Programs

• Students seeking admission to one of the above programs should have passed Bachelor / Master Degree Examination of any recognized education body in Commerce, Management, Arts, Science, Engineering, Technology or equivalent with a minimum of 50% aggregate marks

• Candidates should also have appeared for one of the Management Aptitude Tests and performed well on the test

• Work experience will be an important consideration for admissions
  

You will be called for an interview with a panel of experts if we feel that you have a strong potential to be a successful candidate. These interviews will be held during February, March, April and May.

To Apply

• Completed Application (can be downloaded from the website)

• Resume

• Copy of official academic transcripts / marks card for graduate degree, 12th standard and 10th Standard examination

• Statement of Purpose

• CAT / GMAT / CMAT / XAT Test score

• Application fee: Demand Draft for Rs.1000/- made in favour of “International School of Management Excellence” payable at Bangalore 
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AICTE(All India Council For Technical Education) Approved Colleges in Bangalore

We are All India Council for Technical Education And Business Management system in India, AICTE is the approval from India Organization, We got Great appreciation And the Approval from India Technical Education

We are Giving Admission For Both National And International with full of Authority, In the Education Student Should Focus on the Education and As Well Innovative Things Also.So We are into AICTE approved colleges Student can believe eduction 100% confidence.

ISME brings together some of the best faculty in the world. They bring the experience of topbusiness school of the world into classrooms. Faculty members with vast learned industry experience and from world’s top B-Schools and universities of the likes of Purdue University–USA, Carnegie Mellon University-USA, Wharton B-School-USA, NYU–USA, Philadelphia University–USA, NDI-USA, IIM-Bangalore, IIM-Ahmedabad, IMT-Ghaziabad, IIT-Bombay, IIT-Roorkee assemble their combined knowledge and permeate the students with the strong-routed theoretical business management concepts into the pragmatic and contemporary business world. It is this strength of faculty team, ISME today is one of the highly sought after Top Business School in Bangalore and rallying towards becoming a BestBusinessSchoolsin Bangalore.

Top Business schools in Bangalore

ISME-(International School Of Management Excellence) is One of the Top Business School in Bangalore, Established in 2006 We  are one of the best business School in Bangalore With Achievers Award for Education Excellence. We focus on the carrier for Students and Growth of Students, ISME will come in then Top 10 Business Schools in Bangalore, Our faculty Having excellent teachers is to stimulate "apparently ordinary" with unusual effort.We are best Business School in Bangalore With affording Work. Faculties are Friendly Hard Workers with understand easily.


We are Providing all Facilities for the students, We have an Excellent Faculty and Student with the best business school in bangalore, Because of the Faculties and student Effort we are Top business schools in Bangalore.

We are a Top MBA Institute in Bangalore, From past 10 Years We are working hard and achieving  the award as a Top Business School in India.We have PGDM Placement in Bangalore,We are top MBA collage in India.

We are Top ranked Business School and MBA Colleges in India:

-We are one of the AICTE approved colleges in Bangalore.
-We are providing 100% Placement for Student, Up to 70's Of companies Visit to Our Campus..
-Scholarship for the Students, For the Good education with finance balance.
-Award For the Top Rank Students.
-Hostel Facilities for Students.
-Bus Facilities for All Faculites And Students
-Uniform for Students

Our Mission:

Our mission is to improve continuously and excellence with a focus on quality in imparting management education,Education Growth And We are AICTE approved Business  Schools.

Vision:

We are excellent in education, research & training and to produce citizens with exceptional leadership qualities to serve national and global needs. ISME Business School Bangalore.

LSE Summer School Programs: An international exposure!

ISME has always believed in providing an all-round professional development to their students! This is clearly envisaged in the design of the curriculum and in their faculty genres. Furthering this objective of providing international exposure to its students, ISME facilitates summer school programs at London School of Economics and Political Science for ISME students.

LSE is a leading specialist social science institution in the world with a reputation built over 116 years. Since its foundation in 1895, it has been regarded as a hallmark of academic excellence and innovation in social sciences. The LSE summer school program offers cutting-edge insights in major disciplines like Accounting and Finance, Economics, and other related Management areas.. By the end of the course, students would develop a deep analytical understanding of current academic thinking on challenging concepts and theories.

The distinctive feature of this program is the unique and rewarding experience of becoming part of a global body of students drawn from different social, educational and ethnic backgrounds enabling personal and professional exchange of ideas and knowledge in an international setting! Besides offering excellent academic and practical subject insights, the student would also be participating in many social and fun activities arranged by LSE outside the classroom!

In short, it is an invaluable opportunity for ISME students to make the internationally acclaimedLSE Summer School program an integral part of their career profile!

How students of ISME, benefit from the Business Strategy Game?

Management theory is quite easy to read and understand but how can one get the practical feel of it. One of the most common remarks by employer’s of Management graduates across the world and especially in India is that they are not “Industry-Ready”.

The solution: Involve them in an Industry, running companies over a relatively long period 10 years, colleagues being either your partners or competitors using tactics, counter tactics and counter-counter tactics using all the management concepts you learn to achieve your short-term & long-term goals.

Hardly any management courses give the students this kind of an insight and exposure to be able to actually run a company, use all the concepts learned during the theory classes and finally see the results of combined decision making by all competitors in an Industry.

ISME students participate in an online BUSINESS STRATEGY GAME - A battle of wits in a simulated game of strategy.

What is the Business Strategy Game?

It’s an online, PC-based exercise where you run an athletic footwear company in head-to-head competition against companies run by other class members.

· The marketplace is worldwide—production and sales activities can be pursued in North America, Latin America, Europe-Africa, and Asia Pacific

· There are 12 market segments—4 geographic segments each for branded footwear sales to retailers, for online footwear sales direct to consumers, and for private-label sales.

Teams of Company Managers will make decisions for their respective companies in each decision period representing a year.

· Corporate social responsibility and citizenship (up to 6 decisions)

· Production of branded and private-label athletic footwear (up to 10 decisions each plant, with a maximum of 4 plants)

· Plant capacity additions/sales/upgrades (up to 6 decisions per plant)

· Worker compensation and training (3 decisions per plant)

· Shipping (up to 8 decisions each plant)

· Pricing and marketing (up to 10 decisions in 4 geographic regions)

· Bids to sign celebrities to endorse your company’s footwear (2 decision entries per bid)

· Financing of company operations (up to 8 decisions)

· Plus there is a screen for making annual sales forecasts and deciding whether to have inventory clearance sales

All aspects of the game closely mirror the competitive functioning of the real-world market. The Business Strategy Game puts participants in a situation where they can apply what they have been learning the business school.

The broad objectives of incorporating the game as a workshop were:-

· To appreciate that shooting from the hip is a sure ticket for managerial disaster!

· Consolidate knowledge about the different functional aspects of running a company.

· Deepen understanding of cause-effect relationships & revenue-cost-profit relationships.

· Build confidence in utilizing the information contained in company financial statements and operating reports.

· Practice in sizing up a company’s situation, making sound, responsible business decisions, and being accountable for delivering good results.

The whole concept underlying The Business Strategy Game is to put participants in as realistic a company and competitive market setting as possible and have them manage all aspects of the company’s operations. This allows them to test their ideas about how to run a company in a competitive marketplace.

What can participants expect to learn?

· You and your co-managers will have to chart a long-term direction for your company, set and achieve strategic and financial objectives, craft a strategy, and adapt it to changing industry and competitive conditions.

· You’ll have to wrestle with a full array of industry statistics, company operating reports and financial statements, and an assortment of bench marking data and competitive intelligence on what rivals are doing.

· You’ll have to match strategic wits with the managers of rival companies, "think strategically" about your company's competitive market position, and figure out the kinds of actions it will take to outcompete rivals. 

Learning to do all these things and gaining an appreciation of why they matter are the heart and soul of courses in business and business strategy.

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Sales incentives-which one works better?

Sales is a field which can be tough but rewarding, if one persists in it. The toughness is due to the long hours and the constant stress due to targets. It may also get frustrating due to the need to be patient with prospects who may ignore repeated calls, pushy bosses and the different type of customers and prospects that the salesperson has to face and deal with, day to day. Having said all this, for a successful salesperson who has stayed the course, the reward comes in the form of two things. One is the feeling of achievement that one gets when he/she reaches the target and the other is the possible monetary incentive that goes along with it. There are many ways in which salespeople at retail showrooms are remunerated.
For the context of this study, we are only going to look at sales that happens at Retail Showroom spaces, especially related to Consumer Durables.
The aim of this article is to discuss which of these methods is bound to be most successful.

Today, the Consumer Durables products field is dominated by some big global brand names. Almost every product variety has almost ten to twenty manufacturers. Also the distribution for these products is now available in both online and physical form. In the physical form, there are dozens of retail outlets in every city. If we were to take an example, for a product like a LED TV, we have manufacturers like Samsung, LG, Panasonic, Sony, Toshiba, Videocon, AOC, Sansui, Philips, Reconnect (Reliance’s own brand) and Croma (Tata’s own brand). On the number of outlets, just to give a comparison, Reliance Digital alone has 40 outlets, Tata Croma has 15 and Girias has close to 30, allin and around Bangalore. Apart from this are the other retail outlets including the manufacturer’s ownoutlets like Sony World.Needless to mention and not included are also the online e-commerce sites. This, as you can imagine, results in a pitched battle out there for customer footfalls into the showrooms. Assuming the manufacturers and distributors are doing what they can to create awareness and interest in their products, the real deal is in what happens when the prospect steps into the showroom. Inside the showroom, the sales person who attends to the prospect plays a major role in converting him to a customer.  Sales people in these showrooms are remunerated in different ways.
In Consumer Durables sales, the general practice is that the salespeople are remunerated in one of these three ways:
a. A fixed salary
b. A fixed salary plus individual incentive based on sales value attained or
c. A fixed salary plus group incentive based on total showroom sales.
Let’s analyze which of these ways is bound to be more successful in bringing about better conversion of prospects to successful sales.

Analysis
Let’s take the case a) where employees in a showroom are paid only a fixed salary.
In this method of remuneration, salespeople are not motivated to push themselves to achieve more. They remain quite happy with whatever sells. Sometimes, distributors threaten salespeople that they would lose their job if they didn’t achieve their numbers. This may act as a spur for a short time, but it doesn’t help much. Salespeople just leave. However, this may work when the salesperson is motivated to perform based on certain factors like a) salary being higher than competition, b) works for a significantly better brand name.
Let’s take the case of (b) above where sales incentives are paid on individual sales value along with a fixed salary. More often than not, this system is also based on a slab system which works like this. A salesperson is, say, eligible for a per unit incentive of Rs. 2000/- per unit if he sells minimum 8 units up to10 units, and Rs. 3000/- per unit if he sells anything more than 10 units.
On the face of it, this looks attractive and motivating for anyone to try and reach more than 8 units. However, it so happens that many times, the individual salesperson falls quite short of the target of 8 units and he does not make the incentive.
Having observed this method during my years as channel sales manager, I can recall the intense unhealthy competition this system promotes among salespeople. Many a time, salespeople hold on to prospects even though they may not convert themselves nor will they let anyone else do it; there are many cases where sales leads have been leaked to competitors (it may be the own brand’s another sales outlet or a different brand altogether)
Also, this leads to salespeople holding back sales orders so that it can be accounted for in their next month’s sales quota, thereby leading to less than true sales numbers every month. In the example above, if he/she were to fall short of the 8 unit target narrowly, they tend to forestall orders and try to postpone it to the next month in the hope that they would be able to make the target the of 8 units(to be eligible for their individual incentive).
Now let’s look at the case of (c) above. This format was followed by one of my car dealers and was a runaway success. Here the sales executives get incentivized right from the first unit they sell. Also, the incentives are distributed based on the total number that the team achieves. Here also, the incentives increase on a slab basis, i. e. higher incentive amount for a higher number of units sold but this format differs in that the incentive kicks in right from the first unit sold. Also, as the incentive is distributed to the team based on team numbers and not on individual achievements, the team is motivated to push for higher numbers, better transparency among team members about customer details and little leak of vital prospect related information outside.
There can be a view that even non-performers could gain by being on this team. However, this rarely happens when the sales manager keeps constantly monitoring the leads and conversions and is able to allocate leads better.
Another aspect of sales incentives is timing of distribution of incentives. If the incentives are distributed as soon as the month ends and the numbers have been tallied up, nothing works better than this in motivating sales executives. There are still a large number of dealers who delay incentive distribution citing many reasons. This only results in the sales team losing interest and looking for greener pastures outside.

Conclusion
Based on my personal experience, out of the three incentivizing methods used for Sales people, method C mentioned above works best not only in motivating sales executives but also in the overall business success for the distributor.

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World of Marketing Wars

Abstract
 
In this article, attempt has been made to depict the ways the marketers compete with each other for a share of the pie – customers’ discretionary income. The competition is increasing in severity to the extent that the players drag each other to the court of law to settle dispute. Few examples of such wars are described and discussed in this article. The technological development may be one of the causes for the increased intensity of the competition or say ‘war’. The views expressed herein are completely authors own.
Introduction
“The Marketing Wars, or the Market Wars, was a universal military conflict which started in 2307 due to the heavy competition of the four multinational corporations that existed at the time. The three clans were born out of this war.

Each of the multinational corporations had mercenary troops under their central command. Their objective was to stabilize and in some cases increase, their organization’s sphere of influence. Such structuring has proven adverse for the companies in some respects. The arming and training of local militia, ex-soldiers and small time gang members has opened a power vacuum in the streets. Well-organized and powerful members of the “underworld” have developed independent and efficient clans, with their own hierarchy, supply chain, justice and code of honour. Three clans have crystallized as the strongest among them…”
So reads a story – “The Marketing Wars” – appearing on internet.
If you think the above is the work of a fiction, think again! None of us of present era may live to find out what really happens in 2307. But we can surmise the scenario from the current events. Present day marketers wage war bitterly so much so that the conventional marketing is turning bloody enough to be called ‘Red Ocean’. The battle for a share of customers’ pocket is no less severe less than the conventional war – except that explicitly no one is killed. In fact, as is well known, much of marketing techniques are drawn from military science and no wonder then the marketers wage war against each other in one way or the other.

Advertising Wars

 
Reckitt Benckiser and Hindustan Unilever
Recently Reckitt Benckiser is locked in a head-on battle with Hindustan Unilever. In the commercial for launching its Dettol Kitchen dishwashing and kitchen cleaning gel, Reckitt Benckiser has opened a front with the giant Hindustan Unilever by clearly showing Vim dish wash. This is not the first time that these two European multinationals have drawn daggers against each other. On earlier occasions, the firms have dragged each other to the court and advertising watchdog Advertising Standards Council of India (ASCI).
Dettol has some 53% of the Rs300-cr hand wash category while Vim has been dominating the dishwashing space for close to 100 years. Reckitt Benckiser has taken its battle over germ-protection with HUL to the kitchen with the launch of Dettol Kitchen. Apart from Vim, Dettol Kitchen will compete with Henkel-Jyothy’s Pril and Exo. The size of Indian diswashing market that includes bars, powders and liquids stand at Rs 2000 cr. and the size of the liquid diswash segment, which is growing at about 40% a year, is Rs 300 cr.

Strategically speaking, Dettol Kitchen ads were released on a Friday and if HUL approaches the court for stay order on the ad, it has to be on Monday at the earliest. In the meantime the ad would have created considerable impact over the weekend.
“Such ads gives a very strong message psychologically that it’s not just another product and they can compete with the market leader. While HUL almost has a monopoly in the segment, there could be more action now in an otherwise dull segment,” Nitin Mathur, consumer research analyst at Espirito Santo Securities, said.
ASCI chairman Arvind Sharma, who is also the chairman & CEO of Leo Burnett in Indian subcontinent, said that featuring a rival brand in a campaign alone does not break advertising codes. “In general, the consumer complaints council code allows ads to show a rival brand as long as the claims made in the ad are fact-based,” said Sharma who is also the president of Advertising Agencies Association of India.
Dettol Kitchen is positioned by Reckitt Benckiser as a ‘complete kitchen cleaner’, for use as a dish-washing gel and cleaning other kitchen surfaces like sinks and slabs. The 80-year-old Dettol brand, launched first as an antiseptic liquid in 1933, has subsequently been launched across different categories including soap, plaster, handwash, shaving cream, hand sanitiser, and now kitchen cleaner. . India is only the second country after Korea to roll out Dettol Kitchen. Dettol has some 53% of the 300-crore handwash category, followed by Lifebuoy at a share of about 30%. But in soap, Lifebuoy has close to14% share, against Dettol’s 8.2% market share. HUL’s Lifebuoy and Dettol have been rivals for close to three decades.
It seems as though Reckitt Benckiser is giving HUL a taste of its own medicine. Not very long ago (around two years) HUL took a dig at its rival Procter & Gamble when the ads for Rin detergent clearly showed the pictures of Tide in its ad. P&G immediately moved the court (within a day of the ad going on air), and the ad was stopped within days.
But not all the ad wars end up in a court battle. The customer has the final say. He decides whether to buy the advertised product or not.

GlaxosmithKline and Colgate-Palmolive

 
Very recently, (less than fortnight) GlaxosmithKline Consumer Healthcare launched its global brand of toothpaste Parodontax targeting the customers with gum trouble – bleeding gums to be specific. This was the segment dominated by Colgate-Palmolive. As was expected, Colgate-Palmolive – the oral care market leader – reacted quickly and forcefully. A week later Colgate-Palmolive started its own campaign claiming its product – Colgate Total Pro Gum – as the best suited for bleeding gums.
The question is, do these kind of high-voltage ad campaigns work? “The cola wars of the 1990s did not help either Coca-Cola or Pepsi. What they did was create excitement in the category,” said Santosh Desai, CEO of Future Brands. “While different brands would have different reasons to come up with competitive advertising, what it does is create either new categories as in the case of specialist oralcare or smartphones, or create excitement in existing ones as in the case of biscuits.”
One would have notice that the advertisements for newer categories like smartphones have gone up and are also persuasive.  Apple has come out with an ad blitz on “Zeros” – zero down payment, zero EMI schemes for its iPhone 5. The smartphone category leader Samsung, not to be left behind, swung in to action by launching a big-bang print ad campaign that announced the revival of its EMI schemes for six premium Galaxy phones. Sony, another smartphone player, has roped in Katrina Kaif for two years to promote its Xperia smartphones and decided to triple its marketing budget for smartphones to Rs 300 crore for next fiscal. Sam Balsara, chairman and MD of Madison, the company that buys media for tobacco-to-biscuits major ITC and telecom services provider Bharti Airtel, said there is increasing realisation among companies that they can’t take growth for granted in a cautious economic environment and with more brands entering the market. “We see an escalation of ad spends, especially among consumer companies, this year,” he said.
Few months earlier, UK biscuits maker McVities started claiming in their ads that their biscuit is the ‘only biscuit without maida’.  This was their way of taking a swipe at the other biscuit brands. “The commercial elevates the digestive category compared to regular biscuits by honing onto a relevant category truth. The objective is to tell consumers why McVitie’s is better,” said Jayant Kapre, president, United Biscuits. “In the heat and dust of the marketplace, you do have skirmishes now and then,” said Sameer Satpathy, marketing head of Marico.
It is always a challenge to a new entrant to create a mark. The new player can attract the attention of the customers either by keeping the price at penetration level or by differentiating the product in one way or the other. Keeping the price low is a challenging proposition for many reasons and claiming superiority over the others is comparatively less demanding, provided that the superiority fact can be established in the minds of the customers. “When there is a new entrant, the best way to gain market share from the leader is to claim superiority. If your claim is based on facts, then it is legitimate because consumers would like to know more about the products they are using,” said Mr Sharma, chairman and chief executive officer of ad agency Leo Burnett, who is also the chairman of the Advertising Standards Council of India (ASCI), the advertising watchdog.

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Welcome To ISME

ISME was founded in 2006 by alumni from CMU, Purdue and Wharton, USA. Many of the ISME’s faculty have international experience or are alumni from top colleges outside India. ISME was established with the vision of serving the society’s educational needs and raising the bar of management education in India.

ISME has formally commenced the process of recognition to join the University’s Teaching Institutions Recognition Framework. Please see our profile here: Click To See

ISME also provides opportunities for students to attend London School of Economics Summer School. 

Quality in Education

ISME’s parent organization (NVT Quality Certification) is a worldwide quality certification body and thus quality in education is in its DNA. ISME represents some of the most innovative and ground breaking approaches of transforming fresh graduates into hardcore professionals.

Industry Focused Curriculum

ISME inculcates the art of excellence in its students through rigorous course work and a uniquely designed industry oriented curriculum. This has been possible through the extensive research and inputs from ISME International Advisors and National Advisory Board, who are graduates of some of the best business schools like MIT- USA, Wharton Business School – USA, Carnegie Mellon University – USA, Purdue University – USA, INSEAD – France, IIMs and other leading schools.

Faculty from Top B Schools

ISME brings together some of the best faculty in the world. They bring the experience of best of B-Schools of the world into classrooms. Faculty members with vast learned industry experience and from world’s top B-Schools and universities of the likes of Purdue University–USA, Carnegie Mellon University-USA, Wharton B-School-USA, NYU–USA, Philadelphia University–USA, NDI-USA, IIM-Bangalore, IIM-Ahmedabad, IMT-Ghaziabad, IIT-Bombay, IIT-Roorkee assemble their combined knowledge and permeate the students with the strong-routed theoretical business management concepts into the pragmatic and contemporary business world. It is this strength of faculty team, ISME today is one of the highly sought after B-Schools in the region and rallying towards becoming a top B-School.

Top Business school in Bangalore

ISME has been consistently ranked among the top B schools in India. Some of the recent rankings are:

1. Ranked among top 63 B Schools in India by The Week 2014.
2. Ranked 6th Best B School in Bangalore by The Week 2014.
3. Ranked Top 10th B school in Karnataka and ranked 24th Top B Schools of Excellence in India By CSR-GHRDC 2014.
4. Ranked 30th in “Beyond IIMs B School Survey 2014” conducted by Higher Education Review 2014..
5. Higher Education Review has recognized ISME for Management College of the Year 2014.

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