IIM - AHMEDABAD SUCCESS STORIES Malavika Pillai

IIM - AHMEDABAD SUCCESS STORIES

Institute	IIM-Ahmedabad
Name	Malavika Pillai
Age*	20
Educational Qualification* (Degree and College)	B.A. (Hons) Economics, Hansraj College, D.U.
Work Experience(Years)*	-
Work Experience(Company)*	-

* : Information refers to date in which candidate appeared for GDs/Interview.

Names of other MBA institutes where offered admission(if any)

IIMs- B,C,L, I,K, FMS, SP Jain

Group Discussion

Topic	Case Study
Number of Evaluators	3
Number of Participants	6
Time Duration	12 mins

Brief Description of the GD: (issues raised, whether noisy or quiet GD etc.)

CASE STUDY: There is a textile company which has shifted to a new place. In the new place, when the company hired people from the companies which were already functioning there. These workers were not being treated well by the existing companies and are ready to join the relocated textile company. However, the management of the existing companies have threatened to block the raw material supply if the relocated company poaches its workers. What should the relocated company do? Should it ask the newly employed workers to go back? How should it recruit people? GD Details : Very quiet, possibly because most participants knew each other. Quality seemed to be very high; the most talkative members did not get selected.

Comments on your performance in the GD

Okay, knowing fellow participants really helped. Quality of points made is very important. Before GD, introduce yourself to everybody and talk by name.

Interview Process

Number of evaluators	3
Time duration	10 mins

Description of the Interview (Questions asked and your response) – please elaborate

Q: What do you like about Delhi? Q: What do you mean by Diamond Water paradox? A: Answered correctly Q: Gave me a cost function and asked to draw average and marginal cost. A: Was able to answer Q: Why do you not want to do a masters in economics? A: I would like to apply economics and not to go more into theoretical aspects of the subject. Q: It you got admission abroad, why do you not want to go? A: I don’t have the money to do an MBA from the USA. Also, I have got admission into MS and I am not interested in that. I am more interested in doing an MBA from IIM-Ahmedabad. Q: What is the difference between Padmabhushan and PadmaBibhushan? A: Don’t know. Q: What are your parents’ occupations? Q: What is your favourite subject? A: Development Economics.

Q: How much do you know about the rural sector in India? Q: What about the diary sector? A: India is the largest producer of diary products in the world. Q: What do you know about the productivity of Indian cows? A: It is pretty low. Q: What do you know about Ahmedabad other than IIMA? A: NIIT, SIFT, Malaika Sarabai Q: Why not IIM-Indore? A: Indore is an excellent place and even faculty from IIMA have gone to IIM-Indore. But the infrastructure is not good as yet.

Comments on your performance in the Interview

I was very tense – so messed up some very easy questions. But they seemed to realise it, and did not pressurise me at all. The interviewers were usually with expressionless faces and did not show much interest in the selection procedure. It is very important that you know about IIM-Ahmedabad. Do check out their web-site.

CASE_study,GD PI experiences of students

1. iim-ahmedabad-success-stories-chebiyyan
2. iim-ahmedabad-success-stories-ajay-zener
3. iim-ahmedabad-success-storiesabhishek
4.  iim-ahmedabad-success-stories-malavika

IIM - AHMEDABAD SUCCESS STORIES Chebiyyan. V. B. Sankar

IIM - AHMEDABAD SUCCESS STORIES

Institute	IIM-Ahmedabad
Name	Chebiyyan. V. B. Sankar
Age*	23
Educational Qualification* (Degree and College)	B. Tech(Metallurgy) IIT – Madras
Work Experience(Years)*	-
Work Experience(Company)*	-

* : Information refers to date in which candidate appeared for GDs/Interview.

Names of other MBA institutes where offered admission(if any)

IIMB, IIMC, IIML, XLRI

Group Discussion

Topic	Case study – Case of dying fish – Zuari Agrochemicals
Number of Evaluators	3
Number of Participants	8-9
Time Duration	25 mins

Brief Description of the GD: (issues raised, whether noisy or quiet GD etc.)

CASE STUDY TOPIC: There is a chemical factory(for fertilisers) in Goa set up with foreign collaboration, which is releasing waste to sea. The atmosphere is getting polluted and fish are dying. People of the region who are fishermen raise a lot of hue and cry about this. Other than killing fish, it is also contaminating the agricultural lands. Th State government supports the fishermen. However the central government feels that state should view the full country’s food situation and fertiliser requirements and not close down the plant. What are your views about the case? GD : Very cool GD. Not a fish market at all. There were 6 or 7 IITM participants – so, not very aggressive, everybody put forward points and linked them to reasons(perhaps because of this, from the group, 5 got through finally). As it was an analytical case study, so anyone could talk and look at issues from different perspectives. Evaluators were pretty cool – no interference from them – they were watching and standing in a circle.

Comments on your performance in the GD

I got a chance to speak whenever I wanted to. Put forth 2-3 strong points which I made(e.g. for a foreign collaboration to shut down, it could send wrong signals to the whole investor community) Spoke 4- 5 times., and was satisfied with my participation. In IIM GDs, there is no need to dominate, as profs want active participation and aggressiveness is not required. Make sure when you speak, others are listening – also listen to the others points to be aggressive. It is important to listen clearly in the GD as it would help you summarize later.

Interview Process

Number of evaluators	3
Time duration	20 mins

Description of the Interview (Questions asked and your response) – please elaborate

Q: Draw an Iron Carbide(FeC) phase diagram.(since I am Metallurgical Engg, this is a usually asked question) A: I was well prepared and could draw the same easily. Q: what is stainless steel, what is their composition? A: Answered correctly. Q: Find a stainless steel object in this room. A: Looked around the room – then showed them the watchbase which is made of stainless steel. Q: (I had participated in the Maths Olympiad and represented A.P. which was mentioned in the biodata) They gave me a problem of differential calculus A: I could solve it easily. Q: Suppose a ladder is sliding down when it is leaning against a wall. What is the maximum area it will enclose during falling? A: I was able to solve this using calculus- but the answer is really simple, greatest area enclosed is when the 2 sides(the wall and the bottom) in which ladder leans are the same. If length of ladder is "L" max. area enclosed would be : (L^2)/4) Q: The second questioner asked me a very vague question about suns and stars which did not make any sense at all and was very abstract. Whatever I answered, he said no.(maybe he wanted to check out whether I am open to others points of views when I am not sure) A: After sometime, I admitted that I did not really understand the question. Q: (I read newspapers about politics – mentioned in Biodata) What is the performance of parties in AP? Q: why is Chandrababu Naidu not doing well in the present elections(that was a couple of years ago)? Q: Tell us about the Naxalite problem in the state. A: Answered well A: Would you like to have a look at my certificates?(I asked them this question for a change…) Q: Yes – they took the certificates and glanced through them

Comments on your performance in the Interview

Fill up the form very well and carefully - the questions are asked about that. The interviewers are not testing your analytical skills etc. I feel that they would like to know more about your communication skills.

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IIM - AHMEDABAD SUCCESS STORIES Ajay Zener

IIM - AHMEDABAD SUCCESS STORIES

Institute	IIM-Ahmedabad
Name	Ajay Zener
Age*	23
Educational Qualification* (Degree and College)	B. Tech(Diary Tech.), Karnal
Work Experience(Years)*	-
Work Experience(Company)*	-

* : Information refers to date in which candidate appeared for GDs/Interview.

Names of other MBA institutes where offered admission(if any)

-

Group Discussion

Topic	Personnel Related Case Study
Number of Evaluators	3
Number of Participants	8
Time Duration	15 mins discusion

Brief Description of the GD: (issues raised, whether noisy or quiet GD etc.)

CASE STUDY: There is a Corporate Head(HR) in a company who is very nice and gets along well with all people. People often consult him for help and advice. One person(named "A") approaches him for a job because he is right now jobless. The HR head takes the guy’s qualifications and asks him to come after a week – however, since no job available, he keeps frequently postponing the job offer. A keeps visiting the HR head often and becomes his close friend. Then, one day, "A" confides with the HR Head " I was in prison for 18 years for a crime that I had not committed. When two years remaining of the sentence, I ran away from jail. Even now, police is in look out for me." The HR Head tells the person to go home and that he would give him a job – however as soon as he leaves, the HR head calls up the police and gives the details of "A" and asks them to arrest "A." Because of this betrayal of trust by the HR head, people in the organisation have started losing faith in him A senior person in the office complains to the VP that the HR head has "broken faith" – so, others could not come to him. Assume that you are the VP of the company. What would you do about the situation?

GD Description:

Very structured GD, no chaos and very smooth. Everybody spoke and put forth points People also gave an introduction before starting

.

Comments on your performance in the GD

The professors usually keep moving about and stand close to the persons talking – so, the GD does not degenerate to a fish market. IIMA GDs do not look for a solution but at different viewpoints. I talked the least in the GD – but I was the only person in the whole group who got selected. Maybe that was because I made good points.

Interview Process

Number of evaluators	3(only 2 asked questions, the thrid only looked through certificates.)
Time duration	25 mins

Description of the Interview (Questions asked and your response) – please elaborate

Q: Academics related questions for 10 mins. Q: Which diary product do you like the most(because I am from Diary Tech) A: Asido-philous milk. Q: Why do you like this product? A: This product is made only in India and in Karnal. Q: What are the characteristic of products and how are they different from actual milk. How is it pasteurised and what are the problems faced in pasteurisation? Q: How is cheese made? Q: What are the micro-organisms used for making cheese. Q: What is your favourite micro-organism? Q: Question on different cycles – Kerb cycle, Electron transport chains, Browning equations A: I was able to give a brief answer to what these cycles were about. Q: Please draw the Browning Equation on paper. Q: Sorry sir, I have a very limited knowledge of Browning Equation. I cannot draw it on paper. Q: In 1991,. Yoghurt was launched as a complete milk product. However, it flopped in the market. How would you market "Yoghurt" in case you were the marketing manager? A: Yoghurt is not consumed in India traditional – I feel that to make it popular, it should be made as close to curd as people identify with the taste. Yoghurt is used as a dessert but curd is taken during meals. If we use "Yoghurt" as a dessert, then it would compete with ice-creams and not the usual milk products.

Q: What do you mean by animal husbandry? A: Do not know as I have not studied as yet. Q: So, you are not eligible for IIM-A. A: I told them about my summer training where I did market research survey and my achievements in the project. I am good at marketing and would like to pursue the same in IIMA. Q: If you are a collector of some district in Patna, then what are the three main social problems? A: Population rise, illeteracy, and unemployment. Q: What is the main problem? A: Illiteracy Q: How can you remove illiteracy? A: (I am from Kerala and had seen how the illiteracy campaign was carried out there)talked about how they could go about removing illiteracy. Q: What are the socia-political issues in Kerala?( 15 mins. on Kerala) Q: what is the illiteracy rate in India? A: I don’t know. Q: Make a guess. A: 54.56(the interviewers laughed as I made a guess upto two decimal places. After coming out, I realised how close I had been to the answer – the actual illiteracy rate is 54.55) Q: Who pioneered the illiteracy program in Kerala? A: I do not know.

Comments on your performance in the Interview

One part of the interview related to B-Tech, remaining about Kerala. I never beat about the bush, when I did not know, I said so.

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IIM - AHMEDABAD SUCCESS STORIES(Abhishek Poddar)

IIM - AHMEDABAD SUCCESS STORIES(Abhishek Poddar)

Institute	IIM-Ahmedabad
Name	Abhishek Poddar
Age*	20 yrs
Educational Qualification* (Degree and College)	St. Stephen’s College, Delhi B.Sc(Mathematics)
Work Experience(Years)*	-
Work Experience(Company)*	-

* : Information refers to date in which candidate appeared for GDs/Interview.

Names of other MBA institutes where offered admission(if any)

IIMB, IIMC, XIM, XLRI

Group Discussion

Topic	Case Study – Case of the dying fish (Zuari Agro case) (First case in IIMA Study material)
Number of Evaluators	3
Number of Participants	10
Time Duration	15-20 mins

Brief Description of the GD: (issues raised, whether noisy or quiet GD etc.)

Started off with 5-6 people in the same time. In the middle a bit chaotic. One evaluator intervened And tried to calm us down. Then became very ruly. Proper flow of ideas. Jot down issues raised – 2-3 minutes for that.

Comments on your performance in the GD

I thought I had done well. I started off the case study – I had read the case before and so I knew about the case. I felt that it was pretty impressive.

Interview Process

Number of evaluators	3
Time duration	25-30 mins

Description of the Interview (Questions asked and your response) – please elaborate

Q: (we were asked to get xerox of marksheets – I went without them) How can you come without your marksheets. What happens when you become a manager and continue to be so careless? A: Sir, it is totally my fault – no one else has to blame for it. I admit it is a gross blunder on my part. Q: Who stands to lose? A: I Q: Only you? Who else will lose? A: I and the company I will be working for. Q: Not just you and your company – who else would lose? A: (after some thought) I think it will be a multiplier effort – the society, the country also would lose. Q: Express the repercussion that your carelessness would have on society mathematically.(since I have mathematics background) Q: Sir, the repercussion cannot be captured in mathematics equations – there is a lot of difference between theory and reality. I don’t think that mathematics would be able to express the repercussion of my actions on the society. Q: Try to express as a mathematical equation. A: (After thinking for sometime) R = e ^ (-kT) Q: What are the terms used? A: R : Repercussion ; k : constant term; t : a parameter which is defined by four variables. Q: What are the four variables? A: (gave them four variables – and the interviewers were visibly impressed) Q: Tell us two examples which are similar to Zuari Agro? A: Talked about 1) the Narmada Dam project and 2) Enron Project

Q: What are your extracurricular activities? A: I had worked for Social Service League – which is a college society involved with social causes. Q: Why are you interested in Social causes? A: Makes me happy and satisfied… Q: What was your role in the organisation? Q: Will you be able to do similar things after MBA?

 Comments on your performance in the Interview

Second part about examples similar to Zuari Agro went very well. Thought it was okay.

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Pakistan should be given a befitting response for border incident

FOR	AGAINTS
The retaliatory action for the Pakistan army’s brutal killing of Indian soldiers at the Line of Control should be punishing and decisive. We need to make a pragmatic assessment of Pakistan as a state and its mindset on India, its capabilities and intentions and pattern of its engagement with us.	There can be no denying the excesses of the Pakistan army in brutally killing two Indian soldiers at the Line of Control. But an eye-for-an-eye (or ‘ten heads for one head’) response can only lead to an escalating spiral of violence, with huge human, social and economic costs. Better then to sit across the table, under the institutional mechanism of CBM (confidence building measures), to prevent the occurrence of such incidents. Keeping CBM going does not mean ceding ground on security concerns; a two-track approach is needed.
In the wake of recent experience, we need to amend our policy of appeasement and accommodation. Einstein’s definition that insanity is doing the same thing over and over again and expecting different results next time, holds out a lesson for India. Our confused and inconsistent policy based on faulty assumptions needs to be substituted by a realistic assessment of our neighbour’s intentions and actions.	As for the current episode, macabre though it is, it should be kept in mind that such acts have allegedly occurred in the past on both sides of the border, going by our own media accounts. A plea for peace is not meant to wish away serious differences. Pakistan has erred repeatedly — this time, 26/11 and Kargil. However, the Pakistan state is under siege, and provoking a conflict at this stage will strengthen the Pakistan Army and religious extremists in their bid to wrest more political power from and further weaken the civilian government. Hence, this is the time to exercise restraint.
The gruesome act of barbarism displayed by the beheading of an Indian soldier followed by total denial and blustering, though reprehensible, is neither the first of its kind, nor unexpected from Pakistan. What is unacceptable is that despite many such incidents in the past, India did not press into action a well-thought-out response within hours of the incident; not as a retaliatory measure but to make tactical deterrence credible. Ensuring tactical deterrence and preventing any border violation is the responsibility of local commanders	It would be foolhardy to overlook the spin-offs from increased bilateral trade, particularly when the developed countries are in crisis. The business community on both sides is only being pragmatic in pressing for a reduction in trade barriers. Bilateral trade talks held last year marked a major step forward, with both countries agreeing to keep their ‘negative lists’ to a minimum.
After policy guidelines and Standard Operating Procedures are laid down, local decision-making and execution should be left to the local commanders. Pakistan should be informed that our response will be in real time, and decisive. The deterrence content of our actions should be enhanced through improved equipment and technological support. Given the clarity of instructions, our troops are capable of delivering the impossible. A delayed, hesitant and confused response not only conveys a wrong message to our adversaries, but demoralises our own forces and dents the national will.	Over the last decade, despite Kargil and 26/11, both countries have improved cultural, commercial and peopleto- people exchanges. This has set in motion an irreversible change in popular perception: Pakistan is no longer the mysterious ‘other’ it used to be. Cricket matches between the two countries are now a benign affair, and not ‘war by other means’.
The Prime Minister’s statement that there would be no more “business as usual” and the Defence Minister terming the incident as a ‘turning point’ send a strong message. Unfortunately though, in the past too, much braver assertions were made and forgotten. Pakistanis laugh it off as a bluster meant for domestic consumption	As psycho-analyst Salman Akhtar has observed, the wounds of Partition have started to heal, with the urge for revenge giving way to remorse, reconciliation and forgetting.

Government should increase tax rate on the ‘super-rich’

FOR	AGAINTS
·         The case for increasing the tax on the super-rich has to be seen in the context of the potential fiscal crisis the country finds itself in. At a time when the need to reduce the fiscal deficit is widely acknowledged, the issue is one of how much each section of society will contribute to this task. The official effort to improve targeting of subsidies, including food subsidies, makes it clear that even those who are only marginally above the poverty line should be asked to pay more for their food. ·         When the poorest of the middle classes are contributing tothe task of reducing the fiscal deficit, it is difficult not to ask the super-rich to do their bit. If the definition of super-rich and the rate of surcharge are done with care some of those paying the surcharge may not even notice the extra burden. ·         We need to note that the relatively modest rates of taxation of the rich over the last decade and a half have not really led to a massive increase in tax payers. Income tax payers account for just about 3 per cent of India’s population. If lower tax rates have not attracted too many additional tax payers why should we assume that higher rates would drive the existing ones away? It may well be that those who pay taxes today have no way of evading it, and a surcharge on the super-rich is not going to change that.	·         The Chairman of the Prime Minister’s Economic Advisory Council, C. Rangarajan’s recent remarks suggesting imposition of a surcharge, if not creating a separate higher marginal income tax slab, on the ‘superrich’ seems to have been intended to test the waters more than anything else. ·         If taxes on the super-rich are raised wouldn’t it encourage them to simply evade them? The higher rates could then be more than offset by the increased evasion, leading to lower collections. ·         The proposal, in any case, makes no sense at this stage. It only disturbs a successful model of stable and moderate tax rates adopted in India, going back to the 1997-98 Budget of somebody, who also happens to be the Finance Minister today. It was P.Chidambaram’s ‘Dream Budget’ that lowered the personal income tax rates from 15, 30 and 40 per cent to the current slabs of 10, 20 and 30 per cent. Moreover, it slashed the corporate tax rate for domestic companies from 40 to 35 per . The direction was clearly towards a regime of moderate and stable rates.That approach has paid rich dividends. From a level of Rs 31,500 crore in 1996-97, the Centre’s direct taxes revenues have almost touched Rs 5 lakh crore in 2011-12. A 17 times jump in 15 years, with corporate tax collections growing 20 times (from Rs 16,250 crore to Rs 3,27,000 crore) and personal income tax by over 11 times (from Rs 15,000 crore to Rs 1,72,000 crore)!
	·         A new tax for the ‘super-rich’ is unlikely to garner anything substantial in terms of revenues. But it will unnecessarily restore an element of unpredictability and arbitrariness that was the hallmark of the old preliberalisation era.