Indian Institute of Management Bangalore

About: Indian Institute of Management Bangalore is a education organization based out in Bengaluru, Karnataka, India. It is known for research contribution in the topics: Emerging markets & Context (language use). The organization has 491 authors who have published 1254 publications receiving 23853 citations. The organization is also known as: IIMB.

Towards an Efficient Method of Modeling “Next Best Action” for Digital Buyer’s Journey in B2B

Abstract: The rise of Digital B2B Marketing has presented us with new opportunities and challenges as compared to traditional e-commerce. B2B setup is different from B2C setup in many ways. Along with the contrasting buying entity (company vs. individual), there are dissimilarities in order size (few dollars in e-commerce vs. up to several thousands of dollars in B2B), buying cycle (few days in B2C vs. 6–18 months in B2B) and most importantly a presence of multiple decision makers (individual or family vs. an entire company). Due to easy availability of the data and bargained complexities, most of the existing literature has been set in the B2C framework and there are not many examples in the B2B context. We present a unique approach to model next likely action of B2B customers by observing a sequence of digital actions. In this paper, we propose a unique two-step approach to model next likely action using a novel ensemble method that aims to predict the best digital asset to target customers as a next action. The paper provides a unique approach to translate the propensity model at an email address level into a segment that can target a group of email addresses. In the first step, we identify the high propensity customers for a given asset using traditional and advanced multinomial classification techniques and use non-negative least squares to stack rank different assets based on the output for ensemble model. In the second step, we perform a penalized regression to reduce the number of coefficients and obtain the satisfactory segment variables. Using real world digital marketing campaign data, we further show that the proposed method outperforms the traditional classification methods.

Bidding for outsourcing contracts with capacity investments and cost asymmetry

Abstract: In this article, we consider a service supply chain where two vendor firms compete to win an information technology outsourcing contract from a client firm, which faces uncertain demand. The vendor...

Relocating Routines: The Role of Improvisation in Offshore Implementation of Software Processes

Abstract: Offshored Software and IT-enabled Services have grown spectacularly over the last decade, particularly from India (McKinsey & Nasscom, 2005; Nasscom, 2007). In western economies, while domestic outsourcing won acceptance from 1980s, offshored outsourcing has assumed increasing importance since the late nineties (Hirschheim, Heinzl, & Dibbern, 2006). Global outsourcing could be regarded as a component of the ongoing phenomenon of globalization (Friedman, 2005). Global outsourcing or offshoring involves transfer of work from its original locale within organizational boundaries or at a domestic firm, to a location at a considerable distance. In a general sense, such transfers are a core component of Globalization. The well known sociologist Anthony Giddens, for example, considers time–space distantiation and disembedding mechanisms as the major features modernity and globalization (Giddens, 1990). Such process transfers however, need to confront significant complexities since they involve work transfers across differences or gaps in five dimensions – geographical distance, time zone differences, governance differences, cultural differences and infrastructural differences (van Fenema, 2002). Because of these complexities, disembedding processes from locales where they have earlier been performed to new locations is not in itself an uncomplicated and routine process. There could be considerable risk of failures. We argue in this paper however, that a creative and effective use of resources of the new environment provides scope for major improvements and gains. High levels of quality and productivity reported from India (McKinsey & Nasscom; Nasscom, 2005) point to the fact such gains have been obtained in many cases. We consider Improvisation , which may be defined as creative problem solving that is grounded in the realities at hand, as essential for successful work relocation . In this paper we present two cases of global companies setting up centers in India. While creativity as a value is prized by both organizations, in confronting a new context, organizational approach to improvisation differs leading to different outcomes. We review the literature on Improvisation in Sect. 2. Research approach is outlined in Sect. 3. We present two cases – one of a British and the second of an American multinational commencing work in their Indian software subsidiary in

An Entrepreneur's Guide to Understanding the Cost of Venture Capital

Abstract: Entrepreneurs who deal with a venture capital firm (VC) for the first time often find themselves unprepared for the experience. The financing terms (deal structure), which specify the percentage of the firm’s common stock that goes to the VC often require that the entrepreneur forfeit a large proportion of the firm’s equity to the VC. The resulting ownership share is important but it is not the only determinant of the cash distribution rights conferred on the venture capitalist. Specifically, the entrepreneur often grants the VC control rights (the right to fill board seats, voting privileges of a common stockholder even though the VC holds preferred stock or debt, etc.) as well as liquidation rights (the right to be repaid before the common stockholders in the event of the sale or liquidation of the firm) that are not conveyed to the holders of common stock. Consequently, to fully understand the financing terms offered by the VC, the entrepreneur must not only account for cash flow rights, but must also incorporate consideration for control rights and liquidation rights. In this paper we attempt to explain why VCs seek very high rates of return that are so out of line with the returns required of established firms. Our explanation hinges on differences of opinion between an overly optimistic entrepreneur and a less sanguine VC.