Consultaire 4.0

IIM AMRITSAR

CONSULTAIRE 4.0 The

STRATAGEM Strategy and Consulting Club

-12 14

44

Strateg3y &

Analytics

11

1

Forewords

03

2

Strategy and Analytics in Microfinance

05

3

Winning Strategy using Analytics

08

4

Need for Data and Analytics Strategy

10

5

Analytics Driven Operation

12

6

Session with Sandeep Das | PwC

15

Club Activities

16

Our Team

17

77

8

Foreword Dear All,

I am pleased to announce that Stratagem The Strategy & Consulting Club at IIM Amritsar, is back with thefourth edition of its bi-annual magazine - Consultaire 4.0. Stratagem's objec

tive is to promote interest in the Strategy and Consulting domain for IIM Amritsar students.

Consultaire is an initiative oftheclub to explore and delve into Consulting industry trends. It invites articles from prominent B-schools and provides valuable insightsfrom the industry's

stalwarts. This issue will keep the students updated and informed of the advancements in

Consulting's along different verticals.

Consultancy today isa $200 Billion global business with a wide range ofparticipants -from the Big Four accounting firms (each exceeding $10-15B revenues) to small, expert-based boutiques. Consulting firms have turned to digital transformation as the next big thing after exhausting the ERP wave.

Stakeholders are more concerned for inclusive and sustainable growth, emphasizing environmental, social and governance factors, especially in the post-covid era. Businesses need

new skill sets and digital architecture to develop new business models. Besides, clients seek

more in-depth expertisefrom their consulting partners in all aspects of Wave lI technologies and associated business models. Now is the time to prepare ourselves to embrace and implement Al and Analytics to make well-informed decisions.

I want to thank everyone involved for their contribution to Consultaire 4.0. I am optimistic

that this magazine will add value to the readers' perspective and develop their interest and curiosity in Strategy & Consulting.

I wish everyone all the very best for the summer andfinal placements!

Prof. Nagarajan Ramamoorthy Director, IIM Amritsar - Punjab

Foreword I am pleased to announce that Stratagem, the Strategy and Consulting Club, is

ready with its fourth edition of Consultaire. In a briefperiod, the club has shown a fantastic pace to keep itself updated with the recent developments in Strategy

and Consulting. I congratulate Stratagem's junior coordinators on producing this magazine. I also appreciate the senior coordinators for their guidance.

The current edition focuses on analytics in Strategy and Consulting and re

ceived entries from the leading B-Schools across India. In this issue, articles discuss how analytics enables firms to get the strategy right, winning over the

competition.

The thought-provoking discussions would rekindle the students

interest in strategy and analytics. I strongly feel that Consultaire provides a platform to discuss, share insight and complements classroom learning.

I once again congratulate the Stratagem for their effort.

Prof. Santosh Kumar Tiwari Associate Professor, IM Amritsar

Faculty Anchor, Stratagem

CONSULTAIRE 4.0

STUDENTS' ARTICLES

Strategy and Analytics in Microfinance Shivendra Singh Chouhan Indian Institute of Management Amritsar

MICROFINANCE Microfinance also promotes a culture of saving which forms a safety net, especially for those who are emMichael Porter has fanmously said, "The essence of ployed in the informal sector: MFls organize groups for strategy is choosing what not to do'". And what is better offering credit. These are as follows: than analytics in generating insights about the course Introduction

of action that can be taken. If we dig deeper, we find Joint Liability Groups- It is a group of 4.-10 individuals that at the heart of analytics lies data. A lot of data is that seeks loans primarily for agriculture purposes. being generated in the present age of Information The loan is secured by a guarantee.

Technology. In this article, we will talk about combin-

ing strategy and analytics to improve the microfinance SelfHelp Groups- It is entrepreneurial and collateralis sector of India. So, let's hop on the curiosity rover. not required for taking loans.

Market share of financial institutions in outstanding

Microfinance institutions (MFIls) work to reduce pov

portfolio (Source- Pwc)

erty by boosting the economy of rural areas and small towns. They do so by providing loans to people living in these areas. The loans can be given for myriad pur

%

LU%

34

poses such as the construction of houses, shops, accessing healthcare and education, or doing business.

The majority of the beneficiaries of these loans are

87%

17%

women. Statistics suggest that female borrowers default less often than the male borrower.

STRATAGEM

Banks

5

SFBs MFs

NBFCs

NotFor ProfitM Fis

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CONSULTAIRE 4.0

STUDENTS' ARTICLES

Strategic Edge using Analytics Data analytics can be a source of competitiveness and profit. We need to look at analytics through the lens of strategy and decide where does it fit in the bigger picture. This is necessary to provide the right direction to us while using analytics. A Resource-Based View strategy will be apt in this regard. It will relate internal resources to firm's per

Global VC funding in Al Source-Pitchbook, CBInsights, KX Research Serivces

analysis 1000 800

600 400 200

formance.

High

1115

1200

returns

428

299 71

116

177

2010

2011

2012

2013

2014

2015

2016

2017

Year

Analytics(Future)

We can see from the graph that investment in AI is increasing at rapid rate and many companies have come up with interesting use cases of Al especially in banking and finance.

Analytics(Current)

We will slow down our curiosity rover over here to understand how analytics can help us know credit worthiness of an individual. This application falls in the domain of prescriptive analytics. Here we assume that future will be like the past. We essenLow returns tially do model fitting to calculate the credit score.

Model fitting can be understood with a simple analoFor microfinance institutions, the source of funds is gy. Consider that we have a finely decorated bronze debt from banks. They have low credibility due to statue and we want to create its replicas. To this end, the nature of their lending. This exposes them to we build a cast and pour metal in molten form into it risks arising from macroeconomic factors. It leads to to recreate the statue. This cast is our model and the low liquidity. So, MFls need to explore new source of degree to which it resembles the original statue is funds. One such avenue is peer-to-peer lending, achieved by model fitting. We are trying to make a which is highly regulated by RBI due to presence of model which closely resembles the real scenario We subprime borrowers. In P2P lending, internet and first select data that is related to credit performance, related technologies can lead to greater efficiency in for example income, age, number of dependents etc bringing the peers on the platform. Further, Al/ML The data can be of any type viz, numerical, categorican help in establishing credibility of the peers by cal, derived and dummy variables. Then we define studying their data using algorithms and quantifying who is a good applicant and who is bad in terms of of their ability and willingness to pay back. Algo- our dependent variables. We do data binning (plac rithms can be formed based on variables such as ing data into bins/buckets) to transform our contincredit history, online activity, social media accounts uous variables, if any. This is followed by calculating and geolocation data to form a profile of borrower to the prediction power of the independent variable in relation to the dependent variable. It is called the assess the suitability of loan demand. The algo

rithms can also take into account, the economy in weight of evidence. We now filter out the weakfea

general and trends in the relevant industry if the tures which are those that cannot differentiate sig nificantly between the good and the bad applicant.

loan demand is entrepreneurial in nature.

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CONSULTAIRE 4.0

STUDENTS' ARTICLES

The last step is using logistic regression model to calculate the score of the applicants. It also gives us the probability of default according to the score of the applicant. ML can help us in further improving our model.

Microfinance sector can take initiative to lap up these advancements to improve itself. Another interesting use ofAl is chatbot. A chatbot can provide a personalized and human like interaction to users. It can

also help reduce burden of employees. The routine tasks such as providing information and answering frequently asked questions can be delegated to a chatbot. It can also register complains and provide solution in less complex cases. Incorporating regional languages in the chatbot is important for its successful use.

Conclusion This brings us to the end of ourride. The Information Technology revolution that started in the mid-20th century has changed many aspects

of our lives and finance is one ofthem. The continuous advancement of technology brings benefits but there are concomitant perils (like hacking) as well. The ubiquity of mobile devices and internet connection has let us avail the banking facilities from the comfort of our home. We

can improve cost efficiency further using analytics so that the marginal ised section of the society can also benefit from these advancements.

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CONSULTAIRE 4.o

STUDENTS' ARTICLES

Winning Strategy Using Analytics Rahul V

Indian Institute of Management Kozhikode

ne WINNING

STRATEGY When faced with strategic decisions, the mangers have ownership change & budget cuts in 1995. In 2002 they

multiple options to choose from. Before the introduc

also lost there three key players.

tion of analytics, managers choose the best option Salaries and Wins, 1998-2001

based on their intuition, which they have developed through decades of experience. But there is an inherent problem with this approach, which is the rapid change in consumer behavior that was not appropriately considered and there was a prevalent notion that top management which requires critical decisions making skills, should be occupied by the experienced folks who have a vast amount of experience. The introduction of data analysis into the strategic domain helps to understand the problem better and critically simulate the probabilistic scenarios of every option.

10 M

30 M

50 M

70 M

0

M

Average yearly salary (in milions)

Moneyball is one of the fascinating Baseball Analytics The blue dot in the graph is the New York Yankees,

stories, and it completely changed how baseball managers build strategies for the game. Oakland A's set the record by winning 20 games in a row without buying any major players into their team. Oakland A's was one of the poorest teams in baseball and they had their

who spent $90 Mn and won around 100 wins. They were the richest club in the tournament and they could afford all start players. Now let's compare the Red Sox (orange dot) and the Oakland A's (Green Dot).

Almost both Red Sox and Oakland A's won an equal number of matches

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(around 90 wins)

IIM AMRITSAR

but the

CONSULTAIRE 4.0

STUDENTS' ARTICLES

difference in average salary between the two teams is more than $ 40 Mn. Oakland A's were able to make it to the playoffs every time between 1998-2001 without buying any major player. Their strategy was to use the quantitative approach to find the undervalued players to form a balanced team.

Their strategy to form a team was not of traditional

scout-based selection where the scouts go watch high school and college players then report back about their skills. Instead, A's selected players based on their statistics since they do not want scouting prejudices to make their selection system biased.

For example, A's selected players who couldn't throw well but gets on a base a lot, which was contrasting to Yankees which selected players who are consistent short shop and also best in hits and stolen bases.

when the quantitative approach invalidates the claim even when the experienced people in his team pressurize to go with intuition. Paul after looking at the A's data suggested that few skills were undervalued, and a few other skills were overvalued. He claimed to figure out those undervalued skills and get players at a bargain. Paul also made a detailed quantitative-based strategy for the entire season so that As's make it to the playoff.

After the book, Moneyball came out other baseball teams adopted this approach and reaped massive benefits from it. Since the A's was the first mover in this space so they enjoyed the benefit from this strat egy for a while. This is just one of the industries which is completely revamped with the introduction of data analytics. Consulting firms like BCG, McKenzie, Bain and Deloitte primarily depend on data anaIn the 1980's and 1990s, analysts were hired by lytics when recommending mergers and acquisibaseball teams, but they did not have enough power tions strategy to the client. Due to the VUCA (Volatile to affect the game strategy. Most general managers Uncertain Complex Ambiguous) world where we knew very little about analytics so they took deci- live today, no individual can base his decisions only sions majorly based on feelings. In 1997 As appoint- on his intuition. The amount of data generated every ed Billy Beane as general manager and was given a day continuously gives insight about the rapidly small budget so he realized the importance of ana- changing consumer behavior which makes our stralytics which could help them form a well-balanced tegic choices outdated within a short time. So, there team. Billy went on to hire a Harvard graduate Paul is no eternal winning strategy for any firm/team, but DePodesta as a team's data analyst. Billy is a kind of if they can harness the power of data analytics, they manager who would reject intuition-based decisions can consistently stay on top by being relevant.

MONEYBALL Analytics STRATAGEM

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STUDENTS' ARTICLES

Need for Data and Analytics Strategy Rahul Roy Himani Indian Institute of Management Ranchi

From

DATA To MONEY

STRATEGY

INGOmE

As we all know that in the present world, Data is the strategic goals and how data can help it reach those new oil, and it all conmes down to a company's ability to goals. To create a robust data strategy, the senior man-

leverage data, structure it using analytics, make agement of the organization needs to focus on certain proper decisions and implement new technologies in critical factors. order to foster a competitive advantage over other organizations. Since data has become a key business

Data needs of the organization -

asset for organizations across most sectors and indus- How data will be used and what type of data is retries, each and every business, whether SME or large quired. Some specific organizational goals may reorganization, has to be a data business. In order to be quire a certain type of data, whereas others may resuccessful in a data business, organizations have to quire a different type of data. have a robust data strategy.

Source of data -

In order to be able to use data, the organization needs to understand what data it needs, in order to achieve its organizational business goals. It does not matter what data is available or what data the competitors are collecting because these become useless if they are

not required by the organization in order to achieve its strategic goals. This is the reason why it is important for the organization to first design its data strategy

The firm needs to identify from where it is going to source the data as per its needs. It may go for purchasing secondary data or may go for primary data or might go for using free unstructured data like social media data etc.

Strategy to convert unstructured data into insights -

and have a company-wide data plan rather than The firm needs to decide how it will apply analytics to having a misconception that data strategy would be the collected data in order to convert the data into different for different departments across the compa- valuable business insights that will help in decision ny. Data strategy should be designed in such a way that making.

it helps the organization achieve its long term

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STUDENTS' ARTICLES

Infrastructure requirements to perform the They need to build a culture that will focus on making data and analytics core to the business analysis

The firm needs to identify the technology and infra- In case of having an in-house data analytics team, the structure requirements in or to complete the data

analysis and get the required insights.

organization needs to focus on creating new leadership roles that will help maximize the value received from the analysis of data and also helping in addressing tomer needs.

cus

Develop in-house competencies

or

outsource

-

In order to leverage the complete benefit of data, it is Continuously work and upgradethe data strategy deessential for the organization to have certain skills. pending on thelatest technology used for data analysis.

There are two ways they can take in developing da-

ta-related competencies, one being using in-house Attempting to transform to a data-driven organization talent and training and the other being outsourcing Without having a proper strategy will not only increase the data analysis process through other analytics the risk of failure of the business but also will affect the senior management and employees of the organiza-

companies.

tions. With so much data available in this world, it is necessary to have a proper data strategy to understand Data Governance data is required to produce the required insights Collecting and storing data which may be personal Wnat at what time. Data analytics provides answer to 'what or data having privacy issues may bring some legal and 'why' of strategy and execution and answers quesand regulatory obligations. In order to avoid these tion at a higher speed than expected. But to use the kinds of issues, it is necessary to factor data owner data and have timely insights in order to make the best ship, security and privacy issues in the organiza- possible business decisions requires the organization tion's data strategy. to have a proper data strategy. According to a survey

Security -

conducted by IBM Global Survey conducted of more than 13000 C-suite executives across 20 industries,

important to have a strong security in the cloud and

way that creates real value for their companies. Re-

Insights being a precious asset to the company, it is only 9% are able to effectively approaching data in a

network where the data is being stored. Without search consultancy firm Gartner predicts that by 2022, proper security, data may become a massive liability 90% of corporate strategies will mention information from being a huge asset. as a critical asset and analytics as an essential competency with Data and analytics becoming the centerIn order to build a competitive strategy, organiza- piece of enterprise strategy, focus and investment. tions have to work on certain factors

all

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facilities

manuiacuNG Industrial

manufacturing

Eamene industrial CUSgaugmented

CUStomization

autonomouisily

processfuture

stratepy

SE0T business

Smartmart!

robot

intelligent:PComputerWork cyber technology virtualsecuityskils.

interoperabilitu 0urces

SOCIety

strategic camputing /Oduction SOGIe onptipaa

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project

Analytics Driven Operations Badrinarayanan Parthasarathy

What is Industry 4.0?

How does it help operations?

Industry 4.0 has well and truly arrived! The first In-

It offers ways and means to study machines like never before. The cost of sensors, GPS, RFIDs, etc. shrunk

dustrial revolution, driven by steam mechanisation,

eased labour intensive work. Electricity and motor many times. Any size of data can now be processed at ized autonmation changed lives of people forever, a reasonable speed. And this enabled each leg of oper speeding up life and manufacturing operations in the

ations to be digitized and connected. Vehicle tracking

second. Through Information Technology, Industry 3.0 helps in timely communication of order deliveries, enhanced operational efficiencies with SCADAs and PLCs enabling closed loop control systems and ERPs providing tight control over business operations across the procure to pay and order to cash life cycles.

while RFIDs help in seamless and speedy tracking of movable products. Robotic Process Automation and Neuro Linguistic Programming ease out communication across devices and systems. loT enables the entire plant operations to be captured and tracked real time While these enabled tremendous progress in the per- on a screen. Block chain, as a technology, helps in sesonal and business world, from micro-processors to curing and tightening contracts across parties. Drones space crafts & satellites, Industry 4.0 took everyone by and Video Analytics enable remote operations and surprise What it offered was not an assistance to offer improved quality and surveillance, especially in manual labour, it wasn't speeding up operations, it large industrial sites. However, only few technologies wasn't bringing new systems in life - it changed things

like GPS have been embraced yet, especially in India.

through a simple deal - to connect anything with ev-

They need investments - both monetary and in terms

erything -

man, & machine, strings and numbers,

of time, as the Rol for such investments are still not as

voice and text, and you name it all. The boundaries be-

desired. Industrial organizations have not shown the

tween systems

maturity to embrace all this yet and look for opportu-

ogy

and

manufacturing or operatingtechnol

information

technology

were

finally

breached.

nities and initiatives that have a short pay-back period. They key therefore, lies in something that can connect all these, with whatever already existed Ana-

lytics.

12

CORPORATE WORLD

CONSULTAIRE 4.0

How can analytics drive operations?

It can help in optimizing the distribution network, and support efficient operations through load building, Analytics can drive almost anything and everything in order clubbing, etc. Sales analytics has become an imoperations. It can help in deciding where to buy what

portant division in most organizations, driving various

from in your procurement function. It can help in rec

decisions from stockist and counter level planning to

ommending an optimal raw materia mix with operating parameters to drive the fundamental KPIs of man-

driving timely pricing decisions based on market insights and intelligence. The sales force has been

ufacturing - quality, cost and productivity. It can help

strengthened with devices that provide all relevant in-

you predict when things can go wrong and can also

formation for a sales call in a single click. While easing

help in identifying instances of energy cost leakages out the life of sales team, it also brings customer expe and purchase losses through wrong timing and wrong supplier mix.

rience as a key focus area, and several businesses are transforming their operations through a customer-centric approach.

Techniques like Artificial Neural Networks and Genet

ic algorithms have enabled advanced planning and ex ecution, providing real time schedules based on pend-

To put it short, analytics can help delivering the right material at the right time to the right customer at

ing orders and current production..

the right cost.

INDUSTRY 4.0 INDUSTRY 3.0 INDUSTRY 2.0

INDUSTRY 1.0 Mechanization, steam

power, weaving loom

Mass production, assembly line,

Automation, computers and electronics

Cyber Physical Systems,

internet of things, networks

electrical energy

From Operation to Strategy

At the current moment, analytics opportunities are

still initiatives, the key however would be to adopt a While several initiatives have been successful as Proof

strategy around analytics. Innovative business models

of Concepts across sectors, this would take time to like 'Uber, have changed the dynamics of the automomature. It has the potential to offer early benefits to tive sector. 'Swiggy' has revolutionized the restaurant organizations before embarking on the transforma- business. 'Urban clap' have brought everyone to our tion journey. The only imperative for this success would be data quality - Analytics offers guided deci-

door-step in the click of a button. It shall only be a matter of time for analytics driven operations as a

sion support to workers but can only work with right inputs. If there is no discipline with respect to data, these solutions are bound to fail. This would not just impact specific initiatives but put breaks on the digital

strategy shall take precedence, and over time, supply chains across businesses shall integrated as a whole.

After all, the concept of "Vasudeva Kudumbakam" is not just geographical connect, its across everything

journey of organizations and the Indian industry as a whole.

from machines to businesses. As an after-thought, In-

dustry 4.0, may be the physical manifestation of this concept, more than anything else that has occurred or may occur.

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CORPORATE WoRLD

CONSULTAIRE 4.o

Strategy.

Success with Industry 4.0 begins with a comprehensive, holistic strategy-yet only 10% of executives indicate they have such a strategy in place.

10% Comprehensive, holistic strategy

Strategy

maturity

23% Developing broader strategy

47% Taking ad-hoc approach 21% No formal strategy

About the author: The author is a Senior Manger in one of the Big 4 consulting firms and is an alumnus of IIM Indore - Batch of 2013. He has worked across manufacturing and EPC sectors

in various capacities and is currently focusing on Digital & Analytics solutions for industrial manufacturing sectors.

Disclaimer: This article presents the thoughts of the author on the subject based on his personal and professional experience and is meant to be an introductory article for the student community of IIM-Amritsar and does not act as a research support or as a professional recommendation to any organization.

STRATAGEM

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Session with Mr. Sandeep Das Continuing with our Eloquence series, we successfully About Speaker conducted a session on Making Successful Careers in

Strategyand Consultingdelivered by Mr: Sandeep Das. Mr. Sandeep Das, is an alumnus of the Indian Institute The session proved to be enlightening and extremely insightful for all the first year students as they grabbed on a lot of learnings of consulting career path and gained different approaches on how to structure and

approachacase interview.

The session also touched upon the nuances in the life of a consultant where Mr: Das focused on how thinking

of Managenment, Bangalore, currently working with PWC in the position of Director He worked with Accenture Strategy prior to his current stint for more than 7 years as an Engagement Manager. Adding on to this part, he also has rich overseas experience. His functional expertise includes Go to Market, Digital transformation & Fit for Future journeys for companies across sectors. He is an avid writer and the author

on toes has come out an underrated skill, through his ofthe bestsellers professional experience he shared an adaptive approach that has helped him tackle various problems.

Yours Sarcastically, Satan's Angels and Hacks for life and career: A millennial's Guide to make it big.

Mr. Sandeep Das also shared his valuable insights on the life of a consultant, the realities of a consulting role

He is also a columnist with Fortune, Economic Times, Business World & Outlook having written over 100 columns for them including articles on lifestyle and travel. Along with this, he has been invited as a guest speaker at 20+ leading institutes.

and the pros and cons of beingaconsultant. He further gave the tips and tricks to crack the case studies and interviews. He also shared a future roadmap while taking a career path in the present scenario.

Undoubtedly this was an invaluable addition to the

Mr. Das also conducts workshops for the students where the major focus is on how to structure and ap-

MBA journey of the students at IIM Amritsar and proach case interviews. This is done through hands-on surely students will cherish the received learnings for a long time.

activity where teams were made and a case scenario had to be solved by each team.

E g

R a s m i Ran

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Club Activities The objective of Stratagem - The Strategy and Consulting Club of IIM Amritsar is to promote the interest in

strategy and consulting domain for the students of IIM Amritsar. It provides a platform where the students can hone their skills by organizing case study & quiz competitions, seminars, and strategy simulation

games which simulate the current issues faced by the industry. The club also organizes guest lectures on current trends of business strategies. Major events conducted by the club throughout the year are:

Explicate & Pretence: The two annual pan India competitions conducted by the club as part of its annual fest, test the strategic ideas and decision making of students through case study and simulation

game roblem

AY.

TH

MOUN

s.:Q00

Construct Interview Series: Stratagem came up with an initiative to help students face, crack, and ace case study interviews for top consulting companies which involved one to one interview.

Guesstimate Series: Weekly Guesstimate Series where the focus is to enhance students' capabilities in tackling guesstimates where the emphasis is given more on the approach than getting the answer right.

ANMOITCA

STRATAGEM

WAR OF

GUESSTIMATE-6

E-COMMERCE

Estimate the number of Petrol Pumps in India The best submissions for the week

GROFERS

1. Subhabrata Das 2. Praveen Kumar

bigbasket

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Mart

Congratulatione!!!

a

Strata-Master: An Intra-College competition based on strategy and consulting domain, It consisted of two rounds, Quiz and Guesstimate solving. This event was conducted to test the accumen of the students in strategy and consulting fields and we also received a overwhelming response for the event from the students of IIM Amritsar.

16

DIRECTODR Prof. Nagarajan Ramamoorthy

STRATAGEM

THE STARAEGY AND CONSULTING CLUB

STRATAGEM FACULTY ANCHOR

Prof. Santosh Kumar Tiwari

CORPORATE ARTICLE

Badrinarayanan Parthasarathy

WRITERS

Shivendra Singh Chouhan

The Strategy & Consulting Club

Senior Coordinators Anirudh Gupta

anirudhg05@iimamritsar.ac.in 8472065219

AS Nishnath anishnath05@imamritsar.ac.in 8374606076

Rahul V

Rahul Roy Himani

Arvind Singh Bakshi arvindb05@iimamritsar.ac.in 9464651986

Junior Coordinators CONSULTAIRE 4.0

AVAkhilendra Reddy

alavalapativ06@iimamritsar.ac.in 9629885089

EDITORS Ankit Goyal Harshit Ahuja Madhav Sharma

Ankit Goyal

ankitg06@iimamritsar.ac.in 8618119364

Amit Chandekar amitc06@iimamritsar.ac.in 7756860313

DESIGN

Harshit Ahuja harshita06@iimamritsar.ac.in

9416509527

Amit Chandekar AVAkhilendra Reddy Madhav Sharma

madhavs06@iimamritsar.ac.in 8267892771

STRATAGEM The Strategy & Consulting Club

Write Us @

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