Leadership Simulation Workshop TM 19 – 21 August 2013, Mumbai Workshop Snapshot

1. Leadership Simulation WorkshopTM19 – 21 August 2013, MumbaiWorkshop Snapshot

2. Key Takeaway Cross Functional Decision Making Financial Impact of Business Decisions Strategic Thinking

3. Learning Impact Before the Workshop After the Workshop My understanding of Strategic Thinking High Not High My appreciation for the role played by other functions High Not High My interpretation of business financial statements Not High High I will recommend this workshop to other managers in my company Definitely No Definitely Yes * cumulative feedback of 19 respondents

4. Participant Learning What I learnt Understanding the strategy and challenges of staying true to it The financial statements- understanding and business interpretation What I will do Breaking down of competition P and L Implementing in the 5 year planning Constructively adding to other functions Testimonial A very unique learning experience, one got exposed to the impact of many cross functional decisions and the need to have a coherent fit across all functions. I also learnt the importance of sticking to the strategy, not "distracted" by short term triggers. What I learnt The diamond framework of making strategy and the steps involved The value equivalence model The focus on the market and customer impacting the most on business What I will do Re-look the focus of company in different distributor segments Apply the value equivalence model to the company Testimonial It was a great learning experience working in a team with senior people, sharing thoughts and implementing ideas. The clarity in building up the business and strategic influence was really good. BhuvanGaurav Head – Retail, Tanishq Titan Industries Ltd SahailAnand AVP – Strategy Axis Asset Management Company Ltd

5. Participant Learning What I learnt Clarity on strategy Importance of small decisions on impact of bottom line Devil is in the detail What I will do Use value equivalence learning in my business Apply balance sheet and P and L understanding to understand business performance better Develop strategic approach to long term success Testimonial This is excellent experiential learning workshop and helped understand strategy, cross-functional business dynamics and impact of small changes we make on the bottom line of the business. What I learnt Understanding financial statements Understanding better Assessing competitors using logical parameters“ What I will do Cost implication and impact on value creation based on investments planned for my brands Include and build on the concepts (financial and marketing) for future business cases Assess competition based on price and value/ service vs my brands and design ways to improve them" Testimonial Provides comprehensive and simplified understanding of complex business functions. Adds immediate value to those who are looking for ways to improve profitability, effectively. Vipul H Babu Sales Director Dow Chemical International Pvt. Ltd. Rajiv R Sinha Therapy Lead Pfizer Limited

6. Business Context and Methodology • 21 participants grouped into 5 virtual companies of 4/5 each • Participants ran mini robot companies and competed against each other • Assigned Marketing, HR, Finance, Operations, R&D & CEO roles Three Geographies North America Asia Latin America Three Customer Segments & what they demand from the market • Original Equipment Manufacturers • Technology (version) agnostic • High Volumes • Price Sensitive • Value Added Resellers • Latest technology • High Price • Low demand • Wholesalers • Tested (low) technology • High advertising • Low defect Rate

7. Sessions at the Workshop • MODULE 2 • Implementing Strategy • Quarter 2 • Understanding shareholder value and return on equity • Quarter 3 • Understanding customer perceived value and pricing • Quarter 4 • Annual Industry and Competitor Analysis • Strategy review - Board meeting with Chairman • MODULE 1 • Formulating Strategy • Understanding strategy formulation • Understanding the business to be run • Demo Quarter • Formulating a strategy for the company • Understanding cash flow • Quarter 1 • Understanding the impact of business forecasting • MODULE 3 • Reviewing Strategy • Quarter 5 • Strategic alliances and business negotiations • Quarter 6 • Understanding strategic thinking and positioning • Quarter 7 • Debrief - Comparing decisions and results • Feedback and Review • Post Workshop Retention • Quarter 8 – 31 August

8. Business Outcomes Minibot and Roboforce were focused on the value added reseller segment right from the beginning, offering high technology products Industry Positioning by Quarter 4 Investment in Research Robinson aspired to sell all segments in the industry and ended up positioned in the middle Industry Profitability imRobo and RobSingh were focused on the wholesaler segment, offering tried and tested robots Industry Retained Earnings

9. Business Outcomes Minibot invested heavily in R&D to target the resellers Industry Positioning by Quarter 4 Robinson and RoboForce also invested in R&D to target resellers Investment in Research RoboSingh and imRobotargetted their R&D investments towards automation and defect reduction to cater to wholesalers Industry Profitability Industry Retained Earnings

10. Business Outcomes Robinson had low profits due to lack of differentiation for most quarter, but made profits in Quarter 7 by getting into a negotiated deal with resellers Industry Positioning by Quarter 4 Roboforce and Minibot made heavy investments in R&D but did not outperform the market financially Investment in Research RoboSingh were bogged down by the heavy losses they made in the first two quarters Industry Profitability imRobo were bogged down from Quarter 5 by unnecessary investments in extra plant capacity which increased their depreciation expenses and their loan interest heavily Industry Retained Earnings

11. Business Outcomes Roboforce and Robinson broke even on the investment by Singhania and created shareholder value by Quarter 7 Industry Positioning by Quarter 4 Minibot will break even in Quarter 8, and have a technology edge compared to the other players Investment in Research RoboSingh were bogged down by the heavy losses they made in the first two quarters, but they steadily increased profits thereafter Industry Profitability Industry Retained Earnings imRobo never got an ROI on their continued heavy investments for the wholesaler market

12. About enParadigm We are a group of IIM Ahmedabad alumni and faculty who design and deliver simulation based experiential learning workshops for middle to senior managers. Other Simulation Based Programs Manufacturing plant : Operations Simulation Workshop Middle Managers : Aspire Simulation Workshop Sales Personnel : Sales Pro Simulation Evaluation and Benchmarking: : Sigma Platform Prominent Clients From over 2000+ participants from 250+ happy clients

13. For customized in-company workshops, contact Mumbai John Cherian MBA, IIM Ahmedabad +91 97 25769408 john.cherian@enparadigm.com Bangalore Hanuman Kamma MBA, IIM Ahmedabad +91 81 23185744 kamma.hanuman@enparadigm.com www.enparadigm.com