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Annual Report 2015-16 KNOWLEDGE IS POWER F&IC, Hindu

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EVALUATION REPORT

FINANCE & INVESTMENT CELL Hindu College Academic Year 2015-16

Faculty Advisor : Dr. Lovleen Gupta


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TABLE OF CONTENTS

S. No. Title Page

Number

1) Introduction 3

2) Aim & Objectives 3

3) Basic Details

- Faculty Advisor

- Core Committee

- Organisational Structure

4

4) List of Members (2015-16) 5

5) Recruitment & Selection Process

- Recruitment Campaign

- Interview Process & Selection Criteria

6

7

6) Awards & Recognition Received

- Awards & Participation in Inter-College Events

- Internships & Courses Pursued

8

11

7) Activities’ Report 13

8) Events Hosted

- Decrypt’15

- Colloquium, F&IC Conference

- Enigma’16, Annual Finance Fest

15

17

20

9) Future Prospects 24

10) F&IC Alumnus 25

11) Annexure

- Recruitment Form

- Decrypt’15 Case Study

- Colloquium: Negotiations Literature

- Enigma : Event Literature

27

28

35

40


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THE FINANCE & INVESTMENT CELL, HINDU COLLEGE

Introduction

The Finance & Investment Cell, Hindu College is a student driven

initiative with an aim to spread awareness and knowledge regarding

financial and economic affairs in Hindu College and the University of

Delhi. Moreover, the society aims to organize stimulating events that

encourage participation and analysis in a wide range of issues that

affect the Indian economy.

Aim & Objectives

To bring together a group of intellectually stimulated students to

share thoughts, ideas and opinions.

To provide education and training on financial analysis, planning

and portfolio management.

To establish Hindu College as a centre of Excellence in Economics

and Finance.

To create an environment conducive to continuous intellectual

development of students through regular seminars, group

discussions, presentations and events.

To build a professional culture at both, intra and inter college level by

organising major events that involve active participation by all the

major colleges of Delhi University.

To provide an opportunity even for students with a non-commerce

background to gain insights into the world of finance by engaging

them through discussions, debates, seminars and competitions.

The Choice Based Credit System (CBCS) with its curriculum

encourages students to take up subjects from other stream as well,

the F&IC facilitates such an opportunity to the students from diverse

backgrounds to become part of the society and participate in its

events.


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BASIC DETAILS

Establishment Date : September, 2012

Average Number of Students Registered per year : 30 Students (Approx)

Faculty Advisor : Dr. Lovleen Gupta

Founding President : Manan Vyas

President : Krushna Bhala

Vice Presidents : Moulik Shrivastava

Cheshta Gogia

Karan Saini

Yuganshi Sharma

Organisational Structure :

The society is headed by a Core Committee that consists of the 5 Core Members. There are 24 members in the society apart from the core members, known as Recruits. The recruits are divided into teams of 6 each, and each team being led by a Vice

President. The advantages of this system are that co-ordination and communication in the Core

Committee become easier and faster. The tasks are delegated accordingly with a

defined reporting system.

President

Vice-President Vice-President Vice-President Vice-President

6 Recruits 6 Recruits 6 Recruits 6 Recruits


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List of Members (2015-16)

S. No. Name Course Year

1 Anish Bansal B.Com (H) I

2 Arjun Chaudhary Economics II

3 Divyanshu Singhal Maths III

4 Divykriti Madaan Maths III

5 Gourav Mittal B.Com (H) II

6 Havishaye Puri Economics I

7 Ishaan Sudaan B.Com (H) I

8 Jagruthi Koganti B.Com (H) I

9 Kunal Singhania Economics I

10 Niharika Jain B.Com (H) I

11 Poornima Singh Statistics II

12 Rohan Saraf B.Com (H) I

13 Saurabh Chabbra Economics I

14 Shivam Amla B.Com (H) I

15 Shubham Negi Economics II

16 Vanshika Juneja Economics I

17 Vishal Saraf Economics I

18 Vishesh Agarwal Economics I

19 Anushree Srivastava Economics II

20 Cheshtha Gogia B.Com (H) II

21 Sejal Gandhi Economics II

22 Karan Saini Economics II

23 Smriti Saini Economics III

24 Aman Jain B.Com (H) III

25 Divyanshi Rastogi Economics III

26 Shrey Kedia Economics II

27 Yuganshi Sharma Economics II

28 Krushna Bhala B.Com (H) III

29 Moulik Shrivastava Economics II

30 Pallavi Jain B.Com (H) III


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Orientation Session

•Presentation onan Insight into thefunctioning ofF&IC

Registration Desk

•Desks setup with 150+ Recruitment Forms distributed

Prelimenary Screening

Interview Process

•100+ Interviews conducted by the F&IC Core Committee

Induction Session

135 forms were

received and then

further categorised

RECRUITMENT CAMPAIGN

23 July - 05 August 2015

The Finance & Investment Cell, Hindu College commenced its “Recruitment Campaign” as

soon as college reopened for the academic session 2015-16. In order to aware the new

students about our society, we conducted hour long Orientation Sessions in the Commerce

and Economics Departments which were attended by 150+ students.

Several Registration Desks were put up near the Ibtida Lawns and Library Lawns, 150+

Recruitment Forms were distributed, a detailed record of the applicants was maintained

and 100+ interviews were taken by the F&IC Core Committee.

The interview was conducted in slots of 15 minutes each for each applicant spread across 3

days.

Negotiations

conducted as

Ice-Breaker

event


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Interview Process & Selection Criteria

The Interview Process involved a 15 minutes’ session with each applicant

conducted by a panel of the F&IC Core Committee.

The interview generally contained the following questions:

Tell us something about yourself.

What qualities differentiate you from other applicants?

Why do you want to be a part of F&IC?

What expectations do you have from the society?

Explain any textbook theory you observed being applied in the real world.

What are your strengths and weaknesses?

Explain any skill you possess through your past experience.

Situation based questions such as Mock Corporate Communication.

What are your other time commitments and how do you prioritise F&IC?

Criteria for Selection:

Confidence exhibited

Reasoning & Analytical Skills

Knowledge Possessed

Eagerness to Learn

Commitment towards the society

Fluent Verbal Communication

Course and Career Clarity

At the end of the rigorous process of Interviews, 16 vibrant and eager students were brought

on board the F&IC Team ranging across the Ist and IInd Year students from the

Commerce, Economics, Mathematics and Statistics Department.


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Awards & Participation in Events

1. Manan Vyas

Best Manager: Epistieme, National Management Festival, SRCC

Best Manager: Excelsior, SSCBS

Best Manager: Mercato, Marketing Festival, SRCC

Winner: Economic Crisis Room, The Financial Summit, St. Stephens

Winner: The Wall Street Meet, The Indian Youth Economic Association

Winner: Corporate Brainstorming, National Finance Festival, St. Stephens College

Winner: Rev-it-Up, National Finance Festival, St. Stephens College

Winner: The Financial Summit, St. Stephens College

Winner: Be an Economist, Sri Venkateswara College

Winner: Managers and Economists, Economics Fest, Ramanujan College

Winner: The Great Leader, Impresario, Kirori Mal College

Winner: Mock Stocks, Kirori Mal College

Winner: 10 Rounds, Hindu College

Winner: The Utility Game, St. Stephens College

2. Moulik Shrivastava

Winner: Charlatan's Chutzpah, SRCC

Winner: Business Tambola, Dayal Singh College

Finalist, DreaMergers, St Stephens College

Winner: Best Speaker, Miranda House Conventional Debate

Awarded A-Level Adjudicator, MukMem67 Parliamentary Debate, St. Stephens

College

3. Shrey Kedia

Winner: Prodigy, SSCBS Winner: Charlatan's Chutzpah, SRCC Finalist: Management Event, SSCBS

4. Kunal Singhania

First Runner-Up: Serial Stocker, SRCC

Finalist: Stratagem, KMC

Finalist: Startup Monopoly, Ramjas College

Finalist: Mockstock, Hansraj College


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5. Yuganshi Sharma

Finalist: Case Club League, St Stephens College Winner: Charlatan’s Chutzpah, SRCC

6. Cheshta Gogia

Finalist: Minductor 3.0, SRCC Finalist: DreaMergers, St Stephens College

7. Divykriti Madaan

Finalist: All Delhi Case Study Competition, Eptitude Second Runner-Up: Big War Theory, Hansraj College Semi-Finalist: Banca Del Vaticano, Hansraj College Semi-Finalist: Mockstocks, Jesus & Mary College Finalist: Treasure Hunt, St Stephen’s College Participation: DreaMergers, St Stephens College Participation: Mathopolis, St Stephens College Participation: Guesstimates, St Stephens College Participation: Stimulus 2.0, SRCC

8. Ishaan Sudan

Winner: Decathalon, Maharaja Surajmal Institute of Technology Runner-Up: Mind ‘n’ Money, Jesus & Mary College Participation: DreaMergers, St Stephens College Participation: Chanakya Neeti, Hansraj College

9. Anish Bansal

Finalist: EcoVantage Mockstock, Jesus & Mary College Participation: DreaMergers, St Stephens College Participation: Stock Bulls, Hansraj College Participation: Banco Del Vaticano, Hansraj College


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10. Shivam Amla

Semi-Finalist: Banca Del Vaticano, Hansraj College Participation: DreaMergers, St Stephens College Participation: Serial Stocker 2.0, SRCC Participation: EcoVantage Mockstocks, Jesus & Mary College Participation: Business Quiz, IIT Delhi

11. Havishaye Puri

Finalist: Startegam, Kirori Mal College Participation: DreaMergers, St Stephens College Participation: Commacumen Quiz, Jesus & Mary College

12. Sourabh Chhabra

Semi-Finalist: Exomenus, SGGSCC Participation: DreaMergers, St Stephens College

13. Jagruthi Koganti

Participation: DreaMergers, St Stephens College Participation: Chanakya Neeti, Hansraj College Participation: EcoVantage, Jesus & Mary College

14. Vanshika Juneja Participation: DreaMergers, St Stephens College Participation: Chanakya Neeti, Hansraj College Participation: HSBC Case Study Competition


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Internships & Courses Pursued:

1. Manan Vyas

Founder, The Indian Economist

Campaign Consultant, Scholars for Change, IIM Ahmedabad

2. Lavanya Srivastava Research Intern, National Labour Institute, Government of India

3. Bhaskar Dey Summer Intern, Arcesium LLC

4. Divyanshi Bhansali Summer Intern, ICICI Bank

Intern, Ernst & Young (EY)

5. Moulik Shrivastava Summer Intern, Phillip Morris International

6. Krushna Bhala Columnist, The Indian Economist

7. Pallavi Jain Accounting Intern, Orient Bells Ltd

8. Garima Sachdeva Marketing Intern, Axis Bank

9. Shrey Kedia Finance Intern, Yamaha Motors (India)

10. Karan Saini Analyst Intern, HR Fund Core Operations Intern, The Indian Economist

11. Yuganshi Sharma Auditing Intern, Mazars Consulting Firm Intern, Hero MotoCorp


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12. Niharika Jain Taxation Intern, PriceWaterhouseCoopers (PWC India) PR and Brand Manager, The Dance Bible Intern, Dineout (Times Group)

13. Ishaan Sudan Finance Intern, Punj Llyod Ltd Marketing Intern, Nearbuy

14. Shivam Amla Financial Research Analyst Intern, ATMA

15. Jagruthi Koganti Marketing Intern, ICFAI University

16. Anish Bansal Marketing Intern, Uber India Research Intern, Religare Finvest Ltd

17. Divykriti Madaan

Campaign Consultant, Scholars for Change, IIM Ahmedabad

Content Manager Intern, Info Edge India Paper Presentation – Jan Dhan Yojana Research Article on Venture Capital firms

18. Kunal Singhania Finance Modelling Specialisation, Wharton Online, University of Pennsylvania

19. Vanshika Juneja Research Intern, ITC Ltd

20. Havishaye Puri Research Intern, Vskills


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Activities’ Report

for the Academic Year 2 0 1 5 -2016

THE YEAR AT A GLANCE

Recruitment Campaign: Being a comparatively newly established society, the

primary focus was to spread awareness regarding the presence of such society in the

college. Thus an active awareness campaign was carried out to develop curiosity and

participation among all departments of the college which led to a successful 150+

registrations for recruitment.

Regular Meetings & Discussions: The society held meetings weekly with an agenda

set for each of them by the VPs. The meetings comprised of news discussions as well as

meeting specific activities like CV Making and simulation of the past society events.

Discussions were an integral part of such meetings with initiatives like Crisis Week where

every member was assigned a particular financial crisis to present on.

Colloquium – Annual F&IC Conference: The society initiated the first ever annual

conference of F&IC societies within the DU circuit in February’16. The event presented an

opportunity to double up the creative resources and accelerate reach of the societies. The

conference also featured a Speaker Session by Mr. Deepak Shrivastava, a leading banker.

This initiative allowed the society to gain a lot of reputation and fame.

Association with Societies within DU Circuit: The society associated itself with

various societies like FinX of SSCBS, Commerce Society of SBSC and Mercadeo of CVS for

mutual promotion of events and participation. The society recently has associated itself

with Trackinvest, a Singapore based initiative for conducting seminars on stock trading.

The Knowledge Series: To educate the members of the society regarding financial

matters, the internet medium and the social media outlets were leveraged to create a

comprehensive syllabus that encompassed a wide range of topics. In addition to this,

assignments were chalked out for the members like Finance Minister where they were put

in the shoes of the finance minister of the nation and had to balance the fiscal and political

needs.

Events and Finance Fest: The society organized its annual online case study

competition, Decrypt’15 in the first semester and witnessed a participation of 750+

students. The society later in February organized its annual finance fest, Enigma’16 which

comprised of innovative events like Battleship, New World Order and BizzSchool Tycoon.

The society's events have always been top notch and it is a great booster for the members

to brainstorm for such events, the repute of the society has been intact because of its

constant innovation in that front.


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Regular Society Meetings & Discussions

1. Knowledge Series

The F&IC Core Committee in order to educate the members of the society

regarding financial matters, the internet medium and the social media outlets

were leveraged to create a comprehensive syllabus that encompassed a wide

range of topics. The following assignments were chalked out:

Crises Week – The world stumbles time and again, and in order to grow

into business leaders, we must deeply understand the causes and effects

of the economic crises that made many developed and emerging nations

face the financial upheavals.

Mergers & Acquisition – Synergy comes with experience and the will to

perform better, our members imbibe these skills by learning about global

M&A deals.

Finance Minister – The members were given assignments where they were

put in the shoes of the Finance Minister of the nation and had to balance

the fiscal and political needs.

2. Skill Sessions

The Vice Presidents would set agendas for every weekly meeting with a

specific skill assigned to every such meeting. The skill sessions were

conducted by F&IC Core Committee after exhaustive and in-depth

research. The skills imbibed were:

Negotiations

Guesstimates

Mock Stocks

Strategy Games

CV, Resume and Cover Letter Drafting

MS Office Excel

Case Studies

Prezi Making

3. Industry Analysis & New Discussions

As aspiring corporate individuals performing complex tasks at

multinational firms, it becomes quintessential to gather an all-

encompassing view of firms and industries across the spectrum. Thus we

track new trends and discussion on the next big idea for India and the

global economy.


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DECRYPT 2015

National Online Cryptic Hunt and Case Study Challenge

16th – 18th October 2015

“Extraordinary things are always hidden in places people never think to look.”

The Finance & Investment Cell of Hindu College hosted Decrypt’15 an online case

study game spanning over 24 hours from 16th-17th October wherein the participants

had to go through a series of questions, puzzles and riddles to get to the coveted case

study. The theme of our case study was the hottest topic in today’s markets-Start-ups

and Venture Capitalists. The participants are required to pitch their start-up ideas to get

the best deals with the venture capitalists in town.

The case study was based on the highly successful TVF Pitchers Startup Series and

tested the capabilities of the participants to:

Understand Investor Sentiment

Draft a feasible investment plan

Presentation skills

Viability tests with using mathematical projections

Creativity 1st Prize: ₹ 5,000

2nd Prize: ₹ 3,000

3rd Prize: ₹ 2,000

and

Vouchers worth ₹ 2000 to each of the top 3 participants to finish the Crossword first.


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Decrypt Statistics

800+ Team Registration

200 Days of Newspaper Cuttings

100+ Case Study Submissions

24 hours to access server and solve crossword

18 Troubleshooting Personnel

10 Shortlisted Cases Submitted for review

2 Promotional Videos

Decrypt’15 Sponsored By:


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COLLOQUIUM

The Ist Annual F&IC Conference

Friday, 6th February 2016

Coming together is a beginning Keeping together is progress Working together is success”

-Henry Ford

The Finance & Investment Cell of Hindu College presented “COLLOQUIUM” the

first ever Annual F&IC Summit on 6th February 2016. The event was a first of its

kind effort ever by a society to bring together all Commerce Societies, Economics

Societies and Finance Clubs of the Delhi University Circuit together. Through this

summit, we synergised the efforts of Finance & Investment Cells of the prestigious

colleges of the University to share ideas, their achievements and future plans.

This year we expanded our motto to “Skills To Kill For”, and a quintessential skill

in the corporate world out there is NETWORKING. Thus we hosted this summit to

expand each of our networks and exponentially increase the Net Worth of our

counterparts from other colleges.

The Summit presented an opportunity to double up creative resources, design

intelligent events, accelerate reach, secure quality participation and hang out with

the like-minded. The event, held at the Seminar Room, involved the following:

Presentation by all the DU Societies publicizing their events and discussing their

functioning

Calendar Co-ordination

Negotiations Round

Keynote Session by leading banker Mr Deepak Shrivastava

Database sharing of Members

Announcement of an F&IC League

Networking Lunch

The event saw a phenomenal response and a heightened level of

interaction with participants from 18 colleges, 120 students, across

streams and students from all the years.


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List of Participating College Societies:

1. Finance & Investment Cell, Shri Ram College of Commerce

2. Fin-X : Finance Society, Shaheed Sukhdev College of Business Studies

3. Finance & Investment Cell, Hans Raj College

4. Finance & Investment Cell, Ramjas College

5. Finance & Investment Cell, Kirori Mal College

6. Finance & Investment Cell, College of Vocational Studies

7. Commerce Society, Shaheed Bhagat Singh College

8. Finance & Investment Cell, Kamla Nehru College

9. Rokda : Finance Society, Delhi College of Arts & Commerce

10. Finance & Investment Cell, Gargi College

11. Finance & Investment Cell, Sri Guru Gobind Singh College of Commerce

12. Finance & Investment Cell, Miranda House

13. Finance & Investment Cell, Satyawati College

14. Fin-S : Finance Club, Deen Dayal Upadhyaya College

15. Commerce Society, Dyal Singh College

16. Economics Society, Sri Venkateswara College

17. Economics Society, Jesus & Mary College

18. Commerce Society, Maitreyi College

Keynote Session:

The major attraction to make the event an interesting and an enriching experience

was the Keynote Session delivered by a leading banker. With his expertise in

networking, he advised students to manage themselves and their contacts to

establish mutually beneficial relationships over the long run in a professional setting.

Here is a detailed description of Mr. Deepak Shrivastava, CEO of FINCA

Afghanistan:

He entered a war and crisis torn country as an emissary of the Indian government determined to make Punjab National Bank a success in Afghanistan.

He took the bold risk of joining an organisation willing to establish a bank. An organisation whose plans of starting a bank were merely ideas scribbled on a price of paper. Today Azizi Bank, the leading bank in Afghanistan with over 70 branches in the country stands tall and proud because of him. He understood the cultural needs of the country and started Bakhtar Bank for Islamic banking and the bank with over 40 branches is the biggest step that Afghanistan has taken for financial inclusion. He also acquired the Afghanistan arm of Punjab National Bank, the agency responsible for sending He to Afghanistan. He as Vice-Chairman of All Afghanistan Bank association and multiple other organisations ensured that a robust banking system exists in Afghanistan and the country is at par with international standards to improve its trade and economy.


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Colloquium’16 Sponsored By:

Turquoise Cottage

The event was sponsored by Turquoise Cottage in kind,

by way of provision of lunch to all the participants at the

event

Red Bull The event was sponsored by Red Bull

in kind, by way of provision of 2 crates

of Red Bull cans.

https://www.google.co.in/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiD3JLYgLLOAhXJgI8KHf62BjAQjRwIBw&url=http://www.logotypes101.com/search/Red%2BBull&bvm=bv.129391328,d.c2I&psig=AFQjCNH0QUyrg3ADCEhs2O8mPgFPBuLSaw&ust=1470752097860761


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ENIGMA 2016

3rd Annual Finance Fest

22nd February 2016

The 3rd edition of the Annual fest of FIC Hindu College generates much abuzz across

enthusiasts from Commerce, Maths, and Economics backgrounds. Students from

across North campus, South Campus and Off Campus colleges participate with a

special interest shown by the highly analytical and competitive students of Shaheed

Sukhdev College of Business Studies.

The fest held over two days in previous editions was streamlined this year to include

the following:

3 flagship Strategy Games which tested skills across the spectrum

4 Fun Events which were designed to keep crowds entertained and win

goodies

Cash prizes to keep students incentivized and competitive

Tested skills such as:

Negotiations

General Knowledge of Business and Economics

Mathematical Abilities

Critical thinking and Analysis

Risk Taking and Team Dynamics

Enigma’16 Sponsored By:


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NEW WORLD ORDER

ENIGMA 2016

NEGOTIATION GAME

22nd February 2016

"The ABCs of power- Attack, Betray, Control are prerequisites."

The Finance & Investment Cell of Hindu College hosted ‘NEW WORLD ORDER' , as one

of the flagship events of Enigma 2016. New World Order was a one of a kind

simulation game of a ministerial conference, conducted through a highly objective

negotiation and trade mechanism, where each country competes to win the maximum

score.

It comprised of Three rounds which were as follows:

Round 1 : This round aimed to test the understanding of Voting Procedures. The

objective was to use the definitions of the given methods and then derive the Optimal

Social Choice.

Round 2 : A Negotiation Round where each team had been appointed a country and

had to subsequently negotiate with others on pre-defined agendas.

Round 3 : Final Round where participants were further provided motions which they

had to discuss and debate upon and were scored based on their performance.

The event was a great learning experience for participants as it gave

them exposure to world dynamics, politics, international relations, and

the ethics of negotiation. The voting took place in secret ballots, and was

processed meticulously by the Organising Committee using an

exhaustive points matrix.

Cash Prize: ₹ 10,000

Annual Report 2015-2016 KNOWLEDGE IS POWER F&IC Hindu

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BATTLESHIPS

ENIGMA 2016

SEQUENTIAL DECISION GAME THEORY

22nd February 2016

“Invasion at Sea, Revenge on Land”

The Finance & Investment Cell of Hindu College hosted ‘BATTLESHIPS' , as one of

the flagship events of Enigma 2016. The classic game of battleships but with a

financial twist. The participants were given a Cost Sheet from which they had to

purchase an optimal combination of 5 ships and weaponry, with which they were

required to conquer the opponents' ship. On the losing of 3 ships each team would be

forced to forfeit and exit the game.

The rounds were as follows:

Round 1 : Preliminary round comprising of a crossword puzzle.

Round 2 : Bidding for cells in a 11*11 grid, and buying 5 ships and the weaponry

required for each ship, within a given budget. Following which, they strategically

planned attacks against their opponents to conquer the grid.

Round 3 : The ships were traded in for resources (Army:Food:Gold :: 4:3:3). The

participants then had to negotiate with each other to achieve the maximum resources.

The team with the maximum resources was declared the WINNER

Cash Prize of ₹10,000 was awarded to the winner.


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BIZZSCHOOL TYCOONS

ENIGMA 2016

22nd February 2016

Maximize your profits to be the Tycoon

The Finance & Investment Cell of Hindu College hosted BIZZSCHOOL TYCOONS, as

one of the flagship events of Enigma 2016. The participants were given a plethora of

options of formulating and building a business school. Given that most participants

were MBA aspirants, the game tested their strategy, marketing, critical thinking and

analytical skills. The winners were decided on their ability to acquire parameters that

would maximize their profits, hedge risks and set up the best business school.

The game involved complex bidding skills, Excel tools and advanced Calculus.

The rounds were as follows:

Round 1 : Preliminary round comprising of a quiz.

Round 2 : Bidding for cities and other parameters that would guarantee the success of

their business schools.

Round 3 : The parameter bid for in round 2 were used to cost the calculate the cost,

revenue and risk functions.

The team with the maximum profit was declared the WINNER

Cash Prize of ₹10,000 was awarded to the winner.


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Future Prospects

1. Collaboration with F&IC SRCC and Fin-X, SBCBS

The society would collaborate with the F&ICs of Shri Ram College of Commerce and

Shaheed Sukhdev College of Business Studies for Knowledge Sessions and Seminars.

This would allow networking of our society members across university and also

synergise the efforts of the prestigious societies to share ideas and accelerate reach. The

F&IC Core Committee has already chalked out a detailed calendar with the respective

Finance Societies for the next academic session.

2. Colloquium at a grander scale as a Flagship Event

The society plans to organise Colloquium at a much grander scale co-hosting with the

F&IC, SRCC in their premises. The synergy of these societies would enable an

environment to motivate the upcoming Finance Societies of South Campus colleges

and other Off-Campus colleges. The F&IC Core Committee intends to develop

Colloquium as a flagship event which be hosted by such upcoming societies in the

later years with the baton being passed on each year to a new and upcoming Finance

Society.

3. Finance Literary Sessions with Leading Management Consultancies

The F&IC can proudly boast of a highly successful alumnus placed at the leading

investment banks, management consultancies and Big4 audit firms. The society would

host Finance Literary Sessions in association with such firms to give a real life

perspective on the experiences of working for an organization and explaining the

supply side to our members. The F&IC Core Committee has already finalised on such

sessions with companies such as Bain & Company and McKinsey & Co.

4. F&IC e-Newsletters

The society is in the process of developing its own website and an integral part of such

a venture would be to provide newsletters on the analysis and impact of recent

happenings on the Indian economy as well as the global economy. The newsletters

would also include guest columns by our accomplished F&IC Alumnus as well as the

senior members of the society.


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F&IC Notable Alumnus

1. Manan Vyas

Associate Product Manager, NearBuy (Groupon) Former Associate Researcher, Boston Consulting Group (BCG) Founder, The Indian Economist

2. Lavanya Srivastava Senior Analyst, Bain & Company Former Associate Researcher, Boston Consulting Group (BCG)

3. Bhaskar Dey Pursuing MBA in Finance at IIM Indore Management Summer Intern, Arcesium LLC

4. Krushna Bhala Actuarial Associate, Milliman Former Junior Research Analyst, McKinsey & Co.

5. Pallavi Jain Research Analyst, Bain & Company ICAI – IPCC Intermediate Level Cleared

6. Divyanshi Bhansali Pursuing MBA at IIM Lucknow Former Research Analyst, Bain & Company

7. Rachit Agarwal Pursuing MBA at IIM Calcutta Former Executive Consultant at Deloitte Haskins & Sells

8. Vikramjeet Singh Bhattal Audit Associate, Deloitte India

9. Pranil Shah Articled Assistant, KPMG India ICAI – IPCC Intermediate Level Cleared


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10. Garima Sachdeva

Pursuing MBA in Marketing at IIM Indore Marketing Intern at Axis Bank Sub-Editor and Blogger, AOL Online

11. Utsav Kapoor Pursuing Masters in London School of Economics (LSE) Former Associate Researcher, Boston Consulting Group (BCG)

12. Nidhi Agrawal

Articled Assistant, Ernst & Young (EY) ICAI – IPCC Intermediate Level Cleared

13. Srishti Sahu

Pursuing MBA at IIM Lucknow Masters in Economics from Shiv Nadar University

Articles & Research Papers

1. Manan Vyas

Inflation & Food Subsidy Economics in Real Life – Marginal Utility of Money Obama vs. Romney – Faceoff The Indian Tempest Salary for Housewives – The Wrong Incentive Real World Economics The Basics of Economics & Finance Genetically Modified Crops – The Time has Come

2. Lavanya Srivastava

Public Private Partnerships

3. Krushna Bhala

Taxation for a Layman


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Annexure

Recruitment Form:


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Decrypt’15 Case Study:

Rules

Submit the solution to the case study by Saturday October 17 11:59 PM to

[email protected] and your Relationship Manager’s email-ID

Rename the solution as Participant1_Participant 2.pdf

Use of any management framework such as SWOT, PEST etc is allowed. Use of graphic

methods will be appreciated

State your assumptions and sources of data (if any) clearly

Show your calculations.

Failure to send us a screenshot of the app download or skipping the crossword process will

lead to immediate disqualification

Case Study

Congratulations on making it this far! You are Mr.Rajat Verma who has proved his worth to be

hired as a Senior Associate at Axcel Partners. The partners have placed immense trust in you and

offered you a portfolio fund to start off with to invest in the growing startup market in India.

Hopefully, at the end of this submission you will be made a partner at Axcel.

The various partners at Axcel have distinct goals, thus making Axcel the most successful and

diverse VC firm and a leader in the industry. Axcel funds companies from inception through the

growth stage. Founded in 1983, Axcel brings more than three decades of experience building and

supporting hundreds of companies across the globe. Axcel’ s vision for entrepreneurship and

business enable it to identify and invest in the companies that will be responsible for the growth of

next-generation industries. Key focus of Axcel remains early stage funding and they wish to

continue to be unique for their prospective partner companies.

The goals of the partners are listed below. While there may be specific goals from each startup,

these broad goals must not be sacrificed.

1. Naveen

Innovation

Growth Projections

2. Jeetu

Feasibility

Logical Consistency

3. Mandal

Accountability of All Factors

Presentation

4. Yogi

Risk Undertaken

Returns Projected


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Please identify Core Competencies and Core Problems for each selected firm.

The following aspects must necessarily be covered:

1. Industry Justification

2. Firm Justification

3. Growth Projections

a. Future Cash Flows (Guesstimate)

b. Customer/Brand Value growth

4. Risk and Return Projections

a. Profitability

b. Sustainability

5. Change in Method of Doing Business after Investing

(For example, changes made by VCs in Flipkart’s Supply Chain Management)

Note: You can invest in only ONE start-up, but remember to do justice to each of the goals.

There are no monetary restrictions on the amount available for investment, but investing in the

most highly valued start-up does not guarantee success. Fulfillment of the above-mentioned

criteria and partner goals in the best possible way is of paramount importance.

You have 6 startups that have been shortlisted by the team at your disposal, out of which you need

to choose one to invest in.

Try and make your case study as comprehensive as possible.

All the best!

Startups Available:

1. Grocers

2. Melu Cabs

3. Ozo Rooms

4. MobiQuick

5. UrbanSlap

6. Truly Sadly

Grocers

Industry Type : Hyperlocal

Valuation (as per last funding) : $400 million

Funding Received $45.5M in 3 Rounds from 5 Investors Most Recent Funding $35M Series B in April, 2014

https://www.crunchbase.com/organization/grofers-trusted-delivery-partner/funding-rounds



https://www.crunchbase.com/organization/grofers-trusted-delivery-partner/investors



https://www.crunchbase.com/funding-round/57ce3567405cea67b4492c8cdcfcb6e0



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Description

On-demand, hyper-local deliveries from local merchants to consumers. Everything from groceries to cakes!

Grocers currently operates in a total of 26 cities across India: Agra, Ahmedabad, Bengaluru, Bhopal,

Bhubaneswar, Chandigarh, Chennai, Coimbatore, Delhi NCR, Hyderabad, Indore, Jaipur, Kanpur, Kochi,

Kolkata, Lucknow, Ludhiana, Mumbai, Mysuru, Nagpur, Nashik, Pune, Rajkot, Surat, Vadodara and Visakhapatnam.

Axcel Goals 30% stake for $100 million by valuing Grocers at $380 million. Along with this, 2 persons are to put on the

list of board of directors, which will include one active director.

Revenues and Profitability

Business model is based on charging commission from merchants. Grocers makes revenue via commission from retailers. Grocery gives 7-8% margin while bakery offers over 20% margin as MRP issue doesn’t exist in the vertical. The company incurs loss in fruit and vegetable category given the basketsize is small when compared to the above two verticals. At present the company processes 400-500 orders (Feb-March) through the mobile app (through consumer facing platform, not for third party merchants) on a daily basis with an average basketsize of Rs. 800. GMV(Gross Merchandise Value) on a daily basis-Rs.6 lakhs in April, 2015.

Competition

LocalBanya, BigBasket and Peppertap

Melu Cabs

Industry Type : Radio Taxi

Industry Information

India’s current taxi market comprises 600,000 cabs with combined yearly revenue of Rs 11,000 crore .

According to the Association of Radio Taxi India, the taxi business in the country is growing at 20-25% a

year. The organised taxi sector accounts for just 4-5% of the industry and totals $800 million. It is expected

to grow to $7 billion by 2020.

Market Share:

Melu: 12% (dropped from 14% last year)

Ola+ TaxiForSure: 80%

Uber: 4%

Others: 4%

Funding Received till date: $120 Million Last Round Received: $50 Millions Valuation: $400 Million



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Description

Melu Cabs currently operates in 18 cities in the country including Delhi, Mumbai, Hyderabad, Bangalore,

Jaipur, Ahmedabad, Chennai, Vadodara, Surat, Pune, Kolkata, Chandigarh, Visakhapatnam, Bhubaneswar,

Mysore, Jodhpur, Udaipur and Indore and aims to expand to 25 cities by the end of this year.

Revenue Model

Unlike aggregators Ola and Uber, Melu has a dual operating model- it is both a taxi aggregator as well as a

car leaser. Melu owns around 50% out of its fleet of 20,000 cars. The driver takes care of the maintenance

himself and is a given a specially Made For Melu Car for which Melu has collaborated with Maruti Suzuki,

Toyota and Mahindra.

Melu now offers commuters a mobile app for bookings and nearly 60% of its bookings are being routed

through its mobile app. It has also introduced differential pricing on fares. While its regular service, Melu,

which offers commuters sedans, charges Rs 20 per km, Melu Genie, where one can opt for a hatchback,

charges Rs 14 per km. And because Melu has a radio taxi operator licence, it has no regulatory challenges.

The company which started back in 2007, reported its first profit in 2013-14, of Rs 3.6 crore. In 2012-13, it

had a loss of Rs 31.1 crore. As of March 2014, the accumulated loss was Rs 215 crore.

Axcel Goals

$100 million investment on guarantees of market leadership and exponential growth and sustainability

while making the most out of existing network and preventing losing drivers to competition aggregators.

Raise $100 million for expanding services and launching its ambitious Car Pool Service. A large part of it

would be used to acquire small to medium-size taxi service provider brands across India. The $100 million

will be used for acquisition, expansion and development of our network. Consolidation at this point in time

is good for the industry.

OZO Rooms Industry Type: Online Hospitality Industry (Budget Accommodation)

Funding Received: $125.65 Million

Most Recent Funding: $ 100 Million Series B Funding (SoftBank)

Valuation: $300 Million

Industry Information Market Size and Market Growth

As per industry estimates, the budget accommodation space has nearly 1,00,000 accommodations and a

market size of 1 million room nights per day. Online hotel booking is set to become a $1.8 billion industry in

2016. While only 29% of the users book hotels online at present, 83% of users who research for hotels online are comfortable transacting online and do an online transaction once a month. Budget

accommodation has emerged as the most popular option for travelers in India with 49% users choosing

them. According to Google, 32% users book economy hotels and 19% users book luxury hotels. OZO operates right there in the Budget and Economy Hotel Sub-sector.

Market Share In the budget and economy segment, Yatra has the largest market share of about 22%, as per a study conducted by AC Nielsen. OZO Rooms on the other hand is India’s largest network of technology- enabled

budget hotels. Ozo’s founder, Ritesh, claims that OZO has about 90% share in the room aggregator

segment. OZO Rooms has 4,000 rooms in more than 350 hotels under its brand and over 100,000 loyal

customer base.


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OZO’s closest competitor, Zo Rooms, an initiative by Zostel (another very popular young Indian startup) was

founded only last year, and has quickly expanded to 35 cities. OZO currently caters to over 15,000 rooms in 90 cities. With the fresh investment, the company is gunning for 50,000 rooms across 100 cities by the

current year-end.

Business Model:

You can call OZO an aggregator for budget hotels, just like Uber and Ola are for taxis.

It 'adopts' hotels in its fold, gets them to follow certain standards of services, features, staff, pricing,

security etc. and then sells their rooms under its own brand, for a certain cut. Currently, the company is under the invest-and-expand mode, and has attracted two rounds of PE funding already.

OZO's traction and market coverage has swiftly increased because of being listed with travel aggregators

like MakeMyTrip, ClearTrip and Hotels.com. The Hospitality industry segment targeting small business

travelers and budget tourists is eminently swift-cash, and that works in favor of OZO because revenues, too,

get realized quicker.

From a single city in 2013 to five cities in December 2014 & from 20 cities in May 2015 to adding 43 more cities in July 2015, the company hit the 90 city mark in August 2015. Founded by Ritesh Aggarwal, a Thiel

Fellow when he was a college dropout at the age of 17, OZO has a similar model to the global pioneer in bed and breakfast providers- AirBnb

Axcel Goals $100+ million to increase profitability,add revenue streams and increase network. While stake numbers

remain negotiable around the 30% mark, becoming a controlling stakeholder puts heavy risk on Axcel.

MobiQuick Industry : E Wallets

Funding Received $30.25M in 3 Rounds from 6 Investors

Most Recent Funding $25M Series B on April 8, 2015

Valuation MobiQuick was valued at over $200 million on the last funding date. Today, it is valued at over $410 million

as it boasts of a 17 million user base, adding over a million users every month. It lacks way behind Paytm, which is valued at $4 billion in October. Paytm was valued at $1.5 Billion in January.

Started in 2009, MobiQuick is a digital wallet service with a turnover of close to $40 Million. MobiQuick is the fastest way to recharge mobiles, pay bills and shop across merchants in India. The wallet powers all

transactions on the MobiQuick platform. Adding money to the wallet allows users to buy products and services in one click across various channels – Apps, Website, Mobile website, SMS or through a phone call.

MobiQuick powers bill payments for prepaid and post-paid mobiles, television, data cards, broadband,

landline phones, electricity, gas, insurance, etc.

Axcel’s Goals Own a 8-10% stake in MobiQuick with a funding of $45 million. This money would help the desperate

MobiQuick to recover lost ground to Paytm which is now virtually seen as the sole market player. Not only this, MobiQuick faces severe competition from Oxigen Wallet, Pay U money in the e-wallet segment and

https://www.crunchbase.com/organization/mobikwik/funding-rounds



https://www.crunchbase.com/organization/mobikwik/investors



https://www.crunchbase.com/funding-round/2475a82c691000cb1909a8ca665addab




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Freecharge, Rechargeforyou in the top-up segment

Business Model A user has to add money once to MobiQuick wallet and can then use it multiple times across functions,

services, and service providers. Storing money in MobiQuick wallet reduces the risk of exposing card details or bank account details to multiple merchants when shopping online.

MobiQuick is one of the 40 odd applicants to apply for Payment Bank License which, once they receive it,

will turn their wallet into a savings account. It will enable users to earn interest on their wallet deposit as

well as allow them to make withdrawal from the ATMs. This will revolutionize the wallet service in India.

Currently, every start-up in this foray is looking to burn their funding to draw customers and have a sizeable user base. MobiQuick has around 60% active users, while the leader Paytm has around 75%.

UrbanSlap Industry Local Listings

Funding Received $11.6M in 2 Rounds from 6 Investors

Most Recent Funding $10M Series A on June 29, 2015

UrbanSlap helps you find the right service professionals for activities important to you. Whether you are looking to decorate your home, get candid pictures of your wedding, get your doorbell repaired, plan your kid’s birthday or get healthier, they are a sure shot destination for your service needs.

Their vision is to use technology and smart processes to structure the highly unorganized services market in India and emerging markets. UrbanSlap aspires to make hiring a service professional as easy and straightforward as eCommerce companies have made buying products.

Valuation The startup is in advanced talks with Bessemer Venture Partners, an early backer of Skype and Pinterest,

according to two people aware of the developments. The deal is likely to give the company a pre-money

valuation of $75 million

Revenue Model

UrbanSlap works on two simple models. For standardized, blue collared services like electricians or home cleaning, where you just want the job done, you can directly book and pay for the service on their app. For white collared services, which are the larger part of the business, like photographers, interior designers or yoga instructors, UrbanSlap makes the effort to understand exactly what you need, and helps you hire the right professional, in your budget, most suited to meet that need. This is done through an automated match-making algorithm, which the team is investing heavily to continue perfecting. Currently serving 1500+ customer requests each day. Additionally, they have a strong, engaged base of 5000+ suppliers, connected to our merchant app. With the new funding, they plan to grow 10 times on every metric in the quarter. They are not looking at revenues and the sole focus of the company is on creating value for our professionals and customers at the moment. The business model is to charge professionals for the business UrbanSlap would generate for them but in a very unique model tightly linked to the performance of the platform.

Competition

It competes with LocalOye, Taskbob, Housejoy and GoodService. An increasing number of services, startups

are aggregating handymen such as electricians and plumbers as well as caterers and tutors, stitching

together a highly fragmented market pegged at close to $100 billion.

https://www.crunchbase.com/organization/urbanclap/funding-rounds



https://www.crunchbase.com/organization/urbanclap/investors




https://www.crunchbase.com/funding-round/9aed96d15d4c1588f2ad0c294da9b867





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Axcel’s Goals Valuing UrbanSlap at $64 million with plans to lend $20 million for the same stake as proposed by Bessemer Venture partners, no additional member will be appointed on the board as the board already has 4 Axcel incubators.

Truly Sadly

Industry: Social and Dating platform for India & SE Asia

Funding Received: $5.7M in 1 Round from 2 Investors

Most Recent Funding: $5.7M Series A on March 3, 2015

TrulySadly is a new, modern way to find true, mad love. A platform that brings singles together based on

common interests and psychological matching.

Verified profiles - Think of it as a set up by friends. They wouldn’t introduce you to random strangers on the

street, right? Nor do they. From authenticating ID proofs to social profiles and employment records, they’ll

find you a really ‘real’ match.

True compatibility - It’s not about introducing two single people. It’s about introducing the two right single

people. You tell us your what you like, what makes you laugh, angry and emotional. Once done, they’ll match you with someone who is made for you.

Safe and Discreet - They’re like those friends who know how keep all information you share, private.Your profile can only be viewed by the ones they sort out for you. And you can only be messaged by those you

have liked. No casual surfing, no spamming, no peeping tom business. Valuation

Raised Rs. 35 crore in their first round of funding (Series A) from Helion Venture Partners and Kae Capital

at a valuation not disclosed on 3rd March, 2015. Sources said the firm was valued at $15 million and stake

given to VC firms was 10% and 25% respectively. Nothing official released by TrulySadly or the VC partners.

Truly Sadly had 200,000 Play store downloads when they received their last funding. The startup claims that

its app is growing 100 per cent month-on-month in terms of downloads, with 35 per cent of its users being

women. Currently, they have over 500,000 Google Play Store downloads.

Axcel Goals

Series B funding of $2.1 million with a 4% stake valuing the firm at $24 million. This will also include one board of director who will be active.

Revenues and Profits No discrete business model. TrulySadly plans of expanding and getting a healthy customer base. The team is planning on building a freemium model where extra money will give you more matches and extra added

features. It also plans to earn via some smart product placement on their app.

https://www.crunchbase.com/organization/trulymadly-com/funding-rounds



https://www.crunchbase.com/organization/trulymadly-com/investors



https://www.crunchbase.com/funding-round/8b768d67c18787595c74645e19ed067e




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Colloquium’16

The Consortium Negotiation

– Event Literature General Information

The University of Delhi has immense talent but no concrete platform to connect minds that possess such

diverse and sharp skills. Thus, the Consortium has envisioned a new project, that is, to build a Finance &

Investment Circuit in the University. The pioneers have drawn up the initial plan, and now they need to

get the approbation of the Finance & Investment Cells of colleges across Delhi NCR and of the other

parties involved in the project.

The Parties Involved The Consortium is excited about the prospect of this project and it expects the circuit to enable skill generation that would revolutionize the society culture at DU. In addition, the project hopes to raise the bar for students from diverse backgrounds with a common interest - their inclination towards FUNANCE – finding the fun in finance.

North Campus Novices Inc. : Success isn’t guaranteed even if you belong to the elite club of colleges dubbed “North Campus”. Competition is fierce, and creating a niche for yourself within this club is no child’s play. With creative minds and hardworking teams these colleges have established their FICs, however acceptance for new kid on the block is low. Collaboration is the survival skill these colleges are betting their money on. Can they overthrow the hegemony of the legends that lurk in their vicinity?

North Campus Legends Ltd : 100% Cutoffs. Interviews. Air-conditioning. Funds. Fame. Government Favorites. These are some words that sufficiently introduce these colleges. While they have defined the way fests and competitions are held for decades now, their relevance is at stake in light of strong opposition from a series of new societies across the University and the monotonicity of events. The question is: Is Old Still Gold or Is Innovation the Name of the Game?

Sporadic Off Campus Co. : Far off. One of a kind. Corporate Powerhouse. Entrance Exams. Located lightyears away these colleges have for far too long excelled in a plethora of spheres yet are to receive the level of validation they deserve. With events that put on display cut throat competition, they only lose out on participation because DMRC hasn’t favored them enough. With the era of cloud computing ushered in will people finally accept online prelims or will the legends succeed in sidelining them just because they don’t share courses with the rest of the wolf pack?

South Campus Synergies LLP: Beautiful. Co-operative Admins. This cohesive unit of colleges which live in a utopia of their own have for far too long been looked down upon for no reason whatsoever. The level of ingenuity, grace and efficiency is enviable here. It is time they get a piece of the Fame pie and the community acknowledges their effort: for what they discount in cutoff percentage, they make for in efficiency, rigor and beauty in carrying out events. Can their meticulous approach strike a deal with their counterparts in the North by making them an offer they can’t refuse or shall they find solace with the Sporadic Off?


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Administrative Authorities :

Day after tomorrow. Under process. Bottleneck. Accounting Anomaly. Next Window. Archaic. Armed with Snorlax like work habits and software such as Windows 98, they could even put a snail to shame. However hidden below this complex structure is greed to siphon off sponsorship money, receive kickbacks and minimize effort. The sole purpose at the negotiation table is to stall as far as possible and if not stall, grab the largest piece of the pie.

Sponsorship & Broadcasting Union : Pestered with hundreds of students every fiscal quarter to loot our CSR treasuries and mock us by placing a logo or two and exponentially exaggerating “collaboration” benefits, we come to the negotiation table with a clear objective : standardise remuneration at events pursuant to quality participation and concrete mutual gains. For we look to embed brand image into students’ minds at a minimum cost. (“As extracting dirt cheap title sponsorship titles is sure to get me a job promotion next year” – says the Marketing Officer in a shrewd undertone.)

Issues

Preliminary discussions have taken place between the Consortium and representatives of the six key parties. As a result of these conversations, the Consortium has identified five issues that seem to be of concern to all or some of the parties. A general description of the issues is provided below; more detailed information is provided in each party's confidential instructions. Issue 1: Medals of Honor

Certification is proof to the high claims made on one’s CV and securing certificates for the 100s of man- hours spent in participation across the University is a task tougher than winning the event itself. Everyone except the Legends agree on Cross College Certification for Skill Development Meetings and Competitive Events. The admin authorities see this as a burden on themselves while the sponsors eye this as an opportunity to have their logos embellished on every piece of paper they can. Can the Colloquium enable Cross College Certification or will the Medals of Honor remain a distant dream for all? The following are the outcomes that are possible after negotiations:

Option A: Mutual Respect: Complete certification (hard copy) for all Skill Meetings & Events. Option B: Half Hearted Efforts: Partial Certification (soft copy) for winners only. Option C: Denial: No certification, the experience was a sufficient reward.

Issue 2: Geospatial Prelims

It is saddening to see that event participation is contingent not on quality of event but on whether DMRC network has been kind to your college vicinity. While many are of the view that sharing campuses for event prelims is the pareto efficient outcome, some believe that travelling is part of the effort one must put in to reap rewards. Logistics is a key metric and sponsors fear they will be fleeced for more money with insufficient returns. Can the Colloqium break the barriers of space-time or will events continue to be held at aloof islands? The following are the outcomes that are possible after negotiations: Option A: Jo Tera Hai Wo Mera Hai : Complete infrastructure sharing and logistical support. Option B: VIP Only: Allotment of space on a selective basis only. Option C: Shut The Door: Campus access denied for all purposes.


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Issue 3: Cloud Computing In this age where the universe is in the public domain, the question still lurks: what to keep private? As colleges turn to the most unethical of methods to trump others, can they find in them a morsel of community feeling and progress as a cohesive unit. Online prelims, shared calendars, and member databases as some of the high goals the brethren South and Off believe in, while the Legends remain unscrupulous as ever. Can the Colloquium restore balance? The following are the outcomes that are possible after negotiations:

Option A: Sharing Is Caring: Member databases on a public drive. Event calendars set on collective preferences. Risk of information leakage is worryingly high. Option B: Synchronise Only: Member information remains private. Event calendars synchronized clash. Option C: Leave Me Alone: No attack on sovereignty, parties act independently yet rationally. Option D: Clash & Conquer: Parties act independently with the sole purpose of clashing events to devastate efforts of fledgling societies.

Issue 4: Audience Acquisition

Mass participation has always been a challenge for most organizers, for some get the quality right and some the quantity. However, on the whole months of planning and execution efforts go down the drain when the turnout for your well thought out events is low. Not only is this demotivating but also degrades the FIC culture to a fraction of the culture that DebSocs or Enactuses possess. Thus this issue seeks to establish a circuit and guarantee representation from colleges across the spectrum. While it seeks to dwarf the existing prestige of some, the move may well catapult some into fame. Can the Colloquium move some out of their comfort zones or shall the hegemony remain intact? The following are the outcomes that are possible after negotiations:

Option A: All In: All events become a matter of representing your college with pledged support. Ban on Cross College teams. Option B: Median Approach: All events become a matter of representing your college at the discretion of the participant. Ban on Cross College teams. Option C: Mixed Approach: A fest contains events for both types of audiences. Prizes differ for each category. Option D: Individualism: Individuals bathe in glory. Only option to allow Cross College team Issue 5: Standardised Remuneration Rational People Think at the Margin. People Respond to Incentives. People Face Tradeoffs. These economic principles adequately establish the significance of cash prizes for events hosted across the year. The magnitude of these prizes differs from college to college as each develop their own rationale under the extant constraints faced. The Consortium looks to streamline this process by standardizing and putting in place metrics for adequacy of remuneration. While the sponsors are overwhelmed by the cost savings it will bring them, societies are skeptical as their USP fades away. The admin is worried their share of the pie gets tinier as the pie is made smaller. Can the Colloquium keep a tab of earnings or will they continue to splurge on?


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The following are the outcomes that are possible after negotiations:

Option A: Cash Only: Standardized amounts paid on spot, however Registration fee will be charged for all events. Option B: Variable Cash: Floating amounts paid on spot, Registration fee for team events. Option C: Splurge Surge: Arbitrary amounts payable as and when society seems befitting. No Reg fee Option E: Cashless: No Cash reward policy. Free lunches & coupons only.

THE NEGOTIATION

The Consortium has already submitted its application to the authorities. In order to push the deal

through, the Consortium has invited all the key parties to a meeting. Its stated objective for the meeting is

to seek a "negotiated agreement" among all parties to ensure unanimous support for its proposal.

MECHANICS OF THE NEGOTIATION All 6 parties have agreed to attend the meeting, and are seated at the negotiating table. Each participant

will be given 10 minutes to come up with viable arguments for each issue, which they may use during the

negotiations. The negotiation should last for a minimum of 30 minutes, and a maximum of 45 minutes.

Please see: Participants will be given a blank sheet to write down the aforementioned arguments. They

are required to attach this sheet with their final point tally sheet.

POINTS:

In order to have a definite winner at the end of the negotiations, a 100-point scoring system shall be

followed. Under this scheme, you can score up to 100 points during the negotiation, depending upon

how each of the five issues is resolved. Your task is to try to earn as many points as possible in this

negotiation.

VOTING:

There will be one round of voting, which can take place anytime in between the commencement and

culmination of the negotiation. A sheet will be provided to each participant, wherein they will have to

sign to show approval of the proposal in its final form. The members of F&IC, Hindu college will collect

the results of the voting, after being informed that the negotiations are officially over. The proposal needs

to get the

backing of at least five of the negotiators .After the negotiations culminate; the final point tally

of each participant will be calculated. The participant with the highest points tally shall be

judged the winner of the group. Failure of securing signatures of at least 5 parties on the

Agreement

Sheet shall result in voiding of the negotiation and shall disqualify all representatives.


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AGREEMENT SHEET

All parties have unanimously concluded that the proposal of the FIC Colloquium to set up a

Finance & Investment Circuit at Delhi University (must be/must not be) be accepted. This

agreement supersedes any previously dated agreement between these parties and will be valid

and legally binding. In agreement, the parties present the following solutions to contentious

issues:

Issue 1 : Medals of Honour

Option :

Issue 2 : Geospatial Prelims

Option :

Issue 3 : Cloud Computing

Option :

Issue 4 : Audience Acquisition

Option :

Issue 5 : Standardised Remuneration

Option : _____________________


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Enigma : Event Literature

Battleships :

BATTLESHIPS RULEBOOK Sailors : Ahoy! All Aboard! Read this charter and then venture into the seas. Steps :

1. Analyse the 11X11 grid to place choose 5 most suitable cells. The Inner Blue 3X3 grid is demarcated

as Organising Committee HQ and cannot be accessed. The next Orange grid shows priority cells and

costs (base price) $30,000. The Outermost Yellow Grid shows the remaining cells costing (base

price) $20,000.

ROUND 1 : BIDDING The game begins by OPEN BIDDING of cells. Each participating team gets a budget $1,50,000 and must

compulsorily buy 5 cells. Strategy:

i. Long Term Goals : Gain control over cells with a mixed ratio of 3 resources. In

Round 3 you will trade to reach a GOLDEN RATIO (which shall be disclosed in Round

3).

ii. Short Term Goals : Gain control over cells that increase you capability to attack

more neighbouring cells without travelling a lot in Round 2.

Any money left over at the end of the Bidding Round will serve NO purpose in subsequent

rounds, thus be aggressive in bidding for the cells you prefer.

ROUND 2 : BUDGETING

Budget : $10,000,000 - $10 Million

a. This budget to be used to perform the following :

i. Buy 5 ships

ii. Buy enough arms & ammunition to allocate to each ship.

iii. Transportation budget to move to other cells to attack - $10,000 per move.

Budgeting Mechanism :

a. Each ship to be equipped with 3 Attacks and 3 Defence Budgets. The total for strategies must

remain same i.e : A1+D1=A2+D2=A3+D3.

b. Each ships’ weight rating must not be flouted.

c. The choice of quality and quantity of Arms & Ammunition depends on the POWER of each item :

(1 Aircraft Power = 1 Radar + 1 Sonar )

d. The sum of items of all ships cannot exceed the items bought initially.

e. Missiles S1(A1+D1)+S2(A1+D1)……+S5(A1+D1) = Total Missiles.

f. Set aside enough cash to travel to other cells to attack ships placed there.


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ROUND 3 : WARFARE

The warfare takes place in 2 rounds such that each team gets the opportunity to attack twice.

It is compulsory for each team to attack in each turn.

The attacker needs to pay a transport cost of $ 10,000 to the cell owner. In case they cross uncontrolled

waters, they pay the Organising Committee the same amount.

The attacker’s attack budgets are compared to the budgets of the ship he has chosen to attack. Both

teams reveal their Budget sheets for the cell attacked. The attacker wins if 2 of 3 of his attack budgets are

greater than 2 of 3 of Defenders’ Defence Budgets.

The game ends for a team if 3 of his ships drown.

If Team 1 attacks Team 2 in turn 1, the loser of this battle shall be safe from any attacks of other teams for

the next 3 turns of others.

ROUND 4 : TRADING

Now the remaining ships and their ship owners will pool the resources from the remaining ships and try to

achieve the Golden Ratio of 4:3:3 ie. 4 units of Human Capital : 3 units of Industries : 3 units of Oil.

The total amount of money earned after the Trading Round will be then assigned weights as per the

percentage table below.

Thus the winner is selected who holds the maximum resources after applying the calculations based on

the table below:

RANGE Percentage 4 : 3 : 3 100 4-4.25 : 2.75-3 : 3 or 4-4.25 : 3 : 2.75-3 40 3.75-4 : 3-3.25 : 3 or 3.75-4 : 3 : 3-3.25 35 3.33-3.75 : 3.25-3.66 : 3 or 3.33-3.75 : 3 : 3.25-3.66 30 3.33 : 3 .33: 3.33 25 Any Ratio Skewed by 0.66 to 1 Unit 20 Any Ratio skewed by more than 1 whole unit 15 Any Ratio Skewed by Greater than 2 whole units 10


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COST SHEET

Rank Gradients of ship Cost $ Capacity

1 Aircraft Carrier 3M 70,000 2 Assault Ships 2M 60,000 3 Destroyer

1M 40,000

4 Battleship

80,000 30,000 5 Submarine 50,000 20,000

130000 2,20,000

ITEMS COST $ CAPACITY POWER

F-21 Aircraft 35,000 50,000 10 Black Hauk

Helicopter 32,000 40,000 9 100mm

Canon 24,000 20,000 8 70mm

Cannon 18,000 15,000 7 Radar 10,000 10,000 6 Hellfire

Missile 15,000 5,000 5 Sonar 6,000 4,000 4 Nuclear

Warhead 5,000 3,000 3 Anti-Sub

Missiles 4,000 2,000 2 Machine

Gun 1,000 1,000 1 TOTAL 1,50,000 1,50,000


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New World Order:

Model WTO

The World Trade Organisation was founded in 1995, but its foundation was laid nearly half a century before that. After the devastating effects of the World War II, it was realised that there was a need for international institutions which would focus on three things: restructuring of economies, guidance in monetary policies and coordinated trade between all countries. In 1944, the leading economies met at Bretton Woods (a small town in New Hampshire, USA) where the International Bank for Reconstruction and Development (IBRD or the World Bank) and The International Monetary Fund (IMF) were set up. However, no agreement could be reached on the proposed International Trade Organisation (ITO) and the General Agreement on Tariffs and Trade (GATT) became the de facto organisation for the promotion of international trade. Today, the WTO is the leading organisation for the promotion and the supervision of a ‘FAIR and FREE-ER’ trade.

THE SITUATION: “Capitalo grew at a staggering rate of 8% per annum” was the headline of every newspaper in the world. This was no new story. Ever since it initiated its liberalisation reforms in the 1990s, Capitalo has shown rapid growth and is on course to becoming a superpower. However, in this period of growth Capitalo had resorted to unpopular strategies such as a highly controversial dumping policy, high import tariffs for regional goods and many more which have not been taken too well by the other countries in the region. The regional cooperation formed by these countries had therefore put a trade embargo on Capitalo during this time. However, the rise of other countries in the West has resulted in Capitalo seeing a growth slump in the past couple of years. This has forced it to call a meeting with the neighbouring countries in a bid to lift the embargo placed on it. Despite having an unhealthy relationship with Capitalo, these countries are fully aware of the boost in trade the entire region could achieve if indeed an agreement were to be reached.

THE OTHER COUNTRIES:

1. Archipelago

The Archipelago is a group of small island nations located in the eastern part of the

region. The aggressive dumping policy followed by Capitalo here had devastating effects on the domestic industries. They fear that the removal of the embargo will reintroduce this problem, and therefore are extremely sceptical of the motion for the removal of the embargo on Capitalo.

2. SimCity

Simcity is a robust and stable economy located in the south-eastern part of the region. Despite not being a very large economy, the policies followed by the government here has resulted in the country not facing any kind of crisis in the past century. It strongly believes


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that the inclusion of Capitalo in the inter-regional-trade will bring prosperity to the region, but it should not come at the cost of stability in the area.

3. Pandora

Pandora is one of the biggest tourist destinations in the world. Filled with lush green forests

and gorgeous waterfalls, its ability to “heaven on earth” has been the main driver of the economy in recent years. Whether or not the embargo is lifted, it wants to make sure any kind of development does not affect the environment in the region.

4. Populace

Populace is a country that is heavily endowed with labour. A large percentage of the population is employed in the agriculture and the industrial sector. Therefore, for a long time, the primary focus of the government has been on improving domestic employment rates. This has led to policies such as ‘double-ended’ agriculture subsidies, a protectionist strategy to stimulate the domestic labour-intensive industries and enactment of several labour laws. They wish to continue on this path and are against any reforms that could lead to unemployment.

5. Superpowero

Superpowero is the largest economy in terms of GDP in the region. It is also the representative of the region in international forums, which has brought political and economic benefits to the nation. With the elections for the representative of the region coming up, this issue is of critical importance to Superpowero in terms of gaining the confidence of the countries in the region.

OBJECTIVES/ISSUES:

1. Removal of Embargo

This issue has been discussed lengthily in the introduction to the situation. The following are the outcomes that are possible after negotiations: Option A: Removal of Sanctions by 100% (750 points) Option B: Removal of Sanctions by 50% (550 points) Option C: Removal of Sanctions by 25% (350 points) Option D: Continue with the embargo (150 points)

2. Import Tariffs

Import Tariffs can be defined as the tax placed by governments on commodities that are shipped into a country from a foreign country (basically imports). It is used as a policy tool to dissuade consumers from purchasing foreign manufactured goods to protect the domestic industries from foreign competition. It is therefore a serious impediment to free trade.


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The following are the outcomes that are possible after negotiations: Option A: Continue with the current situation (150 points) Option B: Decrease tariffs by 25% (350 points) Option C: Decrease tariffs by 50% (550 points) Option D: Remove tariffs completely (750 points)

3. Environment

With several reports predicting a bleak future for the world, climate deals and the

preservation of the environment has become an extremely important issue today. Therefore, what is required is the promotion and easy facilitation of environment friendly goods, signing of climate deals amongst many other ways. Despite several aspect of this issue not falling in the purview of trade, any sort of agreement will give credibility to the region and improve international relations and trade.

The following are the outcomes that are possible after negotiations: Option A: Improve: This involves innovative reforms to address the issue. (750 points) Option B: Maintain: Pass minimal reforms to maintain the situation as it is. (450 points) Option C: Harm: Pass no reforms which could have adverse long terms effects. (150 points)

4. Anti-Dumping Policy

Dumping is a controversial strategy where countries export goods at extremely low prices,

sometimes even at prices lower than the cost of production. This leads to adverse implications to the industries in the country being exported to. Again, this is highly undesirable in international trade. Banning such a practice would strengthen relationships, and increase trade in the area.

The following are the outcomes that are possible after negotiations: Option A: Complete ban of dumping policy and other similar strategies and

compensation to Archipelago of $600m (750 points) Option B: Complete ban of dumping policy and other similar strategies and

compensation to Archipelago of $400m (600 points) Option C: Complete ban of dumping policy and other similar strategies and

compensation to Archipelago of $200m (450 points) Option D: Complete ban of dumping policy and other similar strategies but

no compensation (300 points) Option E: No change in policy. (150 points)


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5. Further Development

Another important aspect is to give a boost to the growth in the countries in the region. This includes removal of protectionist policies to stimulate transfer of capital and investment, lowering subsidies to domestic sectors to make foreign goods competitive and many more. All of these measures could add $1 trillion to the economies.

The following are the outcomes that are possible after negotiations: Option A: Structural Reforms: Agree to removal of kinds of impediments to trade such as

complete removal of subsidies. Addition of $1 trillion to the regional economy. (750 points) Option B: Minor Reforms: Introduce limits and caps to control the hurdles. Addition of

350$ billion to the regional economy. (450 points) Option C: No Reforms: Continue with the policies as they are. No gains. (150 points)

THE NEGOTATION In this round, participants will be divided into groups of six. Each group will represent a regional cooperation, and each participant will represent an individual country in the cooperation. Each participant will have five objectives/agenda before them on which they will have to negotiate. It is important to note that each objective will give the participant both individual points and group points. The aim of the negotiation is to maximise individual points while keeping into account the total group points. MECHANICS OF THE NEGOTIATION All the six countries will be seated at the negotiating table. Each participant will be given 15 minutes to come up with viable arguments for each issue, which they may use during the negotiations. The negotiations should last for a minimum of 35 minutes and a maximum of 45 minutes. POINTS SYSTEM: Individual Points: In order to have a definite winner at the end of the round, a dual system of calculating points will be followed. First, for the individual points a 100 point scoring scheme will be used. You can score a maximum of 100 points, depending upon how you negotiate. Group Points: Group points refer to the total increase in trade in the area over the next year when an agreement on an issue is made. The maximum increase in trade is 750 points, while the minimum is 150 points which is the normal growth in trade in the region in case no reforms are taken. Group points are mentioned in brackets in the issues section above.


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Total Score: To keep the negotiation as objective as possible, the following formula will be used to calculate the final individual scores: Score= x * (1+y) Where, x is the individual points tally after negotiations are complete.

y is the share of the group in the total group points. For example, if the aggregate group points is 500 and the group scores a total of 100 points, then y=0.2

VOTING SYSTEM: After all the negotiations are complete, there will be a round of voting. You are required to sign on the agreement sheet if you are satisfied with the terms of the negotiations. The members of the Finance and Investment Cell, Hindu College will collect the results of the voting, along with the points tally sheet at the end of the negotiations. For the agreement to be valid, it has to be passed by at least five countries.


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BizzSchool Tycoons:

Background : The Central Board of Universities is the premier body that looks after the universities in the country. CBU plans to enhance the quality of education and facilities provided in the country’s colleges and for this it proposes to collaborate with private business conglomerates in its five zones: North, South, East, West and Centre. In each zone it has called forward, the three biggest tycoons to help CBU achieve its objectives. For this you have to pass motions regarding add-ons that will enhance the position of colleges of your zone amongst the colleges in the country and abroad. You are a part of Zone _____ and your task is to work with your colleagues and come up with a lucrative proposal for the CBU. CBU’s Requirements: CBU is interested in a plan that should cost no more than Rs. 30 lakh. Additionally, CBU would be interested in a combination of all those features that MAXIMISE its utility, given the budget constraint. In this negotiation today, you will be given information detailing the available motions, the utility associated with each motion to CBU and the price of each item. Your task is to work with the other two experts of your zone, and make a plan that fulfills CBU’s requirements, maximizes its utility and is within the budget. For the plan to be binding, all three negotiators must sign the agreement form. If you do not negotiate an acceptable plan, your score will equal zero. You will negotiate as a group. All three of you will be at the bargaining table, you have 40 minutes.

Today, you will be participating in a series of negotiations. The object of each negotiation is to design a plan with two other people from your Zone to be followed in it’s colleges. Being the man behind one of the most successful business conglomerates in the country, you have what it takes to turn the tables. You know what shall be best for CBU. And what shall be the most beneficial to you too. The two other men are also businessmen trying to make best of the opportunity and get away with the larger chunk of benefit.

In your negotiations, your task is two-fold: 1) You must collaborate with other members of your design firm to come up with a feasible plan that suits CBU’s needs and budget.

2) The plan you develop should be one that serves your own interests as well.

Accordingly, you must balance two sets of needs at one time: Your own needs and incentives, and those of the CBU for whom you’re working. One aspect of information that is extremely important for you to keep in mind in this negotiation is the utility YOU get from passing each motion. Obviously, some options and items are more profitable to you than others. It is your interest to get those motions passed from which you will derive the greatest u t i lity. However, this being said, you must ensure that the needs of CBU are being met. Thus, the challenge you will face today is somewhat complex: You have to work with two other people each of whom have their own motions they would like to pass; and you must be sensitive to the needs of the client. You must also attempt to maximize your own Utility. Presented to you is the following table. The columns in the table represent the motions available, the price of each motion that the Committee pays, the utility associated with the motions for CBU, and the utility associated with the motions for you, i.e. The amount of utility that you will receive if the motion is included in the design plan. Your goal is to design a plan for CBU that maximizes your profit. You will negotiate as a group and all three of you will be at the bargaining table. Use your time judiciously and wisely. Good luck!


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BONUS (Member A):

Including both Entrepreneurship Cell and Center For Digital Innovation together, gives you an

additional bonus net utility of 200 A Concert Hall interferes with your idea of education, this feature if included reduces your net

utility by 250 Including any two of the Co-Working Space Atrium, Science Center and Executive Learning

Center, reduces your utility from both these designs to zero. If you have the Center For Risk Management and Foreign Language Center both, that reduces

your utility by 300. You prefer the Community Reach Program to the Health Care Initiative. Both together reduce

your total net utility to half.

MOTION Price (in lakhs)

Utility to CBU Utility (Member A)

1 Center For Sustainable Enterprise 1.6 50 1000 2 Center For Risk Management 1.6 110 998 3 Behavioural Sciences Lab 1.6 150 840 4 Center for Social Etiquette 1.6 300 821 5 Community Outreach Program 1.6 1500 650 6 Entrepreneurship Cell 1.6 2000 611 7 Table Tennis Room 1.6 3300 590 8 Jazz Club 1.6 5000 514 9 Centre For Analysis of Property Rights 1.6 50 420 10 Center For International Business 1.6 110 410

11 Center For Digital Innovation 1.6 150 390 12 Market Information Lab 1.6 300 312 13 Social Entrepreneurship Cell 1.6 1500 310 14 Foreign Language Center 1.6 2000 300 15 Amphitheatre 1.6 3000 250 16 Sports Complex 1.6 5000 222 17 Center For Alternative Investments 1.6 50 210 18 Center For Economic Research 1.6 110 209 19 Center For Market Research Center 1.6 150 200 20 Center For Strategic Competitiveness 1.6 300 199 21 Healthcare Initiative 1.6 1500 150 22 Case Development Wing 1.6 2000 143 23 Play-Station 1.6 3000 135 24 Concert Hall 1.6 5000 116 25 Innovation Labs 10 10,000 40 26 Program in Social Intelligence 5 1000 600 27 Center for Social Etiquette 5 1000 400 28 Center For Ethical Leadership 5 1000 200 29 VC Incubation Center 1.3 2000 500 30 Art & Craft Center 0.3 2500 500 31 Co-Working Space Atrium 5 10,000 600 32 Science Center 5 10,000 400 33 Executive Learning Center 5 10,000 200 34 Smartclasses 8 12,000 60 35 Placement Cell 12 15,000 80


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BONUS (Member B):

Market information lab and VC Incubation Centre together fetch you additional net utility of 200.

The Market Information Lab guys feel that the Play Station interferes with efficiency. Get both of these together and there goes your utility down by 250

Including any two of the Co- Working Space Atrium, Science Centre and Executive Learning Centre reduces your utility from both these motions to zero.

Center for Risk Management guys do not get along with Center for Digital Innovation guys and therefore getting the Risk Management guys reduces your utility by 300

The Centre for Social etiquette guys have no chill and therefore having them and an Amphitheatre where kids can be noisy reduces your net utility by half.


Utility to CBU Utility to Member B

1 Centre For Analysis of Property Rights 1.6 50 1000

2 Center For International Business 1.6 110 998

3 Center For Digital Innovation 1.6 150 840

4 Market Information Lab 1.6 300 821

5 Social Entrepreneurship Cell 1.6 1500 650

6 Foreign Language Center 1.6 2000 611

7 Program in Social Intelligence 5 1000 600

8 Executive Learning Center 5 10,000 600

9 Amphitheater 1.6 3000 590

10 Sports Complex 1.6 5000 514

11 VC Incubation Center 1.3 2000 500

12 Art & Craft Center 0.3 2500 500

13 Center For Alternative Investments 1.6 50 420

14 Center For Economic Research 1.6 110 410

15 Center for Social Etiquette 5 1000 400

16 Co-Working Space Atrium 5 10,000 400

17 Center For Market Research Center 1.6 150 390

18 Center For Strategic Competitiveness 1.6 300 312

19 Healthcare Initiative 1.6 1500 310

20 Case Development Wing 1.6 2000 300

21 Play-Station 1.6 3000 250

22 Concert Hall 1.6 5000 222

23 Centre For Sustainable Enterprise 1.6 50 210

24 Center For Risk Management 1.6 110 209

25 Behavioural Sciences Lab 1.6 150 200

26 Center For Ethical Leadership 5 1000 200

27 Science Center 5 10,000 200

28 Center for Social Etiquette 1.6 300 199

29 Community Outreach Program 1.6 1500 150

30 Entrepreneurship Cell 1.6 2000 143

31 Table Tennis Room 1.6 3300 135

32 Jazz Club 1.6 5000 116

33 Smartclasses 8 12,000 80

34 Innovation Labs 10 10,000 60

35 Placement Cell 12 15,000 40


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BONUS (Member C):

The Center for Economic research and Market Information Lab will get you additional net utility of 250.

Including any two of the Co-Working space Atrium, Executive Learning Center and Science Center will reduce your utility from both these motions to zero.

The people from the Center for Economic Research find the people from Centre for Sustainable Enterprise arrogant getting both of them together reduces your utility by 300.

The Market Research guys feel that the Sports Complex is a waste of time and resources therefore you cannot have both of these together unless you want to reduce your net utility by half.

You cannot realy manage behavioural sciences Lab thus getting this reduces your net utility by 250.


Utility to CBU Utility to Member C

1 Center For Alternative Investments 1.6 50 1000 2 Center For Economic Research 1.6 110 998 3 Center For Market Research Center 1.6 150 840 4 Center For Strategic Competitiveness 1.6 300 821 5 Healthcare Initiative 1.6 1500 650 6 Case Development Wing 1.6 2000 611 7 Center for Social Etiquette 5 1000 600 8 Science Center 5 10,000 600 9 Play-Station 1.6 3000 590 10 Concert Hall 1.6 5000 514

11 VC Incubation Center 1.3 2000 500 12 Art & Craft Center 0.3 2500 500 13 Centre For Sustainable Enterprise 1.6 50 420 14 Center For Risk Management 1.6 110 410 15 Program in Social Intelligence 5 1000 400 16 Executive Learning Center 5 10,000 400 17 Behavioural Sciences Lab 1.6 150 390 18 Center for Social Etiquette 1.6 300 312 19 Community Outreach Program 1.6 1500 310 20 Entrepreneurship Cell 1.6 2000 300 21 Table Tennis Room 1.6 3300 250 22 Jazz Club 1.6 5000 222 23 Centre For Analysis of Property Rights 1.6 50 210 24 Center For International Business 1.6 110 209 25 Center For Digital Innovation 1.6 150 200 26 Center For Ethical Leadership 5 1000 200 27 Co-Working Space Atrium 5 10,000 200 28 Market Information Lab 1.6 300 199 29 Social Entrepreneurship Cell 1.6 1500 150 30 Foreign Language Center 1.6 2000 143 31 Amphitheater 1.6 3000 135 32 Sports Complex 1.6 5000 116 33 Innovation Labs 10 10,000 80 34 Placement Cell 12 15,000 60 35 Smartclasses 8 12,000 40


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