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

2. Key Takeaway Teams Business Context Sessions What is Strategy Business Outcomes Learning Cross Functional Decision Making Financial Impact of Business Decisions Strategic Thinking

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

4. Participant Learning Key Takeaway Teams Business Context Sessions What is Strategy Business Outcomes Learning What I learnt 1.Understanding the strategy and challenges of staying true to it 2.The financial statements- understanding and business interpretation What I will do 1.Breaking down of competition P and L 2.Implementing in the 5 year planning 3.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 1.Understanding the strategy and challenges of staying true to it 2.The financial statements- understanding and business interpretation What I will do 1.Breaking down of competition P and L 2.Implementing in the 5 year planning 3.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 1. The diamond framework of making strategy and the steps involved 2.The value equivalence model 3.The focus on the market and customer impacting the most on business What I will do 1.Re-look the focus of company in different distributor segments 2.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. What I learnt 1. The diamond framework of making strategy and the steps involved 2.The value equivalence model 3.The focus on the market and customer impacting the most on business What I will do 1.Re-look the focus of company in different distributor segments 2.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. Bhuvan Gaurav Head – Retail, Tanishq Titan Industries Ltd Sahail Anand AVP – Strategy Axis Asset Management Company Ltd

5. Participant Learning Key Takeaway Teams Business Context Sessions What is Strategy Business Outcomes Learning What I learnt 1.Clarity on strategy 2.Importance of small decisions on impact of bottom line 3.Devil is in the detail What I will do 1.Use value equivalence learning in my business 2.Apply balance sheet and P and L understanding to understand business performance better 3.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 1.Clarity on strategy 2.Importance of small decisions on impact of bottom line 3.Devil is in the detail What I will do 1.Use value equivalence learning in my business 2.Apply balance sheet and P and L understanding to understand business performance better 3.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 1.Understanding financial statements 2.Understanding better 3.Assessing competitors using logical parameters What I will do 1.Cost implication and impact on value creation based on investments planned for my brands 2.Include and build on the concepts (financial and marketing) for future business cases 3.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. What I learnt 1.Understanding financial statements 2.Understanding better 3.Assessing competitors using logical parameters What I will do 1.Cost implication and impact on value creation based on investments planned for my brands 2.Include and build on the concepts (financial and marketing) for future business cases 3.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 AmericaAsia Latin America Original Equipment Manufacturers Technology (version) agnostic High Volumes Price Sensitive Value Added Resellers Latest technology High Price Low demand Three Customer Segments & what they demand from the market Key Takeaway Teams Business Context Sessions What is Strategy Business Outcomes Learning Wholesalers Tested (low) technology High advertising Low defect Rate

7. Sessions at the Workshop Key Takeaway Teams Business Context Sessions What is Strategy Business Outcomes Learning 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 Key Takeaway Teams Business Context Sessions What is Strategy Business Outcomes Learning Industry Positioning by Quarter 4 Investment in Research Industry Profitability Industry Retained Earnings Minibot and Roboforce were focused on the value added reseller segment right from the beginning, offering high technology products imRobo and RobSingh were focused on the wholesaler segment, offering tried and tested robots Robinson aspired to sell all segments in the industry and ended up positioned in the middle

9. Business Outcomes Key Takeaway Teams Business Context Sessions What is Strategy Business Outcomes Learning Minibot invested heavily in R&D to target the resellers Robinson and RoboForce also invested in R&D to target resellers RoboSingh and imRobo targetted their R&D investments towards automation and defect reduction to cater to wholesalers Industry Positioning by Quarter 4 Investment in Research Industry Profitability Industry Retained Earnings

10. Business Outcomes Key Takeaway Teams Business Context Sessions What is Strategy Business Outcomes Learning RoboSingh were bogged down by the heavy losses they made in the first two quarters 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 Roboforce and Minibot made heavy investments in R&D but did not outperform the market financially 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 Positioning by Quarter 4 Investment in Research Industry Profitability Industry Retained Earnings

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

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

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