Find out about some of the interactive activities that kept the class learning and engaged at the Business Case Competition Training workshops organised by the NUS KM Club.
The NUS Knowledge Management Club kicked off the second season of BCCT workshop series with a session on presentation skills by Ms. Justine Joss of Jay Jay Communications. This series is divided into six sessions each concentrating on a different dimension of grooming the participants to handle case competitions. Participation is the essence of these sessions; these aren’t those boring sessions that you go to and come out just listening to the speaker. Ms. Justine gave tips on voice modulation, breathing exercises, tone, pace, to dos and don’ts before a presentation, how to engage your audience, body language, and eye contact.
Yeo Siew Mui, President of the NUS MBA Social Impact Club, reports on the club’s learning from five visits to different organizations in the Philippines with a clear social vision.
With support from the NUS Centre for Social Entrepreneurship and Philanthrophy, six of us from the NUS MBA and two of the MBA exchange students planned a visit to the Philippines from 4th May – 9th May 2010. During the trip, we visited five organisations in Manila and explored social issues in Philippines. We saw how different actors – Unilever, United Laboratories, Gawad Kalinga, World Bank and Asian Development Bank worked individually but yet are collectively striving towards eradicating poverty in Philippines.
The trip opened our eyes on Corporate Social Responsibilities (CSR) activities and how companies formulate their CSR plans. One of the key takeaways we had was how collaborative the companies were. Unilever shared with us on how they are working with other companies to collect back plastic sachets and used packaging from consumers regardless of which company the product packaging was from. We also learnt about an NGO which was formed by companies to coordinate and work together on CSR Projects in Philippines.
Author of “Asian Brand Strategy” Martin Roll gave a presentation on Branding in Asia at NUS Business School on 5 April 2010.
On Monday (05 April), the NUS MBA Marketing Club welcomed Martin Roll, a business and brand strategist, for a presentation about “Business & Brand Leadership” in the beautiful new Mochtar Riady Building. Martin (INSEAD MBA alumnus) is a thought-leader on value creation through brand equity and the author of the book Asian Brand Strategy which was named one of the “Best Business Books 2006” by Strategy+Business magazine.
In an inspiring and interactive session, Martin started his talk by asking the participants to name leading Asian brands. After several minutes of discussion, the 45-strong group of full-time MBA students, faculty members and guests from the corporate world agreed that there are only a few leading global Asian brands – if we exclude Japanese brands as well as some brands from South Korea such as Samsung and LG.
Lee Pak Kiong from the Consulting Club talks about their flagship event of the year, Consultant Unplugged 2010.
“This is going to be a busy day.” I was talking to Caleb from the MBA office after picking up some things from him. It was the afternoon of 17th March 2010, the day the MBA consulting club’s flagship event was held. Consultant Unplugged, as the event is called, is the Consulting Club’s main event this year and there have been active preparations for it in the past few months. Indeed, today will be the busy day where all these preparations will turn to fruition.
The NUS MBA Knowledge Management club hosted Udhay Mathialagan, Founder and CEO of Insight Infrastructure, Singapore to come talk to the MBA cohort. Mr. Mathialagan has extensive experience in the telecom infrastructure industry and shared his experiences as an entrepreneur and a CEO.
Mr Mathialagan talked about how he started the company and their initial plans for growth.The company constructed many telecom towers in the North-Eastern region of India which is considered a difficult region to do business in primarily because of the lack of infrastructure and adverse socio-political conditions. After successful operation for a couple of years, the company has now been sold off.