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Advertising Management
Communication Management
Information Management
Mass Communication
Media Management
Portfolio Management
Public Relationship Management
Telecom Management

Architectural Management
Construction Management
Interior Management

Banking Management
Foreign Exchange Management
Asset Management
Mutual Fund Management
Finance Management
Investment Analysis Management
Risk and Insurance Management
Taxation Management
Investment Management
International Finance Management
Takeover and Acquisition Management
Corporate and Finance Management
Equity Research Management
Treasury Management
Audit Management
Chartered Finance Management
Cost and Management Accounting
Market Risk Management
Contemporary Auditing
Equality Research Management

BPO Management
Customer Relationship Management
Customer Care Management
Call center Management

Marketing Management
Consumer Management
International Management
Sales Management
Export Management
International Trade
Foreign Trade
Industrial Marketing
Retail Management
Business Marketing
Marketing Finance Management

Pharmacology Management
Bio-Technology Management
Hospital Administration
Health Care Management
Pathology Lab Management
Clinical Pharmacology
Clinical Research
Holistic Management
Hospital Management

General Management
Business Administration
Co-operative Management

Hotel Management
Hospitality Management
Travel and Tourism Management
Transport Management

Material Management
Supply chain Management
Logistics Management
Total Quality Management

Software Project Management
SAP Consultancy Management
Software Management
Information Technology
E-Business System
Cyber Law Management
Hardware Management
E-commerce
Networking Management
Purchasing Management

Fashion Management
Textile Management

Human Resource Management
Personal Management
Public Administration
Corporate Law
Corporate Training

Dairy Management
Rural Management
Environmental Management
Family Business Management
Aviation Management
School Management
Labor Law Management
Shipping Management
Safety Management
Event Management
Packaging Management
Entrepreneur Management
Agriculture Management
Air Transport Management
Energy Management
Risk Management
Intellectual Property Rights
Petroleum Management
Ware House Management
Library Management

Operation Management
Industrial Management
Production Management
Project Management
Total Quality Management
Total Safety Management

SUBJECT: Marketing Management

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Case-1 Siebel and Sun Microsystems Keep Their Customers Satisfied

It’s one thing to talk about customer satisfaction; it is another thing to achieve it. To achieve superior satisfaction among its business customers, marketers at two software companies, Siebel Systems and Sun Microsystems, have come up with an old-fashioned method: Let them talk with each other.

Both companies have instituted reference programs for their B2B customers, in which designated customers who are already satisfied with the services they receive are willing to communicate with potential or new customers. At both Sun and Siebel, suitable customers are nominated-usually by the salespeople who know them best. Then these customers are contacted and asked whether they would like to participate in a reference program. If they decline, that’s fine. If they accept, the have a number of potion with regard to calls or accept, they want to participate. They might be willing to take calls or accept visits from prospective customers of Sun or Siebel; they might participate a customer roundtable or breakfast; they could do speaking engagements or media tours, In addition, they are likely to meet with Sun or Siebel executives on a regular basis for updates. EMI Industries recently hosted calls and granted interviews to trade publications about its experiences with Siebel. Target participated in an ad campaign for Sun. How does this help get Sun’s message across? “An ad that says ‘Target saves a certain amount per year’ means more than just saying. ‘Retailers save,” explains Sun’s Aaron Cohen, senior program manager.

The reference relationship benefits everyone. “A reference program is a great way to manage and monitor the health of your customers.” notes Pamela Evans, senior director of customer programs and corporate marketing at Siebel. “You’re able to track your reference activity, and recognize and reward the customers who are making a significant contribution for you.” Customers benefit from greater exposure, such as appearing in ad companies. And potential customers get the information they need in a credible manner. However, Michael Reagan, president of the National Association of Sales Professionals, warms that companies should not wear out their welcome with customers that have volunteered for the reference program. “If they say they’re doing too many [references], find out if that’s burnout from the number of references… or if there’s a problem with the relationship. You need to have other means of measuring, such as customer satisfaction questionnaires. “Pamela Evans also advises against enrolling too many customers too soon in the program, suggesting that it’s better to establish a long-term relationship first.

In the end, the reference program is all about relationship. With a reference program, “you understand your users. It increases their satisfaction, and your revenues, when you’re keeping in close contact with the customers in your reference program,” says Evans.

Questions:-

1. In what ways do the reference programs create added value for Siebel’s and Sun Microsystems’ B2B customers?

2. How might the reference programs help Siebel and Sun Microsystems predict demand for their products?

Case-2 MTV Updates Its Global Strategy

Everyone thinks we have a great job [at MTV] but we spend all of our time thinking, thinking. All the time trying to reinvent ourselves. We have to stay in touch with our audience without getting older.” Those are the words of MTV Network International’s creative director, Cristian Jofre. They reflect MTV’s marketing commitment to understanding its environment by keeping ahead of the trends, continually “reinventing” its popular cable music programming and extended product lines. MTV, a unit of Via-com, is extremely good at reinvented its international marketing strategy, as well.

Its U.S. market is nearly saturated, but internationally, there is still room for growth. In fact, Viacom’s management believes that MTV’s foreign operation can provide up to 40 percent of its revenue over the next several years. MTVNI, the parent network of MTV, already reaches more than 380 million subscribers in 166 countries. MTV alone consists of 37 channels broadcast in 17 different languages. In the past, its international programming focused specifically on local markets, which helped its global operation grow so rapidly that 80 percent of all MTV viewers are outside the U.S. MTV Russia, for instance, developed a show called 12 Angry Viewers, in which intellectuals discuss music videos, and a Brazilian backpack travel show is hosted by a popular Brazilian model. For its cricket-crazy viewers, MTV India features a comedy show called silly point, in which characters demonstrate the use of cricket gar in everyday life.

But while it has been successful, MTV’s strategy of customizing programming for individual markets was also expensive. The average production costs between $20,000 and @350,000 for each half-hour episode. As the MTV program director in Germany says, “Almost every month we’d come up with an idea and say, “Wow, this is a great idea but we can’t afford it.” The shift in strategy will allow the international operation, MTVNI, to develop shows that can play in more than one overseas market and thus to create programming with wide international appeal that crosses borders easily.

Among the pilot shows under development are a UK program called Heroes, which features pop stars interviewing their personal idols. Kelly Osbourne chats with Deborah Harry (lead singer of the 1980s band Blondie), for instance. Another pilot is called TimeZone and will host music performances and interviews in five locations around the world. Mash will blend two videos together once copyright issues have been cleared, and it has the baking of a $75 million sponsorship deal with Motorola Inc

Under the new strategy, MTVNI’s national managers will still make local programming decisions. But program developers in various international markets will be able to cooperate in developing shows that readily appeal to more than one audience, and they will have a centralized pool of money (increased by “tens of millions “ of dollars) with which to work. Although such cooperation isn’t entirely new-many of MTV’s U.S. shows have been adapted for foreign audiences, for instance-the strategy is excepted to allow for more animated programming, which is normally very expensive to develop. Famous Last Minute, an animated show about the imagined last moments in the lives of famous rock stars, is in the pilot stage.

To complement its new global programming strategy, MTVNI will also expand into other operations aimed at the youth audience. It has acquired a 50 percent share in a French video game cable channel ad hopes to add more such deals.

Question:-

1) How do you think the global reach of the Internet has affected the youth market at which MTV is aimed? Does this make it more or less difficult to devise programming that crosses borders? Why?

2) What should MTVNI do to ensure that cultural traditions and varying styles of humor don’t negatively affect any of its new international programming?

Case-3 Marketing Research Goes to the Movies

It was bound to happen-Hollywood has discovered the power of the Internet. In the past, studios would test-screen films with random audiences a few months before release, showing them free at malls, says, and then gathering reactions from viewers. Afterward that information would sometimes send writers, directors, and actors back to work to film revised scenes, new scenes, alternative ending, and even dramatic plot changes. Test screenings have fallen out of favor lately, sometimes because of fear of negative word of month about an unfinished picture and sometimes because tight schedules don’t allow time for making any changes. And test screening cost money that studios sometimes don’t want to spend on films that are already over budget. But this doesn’t mean that writers, directors, and backers don’t want audience feedback.

Some films are screened privately, as Spider-Man was. But the reaction of friend and colleagues might not reflect unbiased opinion. Aside from industry efforts, movie fans have colonized the Internet, setting up fan sites and message boards for popular films well before they opened. Lord of the Rings fans opened multiple sites to trade information, rumors, and opinions for more than five years, stating during the production phase and including the three years over which the trilogy of movies was released. Dozens of other films spawned similar sites, though perhaps none as long-lived.

At first, much of the information on sites like SuperHero-Hype.com, Aintitcool.com, and DarkHorizons.com came from people in the industry who had access to film sets and inside information. Film companies soon realized they couldn’t easily control what reached the public from these sources and put nondisclosure clauses in all their employment contracts. Now, despite their lingering fears that Web sits will become nothing more than portals to stolen copies of new films, studio are realizing that an important new opportunity exists for give-and-take on the Interne. For instance, when fans of the popular comic-book superhero The Hulk learned that his movie incarnation might not be wearing the character’s trademark purple pants in the Ang Lee film, they took to the Internet to vent their frustration and protest. Marvel Studies chief Avi Arad ad Lee listened, and The Hulk was properly costumed.

Other filmmaker and studies are responding also. New Line Cinema, for instance, set up its own Lord of the Rings Web site and cooperated with major fan site theonering.net, offering exclusive information and news in exchange for a promise that the site would not host any unauthorized material. The partnership has been a success for fans and studio alike, and Rings director Peter Jackson even participated in online chats on the site, which drew 20 million visits a month at its peak.

Of course, some filmmakers’ fears about the Internet are well founded. Sometimes copies of films are leaked and downloaded. Negative reviews of new films have appeared on the Internet before release, but whether they alone are lesson for Hollywood is just to make better movies.

In the meantime, the internet fan base is thriving. One film. The Yank, sported a fan site before a foot of film had even been shot. Could there be a better way to build an audience?

Questions :-

1. Find an upcoming film that has an official Web site. What feature does the site have? Which ones are designed to deliver information to the public and which are designed to capture information? How successful do you think this site will prove to be as a marketing research tool? Why?

2. How can filmmakers control the information that appears on the internet? Should they take these steps why or why not?

Case-4 Scion: Toyota’s Next Generation

The new generation of drivers doesn’t want to look like their parents tooling down the road. They wouldn’t be caught dead in a wagon or a minivan, and even an SUV brings up images of carting the entire soccer team around town. They want something new and different, something a little edgy, a car that represents who they are. But the steep price tag of a Hummer is out of reach for those who are just joining the workface. So Toyota has come up with a new car for the Gen Y driver – and a marketing campaign to go with it.

It’s called the Scion. It comes in two models, xA and xB. The xA is “tough, sleek, and ready to roll,” according to the colorful marketing brochure that also uses phrases such as “ a serious sound system” and “What moves you.” The xB looks like a shoebox on wheels. In fact, it is so wired looking it’s almost cute-at the very least, you’ll cross the street to take a second look at one parked along the curb. Scions arrive in the U.S. as bare bones and go through customization that includes funky side panel decorations and flared fenders once they are ordered. The idea is to make each car as unique as the buyer who purchases it. Both scion models are affordable- starting around $14,000- which is key for the 65 million Americans who were born between 1977 and 1955 are just getting their licenses or entering the workforce. Because about 3.5 million Gen Y consumers get their driver’s licenses each year, automakers are swarming around them in an effort to grab their attention and develop a relationship that will turn into brand loyalty over time.

Toyota doesn’t want Gen Y’s parents-the aging baby boomers-to buy this car. They have positioned the Scion so it is practically hidden from the older generation. That’s because Toyota marketers have already had a bit of bad lick with building and marketing cars to younger drivers-their parents bought the ars instead. That was the case with the Echo, a small sedan with excellent reliability and fuel efficiency, topped off by a low sticker price-about $11,000. The more recent Matrix- a small wagon starting at around $15,000-has appealed more to baby boomers and young families than the Gen Y crowd it was intended for , So Toyota marketers have stayed away from mainstream advertising Instead, they have concentrated on nontraditional ways of getting their message to their intended consumers.

The Scion’s brochure, which focuses on youth and lifestyle, looks like a music-industry magazine-it is filled with urban graffiti art; profiles of Scion salespeople, artists and hip-hop stars; advertisement for other product like URB magazine; listings for Scion promotional events such as the Scion screening Series; and an invitation to check out the Scion Web site. The brochure even comes with a CD t5hat has a mix, movie trailers, Scion event footage-and some information about the cars. Instead of inviting Gen Y consumers directly into the showroom, Toyota marketers have taken the Scion to locations where younger drivers hang out. They have parked it outside coffee shops near college campuses and in parking lost at the beach. They have invited staffers at hip-hop fashion magazines like Yellow Rat Bastard to test-drive Scion and talk about the experience.

Ultimately, for the Scion to be a success, Gen T drivers will have to get behind the wheel themselves and plunk down their hand-earned cash, Initial sales figures show that the median age of an xB purchase is 33-which is 14 years younger than the average Toyota owner. Meanwhile, if a few baby boomers wander in to the showroom and flip through the brochure, the Toyota salesperson won’t chase them away.

Questions :-

1) If Toyota was to broaden its target market for Scion, which segment or segments might the film include?

2) How would you describe Toyota’s positioning strategy for the Scion?

Case-5 What Will Become of the Box?

Did you eat breakfast this morning? If you’re like many consumers today, you probably answered no. Or even if you ate breakfast, it’s less and less likely that you sat down at your kitchen table and ate a leisurely bowl of cereal. About half of all Americana now either skip the day’s first meal or eat it on the run, opting for yogurt, pastry, a nutrition bar, or a prepared or frozen meal or sandwich consumed on the work or school.

Nutritionists may cringe, but it’s cereal manufactures who are really worried. The $6.9 billion market for cold cereal is in a state of near stagnation, and efforts to revive the category have to overcome not just a simple preference for plain or frosted flakes but an enormous shift in lifestyles and eating habits that seems to have passed this mature food category by.

Cereal makers have already tried price cuts, price promotion, and even price wars. They’ve introduction new product and new flavors, added fruit, promoted cereal as a weight-loss option, and launched multimillion-dollar ad campaigns. They’ve created partnership with stores like Target to tie well-known brands like Trick, Cheerios, and Lucky Charms to kid’s clothing and with companies like Revlon to create promotion linking Special K to lip-care product. They’ve entered licensing agreements with? Nickelodeon, the WB. DreamWorks SKG, Disney, and the Cartoon Network, teaming up with the Grinch, Spider Man, the Flintstones, and the Simpsons. Adult cereal brands have forged partnership with high-tech films and now give away CDs, DVDs, and frequent flier miles. Still, 10 of the top 15 cereal brands are losing money, and overall sales growth has stalled for at least five years. There’s no question that quicker and more convenient substitutes are growing faster than traditional dry cereals.

Many industry experts offer ideas for reviving interest in a bowl of cereal and milk. They suggest promoting cereal as a healthy meal or snack for any time of the day, not just breakfast. (That might even include a vegetable-based product to serve with tomato juice instead of milk.) They propose cobranding cereal with fruit brands like Del Monte or Chiquita and producing packages of cereal makers to reconsider a “Got Milk?” type of Campaign. But perhaps the most interesting suggestion is to simply reinvent the whole concept of cereal by repackaging it.

Suggestions for thinking outside the cereal box range from bagging individual serving in zippered plastic bags to using metalized bag linings, as potato chip makers have long done. Other packaging options include cereals in sleeves like the kid crackers come in, a milk-and-cereal combination with a long shelf life, vacuum-packed cereal in containers like coffee can, and transparent easy-to-pour containers like the ones that some juice brands use. Currently being tested is a canister with a three-way spout that allows consumers to mix and match different option, such as three different brands or three different flavors or textures of the same brand.

Of course, cereal bars are already growing in popularity and, ironically, are among the many breakfast options com-peting with the 150-plus current varieties of traditional cereal products. Realistically, says one Kellogg’s executive, there is no “single silver bullet that will solve the issues we face today.” So. What are you having for breakfast tomorrow?

Questions:-

3) One industry consultant argues that cereal companies should be focusing on new-product innovations instead of on ways to repackage the same old products. Do you agree? Why or why not? Support your answer with evidence from the case or from your reading of the chapter.

4) How can cereal manufactures reposition their brands in light of today’s hectic lifestyles and even changes in eating habits (like carb avoidance as advocated by the Atkins diet)? What would it take for you to perceive dry cereal as a convenient and healthy food? How do you think companies like Kellogg’s could use your answer to persuade the general public

SUBJECT: Shipping Management (Specialization)

_____________________________________________________________________________

1} Towards the last quarter of 2007 the crude oil prices rose to unprecedented levels approaching $100 per barrel. Discuss the impact that a sustained rise in crude oil prices is likely to have on shipping and the global economy in both the long and short term.

2.} Discuss the advantages and disadvantages of in-house or independent ship operation and management for your fleet.

3.} Discuss the following with regard to marine insurance contracts:

3. Role and Function of P & I Clubs

4. Role of a marine insurance broker

5. Assignment of a marine insurance policy

6. Implied warranty of legality

4.} Letters of credit are the ‘lifeblood’ of international trade and the different types of letters of credit are of benefit to both the buyer and seller. Explain why you would agree or disagree with the above statement and why the documentary credit system is more popular outside the EU Single Market.

5.} Describe how the container terminal interface should be geared in a multimodal transportation system. How can good road/rail connections improve the efficiency of terminals? Use examples to elaborate your answer.

6.} Explain the importance and benefits of proper inventory management systems for a company and the options available to manage the costs together with their limitations and risks.

7.} Describe the role of logistics in the context of ‘globalised world’. Answers should cover all modes of transportation.

8.} Cost management is key to business success and shipping is no exception. Identify the cost elements that ship owners are able to control and how their cost base may be reduced. Graphs recommended.

SUBJECT: Human Resource Management (re-exam)

Note:- 1) Kindly write case study number question number properly

2) Attached question papers with answer sheets

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Case – 1 he Office Equipment Company

Office Equipment Company (OEC) must identify a manager to help set up and run a new manufacturing facility located in the Palestinian-controlled Gaza Strip. The position will have a minimum duration of three years. OEC manufactures office equipment such as photo copying machines, recording machines, mail scales, and paper shredders in eight different countries. OEC’s products are distributed and sold worldwide.

Currently, OEC has no manufacturing facility in the Middle East but has been selling and servicing products in Israel since the early 1 970s. OEC sells its products in Israel through independent importers, but is now convinced that it needs to have a local manufacturing facility in order to take full advantage of the new, more peaceful situation in the region. Despite occasional turmoil that interrupts new moves towards peace, OEC’s sales in Israel have been improving, with increase in profitability. OEC has recently been contacted by distributors in Jordan and Egypt about possible sales of OEC products. Incentives for foreign direct investment in Gaza Strip could help OEC develop extensive operations in the region at considerably reduced cost. OEC hopes to begin constructing a factory in Gaza Strip within the next six months. This factory would import products and assemble them. The construction of the assembly plant would be supervised by an US technical team and a US expatriate would be assigned to direct the production. This expatriate manager would report directly to the headquarters of OEC at US. The option of filling the position of managing director with someone from outside the firm is alien to OEC’s policy. Otherwise the options are fairly open. OEC uses a combination of home-country, host- country, and third-country nationals in top positions in foreign countries. It is not uncommon for managers to rotate among foreign and domestic locations (in the US). In fact, it is increasingly evident that international experience is an important factor in deciding the persons who will be appointed to top corporate positions. The sales and service operations in Israel have been controlled through OEC’s European regional office located in Podernone, Italy. A committee at the European regional office has quickly narrowed its choice to the following five candidates.

Tom Zimmerman Zimmerman joined the firm 30 years ago and is well-versed in all the technical aspects required for the job. Zimmerman is a specialist in start-up projects, and has supervised the construction of new manufacturing facilities in four countries. He has never been assigned to work abroad permanently. His assignments have usually been in developed countries and for periods of less than six months. He is considered to be extremely competent in the duties he has performed during the years, and will retire in about four-and-a-half years. Neither he nor his wife speaks any language other than English—their children have grown and are living in the US. Zimmerman is currently in charge of an operation about the size that the one in Gaza Strip will be after the factory begins operating. However, as that operation is being merged with another, this present position with become redundant.

Brett Harrison At age forty, Brett has spent 15 years with QEC. He is considered highly competent and capable of moving into upper-level management within the next few years. He has never been based

abroad but has frequently travelled to Latin America. Both he and his wife speak Spanish adequately. Their two children, aged fourteen and fifteen, are just beginning to study Spanish. His wife is a professional as well, holding a responsible marketing position with a pharmaceutical comp any.

Carolyn Moyer Carolyn joined OEC after getting her BS in engineering from Purdue University and an MBA from the prestigious Bond University in Australia. At the age of 37, she has already moved between staff and line positions of growing responsibility. For two years, she was the second-in- command of a manufacturing plant in Texas about the size of the new operation in Gaza Strip. Her performance in that post was considered excellent. Currently, she works as a member of a staff production planning team. When she joined QEC, she had indicated her eventual interest in international responsibilities because of a belief that it would help her advancement in career. She speaks French well and is not married.

Francis Abhrams Francis is currently one of the assistant managing directors in a large Mexican operation, which produces for and sells to the Mexican market. He is a Jewish New Yorker who has worked for QEC in Mexico for five years. He holds an MBA from New York University and is considered to be one of the likely candidates to head a Guatemalan operation when the present managing director retires in four years. He is 35, married with four children (age’s two to seven). He speaks Hebrew adequately. His wife does not work outside the home and speaks only English.

Leon Smith At 30, he is assistant to the managing director at the Athens manufacturing facility, a position he assumed when he joined OEC after completing his under-graduate studies in the US seven years ago. He is considered competent, especially in production operations, but lacks in managerial experience. He was successful in increasing QEC’s production output in Athens during his tenure in Athens. Leon travelled extensively in the Middle East. He went to the college with a number of students from Saudi Arabia, Jordan, and Egypt. These individuals came from prominent political and business families in their countries, and Leon has visited them during his travels. He thus has the advantage of being reasonably well-connected with influential families in the region. He is not married.

Questions:-

7. Whom should the committee choose for the assignment and why?

8. What problems might each individual encounter in the position?

9. How might QEC go about minimizing the problems that the chosen person would have in managing the Gaza Strip operations?

Case – 2 “Who’s Side are you on, anyway?”

It was past 4 pm and Purushottam Kshirsagar was still at his shop floor office. The small but elegant office was a perk he was entitled to after he had been nominated to the board of Horizon Industries (P) Ltd., as workman-director six months ago. His shift generally ended at 3 pm and he would be home by late evening. But that day, he still had long hours ahead of him. Kshirsagar had been with Horizon for over twenty years. Starting off as a substitute mill-hand in the paint shop at one of the company’s manufacturing facilities, he had been made permanent on the job five years later. He had no formal education. He felt this was a handicap, but he made up for it with willingness to learn and a certain enthusiasm on the job. He was soon marked by the works manager as someone to watch out for. Simultaneously, Kshirsagar also came to the attention of the president of the Horizon Employees’ Union who drafted him into union activities.

Even while he got promoted twice during the period to become the head color mixer last year, Kshirsagar had gradually moved up the union hierarchy and had been thrice elected secretary of the union. Labor-management relations at Horizon were not always cordial. This was largely because the company had not been recording a consistently good performance. There were frequent cuts in production every year because of go-slows and strikes by workmen—most of them related to wage hikes and bonus payments. With a view to ensuring a better understanding on the part of labor, the problems of company management, the Horizon board, led by chairman and managing director Avinash Chaturvedi, began to toy with the idea of taking on a workman on the board. What started off as a hesitant move snowballed, after a series of brainstorming sessions with executives and meetings with the union leaders, into a situation in which Kshirsagar found himself catapulted to the Horizon board as work an-director.

It was an untested ground for the company. But the novelty of it all excited both the management and the labor force. The board members—all functional heads went out of their way to make Kshirsagar comfortable and the latter also responded quite well. He got used to the ambience of the boardroom and the sense of power it conveyed. Significantly, he was soon at home with the prospective of top management and began to see each issue from both sides.

It was smooth going until the union presented a week before the monthly board meeting, its charter of demands, one of which was a 30 per cent across-the-board hike in wages. The matter was taken up at the board meeting as part of a special agenda. “Look at what your people are asking for,” said Chaturvedi, addressing Kshirsagar with a sarcasm that no one in the board missed. “You know the precarious finances of the company. How could you be a party to a demand that simply can’t be met? You better explain to them how ridiculous the demands are,” he said. “I don’t think they can all be dismissed as ridiculous,” said Kshirsagar. “And the board can surely consider the alternatives. We owe at least that much to the union.” But Chaturvedi adjourned the meeting in a huff, mentioning, once again to Kshirsagar that he should “advise the union properly”. When Kshirsagar told the executive committee members of the union that the board was simply not prepared to even consider the demands, he immediately sensed the hostility in the room. “You are a sell out,” one of them said. “Who do you really represent—us or them?” asked another. “Here comes the crunch,” thought Kshirsagar. And however hard he tried to explain, he felt he was talking to a wall.

A victim of divided loyalties, he himself was unable to understand whose side he was on. Perhaps the best course would be to resign from the board. Perhaps he should resign both from the board and the union. Or may be resign from Horizon itself and seek a job elsewhere. But, he felt, sitting in his office a little later, “none of it could solve the problem.”

Questions :-

1. What should he do?

Case -3 A Worried CEO

Sudarshan, the Managing Director of M. Feeds, a Bangalore- based company, is a worried man. All his efforts to regain the lost market and to wipe out red in the company’s balance sheet have proved futile. Sitting alone in his chamber, lighting up cigarette after cigarette and sipping cups of coffee, Sudarshan started recollecting events of 1987 which wrecked the fortunes of a once successful company.

Subbu and his team got defeated in the union election held in beginning of 1987. Rivals,Gowda and his team, got elected with comfortable majority. The winning team had a leaning towards CITU, which was known for its militancy. The attitudes and actions of Gowda and his team were not to the liking of the management, particularly Setty, the Factory Manager. The management was waiting for a way out to deal with the new team of unionists. Not reconciled to the loss of power, Subbu and his cronies started a cultural association with an apparent objective of promoting Kannada, the local language. Setty welcomed the formation of the association and, in fact, even encouraged its activities. The management too gave financial support to the cultural outfit. Emboldened by the encouragement given, Subbu and his team demanded that the management should negotiate with them about all matters relating to employee welfare. This proposal was not acceptable to the management which turned it down. But Setty began hobnobbing with Subbu often to the consternation of the leaders of the recognized union.

One day Gowda and Subbu had a heated exchange of words which resulted in physical bout inside the plant. Sridhar, HRD Manager, placed the duo under suspension on grounds of indiscipline. Enquiry was conducted in which Subbu was acquitted. But Gowda refused to appear before the enquiry officer. Having been acquitted, Subbu demanded reinstatement, which the management readily agreed. Subbu, with triumph writ large on his face, came to factory but the team led by Gowda protested by calling a strike. Them management assured Gowda that he too would be reinstated provided he was acquitted by the enquiry officer. Gowda was in no mood to listen to the management nor was he prepared to face the enquiry. Subbu demanded reinstatement which Gowda protested. The stalemate continued and the strike lasted three months. Work resumed after prolonged talks. But the scars remained. Setty got a sack and Sridhar left and joined an Indo-French company. M. Feeds lost its customers and the efforts (setting up, for the first time, a marketing department) to regain their patronage did not succeed. The bottom line became red and it grew thicker as years went by.

Questions:-

1. What should Sudarshan do?

Case – 4 A Case of Burnout

When Mahesh joined XYZ Bank (private sector) in 1985, he had one clear goal—to prove his mettle. He did prove himself and has been promoted five times since his entry into the bank. Compared to others, his progress has been the fastest. Currently, his job demands that Mahesh should work 10 hours a day with practically no holidays. At least two day in a week, Mahesh is required to travel. Peers and subordinates at the bank have appreciation for Mahesh. They don’t grudge the ascension achieved by Mahesh, though there are some who wish they too had been promoted as welt. The post of General Manager fell vacant. One should work as GM for a couple of years if he were to climb up to the top of the ladder. Mahesh applied for the post along with others in the bank. The Chairman assured Mahesh that the post would be his. A sudden development took place which almost wrecked Mahesh’s chances. The bank has the practice of subjecting all its executives to medical check-up once in a year. The medical reports go straight to the Chairman who would initiate remedial where necessary. Though Mahesh was only 35, he too, was required to undergo the test.

The Chairman of the bank received a copy of Mahesh’s physical examination results, along with a note from the doctor. The note explained that Mahesh was seriously overworked, and recommended that he be given an immediate four-week vacation. The doctor also recommended that Mahesh’s workload must be reduced and he must take to physical exercise every day. The note warned that if. Mahesh did not care for advice, he would be in for heart trouble in another six months. After reading the doctor’s note, the Chairman sat back in his chair, and started brooding over.

Three issues were uppermost in his mind—(I) How would Mahesh take this news? (ii) How many others do have similar fitness problems? (iii) Since the environment in the bank helps create the problem, what could he do to alleviate it? The idea of holding a stress-management programme flashed in his mind and suddenly he instructed his secretary to set up a meeting with the doctor and some key staff members, at the earliest

Questions :-

3) If the news is broken to Mahesh, how would he react?

4) If you were giving advice to the Chairman on this matter, what would you recommend?

Case - 5

A Case of Misunderstood Message

Indane Biscuits is located in an industrial area. The biscuit factory employs labor on a daily basis. The management does not follow statutory regulations, and are able to get away with violations by keeping the concerned inspectors in good books.

The factory has a designated room to which employees are periodically called either to hire or to fire. On the National Safety Day, the Industries Association, of which Indane Biscuits is a member, decided to celebrate collectively at a central place. Each of the members was given a specific task. The personnel Manager, lndane Biscuits, desired to consult his supervisors and to inform everybody through them about the safety day celebrations. He sent a memo requesting them to be present in the room meant for hiring and firing. As soon as the supervisors read the memo, they all got panicky thinking that now it was their turn to get fired. They started having ‘hush-hush’ consultations. The workers also learnt about it, and since they had a lot of scores to settle with the management they extended their sympathy and support to the supervisors. As a consequence, everybody struck work and the factory came to a grinding halt.

In the meantime, the personnel manager was unaware of the developments and when he came to know of it he went immediately and tried to convince the supervisors about the purpose of inviting them and the reason why that particular room was chosen. To be fair to the Personnel Manager, he selected the room because no other room was available. But the supervisors and the workers were in no to listen.

The Managing Director, who rushed to the factory on hearing about the strike, also couldn’t convince the workers. The matter was referred to the labor department. The enquiry that followed resulted in all irregularities of the factory getting exposed and imposition of heavy penalties. The Personnel Manager was sacked. The factory opened after prolonged negotiations and settlements.

Questions:-

3. In the case of the lndane Biscuits, bring out the importance of ‘context’ and ‘credibility’ in communication.

4. List the direct and indirect causes for the escalation of tension at Indane Biscuits.

5. If you were the Personnel Manager what would you do?

SUBJECT: Consumer Behavior

Note:- 1) Kindly write question number properly

2) Attached question papers with answer sheets

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Case – 1 -Fashion Statement through Khadi

As India’s traditional hand-spun cotton fabric, khadi feels coarse and unrefined. But the feelings it evokes in anyone with any empathy in India’s heroic struggle for emancipation from colonial rule, is anything but that.

Till date the fabric bears the invisible-but-indelible imprint of the charkha (spinning wheel), the late M.K. Gandhi’s revolutionary symbol for self-reliance and emancipation (through unity, expressed in the refusal to kneel before insolent might). Instead of exporting raw cotton and importing fine Manchester-made cloth, freedom fighters wanted all Indians to spin their own clothing and boycott imports to weaken the British Raj.

With the end of Colonial Rule in 1947, the congress government headed by Jawaharlal Nehru opted for state-led large-scale industrialization, instead of Gandhi’s idea of rule hut-industry development. But it also decided to provide employment to thousands of spinners by selling their output through a vast network of retails stores.

Thus was formed the Khadi and Village Industries Commission (KVIC), a nodal agency to promote the fabric, with its Khadi Bhandar outlets in urban India.

Over the years, KIVC set up thousand of outlets across India. Sales were good. But with the evolution of technology, perhaps it was inevitable that the sentimental dreams of village self-reliance would be disrupted. And so it was. Modern machines of Europe’s industrial revolution were soon to arrive. Indian industrialists set up capital-intensive textile mills and began the mass-production of fine cloth. As the mills gained volume, they achieved economies of scale and started lowering prices. And so, the labour-intensive homespun fabric losing out to mill fabric.

Driven by its sentimental attachment to Khadi, and concern for mass-scale-sector employment, the government started subsidizing India’s traditional spinners. This was an extension of its ‘tax-the-rich’ and ‘feed-the-poor’ outlook, and was projected via the media as a good thing. In any case, KVIC was intended to be a noble organization, motivated by lofty ideals instead of profit. For decades, all was fine behind the ‘khadi’ curtain of socialism’. The reason behind the support mechanism even acquired a holiness of its own. Institutionalized, it became immune to doubt. But alas, the system was artificial and its main flaw lay in the very ‘certain’. Public information was lacking, and so it escaped proper scrutiny. In the real would, even the best-international projects can fail, or worse, degenerate into instruments for patronage.

But the 1990s, the vision of clothing the masses with khadi was beginning to look absurd. Despite all policy incentives to the sector, people were buying efficiently machine-made textiles. The forces of mass production were making polyester, which had gained economies of scale at the raw materials stage

(made from petrochemicals), cheaper still. Yet KVIC continued to produce huge quantities and sell khadi clothes through its extensive retail chain. By now, khadi was more expensive than other fabrics and had acquired the image of an outdated clothing material worm chiefly by politicians and social workers. Ordinary people preferred cheaper alternatives.

Was khadi a lost cause-stuck in the time wrap? Clearly, if KVIC continued the way it was; it was headed for trouble. Given India’s poor fiscal health, subsidies had become untenable. Yet, the fabric couldn’t be torn out from consciousness of caring Indian. Something needed to be done. And fast.

By the start of the new century, KVIC discovered a pragmatic solution based on using modern marketing to revive the fabric. After all, the Free Market can also accommodate common sentiments. Instead of directing taxpayers’ money towards the cause, it was thought that private citizen should contribute on their own volition (by buying khadi at premium prices).

The strategy? Refurbish the range, acquire an upscale image, aim the cloths at the well off and reposition khadi as a fashion statements. Given KVIC’s lineage, the idea was radical. But it was worth a try. KVIC started with a single-outlet experiment in Delhi’s Khan Market. The first air-conditioned shop opened here in May 2001, selling khadi muslin garments designed by high-profile designers (Rohit Bal and Malini Ramani), in addition to a well-packaged range of Ayurvedic products. It was a runaway success, with Delhi’s elite thronging the shop.

KVIC started marketing two brands, Khadi and Sarvodaya, to which it owns the rights. The former caters to the premium and export segments, and include essential oils, herbal oil soaps, face scrubs, and dry fruits honey. Sarvodaya, the mass-market brand, sells mass items such as toilet soap, honey, pickles, spices and incense sticks.

The move has also sparked off a controversy. Some Gandhians, troubled by the glamour, are aghast at this ‘betrayal of ideals’. Realists, however, criticize them for failing to free themselves of their dearly held ‘khadi mindset’. Don’t get them wrong. The latter love the old idealism too. But they also realize that a product with great symbolic value deserve to be marketed as such, if it is to reach out, and with mind-space for the poor weaver’s child who might have something to offer if given a chance. Holding Gandhi’s method (or tools) as sacred amounts to confusing the means with the end.

The capital’s response to Khan Market shop has been so good that KVIC wants to upgrade a significant fraction of its network. The transformation is to be entrusted to a new marketing company that will function as any other professional firm. Plans to extend the concept include display units at airports and modern outlets at Delhi’s Ashoka Hotel, Nehru Place, Hauz Khas, and Kamla Nagar. Next on the agenda: Jaipur, Chandigarh and Lucknow. What’s more, the sales personnel are to be retrained for customer orientation at the shop-floor level. The sale boost is expected to be substantial. The Khadi Gram Udyog store at Connaught Place, New Delhi does an annual turnover o Rs. 10 crore. After renovation, this is expected to touch close to Rs. 25 crore.

The product range will be widened too. Ahmedabad’s National Institute of Design (NID) has proposed a special cell for design support, while Delhi’s National Institute of Fashion Technology (NIFT) may also pitch in.

KVIC has hired three and agencies to promote its brands: Appeal for Khadi; Market Missionaries for Sarvodaya and Pressman for the corporate and promotional schemes. The budget is about 25 crore. Khadi campaign is likely to start by highlighting the brand’s eco-friendly credentials, before turning attitudes towards it and portraying it as a lifestyle insignia.

Vivek Sahni has been roped in to do the packing graphics and retail outlets. E-commerce options are also being weighed, with KVIC having already booked khadi.com and khadi.org as its domain names.

The export thrust will also be sharpened. Right the around 200 production units, which cater exclusively to the export to the market. KVIC wants to identify new markets and tap them with its products. Test marketing efforts are already underway in South Africa, Dubai, and a few other overseas markets.

QUESTIONS:-

1. Would marketing in foreign countries require study of a popular country’s culture aspects and buyer behaviour before marketing Khadi there? What aspects would need to be studied?

2. Suggest an approach to make Khadi garments popular among Indian youth.

Case-2- Purchase of a Microwave Oven

Ramesh Sikand and his family lived a comfortable two-bedroom flat in a respectable locality in a large city. He was employed with a general insurance company in a supervisory capacity. His wife, Sumita was a teacher in an English medium public school. Both their children, Rachit aged 10 and Sarita aged 8 years, were studying in the same school where Sumita was employed.

Just before Diwali in 2002, one Friday evening the family went shopping. Besides clothes for children and few other things, they bought a 27 liter. Excel microwave from an outlet with good reputation. Sumita was very happy and the children were excited with this new purchase. Both the children were anticipating quick cooking of a variety of dishes they liked. They were expecting that everyday their mom would give them school Tiffin-boxes packed with noodles other Chinese food.

To celebrate, Sumita invited two of her school colleagues for dinner and prepared a few dishes in her brand new microwave. Both her friends observed her cooking with great interest. On the dinner table most talk was around difficulties of both spouses being employed and the shortage of time to attend to so many household chores. The friends, Ramesh and the kids profusely praised the dishes and how quickly everything for the dinner was ready. What really took most time was cooking the Chapatis. Sumita said, “ How nice and convenient it can be if some portable chappati-preparing gadget was available.”

Ramesh said, “It was my idea to buy a microwave. “Sumita said, “Why? You have forgotten. It was I who two years ago during exam time suggested that it would be good if we buy a microwave.” Both of them were trying to take credit for the purchase. Finally, both of them agreed that the idea to buy a microwave was discussed after they attended the dinner at a friend’s place where for the first time they saw a microwave in operation.

One of Sumita’s friends asked, “why did you buy this particular brand? I have read in the newspaper just a few days back that there are attractive schemes on some brands.” Sumita and Ramesh spoke simultaneously,” In fact, both of us have read advertisements and articles in magazines within the last six months about what features and benefits every brand offers. “Sumita said, “As and when I got the opportunity, I consulted some of my knowledgeable friends who have owned microwaves for quite some time, what to look for and what brands to consider.” “You know, I came across some scaring information about the safety of microwaves. Now the technology is so advanced that all those scaring tit bits of information are quite baseless. ”Ramesh said, “Whatever we learned from magazine articles and experienced friends has helped us quite a lot in buying this brand.” Sumita said, “About schemes, you are right. We too got a set of three bowls to be used for microwave cooking. Besides, we have paid just a thousand rupees and the rest would be paid in fifteen interest free installments. There is an extended warranty of three years, and if we are not satisfied with the machine, we can return it within the first 30 days of purchase, and no questions asked. Our Rs.1,000 would be refunded in cash.”

One of Sumita’s friend said, “Recently, one of my relations in Delhi told me her bad experience with this brand. She went to the extent of suggesting me never to buy this brand of microwave.” Ramesh said, “I don’t know what to say about your relation’s experience. What information we could collect goes quite in favor of this brand. Those who recommended it have had few years use experience without any complaints.” Sumita’s friend said, “You may be right Bhaisaheb. But one thing we all know is that these are machines and they are not perfect. Excellent cars with unmatched reputations like BMW, Rolls Royce, and Mercedes too, need repairs.” She smiled, and said, “Haven’t you heard of Murphy’s Law “If a thing can go wrong, it will”.

At about 10.30 pm, the friends thanked Sumita and Ramesh, and congratulated them for owning a microwave and left. Sumita and Ramesh were a bit pensive after their departure. They felt somewhat uneasy about the correctness of their decision in choosing this particular brand of microwave. They knew their money was safe, but it would be embarrassing if they had made a mistake. They agreed to discuss the matter with some of their eexperience3d friends.

QUESTIONS:-

1) Discuss whose decision it was to buy a microwave and when was the purchase decision made.

2) What factors influenced the purchase of the microwave?

3) What is likely to be the post-purchase behavior in this case and what is the significance of such behavior?

4) What is the significance of post-purchase behavior for the marketer?

Case-3- Fancy Dreams

The boardroom was filled with the voice of marketing manager, Ashutosh Kant. He was addressing the meeting of senior managers of Fancy Dreams. “The last three months were spent by our market research team in finding out the reasons and patterns of sales at stores. Let me emphasize that retail sales is showing growth all over the country and in the process, competitions is intensifying. We can no longer afford to sit and relax, instead we need to put ourselves fully to retain our market leadership.” There facts revealed by the survey were particularly disturbing.

1. People found Fancy Dreams service staff bordering on aggressiveness and not really helpful, as customers were never left to browse.

2. Children got bored and hence parents often left the store within minutes after finishing essential shopping. They never browsed or spent leisure time at Fancy Dreams store, which could otherwise help promote sales.

3. With many choices available in the market, consumers stopped treating Fancy Dreams store as unique and exclusive anymore.

Rehman, an entrepreneur, had set up a garment shop in one of Delhi’s busy up market area about 10 years ago. He realized that to attract customers, he must do something new. With this in mind, he chalked out a detailed plan to open a chain of stores called Fancy Dreams. Some major features of this store were:

1) Complete dress range for kids, parents and teenagers.

2) Full accessories for women and in footwear, purses, jewelry and cosmetics.

3) A play center where kids could spend time when the parents shopped.

The stores were opened in two locations in Delhi on an area of 10,000 sq.feet each. Within six months, the stores became popular and the business grew rapidly and in three years the turnover crossed Rs.6 crore. The promotion plans included advertising in print media and through cable operators. The store also conducted festivals such as children’s carnival, and Valentine special etc., to attract crowds of customers.

Stress on store ambience was high as Rehman wanted to create an image of a complete shopping experience for the entire family. The sales personnel were carefully selected and trained to promote, not push, any product and to encourage customers to browse through.

The women’s section was given a feminine touch and the men’s section had polished wood and leather all over. The garments, the accessories, and the gifts were displayed in large racks and

Full-length mirrors were placed in multiple places. Sales personnel present on all the three floors often advised the customers but never showed around everything. The kid’s section included garments, toys, books, and was manned by more staff. The play center for the kids was a major attraction. The parents could safely leave their children in the place, situated on the ground floor itself. The place had separate section of toys and books for children and was supervised by trained staff. They felt comfortable that their children would be taken care off properly and the parents, therefore, could leave the children and shop in a relaxed manner. This concept was unique and highly appreciated by customers and became the major attraction for them.

The stores were one of a kind in the early 1990s and grew rapidly. The new sections on books, gifts, and handicrafts were launched gradually and at any time the store had more than 200 categories of products. During this time, the competition started intensifying as three similar ventures were launched in

the city. This didn’t bother Rehman much, because he felt he had built and image of Fancy Dreams being the ultimate store. By 1996, multi-storey, one-stop stores became the trend in Delhi and many such stores came up.

Rehman had expanded his stores in three other cities as well and the turnover had crossed Rs.40 crore. The total manpower rose to 500 and several new management and non-management cadres were introduced in the company.

Last year during Diwali festival season, the store attracted nearly 40,000 customers in the entire month. This worried Rehman as it was almost 20 percent less than their estimates. His marketing manager, after ling discussions, hired a market research firm to study the buying pattern and preferences of people walking in the store.

QUESTIONS:-

1) Identify the relevant major problems and issues in this case.

2) Suggest a strategy to rectify the problems.

Case -4- Impact of Retail Promotions on Consumers

Shoppers Delight, a large retail store, had above average quality and competitive prices. It advertised its retail promotions in local newspapers. Its TV advertising was mainly aimed at building store image and did not address retail promotions. The management knew it well that they had to advertise their retail promotions more, but they did not feel comfortable with the effectiveness of present efforts and wanted to better understand the impact of their present promotions.

To better understand the effectiveness of present efforts, a study of advertising exposure, interpretation, and purchases was undertaken. Researchers conducted 50 in-depth interviews with customers of the store’s target market to determine the appropriate product mix, price, ad copy and media for the test. In addition, the store’s image and that of its two competitors were measured.

Based on the research findings, different product lines that would appeal to the target customers were selected. The retail promotion was run for a full week. Full-page advertisements were released each day in the two local Hindi newspapers, and also in one English newspaper that devotes six pages to the coverage of the state.

Each evening, a sample of 100 target market customers were interviewed by telephone as follows:

1. Target customers were asked if they had read the newspaper that day. This was done to determine their exposure to advertisement.

2. After general description of the product lines, the respondents were asked to recall any related retail advertisements they had seen or read.

3. If the respondents were able to recall, they were asked to describe the ad, the promoted products, sale prices, and the name of the sponsoring store.

4. If the respondents were accurate in their ad interpretation, they were asked to express their intentions to purchase.

5. Respondents were also asked for suggestions to be incorporated in future promotions targeted at this consumer segment.

Immediately after the close of promotion, 500 target market customers were surveyed to determine what percentage of the target marker actually purchased the promoted products. It also determined which source of information included them in their decision to purchase and the amount of their purchase.

The results of the study showed that as exposure was 75 percent and ad awareness level was 68 percent and was considered as high. Only 43 percent respondents exposed to and aware of the ad copy could accurately recall important details, such as the name of the store promoting the retail sale. Just 43 percent correct interpretation was considered as low. Of those who could accurately interpret the ad copy, 32 percent said they intended to respond by purchasing the advertised products and 68 percent said they had no intention to buy. This yields an overall intention to buy of 7 percent. The largest area of lost opportunity was due to those who did not accurately interpret the ad copy.

The post-promotion survey indicated that only 4.2 percent of the target market customers made purchases of the promoted products during the promotion period. In terms of how these buyers learnt of the promotion, 46 percent mentioned newspaper A (Hindi), 27perecent newspaper B (Hindi), 8 percent newspaper (English), and 15 percent learnt about sale through word-of –mouth communication.

The retail promotion was judged as successful in many ways, besides yielding the sales worth Rs.900,000. However, management was concerned about not achieving a higher level of ad comprehension, missing a significant sales opportunity. It was believed that a better ad would have at least 75 percent correct comprehension among those aware of the ad. This in turn would almost double sales without any additional cost.

QUESTIONS(Any Two):-

1. Why would some consumers have high-involvement levels in learning about this sales promotion?

2. Is a level of 75 percent comprehension realistic among those who become aware of an ad? Why or why not?

3. Do you think such promotions are likely to influence the quality image of the retail store? Explain.

Case- 5- Tattoos and Extended Self

Most product and services associated with extended self and physically separated from the physically self. Until recently, exceptions were limited primarily to hairstyles and coloring and cosmetics. One could also alter the physical self through excersise,diet,weight training and plastic surgery. In recent years, body piercling and tattooing have become additional ways to alter both the extended self and the physical self. Tattooing is unique (expect for plastic surgery) in that it is a relatively unalterable change to physical self. It can be done primarily for adornment or beauty enhancement reasons. Or, it conserve primarily as public or private symbol.

For most of this century, tattooing was not socially acceptable among most social groups in the United States. The most noticeable exception was enlisted men in the Navy, and even then alcohol consumption was frequently involved in the decision to secure a tattoo. This has changed sharply in the recent years. Why has this become socially acceptable and what does it mean it man to the self concept of those who secure tattoos? Research on tattoo focuses on four themes – the renaissance of tattooing, the impact of the tattoo on the extended self, the risks associated with acquiring a tattoo, and the satisfaction / dissatisfaction that can result.

A tattoo renaissance began in the 1960s with the hippie movement and the evolution of skilled tattoo artists in the San Francisco area. Interest also began to grow in the historical and ethnographic aspects of the tattoo medium. The commercial art world and academic art historians began to pay attention to tattooing as an art from. This, in turn, attracted better tattoo artist. By the early 1990s public figures, particularly athletes began to wear visible tattoos, which increased their acceptability among the more venturesome member of “mainstream” society. Tattoos have meaning on at least three levels. First, there is the meaning associated with having a tattoo .While increasingly common, having a tattoo is still far from the norm. Thus, having a tattoo in and of itself makes a statement about the person. A person

.with a tattoo is still viewed as somewhat of a risk taker or non –conformist .The location of the tattoo also contains meaning. The more visible the tattoo, the more rebellious or non – conforming the individual appears to be. The tattoo itself is a major source of meaning, both private and symbolic. Tattoos may symbolize group membership, interests, activities, relationship, life transition, or values. Tattoos may be unique and failed primarily with personal meaning or their meaning may be rooted in the cultural practice and myths.

Acquiring a tattoo is risky. It is very expensive to remove or alter a tattoo .Thus , if you don’t like your tattoo or your tastes change over time , you are at financial risk ., There is also the social risk that one’s current or future friends , colleagues , or employers will have a negative reaction to the tattoo. Finally, there is still physiological risk associated with acquiring a tattoo.

Ultimately, there is evaluation and satisfaction or dissatisfaction. As mentioned earlier, dissatisfaction is difficult and expensive to correct. Satisfaction, often at a high level, is a frequent outcome. Some research indicates that this may even produce addiction.

(Source advances in consumer Research, ed J. W. Alba and J. W. Hutchinson, 1998)

(Authors’ note: Tattooing has been in India for the last several decades. Rural people visiting meals were to get their names tattooed on their forearms. Womenfolk were more interested in getting some design or flowers tattooed. Probably, they did not have such complex psychological reasons as the research in United States shows. In acquiring a tattoo, the new generation youth may be having complex psychological reasons as reported in the study).

Question:- (Any Two)

1. What is the significance of acquiring a tattoo in India? Are tattoos considered a way of making a personality statement/

2. Contact two educated persons who wear a tattoo (just not the name).Interview them to find out what does it mean to them?

3. Interview three of your friends. Find out about their self- concepts and what kind of tattoo would they like have.

SUBJECT: Business Ethics

1.} Define business ethics. Why do we need to study business ethics?

2.} Define morality. Discuss some characteristics of morality?

3.} Briefly discuss utilitarianism. Discuss the problems of measurement.

4.} Make a presentation about two male and two female corporate executives that you admire?

5.} Define ecological ethics. Distinguish between private and social costs?

6.} Discuss the types of job discrimination. How can we determine job discrimination?

7.} What is affirmative action? Discuss some of the major arguments for and against affirmative action.

8.} Discuss why values are important for an organization. Discuss the importance of trans-cultural values. Find out some cultural/business values of different countries.

9.} Discuss the characteristics of high-performing teams.

10.} Write a few paragraphs about an Indian organization that you admire. What are its values?

Subject: Construction Management (Specialization)

_________________________________________________________________________

1.} Explain in brief about the reporting and the monitoring system used in construction?

2.} State the importance of Trade Unions and work committees?

3.} Discuss various phase of a construction project. Discuss in brief the process involved during

execution and control phase of the project?

4.} What do you understand by organization culture?

5.} List the advantages of centralized and decentralized purchasing?

6.} What are the principal methods of taking into account time value of money, while evaluating the

soundness of capital project?

7.} What are the factors to be considered before the site work begins to ensure smooth execution of

project?

8.} What are cause of dispute in construction contract? Explain the various modes od resolving these

disputes, giving advantage and disadvantage of each?

SUBJECT: Finance Management (spz.)

3. ”The modern approach is an improvement over the traditional approach of financial management.”Do you agree?

4. A company has Rs.200000 as EBIT .It has Rs.1000000,10% debentures .The equity capitalization rate (Ke)of the company is 12.5%.Find out the value of the firm under Net Income Approach. Also prove the NI approach.

5. A company earns Rs.5 per share ;it is capitalized at a rate of 10% and has a rate of return on investments of 16%. According to Walter’s model what should be the price per share at 50% dividend pay out ratio? Is this the optimum pay out ratio according to Walter?

6. ”The principal focus of finance is on decisions and actions which affect the value of the firm.”How can financial management help to maximize it?

7. Sales Rs.2000000, Variable cost Rs.600000, Fixed costs Rs.100000, Interest Rs.5000

i) Using the concept of operating leverage, by what percentage will EBIT increase,if there is a 10% increase in sales?

ii) Using the concept of financial leverage, by what percentage will EBT increase,if there is a 6%

increase in EBIT?

iii) Using the concept of combined leverage, by what percentage will EBT increase,if there is a 6% increase in sales?

earnings before interest and taxes (EBIT)

6. ”It is the capital expenditure decision that spells the difference between the business success and business failure.”Do you agree with this statement? Substantiate your views with reasons.

7. X Ltd.,wishes to issue 1000 7% debentures of Rs.100 each for which the expenses of issue would be Rs.5 per debenture .Find out the cost of debenture capital.

8. ”Financial analysis requires an explicit consideration of the time value of money.”Elaborate.

SUBJECT: International Business

Case Study 1 - Documentary Credit (Marks -16)

M/S Auto India

8. Was Global Bank, Pune Branch correct in its argument, as the credit issuing bank?

9. Was the stand taken by The American Bank, New York correct, as the negotiating bank?

Case Study 2 - (Marks -16)

Foreign Trade

M/S Taneja Exports, Mumbai

5) Elaborate the deficiency of service on the part of the bank, pointed out by the National consumer redressal forum, in the light of the uniform rules for collection ICC publication No.522.

6) Advise the firm about the precautions they should have taken to avoid such a colossal business loss.

7) Discuss the remedial measures the bank in India should take to avoid such damaging judgements by the consumer forums.

8) Elaborate the Supreme Court judgement in the context of the international banking rules and practises, as guided by the ICC publications.

Questions:-

4. Why has the late corner’s strategy’ of Toyota failed in China, though it succeeded in India?

Why has Toyota failed to capture the Chinese market? Why is it trailing behind its rivals

Case – 4 (Marks -16)

THE EU’S LAGGING COMPETITIVENESS

4) Is gross domestic product per capita a useful indicator of international competitiveness in the EU?

5) Is it fair to point the blame for the EU’s poor international competitiveness at inflexible labor markets, regulated goods and services markets, and a general lack of competition? What alternative explanations

might be suggested? What appears to be the problem with the EU’s banking sector?

3) Is the number of patents registered a useful indicator of superior international competitiveness? Why do you think the USA does well in this area?

4) Should the EU consider more targeted intervention in the form of subsidies or strategic trade policy?

AT THE RECEIVING END

Questions:-

6. What lessons can other MNCs learn from the experience of McDonald’s?

7. Aware of the food habits of Indians, why did McDonald’s err in mixing beef extract in the oil used for fries?

8. How far has McDonald’s succeeded in strategizing and meeting local cultures and needs?

Subject: Logistic Management (Spz.)

10. Explain the scope of logistic management in India context? What are the basic functions of logistic Management?

11. How right physical distribution of logistics can help minimizing costs and lead time?

12. Explain different kinds of containers used to mobilize logistics.

13. What is the role communication plays in logistics management?

14. Justify the statement; a customer is satisfied if the consignment is delivered on time”.

15. Explain ‘Shortest possible Route’ in the context of solving transportation problems.

16. What is meant by physical distribution system? Discuss the major activities involved in physical distribution system.

17. Explain the main systems of inventory control recommended for a very large manufacturing organization.

18. When would you recommend a centralized logistics system for a company and why? Compare informal logistical system with a formal one.

19. Explain material handling system of an organization. What factors should be kept in mind in designing an effective material handling system?

SUBJECT: Managerial Economics

Case 1: Where is the Fair Play? (Marks-16)

20. What would you recommend to the government to create a level playing field for the local firms and the western exporters of meat to India?

21. Can you cite any other typical product where India’s advantage turns into disadvantages as a result of WTO agreement?

9) Why do you think the absolute value of demand elasticity is less in the short run than in the long run?

5. Do you think jewellery as a commodity, can also be categorized in the same group as others in the given table? In other words, will it also exhibit change in the demand elasticity between the short and long run? Explain why?

6. The change in the value of demand elasticity between short and long run is much smaller in case of food than in clothing, what does this reflect about the consumer behaviour?

6) Is there such a market in India for all the huge plans that they have ?

7) Can you support it as a case of economies of scope ?

8) Does it not lend to monopolistic conditions ? Give reasons.

9) Is there such a market in India for all the huge plans that they have ?

10) Can you support it as a case of economies of scope ?

11) Does it not lend to monopolistic conditions ? Give reasons.

5) Identify the most important factors of production in case of automobile industry. Also attempt to explain the relative significance of each of these factors.

6) What more information would you like to obtain in order to draw a production function for Maruti Udyog? Explain with logic.

7) Automobile industry is a good example of capital augmenting technical progress. Discuss.

9. As money costs will decrease due to decision to outsource human resource, some real costs and opportunity cost may surface. What could these be?

10. Elaborate the external and internal economies of scale as occurring to Contract Counsel.

11. Can you see some possibility of economies of scope from the information given in the case? Discuss.

Subject: Marketing Research

Each Question carries 10 marks.

22. What is conjoint analysis? How does it help in marketing research?

23. What is market segmentation? On what'basis a market is segmented?

24. What is factor analysis? How does it help in interpretation of results?

25. Discuss the situations under which Factor Analysis can be used ? List the steps involved in using Factor Analysis.

26. Describe the precautions that should be taken while conducting marketing research based on secondary data.

27. What are the different Probability Sampling methods ? Explain with the help of examples.

Growth Shravan Ltd. (20 Marks)

Questions :

1. Prepare a suitable marketing research proposal for helping GSL.

2. Develop a suitable questionnaire for the above proposal.

Operation Management

28. What is the purpose of aggregate production planning? When is aggregated planning most useful? Explain.

29. Explain in general terms how a safety stock level is determined using customer service level.

30. Discuss how a quality-management program can affect productivity.

31. Select three service companies or organizations you are familiar with and indicate how process control charts could be used in each.

32. Explain the various factors that are to be taken into account for plant location. Discuss in connection with setting up an Automobile industry.

33. Explain the term 'Break-even analysis'. Draw imaginary BEP chart and briefly describe its merits and demerits.

34. Define .Purchase Systems.. What are the common objectives of the purchasing function?

35. Explain the role of production manager.

SALES DISTRIBUTION

What do you mean by distribution management? Explain the need for distribution channels with suitable examples.

2. What is sales organisation? Discuss the different types of sales organisation structures.

10) If you were Ashok Desai, what would you do to achieve superior results in terms of sales and net profit as expected by the General Manager (Sales)?

11) Shakti Masala is a market leader in spices in North India and is planning to launch its ‘Swad’ brand of spices in Western India. Design a marketing channel for it specifying the channel intermediaries, channel levels, and the distribution intensity. Justify your recommendations.

12) What is meant by Channel Information System? Explain any four elements of a channel information system.

13) Discuss the distribution channel options available to companies willing to sell its products in international markets.

7. Discuss the basic types of compensation plans used for compensating salespeople. Which plan will be suitable for compensating an insurance agent? Justify.

8. Briefly explain the meaning of ‘Sales Territory’. Describe the steps involved in designing sales territories.

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Wednesday, 14 August 2013

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