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SUBJECT:
Marketing Management
_____________________________________________________________________________
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
_____________________________________________________________________________
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
_____________________________________________________________________________
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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