assignmentssolution@gmail.com

Get Assignments and Projects prepared by experts at a very nominal fee.

More than 8 years in assisting assignments and projects/dissertation/thesis of MBA,BBA,BCA,MCA,PhD and others-

Contact us at : Email : assignmentssolution@gmail.com

Help for : SMU, IIBM,IMT, NMIMS, NIBM ,KSBM, KAIZAN, ISBM, SYMBIOSIS, NIMS, IGNOU, XAVIER, XIBMS, ISM, PSBM, NSBM, NIRM, ISBM, ISMRC, ICMIND, UPES and many others.

Help in : Assignments, projects, M.Phil,Ph.D disseration & thesis,case studies

Courses,MBA,BBA,PhD,MPhil,EMBA,MIB,DMS,MMS,BMS,GDS etc

Contact us at : Email : assignmentssolution@gmail.com



Sunday 30 June 2013

SMU Assignments: Spring 2013: contact us for answers at assignmentssolution@gmail.com

MBA BANKING AND FINANCE-IV SEMESTER
MBF 401 PROJECT APPRAISAL, FINANACE, MANAGEMENT
BOOK ID:B1409
ASSIGNMENT (60 MARKS)
Answer all the questions. Each question carries 10 Marks.
1. Explain various tools used to identify the investment opportunities.
2. Explain nature of work schedule and the purpose it serve.
3. What is relevant cash flow in capital budgeting decisions?
4. Describe the methods used by financial institutions to analyse risk.
5. Describe the common characteristics between private equity and venture capital.
6. Explain post Audit.
MBA BANKING AND FINANCE-IV SEMESTER
MBF402 TREASURY MANAGEMENT
BOOK ID:B1311
ASSIGNMENT (60 MARKS)
Answer all the questions. Each question carries 10 Marks.
1. Explain about Asset Liability Management in detail.
2. Discuss in detail about primary market, its features and types
3. What are the tools available for managing risks?
4. Describe ERM and classify the differences between futures and forwards contracts
5. What are the functions and benefits of integrated treasury?
6. Explain the concept of asset and liability sensitivity of portfolio and the various strategies for
controlling IRR.
MBA BANKING AND FINANCE-IV SEMESTER
MBF 403 CRM AND IT IN BANKING
BOOK ID:B1410
ASSIGNMENT (60 MARKS)
Answer all the questions. Each question carries 10 Marks.
1. How is CRM important in financial services industry?
2. Explain the process of implementation of Siebel and its advantages
3. Write short notes on the following:
a. Bank NET
b. COMMET
c. RBINET
d. INFINET
4. Explain Analytical CRM.
5. What is the role of information technology in finance and service delivery?
6. Explain Certified Information Systems Auditor (CISA) and the effects of technology on
auditor.
MBA BANKING AND FINANCE-IV SEMESTER
MBF 404 INTERNATIONAL FINANCIAL MANAGEMENT
BOOK ID: B1759
ASSIGNMENT (60 MARKS)
Answer all the questions. Each question carries 10 Marks.
1. Explain Asian Financial Crises.
2. What are the economic risk indicators?
3. Explain methods of capital budgeting.
4. Define the factors that determine the exchange rates.
5. Define the tools of foreign exchange risk management.
6. Define the benefits of FDI.
MBA BANKING AND FINANCE-IV SEMESTER
MBF 405 CORPORATE GOVERNANCE, ETHICS AND COMPLIANCE
BOOK ID: B1411
ASSIGNMENT (60 MARKS)
Answer all the questions. Each question carries 10 Marks.
1. Explain the theory of rights and theory of justice.
2. Describe banking crimes
3. Explain the theory of ethical leadership
4. Describe unethical practices in selling financial products.
5. Explain the roles of external Corporate Governance mechanism
6. Explain the framework for managing compliances risks.

IIBM Exam papers : contact us for answers at assignmentssolution@gmail.com



Note:
1.    All questions are compulsory.
2.    Use analytical description where required.
3.    Cite references used if any while proposing solution to any question.

Case 1
HOW GENERAL MOTORS IS COLLABORATING ONLINE

The Problem
Designing a car is a complex and lengthy task. Take, for example, General Motors (GM). Each model created needs to go through a frontal crash test. So the company builds prototypes that cost about one million dollars for each car and tests how they react to frontal crash. GM crashes these cars, …..
All this has translated into profit. Despite the economic show down. GM’s revenues increased more than 6 percent in 2002. while its earnings in the second quarter of 2002 doubled that of 2001.

Questions:

1. Why did it take GM over four years to design a new car?
2. Who collaborated with whom to reduce the time-to-market?
3. How has IT helped to cut the time-to-market? 



Case 2
Intranets: Invest First, Analyze Later?

The traditional approach to information systems projects is to analyze potential costs and benefits before deciding whether to develop the system. However for moderate investments in promising new technologies that could offer major benefits. Organizations may decide to do the financial analyses after the project is over. A number of companies took this latter approach in regard to intranet projects initiated prior to 1997.

Judd’s
Located in Strasburg. ….
appropriate indicator was having new scales representatives meet half their quota. Startup costs were $280,000, average annual expenses were estimated at less than $400,000, and annual savings were projected at over $2.5 million. Barry Demak, director of sales, remarked, “we knew the economic justification…would be strong, but we were surprised the actual numbers were as high as they were.”

Questions:
1. Where and under what circumstances is the “invest first, analyze later” approach appropriate? where and when is it inappropriate? Give specific examples of technologies and other circumstances.
2. How long do you think the “invest first , analyze later” approach will be appropriate for intranet projects? When (and why) will the emphasis shift to traditional project justification approaches? (Or has the shift already occurred?)
3. What are the risks of going into projects that have not received a through financial analysis? How can organization reduce these risks?
4. Based on the numbers provided for Cadence Design System’s intranet project, use a spread sheet to calculate the net present value of the project. Assume a 5-year life for the system.


Case 3
Putting IT to Work at Home Depot   

Home Depot is the world’s largest home-improvement retailer, a global company that is expanding rapidly (about 200 new stories every year). With over 1500 stories (mostly in the United States and Canada, and now expanding to other countries) ….
of the EC-related projects. The structure also consider the skills, strengtyhs, and the weeknesses of the It employees. The company offer both the online and offline training aimed at improving those skills. Home Depot is consistently ranked among the best places to work for IT employees.

Questions:

1. Explain why the team based structure at Home Depot is so successful.
2. The structure means that the SPST reports to both marketing and technology. This is known as a matrix structure. What are the potential advantages and problems?
3. How is collaboration facilitated by IT in this case?
4. Why is the process flow important in this case?




Case 4
Dartmouth College Goes Wireless

Dartmouth College, one of the oldest in United States (founded in 1769), was one of the first to embrace the wireless revolution. Operating and maintain a campuswide information system with wires is very difficult. Since there are 161 buildings with more than 1,000 rooms on campus. In 2000, the college introduced a campuswide wireless network that …
evaluate material presented in class and can vote on a multiple-choice questionnaire relating to the presented material. Tabulated results are shown in seconds, promoting discussions. According to faculty, the system “makes students want to give answers,” thus significantly increasing participation.
•    Faculty and students developed a special voice-over-IP application for PDAs and iPAQs that uses live two-way voice-over-IP chat.

Questions:

1.    In what ways is the Wi-Fi technology changing the Dartmouth students?
2.        Some says that the wireless system will become part of the background of everybody’s life – that the mobile devices are just an afterthought. Explain.
3.        Is the system contributing to improved learning, or just adding entertainment that may reduce the time available for studying? Debate your point of view with students who hold a different opinion.
4.        What are the major benefits of the wireless system over the previous wire line one? Do you think wire line systems will disappear from campus one day? (Do some research on the topic.)

IIBM Exam papers : contact us for answers at assignmentssolution@gmail.com

CASE – 1   Dabur India Limited: Growing Big and Global

Dabur is among the top five FMCG companies in India and is positioned successfully on the specialist herbal platform. Dabur has proven its expertise in the fields of health care, personal care, homecare and foods.
The company was founded by Dr. S. K. Burman in 1884 as small pharmacy in Calcutta (now Kolkata), India. And is now led by his great grandson Vivek C. Burman, who is the Chairman of Dabur India Limited and the senior most representative of the Burman family in the company. The company headquarters are in Ghaziabad, India, …
time the company is very popular in the rural segment.



Questions

1.    What is the objective of Dabur? Is it profit maximisation or growth maximisation? Discuss.
2.    Do you think the growth of Dabur from a small pharmacy to a large multinational company is an indicator of the advantages of joint stock company against proprietorship form? Elaborate.





















CASE – 2   IT Industry: Checkered Growth

IT industry is now considered as vital for the development of any economy. Developing countries value the importance of this industry due to its capacity to provide much needed export earnings and support in the development of other industries. Especially in Indian context, this industry has assumed a significant position in the overall economy, due to its exemplary potentials in creating high value jobs, enhancing business efficiency and earning export revenues. The IT revolution has brought unexpected opportunities for India, which is emerging as an increasingly preferred location for customised software development. Experts are estimating the global IT industry to grow to US$1.6 million over the coming six years and exports to reach Rs. 2000 billion by 2008. It is envisaged that Indian IT industry, though a very small portion of the global IT pie, has tremendous growth prospects.

Stock Taking

The decade of 1970 may be taken as the stage of introduction of the Indian IT industry. The early years were marked by 75 per cent of software development taking place overseas and the rest 25 per cent in India. Exports of Indian software until the mid-1970s was mainly Eastern Europe, followed by US. Tata Consultancy Services (TCS) was among the pioneers in selling its services outside India, by working for IBM Labs in the US. The hardware segment lagged behind its software counterpart. With instances of exports worth US$ 4 million in 1980, the software segment of the industry has shown an uneven profile. It was not until 1980s that vigorous and sustained growth in software exports begun, as MNCs like Texas Instruments started to take serious interest in India as a centre of software production. Destinations of export also underwent changes, with US dominating the main export market with 75 per cent of the exports. The IT Enabled Services (ITeS) segment, however, had not emerged at this stage.
It was also during the mid to late 1980s that computer firms shifted focus from mainframe computers (the mainstay of MNCs) to Personal Computers (PCs). In March 1985, Minicomp installed the first ever PC at CSI, Delhi; this changed the entire industry for good. With the entry of networking and applications like CAD/CAM, PC sales soared in 1987-88, touching 50,000 units.
From a modest growth in the mid-1980s software exports moved up to Rs. 3.8 billion in 1991-92. Since then, it grew at an incredible rate, up to 115 per cent in 1993. The hardware could also register an annual growth of 40 per cent in this period, backed by a surging demand for PCs and networking. Growth of the industry was also driven by the emergence and rapid growth of the ITeS segment.
IT sector’s share of GDP rose steadily in this period, rate of increase being the highest at 44.91 per cent in 2000-01. It was in the same year that the size of the total IT ….
*A: share of GDP of the Indian IT market, B: size of the Indian IT market (in Rs. crore), C: software and services exports (in Rs. crore), D: size of software and services (in Rs. crore), E: size of the domestic market (in Rs. crore)




Questions

1.    Try to identify various stages of growth of IT industry on basis of information given in the case and present a scenario for the future.

2.    Study the table given. Apply trend projection method on the figures and comment on the trend.

3.    Compute a 3 year moving average forecast for the years 1997-98 through 2003-04.

CASE – 3   Outsourcing to India: Way to Fast Track

By almost any measure, David Galbenski’s company Contract Counsel was a success. It was a company Galbenski and a law school buddy, Mark Adams, started in 1993; it helps companies find lawyers on a temporary contract basis. The growth over the past five years had been furious. Revenue went from less than $200,000 to some $6.5 million at the end of 2003, and the company was placing thousands of lawyers a year.
At then the revenue growth began to flatten; the company grew just 8% in 2004 despite a robust market for legal services estimated at about $250 billion in the United States alone. Frustrated and concerned, Galbenski stepped back and began taking a hard look at his business. Could he get it back on the fast track? “Most business books say that the hardest threshold to cross is that $10 million sales mark,” he says. “I knew we couldn’t afford to grow only 10% a year. We needed to blow right through that number.”
For that to happen, Galbenski knew he had to expand his customer base beyond the Midwest into large legal supermarkets such as Boston, New York, and Washington, D.C. He also knew that in doing so, he could run into stiff competition from larger publicly traded rivals. Contract Counsel’s edge has always been its low price, Clients called when dealing with large-scale litigation or complicated merger and ….
help get the word out, he launched a website (offshore-legal-services.com), which includes a cache of white papers and case studies to serve as a resource guide for companies interested in outsourcing. 



Questions

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

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

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










CASE – 4   Indian Stock Market: Does it Explain Perfect Competition?

The stock market is one of the most important sources for corporates to raise capital. A stock exchange provides a market place, whether real or virtual, to facilitate the exchange of securities between buyers and sellers. It provides a real time trading information on the listed securities, facilitating price discovery.
Participants in the stock market range from small individual investors to large traders, who can be based anywhere in the world. Their orders usually end up with a professional at a stock exchange, who executes the order. Some exchanges are physical locations where transactions are carried out on a trading floor. The other type of exchange is of a virtual kind, composed of a network of computers and trades are made electronically via traders.
By design a stock exchange resembles perfect competition. Large number of rational profit maximisers actively competing with each other, trying to predict future market value of individual securities comprises the main feature of any stock market. Important current information is almost freely available to all participants. Price of individual security is determined by market forces and reflects the effect of events that have already occurred and are expected to occur. In the short run it is not easy for a market player to either exit or enter; one cannot exit and enter for few days in those stocks which are under no delivery. For example Tata Steel was in no delivery from 29/10/07 to 02/11/07. Similarly one cannot enter or exit on those stocks which are in upper or lower circuit for few regular trading sessions. Therefore a player has to depend wholly on market price for its profit maximizing output (in this case stock of securities). In the long run players may exit the market if they are not able to earn profit, but at the same time new investors are attracted by rise in market price.
As on 01/11/07 total market capital at Bombay Stock Exchange (BSE) is $1589.43 billion (source: Business Standard, 1/11/2007); out of this individual …..
By design, an Indian Stock Market resembles perfect competition, not as a complete description (for no markets may satisfy all requirements of the model) but as an approximation.



Questions

1.    Is stock market a good example of perfect competition? Discuss.

2.    Identify the characteristics of perfect competition in the stock market setting.

3.    Can you find some basic aspect of perfect competition which is essentially absent in stock market?

































CASE – 5   The Indian Audio Market

The Indian audio market pyramid is featured by the traditional radios forming its lower bulk. Besides this, there are four other distinct segments: mono ….
with powerful regional brands in mono and stereo segments, having a market share of 59% in mono recorders and 36% in stereo recorders. This sector has a strong influence on price performance.


Questions

1.    What major pricing strategies have been discussed in the case? How effective these strategies have been in ensuring success of the company?

2.    Is perceived value pricing the dominant strategy of major players?

3.    Which products have reached maturity stage in audio industry? Do you think that product bundling can be effectively used for promoting sale of these products?

IIBM Exam papers : contact us for answers at assignmentssolution@gmail.com

Examination Paper: Export and Import Management
5
IIBM Institute Of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
International Trade
Section A: Objective Type (30 marks)
•This section consists of Multiple Choice Questions & Short notes type Questions.
•Answer all the questions
•Part one carries 1 mark each and Part two questions carry 5 marks each.
Part One:
Multiple Choices:
1. _________is beneficial between two nations that have strong markets in two different sectors.
a. Economic Growth
b. International Trade
c. Trade Integration
d. Trade Diversion
2. What is the full form of UNCTAD?
a. United Nation Conference on Trade and Development
b. Union Nations Committee of Trade and Development
c. Union Nations Conference on Trade and Development
d. None of the above
3. ______is fixed through negotiation between the importing country and the exporting country.
a. Tariff Quota
b. Bilateral Quota
c. Mixing Quota
d. Unilateral Quota
4. Under which Act Reserve Code Number is required?
a. Foreign Exchange Regulation Act
b. Custom Act
c. Export Import Control Act
d. Foreign Trade Act
5. Which policy of the government will have a direct bearing on the exchange rate of the country?
a. Fiscal Policy
b. Instrument of Trade Policy
c. Monetary Policy
d. Both ‘a’ & ‘c’
6. Which scheme helps the exporters in procuring imported raw materials?
a. IES
b. C.C.S.
c. IRS
d. None of the above
Examination Paper: Export and Import Management
6
IIBM Institute Of Business Management
7. Which of the following factor affecting the Exchange rate?
a. Purchasing power Parity
b. Exchange Control
c. Balance of Payments
d. All of the above
8. The system of permitting the currencies to move within a band is called___________.
a. Snake in the tunnel
b. Turtle Device
c. UNCTAD
d. None of the above
9. Periodic, as often as daily devaluations of pre-announced magnitude means________.
a. Managed Float Regime
b. The crawling Peg Regime
c. Single currency Peg
d. Composite currency Peg
10. The Export Policy of Government of India can be divided into_______ distinct phases.
a. 2
b. 3
c. 4
d. 5
Part Two:
1. Write a brief note on “INTERNATIONAL MONETARY FUND”.
2. Write the components of the Uruguay Round Agreement.
3. Differentiate between Export Expansion and Import Substitution.
4. Explain the Term:-
a. Bill of Landing
b. Marine Insurance Policy
END OF SECTION
Examination Paper: Export and Import Management
7
IIBM Institute Of Business Management
Section B: Case lets (40 marks)
•This section consists of Caselets.
•Answer all the questions.
•Each case let carries 20 marks.
•Detailed information should form the part of your answer (Word limit 150 to 200 words).
Case let 1
India’s tea export rose to 46.74 million kg during the first quarter of the current financial year from 35.47
million kg in the previous comparable period. Export earnings from this item aggregates Rs. 81.61 crores
during April-June 1981, against Rs. 68.03 crores in the corresponding period last year. Thus, although in
terms of quantity our tea exports have looked upon this year, the unit value realization dropped from Rs.
19.8 per kg, to Rs 17.46 per kg.
The drop in unit value realization is attributed to the slackness in the international tea market due to the
global oversupply in this commodity. Since 1975, world tea production has gone up by 41 percent whereas
increase in consumption by the tea importing countries has been only of the order of the 9 percent.
Naturally, the prospects of a revival in international tea price are dim at least in the immediate future. The
recommendations made by the recent national meet on tea; ‘revitalize’ the tea industry in the country have
to be viewed in this context.
The national meet on tea, organized by the Union Commerce Ministry, was held in the first week of
August to take a close look at the various problems confronting the tea industry the meeting which was
attended by the representatives of the Central Government, tea producing states, planter’s associations and
small growers, has recommended a package of fiscal reliefs –both at the Central and State levels.
The package includes, among other things, a substantial reduction in excise duty on tea, refund of indirect
taxes paid on tea exports, simplification of drawback procedures, substantial reduction or removal of the
exercise duty on packet tea until further review,, suspension of sales tax an auction teas, concessional
credit and a significant cut in the agriculture income tax and other local taxed by the respective state
governments. It was also recommended that the state government should consider grant of exemption from
rural employment cess to all export sales of tea and teas used for packaging by the procedures themselves.
According to the available information these recommendations are being considered by the central and
states concerned by the central and states concerned for implementation.
The basic problem that confronts the tea industry in the international sphere is one of depressed price.
More and more black tea is coming into the international markets from several new tea producing export
countries leading to oversupply, lower realization. Among the tea producing nations area realizing without
greater cooperation among them, to bring a better equilibrium between demand and supply, they cannot
get incentives for tea exports. Because of lower production cost, some of our competitors have an edge
over us in export makers, and incentives may be necessary to an extent for offsetting this price
disadvantage. Similarly, assistance for exports of non-traditional items such as tea bags and packet tea
would be advantageous for establishing markets for these high value added items whose share in our
overall a tea exports is small at present.
Questions:
1. Discuss the problem that comforts the Tea Industry in the International sphere.
2. How you asses would the Tea producing states has recommended a package of fiscal reliefs?
Examination Paper: Export and Import Management
8
IIBM Institute Of Business Management
Case let 2
August 12, 1992 was a really bad day for John Martin. That was the day Canada, Mexico and the United
States announced an agreement, in principle, to the North America Free Trade Agreement (NAFTA).
Under the plan, all tariffs between the three countries would be eliminated within the next 10 to 15 years,
with most being cut in five years. What disturbed Martin most was the plan’s provision that all tariffs on
trade of textiles among the three countries are to be removed within 10 years. Under the proposed
agreement, Mexico and Canada would also be allowed to ship a specific amount of clothing and textiles
made from foreign materials to the United States each year, and this quota would raise slightly over the
first five years of the agreement. “My God!” thought Martin.
Martin is the CEO of a New York based textile company, Martin’s Textiles. The company has been in the
Martin family for four generations, having been founded by his great grandfather in 1910. Today, the
company employs 1500 people in three New York plants that produce cotton based clothes, primarily
underwear. All production employees are union members and the company has a long history of good
labour relations. The company has never had a labour dispute and Martin, like his father, grandfather, and
great -grandfather before him, regards the workforce as part of the "Martin family". Martin prides himself
not only in knowing many of the employees by name, but also in knowing a great deal about the family
circumstances of many of the long time employees.
Over the past 20 years the company has experienced increasingly tough competition, both from overseas
and at home. The mid 1980s was particularly difficult. The strength of the dollar on the foreign exchange
market during that period enabled Asian producers to enter the US market with very low prices. Since
then, although the dollar has weakened against many major currencies, the Asian producers have not raised
their prices in response to the falling driven by wage rates and labour productivity. Not surprisingly, most
of Martin’s competitors in the north-eastern United States respond to the intense cost competition by
moving production south, first to states such as South Carolina and Mississippi where non –union labour
could be hired for significantly less than in the unionized North-east, and then to Mexico, where labour
costs for textile workers were less than $2 per hour. In contrast, wage rates are $12.50 per hour at Martin’s
New York plant and $8 to $10 per hour at non-union textile plants in the south eastern United States.
The last three years have been particularly tough at Martin’s Textiles. The company has registers a small
loss each year, and Martin knows the company cannot go on like this. His major customers, while praising
the quality of Martin’s products, have worried him that his prices are getting too high and they may not be
able to continue to do business with him, His long-time banker has told him he must get his labour costs
down. Martin agrees, but he knows of only one surefire way to do that, to move production south, way
south, to Mexico. He has always been reluctant to do that, but now he seems to have little choice. He fear
as that in a5 years the Us market will be flooded with cheap imports from Asian, US and Mexican
companies, all producing in Mexico. It looks like the only way for Martin’s Textiles to survive is to close
the New York plant and move production to Mexico. All that would be left in the United States would be
the Sales force.
Martin’s mind was spinning. How could something that throws good honest people out of work be good
for the country? The politicians said it would be good for trade, good for economic growth and good for
the three countries. Martin could not see it that way. What about Mary Morgan who has worked for
Martin’s for 30 years? She is now 54 year as old. How will she and others like her find another job? What
about his moral obligation to his workers? What about the loyalty his workers have shown his family over
the years? Is this a good way to repay it? How would he break the news to his employees, many of whom
have worked for the company for 10 to 20 years? And what about the Mexican workers? Could they be as
loyal and production in Mexico, he had heard stories of low productivity, poor workmanship high turnover
and high absenteeism. Is this true? If so, how could be ever cope with that? Martin has always felt that the
success of Martin’s textiles was partly due to the family atmosphere, which encourages worker loyalty,
productivity and attention to quality, an atmosphere that has been built up over four generations. How
Examination Paper: Export and Import Management
9
IIBM Institute Of Business Management
could he replicate that in Mexico with a bunch of foreign workers who speak a language he doesn’t even
understand?
Questions:
1. What are the social costs of benefits to Martin’s Textiles of shifting production to Mexica?
2. What seems to be the most ethical action?
Section C: Applied Theory (30 marks)
•This section consists of Applied Theory Questions.
•Answer all the questions.
•Each question carries 15 marks.
•Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Describe the current issues affecting the Exchange Rate of India.
2. Explain briefly “New Trade Theory”.
S-2-210311
END OF SECTION C
END OF SECTION B

IIBM Exam papers : contact us for answers at assignmentssolution@gmail.com

Examination Paper of Marketing Management 
IIBM Institute of Business Management 1 

IIBM Institute of Business Management
Examination Paper MM.100
International Marketing Management
Section A: Objective Type (30 marks)
• This section consists of True and False & Short Answer type questions.
• Answer all the questions.
• Part One questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:
True and False:
1. The Balance of trade denotes the sum between merchandise exports and merchandise imports of a country.
2. Balance of Payment has been divided into 3 parts.
3. ITPO stands for International Trade Promotion Organization.
4. Export Import Bank was established on January 1, 1982.
5. Uruguay Round of Multinational Trade Negotiations was launched at Punta del Este in September 1986.
6. Product development and adaption are moreover static concepts.
7. Revocable letter of credit is not very common in export trade.
8. Pre-shipment finance is not provided by the commercial banks.
9. State trading is resorted to for a number of reasons.
10. Agency agreement is not a legal document.

Part Two:
1. Write about masculinity vs. feminity of culture.

2. Write a note on ‘Organic effect’ that affect the decision making process.

3. What is ‘Ad Valoram’ rate of duty?

4. What is ‘Diversified strategy’ for advertisement?

END OF SECTION A
Section B: Caselets (40 marks)
• This section consists of Caselets.
• Answer all the questions.
• Each caselet carries 20 marks.
• Detailed information should form the part of your answer (Word limit 200 to 250).


Examination Paper of Marketing Management 
IIBM Institute of Business Management 2 

Caselet 1
Export Marketing:
The trade in black pepper is unhappy that exports may not show a sign of revival in prices in the immediate future. World prices have been showing a downward trend for eighteen months and this has resulted in much lower earnings for exporters . The UK, West Germany and the Netherlands have cut their import requirement though the American demand has shown some growth. Brazil has been resorting to aggressive selling at lower prices and the expectations are that its exports will reach an all-time peak of 32,000 tones in the 1981-82 season. The 1981-82 Indian season is only about six weeks away. The Brazilian offensive has forced India to withdraw so to any from the US and West European markets and increase its reliance on communist buyers. As many as 1980-81.the Soviet Union alone accounting for 12,647 tones. But exporters are concerned at the diversion on such a scale of this trade.
1. Had you been the pepper exporter, what would be your short term and medium-term export marketing strategy in the above environment?

Caselet 2
SMART KIDS – SELLING EDUCATIONAL GAMES AND
RESOURCES TO THE WORLD
Smart Kids Ltd. An Auckland company that makes educational games and resources to read and understand maths has won a Trade New Zealand Export Award for its success in international markets in 2003.Established eight years ago in the family home basement, Smart Kids is led by husband and wife team, joint chief executives David and Sun Milne and their sons Duncan and Frase. She Milne, an ex-teacher, says from just 30 products when it started, the company produces more than 200 produces catering for student’s activities, grammar concepts and numeracy. She says the international appeal of Smart Kids products was highlighted recently, when company’s SMART PHONICS was listed amongst the top five products out of almost 100 in the education trade show in the United Kingdom. The key requirement for every new Smart Kids products is that it stimulates student’s minds in the classroom, teaches them a specific concept easily, enjoyably and permanently and enables problem solving. David Milne says Smart Kids started selling its educational games and resources to New Zealand schools in 1995, drawings an immediate and strong response. It quickly became apartment that the New Zealand market was not large enough to sustain considerable investment in product development, and secondly, that their products have done so well that they deserved wider exposure.”Our export research came down to two options. Find educational distributors in other countries or set-up our own operations. The first option was less risky and easy to manage but it meant that Smart Kids products were lost in a wide range of materials. So we went for the second option and over the next few years established offices in Australia, in UK and Canada”. This has successfully branded Smart Kids as a leading supplier of educational resources in these countries. Mr. Milne says the Smart Kids product catalogue is now sent regularly to teachers in more than 50,000 schools across the UK, Ireland, Canada and Australia. “We also sell to schools in the US. In that market we elected to work through a distributor, we didn’t have the financial resources to set-up an operation that could cover almost 70,000 schools and compete with every established educational publisher”. He says annual exports now exceed $2.2 million and account for more than 90% of turnover. In order to grow the business, surplus profits are reinvested back into product development, infrastructure – the company recently moved its Auckland operation into new 20,000 

Examination Paper of Marketing Management 
IIBM Institute of Business Management 3 

square feet premises in Ellerslie. Mr. Milne says the Smart Kids brand is now well established internationally with the company enjoying many competitive advantages, including its New Zealand origin. New Zealand education is highly regarded overseas and we find that international teachers to get hold of educational products made in this country.
1. What are the major considerations for a firm in order to while deciding its markets entry strategy?

2. To what extent direct control and ownership are critical for Smart kids export distribution strategy?

END OF SECTION B
Section C: Applied Theory (30 marks)
• This section consists of Long Questions.
• Answer all the questions.
• Each question carries 15 marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).

1. “India’s export markets are still largely limited to the developed countries.” Critically examine this statement highlighting the main factors responsible for the present state of affairs and your views about the future prospectus.

2. “A world in which exchange rates fluctuate constantly is a threat to international marketing”. Discuss?

END OF SECTION C 


Saturday 29 June 2013

IIBM Exam papers : Contact us for answers at assignmentssolution@gmail.com

Case 1   Disaster Recovery at Marshall Field’s (Another Chicago River Story)


Early in the morning on April 13, 1992, basements in Chicago’s downtown central business district began to flood. A hole the size of an automobile had developed between the river and an adjacent abandoned tunnel. The tunnel, built in the early 1900s for transporting coal, runs throughout the downtown area. When the tunnel flooded, so did the basements connected to it, some 272 in all, including that of major retailer Marshall Field’s.
    The problem was first noted at 5:30 A.M. by a member of the Marshall Field’s trouble desk who saw water pouring into the basement. The manager of maintenance was notified and immediately took charge. His first actions were to contact the Chicago Fire and Water Departments, and Marshall Field’s parent company, Dayton Hudson in Minneapolis. Electricity—and with it all elevator, computer, communication, and security services for the 15-story building—would soon be lost. The building was evacuated and elevators were moved above basement levels. A command post was quickly established and a team formed from various departments such as facilities, security, human resources, public relations, and financial, legal, insurance, and support services. Later that day, members of Dayton Hudson’s risk management group arrived from Minneapolis to take over coordinating the team’s efforts. The team initially met twice a week to evaluate progress as the store recovered. The goal of the team was to ensure the safety of employees and customers, minimize flood damage, and resume normal operations as soon as possible. The team hoped to open the store to customers 1 week after the flood began.
    An attempt was made to pump out the water; however, as long as the tunnel hole remained unrepaired, the Chicago River continued to pour into the basements. Thus, the basements remained flooded until the tunnel was sealed and the Army Corps of Engineers could give approval to start pumping. Everything in the second-level basement was a loss, including equipment for security, heating, ventilation, air-conditioning, fire sprinkling, and mechanical services. Most merchandise in the first-level basement stockrooms also was lost.
    Electricians worked around the clock to install emergency generators and restore lighting and elevator service. Additional security officers were hired. An emergency pumping system and new piping to the water sprinkling tank were installed so the sprinkler system could be reactivated. Measures were taken to monitor ventilation and air quality and dehumidifiers and fans were installed to improve air quality. Within the week, inspectors from the City of Chicago and OSHA gave approval to reopen the store.
    During this time, engineers had repaired the hole in the tunnel. After water was drained from the Marshall Field’s basements, damaged merchandise was removed and sold to a salvager. The second basement had to be gutted to assure removal of contaminants. Salvageable machinery had to be disassembled and sanitized.
    The extent of the damage was assessed and insurance claims filed. A construction company was hired to manage restoration of the damaged areas. Throughout the ordeal, the public relations department dealt with the media, being candid yet showing confidence in the recovery effort. Customers had to be assured that the store was safe and employees kept apprised of the recovery effort.
    This case illustrates crisis management, an important aspect of which is having a team that moves fast to minimize losses and quickly recover damages. At the beginning of a disaster there is little time to plan, though companies and public agencies often have crisis guidelines for responding to emergency situations. Afterwards they then develop more specific, detailed plans to guide longer-term recovery efforts.

QUESTIONS

1.    In what ways are the Marshall Field’s flood disaster recovery effort a project? Why are large-scale disaster response and recovery efforts projects?
2.    In what ways do the characteristics of crisis management as described in this case correspond to those of project management?

3.    Who was (were) the project manager(s) and what was his or her (their) responsibility? Who was assigned to the project team and why were they on the team?

4.    Comment on the appropriateness of using disaster recovery efforts such as this.

5.    What form of project management (basic, program, and so on) does this case most closely resemble?
Case 2        Flexible Benefits System Implementation at Quick Medical Center

The management committee of Quick Medical Center wanted to reduce the cost and improve the value and service of its employee benefits coverage. To accomplish this it decided to procure and implement a new benefits system. The new system would have no meet four goal; improved responsiveness to employee needs, added benefits flexibility, better cost management, and greater coordination of human resource objectives with business strategies. A multifunctional team of 13 members was formed by selecting representatives of departments at Quick that would rely most on the new system—Human Resources (HR), Financial Systems (FS), and Information Services (IS). Representation from each department was important to assuring all departmental needs would be met. The team also included six technical experts from the software consulting firm of Hun and Bar Software (HBS).

    Early in the project a workshop was held with team members from Quick and HBS to clarify and finalize project objectives and develop a project plan, milestones, and schedules. Project completion was set at 10 months. In that time HBS had to develop and supply all hardware and software for the new system; the system had to be brought on-line, tested, and approved; HR workers had to be trained how to operate the system and load existing employee data; all Quick employees had to be educated about and enrolled in the new benefits process; and the enrollment data had to be entered in the system.

    The director of FS was chosen to oversee the project. She had a technical background and, prior to serving as director, had worked in the IS group where she assisted in implementing Quick’s patient care information system. Everyone on the team approved of her appointment as project leader, and many team members had worked with her previously. Two team members had worked with her previously. Two team leaders were also selected, one each from HR and IS. The HR leader’s task was to ensure that the new system met HR requirements and the needs of Quick employees, and the IS leader’s task was to ensure that the new software interfaced with other Quick systems.

    Members of the Quick team were committed to the project on a part-time basis. Roughly 50 percent of the time they worked on the project; the rest of the time they performed their normal daily duties. The project manager and team leaders also worked on the project part-time. When conflicts arose, the project took priority. Given specific performance requirements and time deadlines, the Quick top management committee made it clear that successful project completion was imperative. The project manager was given authority over functional managers and project team members regarding all project related decisions.

QUESTIONS

1.    What form of project management (basic, program, and so on) does this case most closely resemble?

2.    The project manager is also the director of FS, only one of the departments that will be affected by the new benefits system. Does this seem like a good idea? What are the pros and cons of her selection?

3.    Comment on the team members’ part time assignment to the project and the expectation that they give the project top priority.

4.    Much of the success of this project depends on the performance of team members who are not employed by Quick, namely the HBS consultants. They must develop the entire hardware/software benefits system. Why was an outside firm likely chosen for such an important part of the project manager in meeting project goals?








Case 3   Glades County Sanitary District

Glades Country is a region on the Gulf Coast with a population of 600,000. About 90 percent of the population is located in and near the city of Sitkus. The main attractions of the area are its clean, sandy beaches and nearby fishing. Resorts, restaurants, hotels, retailers, and the Sitkus/Glades County economy in general rely on these attractions for tourist dollars.

    In the last decade, Glades Country has experienced a near doubling of population and industry. One result has been the noticeable increase in the level of water pollution along the coast due primarily to the increased raw sewage dumped by Glades County into the Gulf. Ordinarily, the Glades County sewer system directs effluent waste through filtration plants before pumping it into the Gulf. Although the Glades County Sanitary District (GCSD) usually is able to handle the county’s sewage, during heavy rains the runoff from paved surfaces exceeds sewer capacity and must be diverted past filtration plants, directly in to the Gulf. Following heavy rains, the beaches are cluttered with dead fish and debris. The Gulf fishing trade also is affected; pollution drives away desirable fish. Recently, the water pollution level has become high enough to damage both the tourist and fishing trade. Besides coastal pollution, there is also concern that as the population continues to increase, the county’s primary fresh water source, Glades River, will also become polluted.

    The GCSD has been mandated to prepare a comprehensive water waste management program that will reverse the trend in pollution along the Gulf Coast as well as handle the expected increase in effluent wastes over the next 20 years. Although not yet specified, it is known that the program will include new sewers, filtration plants, and stricter anti-pollution laws. As a first step, GCSD must establish the overall direction and mission of the program.

    Wherever possible, answer the following questions (given the limited information, it is okay to advance some logical guesses; if you are not able to answer a question for lack of information, indicate how and where, as a systems analyst, you would get it):

Questions:
1.    What is the system? What are its key elements and subsystems? What are the boundaries and how are they determined? What is the environment?

2.    Who are the decision makers?

3.    What is the problem? Carefully formulate it.

4.    Define the overall objective of the water waste management program. Because the program is wide-ranging in scope, you should break this down into several sub- objectives.

5.    Define the criteria or measures of performance to be used to determine whether the objectives of the program are being met. Specify several criteria for each sub-objective. As much as possible, the criteria should be quantitative, although some qualitative measures should also be included. How will you know if the criteria that you define are the appropriate ones to use?

6.    What are the resources and constraints?

7.    Elaborate on the kinds of alternatives and range of solutions to solving the problem.

8.    Discuss some techniques that could be used to help evaluate which alternatives are best.








Case 4        West Coast University
        Medical center

(This is a true story.) West Coast University Medical Center (Pseudonym) is a large university teaching and research hospital with a national reputation for excellence in health care practice, education, and research. Always seeking to sustain that reputation, the senior executive board at the Medical Center (WCMC) decided to install a comprehensive medical diagnostic system. The system would be linked to WCMC’s computer servers and be available to physicians via the computer network. Because every physician’s office at WCMC has a PC, doctors and staff could access the system from these offices as well as from their homes or private-practice offices. By simply clicking icons to access a medical specialty area, then keying in answers to queries about a patient’s symptoms, medical history, and so on, a physician could get a list of diagnostics with associated statistics.

    The senior board sent a questionnaire to manager in every department about needs in their areas and how they felt the system might improve doctor’s performances. Most managers felt it would save the doctor’s time and improve their performances. The hospital computing and information systems (CIS) group was assigned to investigate the cost and feasibility of implementing the system. CIS staff interviewed medical-center managers and software vendors specializing in diagnostic systems. The study showed high enthusiasm among the respondents and a long list of potential benefits. Based on the study report, the senior board approved the system.

    The CIS manager contacted three well-known consulting firms that specialized in medical diagnostic systems and invited each to give a presentation. Based on the presentations, he chose one firm to assist the CIS group in identifying, selecting, and integrating several software packages into a single, complete diagnostic system.

    One year and several million dollars later the project was completed. However, within a year of its completion it was clear that the system had failed. Although it did everything the consultants and software vendors had promised, the few doctors that did access it complained that many of the system “benefits” were irrelevant, and that certain features they desired were lacking.

QUESTIONS

1.    Why was the system a failure?

2.    What was the likely cause of its lack of use?

3.    What steps or procedures were absent or poorly handled in the project conception phase?




















Case 5        X-philes Data Management
        Corporation


X-philes Data Management Corporation (XDM) requires assistance in tow large projects it is about to undertake: Agentfox and Mulder. Although the projects are comparable in terms of size, technical requirements, and estimated completion time, they are independent and will have their own project managers and teams. Work for both projects is to be contracted to outside consultants.

    Two managers at XDM, one assigned each to Agentfox and Mulder, prepare RFPs and send them to several contractors. The RFP for Agentfox includes a statement of work that specifies system performance and quality requirements, a desired completion deadline, and contract conditions. As an incentive, the contractor will receive a bonus for exceeding minimal quality measures and completing the project early, and will be charged a penalty for poor quality and late completion. The project will be tracked using precise quality measures, and the contractor will have to submit detailed monthly status reports. The REP for Mulder simply includes a statement of the type of work to be done, an expected budget limit, and the desired completion date.

    Based on proposals received in response to the REPs, the managers responsible for Mulder and Agentfox each select a contractor. Unknown to either manager is that they select the same contractor, Yrisket Systems. Yrisket is selected for the Mulder project because its specified price is somewhat less than the budget limit in the REP, and Yrisket has a good reputation in the business. Yrisket is chosen for the Agentfox contract for similar reasons—good price and good reputation. In responding to the Agentfox REP, Yrisket managers had to work hard to get the price down to the amount specified, but they felt that by doing quality work on the project they could make a tidy profit through the incentive offered.

    A few months after the projects are underway, some of Yrisket’s key employees quit their jobs. Thus, to meet their commitments to both projects, Yrisket workers have to work long hours and weekends. It is apparent, however, that these extra efforts might not be enough, especially because Yrisket has a contract with another customer and will have to start a third project in the near future.

QUESTIONS

1.    What do you think will happen?

2.    How do you think the crisis facing Yrisket will affect the Mulder project? The Agentfox project?






















Case 6        Star-Board Construction/West-Starr Associates

Star-Board Construction (SBC) is the prime contractor for Gargantuan Project, a large skyscraper project in downtown Manhattan. SBC is working directly from drawings received from the architect, West-Starr Associates (WSA). Robert Starr, owner and chief architect of WSA, had designed similar buildings and viewed this one as similar to the others. However, one difference between this building and the others is in its facing, which consists of very large granite slabs—slabs much larger than traditionally used and larger than anything with which either WSA or SBC has had prior experience.

    Halfway into project, Kent Star, owner and project manager for SBC, started to receive reports from his site superintendent about recurring problems with window installation. The windows are factory units, premanufactured according to WSA’s specifications. Plans are to install the granite facing on the building according to specifications that allow for dimensional variations in the window units. The architect provided the specification  that a ½-inch tolerance for each window space be made (that is, the window space between granite slabs could vary as much as ¼ inch larger or smaller than the specified value). This created a problem for the construction crew that found the granite slabs too huge to install with such precision. As a result, the spacing between slabs is often too small, making it difficult or impossible to install window units. Most of the 2,000 window units for the building have already been manufactured so it is too late to change their specifications, and most of the granite slabs have been hung on the building. The only recourse for making window units fit into tight spaces would be to grind away or reinstall the granite. It is going to be very expensive and will certainly delay completion of the building.

QUESTION

1.    What steps or actions should the architect and contractor have taken before committing to the specifications on the window units and spacing between granite slabs the would have reduced or eliminated this problem?


SMU Assignments: Spring 2013: contact us for answers at assignmentssolution@gmail.com

ASSIGNMENTS
M.Com General– Semester-II
Subject Name: Quantitative Techniques
Subject code: MCC 201
Spring Drive 2013
4 credits (60 marks)
(BKID: B1471)
Answer the following questions. Each question carries 10 marks.

1. Describe the various techniques of assigning probabilities to the random

variables. 10 marks
(Answers for 10 mark questions should not exceed more than 400 words.)

2. Compare null and alternate hypothesis. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

3. Explain five differences between parametric and non-parametric tests. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

4. Explain the areas of application of chi-square test. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

5. Answer the questions: (10 marks.)

a. What is the probability of obtaining exactly three heads in seven throws with a single coin?

b. How many four letter words can be made using the letters of the word JAIPUR?


6. The following table shows the number of public sector industries failures in India during the period 2004 to 2010. Using a 4 year moving average method, calculate the Mean Square Error (MSE) for this data. (10 marks.)

Year     Number of Failures
2004     32
2005     26
2006     30
2007     28
2008     24
2009     22
2010     26
ASSIGNMENTS
M.Com General– Semester-II
Subject Name: Advanced Cost Accounting
Subject code: MCC 202
Spring Drive 2013
4 credits (60 marks)
(BKID: B1472)
Answer the following questions. Each question carries 10 marks.

1. Explain the five advantages and five disadvantages of marginal costing. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

2. Explain the various steps involved in the preparation of a master budget. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

3. Classify the different types of overhead variances. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

4. What is standard costing? Differentiate between standard costing and

historical costing. (5+5=10 marks)
(Answers for 10 mark questions should not exceed more than 400 words.)

5. Component SW-10X is made entirely in Machine Shop No. ASW-II. Material cost is

Rs.20 per component. Each component takes 6 minutes to produce and the machine operator is paid Rs. 15 per hour. Machine-hour rate is Rs.72 per hour.
The setting up of the machine to produce the component takes 3 hours for the operator.
You are required to prepare cost sheets showing the setting-up costs and the production costs, both in total (i.e., for the batch) and per component, assuming a batch
size of: 10 marks
(a) 100 components,
(b) 150 components, and
(c) 200 components.

6. If margin of safety is Rs.2,40,000 (40% sales) and P/V ratio is 30% of AB Ltd.

Calculate its (1) Break-even Sales, and (2) Amount of profit on sales of Rs. 9,00,000.
10 marks
ASSIGNMENTS
M.Com General– Semester-II
Subject Name: International Business
Subject code: MCC 203
Spring Drive 2013
4 credits (60 marks)
(BKID: B1473)
Answer the following questions. Each question carries 10 marks.

1. Explain the various types of orientations towards internationalization of

business. 10 marks
(Answers for 10 mark questions should not exceed more than 400 words.)

2. List and discuss the factors that play a significant role in determining

policies for effective advertising. 10 marks
(Answers for 10 mark questions should not exceed more than 400 words.)

3. Explain the various techniques to reduce and avoid foreign exchange rate risk. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

4. List the objectives of formulating a pricing strategy. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

5. Assess the globalization strategies followed by Indian companies. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

6. Analyze the growth of international production of transnational enterprises. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)
ASSIGNMENTS
M.Com General – Semester-II
Subject Name: E-Business
Subject code: MCC 204
Spring Drive 2013
4 credits (60 marks)
(BKID: B1474 )
Answer the following questions. Each question carries 10 marks.

1. Explain how hash function operates. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

2. Identify and arrange the steps in third-party processing. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

3. What is Instant Messaging? Explain its features. (5+5=10 marks)

(Answers for 10 mark questions should not exceed more than 400 words.)

4. List the various networking standards for mobiles. Explain their features. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

5. Evaluate the role of advertisement in the Internet marketing strategy. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

6. Discuss the importance of E-CRM in today’s business world. 10 marks

(Answers for 10 mark questions should not exceed more than 400 words.)

IIBM Exam papers : contact us for answers at assignmentssolution@gmail.com

CASE – 1   Dabur India Limited: Growing Big and Global

Dabur is among the top five FMCG companies in India and is positioned successfully on the specialist herbal platform. Dabur has proven its expertise in the fields of health care, personal care, homecare and foods.
The company was founded by Dr. S. K. Burman in 1884 as small pharmacy in Calcutta (now Kolkata), India. And is now led by his great grandson Vivek C. Burman, who is the Chairman of Dabur India Limited and the senior most representative of the Burman family in the company. The company headquarters are in Ghaziabad, India, …
time the company is very popular in the rural segment.



Questions

1.    What is the objective of Dabur? Is it profit maximisation or growth maximisation? Discuss.
2.    Do you think the growth of Dabur from a small pharmacy to a large multinational company is an indicator of the advantages of joint stock company against proprietorship form? Elaborate.





















CASE – 2   IT Industry: Checkered Growth

IT industry is now considered as vital for the development of any economy. Developing countries value the importance of this industry due to its capacity to provide much needed export earnings and support in the development of other industries. Especially in Indian context, this industry has assumed a significant position in the overall economy, due to its exemplary potentials in creating high value jobs, enhancing business efficiency and earning export revenues. The IT revolution has brought unexpected opportunities for India, which is emerging as an increasingly preferred location for customised software development. Experts are estimating the global IT industry to grow to US$1.6 million over the coming six years and exports to reach Rs. 2000 billion by 2008. It is envisaged that Indian IT industry, though a very small portion of the global IT pie, has tremendous growth prospects.

Stock Taking

The decade of 1970 may be taken as the stage of introduction of the Indian IT industry. The early years were marked by 75 per cent of software development taking place overseas and the rest 25 per cent in India. Exports of Indian software until the mid-1970s was mainly Eastern Europe, followed by US. Tata Consultancy Services (TCS) was among the pioneers in selling its services outside India, by working for IBM Labs in the US. The hardware segment lagged behind its software counterpart. With instances of exports worth US$ 4 million in 1980, the software segment of the industry has shown an uneven profile. It was not until 1980s that vigorous and sustained growth in software exports begun, as MNCs like Texas Instruments started to take serious interest in India as a centre of software production. Destinations of export also underwent changes, with US dominating the main export market with 75 per cent of the exports. The IT Enabled Services (ITeS) segment, however, had not emerged at this stage.
It was also during the mid to late 1980s that computer firms shifted focus from mainframe computers (the mainstay of MNCs) to Personal Computers (PCs). In March 1985, Minicomp installed the first ever PC at CSI, Delhi; this changed the entire industry for good. With the entry of networking and applications like CAD/CAM, PC sales soared in 1987-88, touching 50,000 units.
From a modest growth in the mid-1980s software exports moved up to Rs. 3.8 billion in 1991-92. Since then, it grew at an incredible rate, up to 115 per cent in 1993. The hardware could also register an annual growth of 40 per cent in this period, backed by a surging demand for PCs and networking. Growth of the industry was also driven by the emergence and rapid growth of the ITeS segment.
IT sector’s share of GDP rose steadily in this period, rate of increase being the highest at 44.91 per cent in 2000-01. It was in the same year that the size of the total IT ….
*A: share of GDP of the Indian IT market, B: size of the Indian IT market (in Rs. crore), C: software and services exports (in Rs. crore), D: size of software and services (in Rs. crore), E: size of the domestic market (in Rs. crore)




Questions

1.    Try to identify various stages of growth of IT industry on basis of information given in the case and present a scenario for the future.

2.    Study the table given. Apply trend projection method on the figures and comment on the trend.

3.    Compute a 3 year moving average forecast for the years 1997-98 through 2003-04.

CASE – 3   Outsourcing to India: Way to Fast Track

By almost any measure, David Galbenski’s company Contract Counsel was a success. It was a company Galbenski and a law school buddy, Mark Adams, started in 1993; it helps companies find lawyers on a temporary contract basis. The growth over the past five years had been furious. Revenue went from less than $200,000 to some $6.5 million at the end of 2003, and the company was placing thousands of lawyers a year.
At then the revenue growth began to flatten; the company grew just 8% in 2004 despite a robust market for legal services estimated at about $250 billion in the United States alone. Frustrated and concerned, Galbenski stepped back and began taking a hard look at his business. Could he get it back on the fast track? “Most business books say that the hardest threshold to cross is that $10 million sales mark,” he says. “I knew we couldn’t afford to grow only 10% a year. We needed to blow right through that number.”
For that to happen, Galbenski knew he had to expand his customer base beyond the Midwest into large legal supermarkets such as Boston, New York, and Washington, D.C. He also knew that in doing so, he could run into stiff competition from larger publicly traded rivals. Contract Counsel’s edge has always been its low price, Clients called when dealing with large-scale litigation or complicated merger and ….
help get the word out, he launched a website (offshore-legal-services.com), which includes a cache of white papers and case studies to serve as a resource guide for companies interested in outsourcing. 



Questions

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

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

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










CASE – 4   Indian Stock Market: Does it Explain Perfect Competition?

The stock market is one of the most important sources for corporates to raise capital. A stock exchange provides a market place, whether real or virtual, to facilitate the exchange of securities between buyers and sellers. It provides a real time trading information on the listed securities, facilitating price discovery.
Participants in the stock market range from small individual investors to large traders, who can be based anywhere in the world. Their orders usually end up with a professional at a stock exchange, who executes the order. Some exchanges are physical locations where transactions are carried out on a trading floor. The other type of exchange is of a virtual kind, composed of a network of computers and trades are made electronically via traders.
By design a stock exchange resembles perfect competition. Large number of rational profit maximisers actively competing with each other, trying to predict future market value of individual securities comprises the main feature of any stock market. Important current information is almost freely available to all participants. Price of individual security is determined by market forces and reflects the effect of events that have already occurred and are expected to occur. In the short run it is not easy for a market player to either exit or enter; one cannot exit and enter for few days in those stocks which are under no delivery. For example Tata Steel was in no delivery from 29/10/07 to 02/11/07. Similarly one cannot enter or exit on those stocks which are in upper or lower circuit for few regular trading sessions. Therefore a player has to depend wholly on market price for its profit maximizing output (in this case stock of securities). In the long run players may exit the market if they are not able to earn profit, but at the same time new investors are attracted by rise in market price.
As on 01/11/07 total market capital at Bombay Stock Exchange (BSE) is $1589.43 billion (source: Business Standard, 1/11/2007); out of this individual …..
By design, an Indian Stock Market resembles perfect competition, not as a complete description (for no markets may satisfy all requirements of the model) but as an approximation.



Questions

1.    Is stock market a good example of perfect competition? Discuss.

2.    Identify the characteristics of perfect competition in the stock market setting.

3.    Can you find some basic aspect of perfect competition which is essentially absent in stock market?

































CASE – 5   The Indian Audio Market

The Indian audio market pyramid is featured by the traditional radios forming its lower bulk. Besides this, there are four other distinct segments: mono ….
with powerful regional brands in mono and stereo segments, having a market share of 59% in mono recorders and 36% in stereo recorders. This sector has a strong influence on price performance.


Questions

1.    What major pricing strategies have been discussed in the case? How effective these strategies have been in ensuring success of the company?

2.    Is perceived value pricing the dominant strategy of major players?

3.    Which products have reached maturity stage in audio industry? Do you think that product bundling can be effectively used for promoting sale of these products?

IIBM Exam papers : contact us for answers at assignmentssolution@gmail.com

CASE   01:   TOTAL INDUSTRIES

Abhinav Kumar was totally unprepared for the news.  And what surprised the 34 year old scion of the Kumar family – which had interests in a range of industries including batteries, consumer durables, soaps and oils, and switchgears – was that if was his 36 year-old Wharton School classmate, Rakesh Bhatia, who gave him the scoop  over their dinner meeting.  Bhatia headed a small engineering company in Phoenix, Arizona (US), but was remarkably networked in the industry.

“I hear your competition just got bigger.” He ribbed Kumar.
“What do you mean?” Kumar asked, surprised.

….each of our four divisions their perceptions of our customers, and the nature of competition.”

“Sounds like a good idea,” observed Roy.

“In Phase 3, internal analysis is aimed at enabling managers of individual businesses to look inwards and analyse our performance, and strategic options.  The performance of the group would be measured both on financial parameters and non-financial parameters like customer satisfaction and product quality.  The employees would, then, try and determine the options available to reach business looking at the past strategy. Strategic problems, organisational capabilities, and constraints.”

1.    Identify the problems in this case.

2.    Assume any data regarding strengths and weaknesses etc. What strategic options would you recommend for total?


CASE 02:  PSYCHOFRAPHIC PROFILES – KEY TO BUYERS’ MIND

Consumer buying research has turned over a new leaf in India.  The era of demographics seems to be on the backbench.  Now, Marketing Research people are less likely to first ask you about your age. Income, education, etc Instead, there is a distinct shift towards inquiries about attitudes, interests, lifestyles, and behaviour –in short, a shift towards a study of consumers’ minds called psychographics.


Momeeta is a self-confident, on-the-go woman, and not a homebody.  She is fashion conscious and clothes herself in the latest designer dresses.  Even at 40, she can carry off a mini with aplomb.  She is financially very secure and hence does not shop with care.  She shops for quality, expensive, and goes by the brand name, not the price.  She frequently travels abroad, buys expensive gifts for friends, and has an international understanding on what is “chic” at the moment.

QUESTIONS

1.    A manufacturer of personal care products in the premium category wants to develop various products.  Which of the above types should the manufacturer target?  Explain.

2.    How is the above-mentioned information likely to benefit a marketer in selecting marketing communications?

3.    Which of the above-mentioned segments are likely to respond to sales promotion? Explain.



CASE 03:  LOOK MA. FAIR HANDS
The glow on Rakesh Kumar sinha’s face is hard to miss----and ii’s all due to Fair Glow, the fairness soap from the Godrej stable.  No Sinhas isn’t a user, but as vice president for sales and marketing at Godrej consumer Products, he has reason to be bright----again.

…in late-2004 that illustrates the efficacy of the soap.  That’s paid off dividends, and sales are currently up.  Whether they’ll be able to reach their previous highs is anyone’s guess.

QUESTIONS

1.    What is the positioning of Fair glow soap?  Why is this positioning likely to appeal to Indian consumers?

2.    Why was the extension of fair Glow to face cream a bad decision?


CASE 04: TAJ HOTEL

Right from early 1900s, the Taj stood for class and comfort.  It was a place where viceroys of the Empire arrived and departed amidst scenes of splendour, typical of Raj.  From the very beginning it was one of the wonders of the Orient Singapore’s Raffles.  Hong Kong’s Peninsula, and Frank Lloyd Wright’s Imperial did not come up to the level of the Taj in spite of their rich ancestry.  ….
as much.”  Today, after a century since it was established, the Taj is all set to conquer. Economic Times of December 15, 2004 reported I it’s ‘Brand Equity ‘that among hotels.  Taj is ranked as “number one brand followed by Oberoi Hotels, ITC Hotels and Hayatt, respectively.

QUESTIONS

1.    Analyse the case and determine the positioning of Taj.  Do you think the advertising theme that is appropriate to reflect what a aims to communicate?

2.    Why Taj did spent large sums of money to renovate its hotels?

3.    Suggest an appropriate theme for an alternative campaign than the present one.



CASE   05:    BYPASING PRACTICE

Arvind School, like most entrepreneurs, dreamt a lot.  He dreamt customers would eagerly
Phone Woodstock Acoustic Systems in India.  To order the latest, custom made stereo speakers.  He saw demand rising and rising, cash flowing, and his technician producing superior quality products that were delightful and appreciated by the Woodstock customers, and favourable word-of-mouth spreading.

…He knows that there is a considerable potential in the foreign market for his speakers.  Should he use the samedirect marketing strategy for foreign markets, or should he consider distributors.  The dreamer is visualising.

QUESTIONS:

1.    Why did Arvind establish a direct marketing channel?

2.    What objectives and constraints have shaped his channel decision? If you were a consultant, what distribution channel strategy would you recommend Arvind for domestic and foreign markets?



CASE 06:  THE BIG ADVANTAGE

Ten-year old Praveen is hooked on to Candico’s big Bubble Gum after his cousin introduced him to it a few months ago.  Now he asks retailers only for the big Bubble Gum.  The reason:  “It is the only bubble gum with which I can blow large bubbles.  Ask my friends,” he says. Loyalty from numerous such children has enabled Candico to become India’s number one bubble gum company.  Candico (i) Ltd., part of the Sancrop Group, ran full page advertisements in November, 1999, with claims of selling 60 lakh bubble gum pieces a month, Competitiors such as Perfetti and Jayco have not responded to these claims.  It is this silence, which Candico sees as a vindication of its stand.  The vehicle behind its stupendous success has been big Bubble Gum, the 50 paise gum. Launched in June 1999, the market for big Bubble Gum exploded in a span of five months.

…eng made by market analysts for years.  In a country like India, the road to success involves, targeting volumes with low-priced goods.  In that case, Candico has the right ideas.

QUESTIONS

1.    What are the significant issues in the case?

2.    Evaluate Candico’s strategy.  What external factors have been kept in mind while developing the strategy?

3.    Is the competitive advantage of Candico sustainable in the long-run? Explain.




CASE 07: SERVICE DIFFERENTIATION AT BRITISH AIRWAYS

Since, 1990s, international airlines saw increasing competition and providing services became a major factor to differentiate and a key to success. Carriers lost billions of dollars and needed to raise the Airfares.  Some airline executives believed that improved service package would make increased fares more acceptable to the customers.  Adopting this approach, companies started focusing on services rather than competing on price dimension. No one did it better than British Airways and in an annual poll conducted by a magazine, business travellers rated British Airways as providing the best service.

…that the British would have a substantial head start in becoming the first global airline.  British Airways second bid of $ 300 million for 19.9 per cent of US Air was approved in March 1993.  Together, the two carriers were to serve 339 cities in 71 countries.

QUESTIONS:

1.    Analyse the case and identify reasons that made the British Airways a laughingstock in the industry?  Why was it necessary to change the employees’ attitude toward service?

2.    What effect the new alliance would have on the services offered by other airlines?

3.    Why would a passenger pay30 per cent more to fly the same destination?













CASE   08: OFF COLOUR

Despite Periodic makeovers colour cosmetics brand Tips and Toes is losing its sheen. Reinventing a brand is always a challenge in a market where product life cycles are as short as four or five months, driven by fickle trends and seasons.

A strong case in point is Tips and Toes, launched by Paramount Cosmetics in 1979, which started as a nail colour brand and then grew to include lipsticks and other cosmetic and toiletry products.

After a series of brand extensions and re-launches, the brand is looking for some “divine” inspiration to make its mark in an increasingly competitive business.  The latest avatars of Tips and Toes are the Goddess and the Eve Divine ranges, which hit the market early this year.

..it spends about 15 per cent of its turnover on ads and below-the-line activities, lack of consistent mass-media advertising has pushed the brand onto the side lines. Tips and Toes distributors and retailers in Mumbai vouch for that.
“The more visible the brand is, the more customers ask for it. Demand is directly proportionate to advertising in the mass media,” says one of them.  Will tips and Toes listen to its past to add colour to its dull present?

QUESTION:

1.    Study the case and identify the stage of Tips and Toes life cycle.  What mistakes Paramount Cosmetics committed for its brand Tips and Toes.








.














IIBM Exam papers : contact us for answers at assignmentssolution@gmail.com

Examination Paper: Marketing Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
International Marketing Management
Section A: Objective Type (30 marks)
Part One:
Multiple choices:
1. International marketing includes activities that direct the flow of goods from
a. One country to one country
b. One country to another country
c. One country to multiple country
d. All of the above
2. ETC stands for
a. Expert trading companies
b. Essential trading companies
c. Export trading companies
d. None of the above
3. Till 1950-56 there was no clear exim policy and no _________ restrictions of any kind
a. Import
b. Export
c. Both a) & b)
d. None of the above
4. Tariffs have been one of the classical methods of regulating ________ trade
a. International
b. National
c. Domestic
d. None of the above
5. The world trade organization (WTO) was established on 1st January
a. 1996
b. 1995
c. 1997
d. None of the above
• This section consists of Multiple choice questions & Short Answer type questions.
• Answer all the questions.
• Part One questions carry 1 mark each & Part Two questions carry 5 marks each.
Examination Paper: Marketing Management
IIBM Institute of Business Management 2
6. Export documentation is a very important area in _______ management
a. International
b. Import
c. Export
d. None of the above
7. Methods of export pricing are
a. Cost plus pricing
b. Competitive pricing
c. Marginal pricing
d. All of the above
8. OCED has been a destination of a major portion of _______ exports
a. Japan
b. USA
c. India
d. UK
9. Psychographic segmentation involves grouping people in terms of
a. Attitudes
b. Life styles
c. Values
d. All of the above
10. Foreign direct investment would be permitted up to ________ in the development of the
zones
a. 100%
b. 90%
c. 38%
d. 48%
Part Two:
1. Differentiate between domestic & international marketing.
2. Write a short note on World trade organization (WTO).
3. Briefly describe the exim policy of India (one part of India’s export import policy).
4. Write a short note on tariff and non tariff barriers of international trade.
END OF SECTION A
Examination Paper: Marketing Management
IIBM Institute of Business Management 3
Section B: Case lets (40 marks)
• This section consists of Case lets.
• Answer all the questions.
• Each case let carries 20 marks.
• Detailed information should form the part of your answer (Word limit 150to 200).
Case let 1
Export Marketing:
The trade in black pepper is unhappy that exports may not show a sign of revival in prices in the
immediate future. World prices have been showing a downward trend for eighteen months and this
has resulted in much lower earnings for exporters. The UK, West Germany and the Netherlands have
cut their import requirement though the American demand has shown some growth. Brazil has been
resorting to aggressive selling at lower prices and the expectations are that its exports will reach an
all-time peak of 32,000 tones in the 1981-82 season. The 1981-82 Indian season is only about six
weeks away. The Brazilian offensive has forced India to withdraw so to any from the US and West
European markets and increase its reliance on communist buyers. As many as 1980-81.the Soviet
Union alone accounting for 12,647 tones. But exporters are concerned at the diversion on such a scale
of this trade.
Questions:
1. Had you been the pepper exporter, what would be your short term and medium-term export
marketing strategy in the above environment?
2. Could you examine the weak points in this case study?
Case let 2
SMART KIDS – SELLING EDUCATIONAL GAMES AND
RESOURCES TO THE WORLD
Smart Kids Ltd. An Auckland company that makes educational games and resources to read and
understand math’s has won a Trade New Zealand Export Award for its success in international
markets in 2003.Established eight years ago in the family home basement, Smart Kids is led by
husband and wife team, joint chief executives David and Sun Milne and their sons Duncan and Frase.
She Milne, an ex-teacher, says from just 30 products when it started, the company produces more
than 200 produces catering for student’s activities, grammar concepts and numeracy. She says the
international appeal of Smart Kids products was highlighted recently, when company’s SMART
PHONICS was listed amongst the top five products out of almost 100 in the education trade show in
the United Kingdom. The key requirement for every new Smart Kids products is that it stimulates
student’s minds in the classroom, teaches them a specific concept easily, enjoyably and permanently
and enables problem solving. David Milne says Smart Kids started selling its educational games and
Examination Paper: Marketing Management
IIBM Institute of Business Management 4
resources to New Zealand schools in 1995, drawings an immediate and strong response. It quickly
became apartment that the New Zealand market was not large enough to sustain considerable
investment in product development, and secondly, that their products have done so well that they
deserved wider exposure.”Our export research came down to two options. Find educational
distributors in other countries or set-up our own operations. The first option was less risky and easy to
manage but it meant that Smart Kids products were lost in a wide range of materials. So we went for
the second option and over the next few years established offices in Australia, in UK and Canada”.
This has successfully branded Smart Kids as a leading supplier of educational resources in these
countries. Mr. Milne says the Smart Kids product catalogue is now sent regularly to teachers in more
than 50,000 schools across the UK, Ireland, Canada and Australia. “We also sell to schools in the US.
In that market we elected to work through a distributor, we didn’t have the financial resources to setup
an operation that could cover almost 70,000 schools and compete with every established
educational publisher”. He says annual exports now exceed $2.2 million and account for more than
90% of turnover. In order to grow the business, surplus profits are reinvested back into product
development, infrastructure – the company recently moved its Auckland operation into new 20,000
square feet premises in Ellerslie. Mr. Milne says the Smart Kids brand is now well established
internationally with the company enjoying many competitive advantages, including its New Zealand
origin. New Zealand education is highly regarded overseas and we find that international teachers to
get hold of educational products made in this country.
Questions:
1. What are the major considerations for a firm in order to while deciding its markets entry
strategy?
2. To what extent direct control and ownership are critical for Smart kids export distribution
strategy?
END OF SECTION B
Section C: Applied Theory (30 marks)
• This section consists of Applied theory.
• Answer all the questions.
• Each question carries 15 marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What do mean by International marketing? Discuss the scope of International marketing.
2. Describe the export documentation framework in India in detail.
END OF SECTION C
---------------------------------------------------------- ***---------------------------------------------------------
Examination Paper: Marketing Management
IIBM Institute of Business Management 5
IIBM Institute of Business Management
Examination Paper MM.100
Research Methodology
Section A: Objective Type (30 marks)
• This section consists of Multiple choice questions & Short Answer type questions.
• Answer all the questions.
• Part One questions carry 1 marks each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Research is an art of _________ investigation
a. Technological
b. Scientific
c. Political
d. None of the above
2. Exploratory research is flexible and very ________ research
a. Variable
b. Visuals
c. Versatile
d. None of the above
3. Frame error, chance error and response error are collectively called
a. Total error
b. Non sampling error
c. Sampling error
d. Universal error
4. Hypothesis testing is sometimes called _________ analysis
a. Exploratory data
b. Confirmatory data
c. Experimental data
d. Both a) & b)
5. Execution of the project is a very important step in the ________ process
a. Questions
b. Identification
c. Research
d. None of the above
Examination Paper: Marketing Management
IIBM Institute of Business Management 6
6. Thurstone scale is also known as _________ scale
a. Equal appearing interval
b. Equal alternatives interval
c. Equal alternatives item
d. None of the above
7. A ratio in which the units of numerator & denominator are not the same is termed as a
a. Class
b. Rate
c. Data
d. None of the above
8. ANOVA stands for
a. Analysis of automobiles
b. Analysis of variable
c. Analysis of variance
d. None of the above
9. One tailed & two tailed test are the part of _________ test
a. Null
b. Hypothesis
c. Alternative
d. None of the above
10. Chi – square is an important ______ test
a. Parametric
b. Probability
c. Non – parametric
d. None the above
Part Two:
1. What is ‘Sequential sampling’?
2. Write a short note on ‘nominal scale’.
3. Write a note on ‘Z – Test’. (One of the parametric test for hypothesis).
4. What are the cautions to be taken on χ2 (chi square) test?
END OF SECTION A
Examination Paper: Marketing Management
IIBM Institute of Business Management 7
Section B: Case lets (40 marks)
• This section consists of Case lets.
• Answer all the questions.
• Each case let carries 20 marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).
Case let 1
Swastika Computer System was established in 1981 at Delhi to provide computer training. In 1980s
computer education was relatively new in India. Personal computers 286 existed and MS DOS was
the operating system. Languages like Basic, Pascal, COBOL, FORTRAN were used in programming.
Swastika Computer Systems was established with their support departments namely computer
assembly, faculty training and computer servicing department. In the first financial year, it recorded a
turnover of Rs 11.5 lakhs. Within a few years of its existence, Swastik Computer System opened its
branches in eight major cities of India and had a gross annual turnover of Rs 86 lakhs. The
organization was highly centralized. The head office at Delhi handled all accounts, recruitment, and
placement of students and servicing of computers. The Bhopal branch of Swastik Computer Systems
was set up in May 1987. The branch was headed by a dynamic branch manager Hemant Gupta. He
was a BSc in computers and had previously worked in the data processing department of a
manufacturing concern. To establish the Bhopal branch, Hemant Gupta realized the need for making
Swastik Computer Systems, Bhopal known to the younger generation. With this in mind he
introduced some innovative promotional schemes like offering scholarships to students doing well in
the intelligence tests administered by the branch, giving personal computers to students to deposit
term fees at their convenience. Hemant Gupta also ensured that teaching standards were high and
computers at the branch were well maintained, so a student once enrolled felt that he had made the
right decision by joining Swastik Computer Systems. He also made himself available from 8.00 am to
7.00 p.m at the branch. Students were free to go to him with their problems, which he took pains to
solve. Soon Swastik Computer Systems was one of the leading computer training centres in Bhopal.
As the Bhopal branch prospered, the head office at Delhi started taking an active interest in the
running of this branch. The Regional Manager who visited Bhopal once a month started making
frequent visits. During one of his visits, his attention was drawn to rumors that branch funds were
being misappropriated. When the Regional Manager informed the Delhi office about the rumor, a
team was sent to the Bhopal Branch to look into the matter. On investigation, the term was convinced
that the rumors had some truth in them. It was found that a larger number of students attended the
classes than were enrolled. It was felt that this fraud was not possible without the consent of Hemant
Gupta, and without any further inquiry a decision was taken to remove him forthwith. Amit Verma
who was a senior faculty at Swastik Computer Systems, Delhi was asked to take over the Bhopal
branch as Manager. He was an MCA and had been associated with the organization since its
inception. Amit Verma’s appointment at Bhopal was welcomed at the Bhopal branch by both, staff
and faculty as he had the reputation of being an easy going person. After he joined the Bhopal, it was
observed that Amit Verma, although academically sound, was not an effective administrator. His
approach towards staff and faculty was lenient. He was not particular about punctuality and was not
Examination Paper: Marketing Management
IIBM Institute of Business Management 8
available during office hours. This had an adverse effect on faculty in general and classes in
particular. Not only did classes suffer but even administrative work was affected. Monthly reports to
the head office were not sent on time, as a result requisitions for computer servicing, reading material
and funds were unduly delayed. Due to lack of maintenance, computer breakdowns became common,
students did not receive their reading material on time and payment of building rent, and telephone
bills etc were unnecessarily delayed. The symptoms of deterioration at the Bhopal branch were
obvious. The branch which had an annual turnover of Rs 30.7 lakhs fell to Rs. 4 lakhs. As
enrollments decreased the head office at Delhi started feeling the pinch. It started delaying transfer of
funds to the Bhopal branch. As a result faculty salaries were unduly delayed. The faculty started
leaving for greener pastures.
Worried by the number of faculty turnover, the head office started a practice of recruiting only
those faculties willing to sign a bond of 3 years. The organization started a practice of taking a deposit
of Rupees 5000 from the joining faculty, which would be refunded after 3 years. In case the faculty
left before this duration, the deposit stood forfeited. This policy further reduced the quality of faculty
joining Swastik Computer Systems, Bhopal.
Questions:
1. What according to you went wrong at the Bhopal branch?
2. What can be done to revive the Bhopal branch?
Case let 2
Mind tree which was founded in 1999 in India by a group of IT professionals who wanted to chart a
somewhat distinctive path. Today, it has a top line of $269 million and is rated as one of the most
promising mid-sized IT services companies. Creditable as that is, Mind Tree does not want to be just
that. There is an element of serendipity about what it has been doing over the last year. In 2008, it
designated one of its founders Subroto Bagchi ‘Gardener’, a gimmicky signal, intended to declare
that he was moving out of the day-to-day running of the company to nurture talent which would run
the company in the future. He has now a report card ready on a year as gardener. During this one
year, he has also spent around 45 days travelling round the world talking to clients and prospective
ones which has yield remarkable insights into what firms are doing in these traumatic times. Lastly,
Mind Tree as a whole has spent the last year going through the exercise of redefining its mission
statement and vision for the next five years. Quite fortuitously these processes have come together
with a unifying thread, presenting a coherent big picture. Mind Tree wants to seed the future while
still young, and executive chairman Ashok Soota has declared that by 2020, it will be led by a nonfounder.
So a year ago the gardener Bagchi set out to “touch” 100 top people in the organization,
with a goal of doing 50 in a year so as to eventually identify the top 20 by 2015. From among them
will emerge not just the leader but a team of ten who would eventually, as group heads, deliver $200
million of turnover each. That will give a turnover of $2 billion. To put it in perspective, one one
VC-funded company, which has not closed or been bought over, has been able to get to $2 billion
and that is Google. But to get there it has to periodically redefine its mission (why we exist) and its
vision – measurable goals for the next five years. Its redefined mission is built around “successful
Examination Paper: Marketing Management
IIBM Institute of Business Management 9
customers, happy people, and innovative solution”. Its new vision targets a turnover of $1 billion by
2014. It wants to be among the globally 20 most profitable IT services companies and also among
the 20 globally most admired ones. Admired in terms of customer satisfaction (pay for the course),
people practices (creditable), knowledge management (exciting) and corporate governance (the
Enron-Satyam effect). The really interesting bit about Mind Tree in the last one year is what Bagchi
has been up to. He has been embedding himself in the 50 lives, working in a personal private
continuum, making it a rich learning process “which has helped connect so many dots.” Of the
hundred who will be engaged, may be 50 will leave, of them 25 may better themselves only
marginally, and from the remaining 25 ten will emerge who will carry the company forward.
Questions:
1. What do you analyse as the main reason behind the success of Mind tree?
2. Do you think that redefining the mission statement shows the lacunae on the part of the
founder members of an organization? Why?
END OF SECTION B
Section C: Applied Theory (30 marks)
• This section consists of Applied theory.
• Answer all the questions.
• Each question carries 15 marks.
• Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. What are the various methods of collecting statistical data? Explain in brief their merits and
demerits.
2. What do mean by Research design. What are basic types of research design?
END OF SECTION C
-----------------------------------------------------------***-------------------------------------------------------------
M-29122011