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Thursday 30 April 2015

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

IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Statistical Quality Control
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 mark each & Part Two questions carry 4 marks each.
Part One:
Multiple choices:
1. If in a hall there are 18 persons then how many handshakes are possible?
a. 18*18
b. 18*17/2
c. 18*17
d. None of the above
2. If the number of trials be ‘n’ and the probability of occurrence be ‘p’ then the standard deviation
with respect to np, is given by:
a. (np)1/2
b. (np(1-p))1/2
c. (np)1/4
d. (np(1-p))1/4
3. For a biased coin the probability of occurrence of head is 0.4 ,if the coin is tossed twice then the
probability of occurrence of at least one head will be:
a. 0.76
b. 0.48
c. 0.64
d. 0.16
4. Factorial of 5 equals:
a. 60
b. 120
c. 24
d. 5
5. Combinatory of (4,2) equals:
a. 12
b. 8
c. 6
d. None of the above
Examination Paper: Supply Chain Management
6
IIBM Institute of Business Management
6. ‘Economic Control of Quality of Manufactured Product’, a book by Walter A Shewhart in:
a. 1931
b. 1941
c. 1930
d. 1956
7. Quality is judged by…………
a. Retailer
b. Government
c. Customer
d. Hole seller
8. A run chart is a special chart of…………
a. Pie chart
b. Line chart
c. R chart
d. C chart
9. Universes may differ :
a. In average
b. In above average
c. At higher level
d. All of the above
10. ASQC and ANSI began in the year:
a. 1956
b. 1976
c. 1978
d. 1960
Part Two:
1. Differentiate between ‘Defect’ and ‘Defective’.
2. Explain the need of ‘short method’.
3. What does ‘Tchebycheff’s inequality theorem’ say?
4. Explain the usability of ‘stochastic limit’.
5. Write a note on ‘Cause and Effect’ diagram.
END OF SECTION A
Examination Paper: Supply Chain Management
7
IIBM Institute of Business Management
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 150 to 200 words).
Caselet 1
ADAPTABILITY IN ACTION: A CASE OF RSL
Rajasthan Synthetics Ltd. (RSL) was established in the year 1994 at Bhilwara, Rajasthan to
manufacture synthetic yarn with a licensed capacity of 29,000 spindles. Manish Kumar, a Harvard
Business School graduate, established RSL with 8% equity participation from Itochu Corporation
Japan to manufacture synthetic yarn for shirting, a promising business at that time. The demise of the
NTC textile mills was fresh in the minds of the promoters and therefore, state of the art technology
imported from U.K., Germany, Japan and France was used in the manufacturing facility. By the time
the company started manufacturing yarn the competition in shirting yarn had become fierce and the
returns had diminished. The company incurred losses in the first four years of its operations and the
management was looking for opportunities to turn things around. The manufacturing plant started
functioning with an installed capacity of 26,000 spindles, a small unit considering yarnmanufacturing
industry, in the year 1996 to manufacture synthetic yarn for shirting only. Initially, the
major fabric manufactures of India such as Raymonds, Donear, Grasim, Amartex, Siyaram, Pantaloon
and Arviva were the main customers of the company and the total produce of the company was sold
within the domestic market. These fabric manufactures used to import the premium quality yarn
before RSL started supplying the yarn to them. The company in the first year of its operations
realized that shirting yarn was one of the fiercely competitive products and the company with its high
interest liability was unlikely to earn the desired profits. Also, the company had a narrow product mix
limited to only two more blow room lines were installed in the first quarter of 1997. The addition of
two blow room lines helped RSL to manufacture four different types of yarns at the same time.
Utilizing this added flexibility, RSL began manufacturing yarn for suitings.Since the suiting yarn was
providing better returns, the company was keen to increase manufacturing of suiting yarn but was
hampered by the two for one doubling (TFO) facility, which was limited to only 40% of the total
produce. To remove this bottleneck, 12 more TFO machines were added to the existing 8 TFO
machines. The addition of these machines increased the doubling capacity to 70% of the production
providing additional product mix flexibility to the company. This enabled the company to
manufacture yarn to cater to the requirements of suiting, industrial fabric and carpet manufacturers. In
the initial years of its operations, RSL realized that the promises made by the Government of
Rajasthan to provide uninterrupted power supply of the required quality (stable voltage and
frequency) and ample quantity of water were unlikely to be met through the public distribution
system. The voltage and frequency of electric power provided through the public distribution system
were erratic and frequent announced and unannounced power cuts stopped production on a regular
basis. In these circumstances, meeting quality requirements of the customers and adhering to delivery
schedules was a herculean task. To ensure smooth and uninterrupted operations RSL installed inhouse
power generation facility of 4 megawatts capacity and dug 10 tube-wells.RSL faced stiff
competition in the domestic market from Gujarat Spinning and Weaving Mills, Surat, Rajasthan
Textile Mills, Bhawani Mandi, Charan Spinning Mills, Salem and Indorama Synthetics Ltd.,
Pithampur in all their product categories and the returns were low. In order to combat stiff
competition in the domestic market and improve returns the company started developing export
Examination Paper: Supply Chain Management
8
IIBM Institute of Business Management
markets for their products in the year 1998. Initially, RSL started exporting carpet yarn to Belgium
and till 2001; carpet yarn formed the major component of their exports. A trade agreement was signed
with Fibratex Corporation, Switzerland to share profits equally for expanding their overseas
operations. During the same period, RSL continued to scout for new export markets and was
successful in entering top-of-the-line fancy for premium fashion fabric manufactures of international
repute like Mango and Zara. Rajasthan Synthetics Ltd. also exported fancy yarn to a number of fabric
manufacturers located in Italy, France, England, Spain and Portugal. Yarn manufacturers from
Indonesia, Korea and Taiwan gave stiff competition to RSL when it entered the international market.
The companies from South Asian countries had a major cost advantage over RSL because of cheap,
uninterrupted availability of power and high labour productivity. Currencies had been sharply
devalued during the South Asian financial crisis, which rendered the products manufactured by these
companies still cheaper in international markets. Despite all these disadvantages, RSL was able to
gain a foothold through constant adaption of their products according to the customer requirements in
the highly quality conscious international yarn market and was exporting 95% of its total produce by
the beginning of the year 2002.
Rajasthan Synthetics Ltd. had fine-tuned its distribution channels according to the type of markets
and size of orders from the customers. In line with this policy the export to Middle East, Far East and
Turkey was carried out through agents. Similarly, low volume export of fancy yarn requirements was
also catered through agents. While dealing with importers directly, RSL strictly followed the policy
of exports against confirmed Letter of Credits only. The company directly exported to important
clients in Belgium, England and France. The domestic market was also served through an agency
system. Rajasthan Synthetics Ltd. considered inventories as an unnecessary waste and kept minimum
possible inventories while ensuring required level of service. To ensure that the inventories were held
to a minimum, the manufacturing plan consisted of 60 to 70% against customer orders, 30 to 40%
against anticipated sales and 2% capacity was reserved for new product development. A Strategic
Management Committee (SMC) consisting of MD, CEO, GM (marketing) and GM (technical)
reviewed the production plan of the manufacturing plant on quarterly basis. The SMC also developed
the plans for profitability, product mix and cost minimization. Delivering high-quality products and
meeting delivery commitments for every shipment were essential pre-requisites to be successful in the
global market place. The company had understood this very early and to ensure that the products
manufactured by RSL met the stringent quality requirements of its international customers, the
company had developed a full-fledged testing laboratory equipped with ultra modern testing
machines like User Tester-3 and Class fault. The company had stringent quality testing checks at
every stage of tarn production right from mixing of fiber to packing of finished cones. Its in-house
Research and Development and Statistical Quality Control (SQC) divisions ensured consistent
technical specifications with the help of sophisticated state-of-the-art machines. A team of
professionally qualified and experienced personnel to ensure that the yarn manufactured by the
company was in line with international standards backed the company. The company continuously
upgraded its product mix and at the same time, new products developed by in-house research and
development department were added to the product mix form time to time. RSL’s management was
quick to analyze the potential of these in-house developments and followed a flexible approach in
determining the level of value addition. The company had developed a new yarn recently and was
selling it under the Rajtang brand name. This new yarn was stretchable in three dimensions, absorbed
moisture quickly, was soft and silky and fitted the body. This yarn was extracted from natural
products and being body-friendly, was in great demand in international markets. Looking at the
higher value addition possibilities RSL decided to forward integrate and started manufacturing fabric,
using Rajtang and provided ready-made garments like swimming suit, tracksuit, undergarments, tops,
slacks and kids dresses. The ready-made dresses from the fabric were being manufactured on the
specifications and designs of RSL. The management decided to market these products under the
brand name “Wear-it” through Wearwell Garments Pvt. Ltd., an associate company of RSL, to ensure
that RSL did not lose its focus. The Managing Director of RSL felt that continuous adaptability to
Examination Paper: Supply Chain Management
9
IIBM Institute of Business Management
market requirements through a flexible approach, cost cutting in every sphere of operations and team
approach to management had taken them ahead. However, RSL had become highly dependent on the
volatile export market and if it was not able to retain the international market it would have to reestablish
itself in the domestic market, which was not an easy task.
Questions:
1. What marketing strategy should RSL adopt to remain competitive in the international market?
2. Has the company taken the right decision to forward integrate and enter into the highly volatile
garment market?
Caselet 2
Popular mythology in the United States likes to refer to pre-World War II Japan as a somewhat
backward industrial power that produced and exported mostly trinkets and small items of dubious
quality bought by Americans impoverished by the Great Depression. Few bring up the fact that, prior
to the Pearl Harbor attack, Japan had conquered what are now Korea, Manchuria, Taiwan, and a large
portion of China, Vietnam, and Thailand; and by the end of 1942 Japan had extended its empire to
include Burma, the Philippines, Indonesia, Malaysia, Thailand, Cambodia, New Guinea, plus many
strings of islands in the eastern Pacific Ocean. Its navy had moved a large armada of worships 4,000
miles across the Pacific Ocean, in secret and in silence, to attack Pearl Harbor and then returned
safely home. Manufacturers capable of producing only low-grade goods don’t accomplish such feats.
High-quality standards for military hardware, however, did not extend to civilian and export goods,
which received very low priority during the war years. Thus the perception in the United States for a
long time before and then immediately after the war had nothing to do with some inherent character
flaw in Japanese culture or industrial capability. It had everything to do with Japan’s national
priorities and the availability of funds and material. Following Japan’s surrender in 1945, General
MacArthur was given the task of rebuilding the Japanese economy on a peaceful footing. As part of
that effort an assessment of damage was to be conducted and a national census was planned for 1950.
Deming was asked in 1947 to go to Japan and assist in that effort. As a result of his association with
Shewhart and quality training, he was contacted by representatives from the Union of Japanese
Scientists and Engineers (JUSE), and in 1950, Deming delivered his now famous series of lectures on
quality control. His message to top industry leaders, whom he demanded to attend, and to JUSE was
that Japan had to change its image in the United States and throughout the world. He declared that it
could not succeed as an exporter of poor quality and argued that the tools of statistical quality control
could help solve many quality problems. Having seen their country devastated by the war, industry
and government leaders were eager to learn the new methods and to speed economic recovery.
Experience was to prove to Deming and others that, without the understanding, respect, and support
of management, no group of tools alone could sustain a long-term quality improvement effort.
Questions:
1. How could have the SQC approach, been useful in solving the immediate problems of Japan?
2. If you were among one of the management members, what would have been your first insight.
END OF SECTION B
Examination Paper: Supply Chain Management
10
IIBM Institute of Business Management
Section C: Practical Problems (30 marks)
•?This section consists of Practical Problems.
•?Answer all the questions.
•?Each question carries 15 marks.
1. A sample of 30 is to be selected from a lot of 200 articles. How many different samples are
possible?
2. In Dodge’s CSP-1, it is desired to apply sampling inspection to 1 piece out of every 15 and to
maintain an AOQL of 2%. What should be the value of i?
END OF SECTION C
S-2-210311


Wednesday 29 April 2015

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Examination Paper of Six Sigma Green Belt
IIBM Institute of Business Management 1
CERTIFIED SIX SIGMA GREEN BELT
EXAMINATION PAPER
Guideline for paper
??Total No. of Question is 100.
??The minimum passing marks is 40%
??Each question carries 1 mark.
??Answer all the questions.
Total: 100 Marks
1. The Following is a sample data set.
10 8 8 6 5
What is the variance of this data set?
a. 3.0
b. 3.8
c. 7.3
d. 7.4
2. An auditor should use a histogram in a quality audit to do which of the following?
a. Provide objective evidence that the audited uses statistical process control (SPC)
b. Expose patterns that are normally difficult to detect
c. Interpret data for a trend chart
d. create a stratified tally diagram
3. Comparing how a process is actually performed against the documented work instruction for that
process is an example of which of the following techniques?
a. Quantitative
b. Qualitative
c. Statistical
d. Random sampling
4. Attribute sampling should be used when
a. The data are measurements in metric units.
b. Ayes-or-no decision is to be made.
c. The population has variability.
………………………
resource department?
a. Intermediate
b. Hidden
c. External
d. Internal
16. The primary purpose of a project charter is to
a. Subdivide the project into smaller, more manageable components
b. Provide management with a tool for selecting a project that addresses business needs
c. Provide management with a tool to ensure that project deadlines are met
d. Provide the project manager with authority to apply organizational resources to project activities
17. Sample selection of parts for inspection must be selected at random to ensure
a. A minimum sample size.
b. The probability of not rejecting the lot
c. The probability of accepting the lot
d. Finding typical characteristics of the lot.
18. Which of the following are bases for establishing calibration intervals?
I. Stability
II.Purpose
III.Degree of usage
a. I and II only
b. I and III only
c. II and III only
d. I, II, and III
19. Specification limits are derived from which of the following?
a. Process capability studies
b. Process control charts
c. Customer requirements
………………………….
b. U chart
c. Np chart
d. C chart
31. A cause and effect diagram is a useful tool for doing which of the following?
a. Determining the flow of a process
b. Detecting shifts in a process
c. Developing theories based on symptoms
d. Arranging theories by defect count
32. Which of the following statistics would best describe the central tendency of a sample of data?
a. Mode
b. Mean
c. Standard deviation
d. Range
33. Which of the following types of tools or techniques is considered qualitative?
a. Histogram
b. Frequency distributions
c. Pareto chart
d. Process observations
34. Which of the following techniques is most useful in narrowing issues and limiting discussion?
a. Brainstorming
b. Quality function deployment
c. Cause and effect analysis
d. Mutilating
35. In statistics, an estimation error that is persistent or systematic is called
a. Bias
b. Sensitivity
c. Random
d. Shift
………………………….
44. Which of the following types of variation is LEAST likely to occur in sequential repetitions of a
process over a short period of time?
a. Cyclical
b. Positional
c. Temporal
d. Seasonal
Examination Paper of Six Sigma Green Belt
IIBM Institute of Business Management 7
45. The primary reason that most companies implement six sigma is to
a. Reduce defects
b. Improve Processes
c. Improve profit
d. Increase customer satisfaction
46. The term used to describe the risk of a type I error in a test of hypotheses is
a. Power
b. Confidence level
c. Level of significance
d. Beta risk
………………………………
59. Which of the following tools would be most appropriate for collecting data to study the symptoms of
a problem?
a. A check sheet
b. A flow diagram
c. A force field analysis
d. An activity network diagram
Examination Paper of Six Sigma Green Belt
IIBM Institute of Business Management 9
60. Kaizen is defined as
a. Re-engineering
b. Lean manufacturing
c. Continuous improvement
d. Error –proofing
61. The LEAST informative of the four measurement scales is the
a. Ratio
b. Nominal
c. Ordinal
d. Interval
62. Which of the following can used to determine the goodness of fit of a distribution to a data …………………………………..
b. Displays the strength of relationship between each paired combination of variables
c. Identifies, analyzes, and classifies the cause and effect relationship that among all critical issues
d. Identifies a sequence of actions and materials entering a process
73. Poka-yake is best defined as
a. Improving machine efficiency
b. Reducing field failures to virtually zero
c. Capturing the voice of the customer
d. Preventing controllable defects
74. Which of the following describes the 95% confidence interval of a 20% absentee rate in a department
with 30 people?
a. 6% to 34%
b. 8% to 32%
c. 13% to 27%
d. 17% to 23%
75. Which of the following are needed to calculate the process capability index,Cp?
a. The specification limits and the mean
b. The specification limits and s^ (Sigma Cap)
Examination Paper of Six Sigma Green Belt
IIBM Institute of Business Management 11
c. The process mean and s^(Sigma Cap)
d. The upper and lower specification limits
76. Repeatability and reproducibility are terms that operationally define
a. Bias
b. Accuracy
c. Discrimination
d. Precision’
77. A method that classifies data without significantly reducing accuracy or precision is known as
a. Bias adjustment
b. Statistical efficiency
c. Blocking
d. Coding
………………………………..
86. In preparation for construction of a cause and effect diagram, it is important to
a. Plot separate chart for each source
b. Focus only on what makes thing go wrong
c. Record everything people suggest
d. Validate possible root cause
87. Which of the following tools should be used a team is generating and prioritizing a list of options that
include highly controversial issues?
a. Brainstorming
b. Affinity diagram
c. Nominal group technique
d. 5 whys
88. If a distribution is normal, u=50 s=15, what percentage of data will be less than 30?
a. 59.18%
b. 40.82%
c. 9.18%
d. 1.33%
89. A company is receiving an unusually high number of returns from various customers. The first step in
investigating the problem would be to
a. Check the inspection records
b. Establish the correlation of the returns to shipments
c. Brainstorm the potential causes
d. Classify the returns by type and degree of serious
90. Which of the following is the best definition of a flow chart?
………………………………….
98. Which of the following statement best describes the set all value of a random variable?
a. It is finite.
b. It is an interval
c. It can be discrete or continuous.
d. It can be tracked by using control charts or scatter plots.
Examination Paper of Six Sigma Green Belt
IIBM Institute of Business Management 14
99. Which of the following is the best description of randomization?
a. A technique used to increase the precision of an experiment
b. A means of assuring representative sampling
c. The repetition of an observation or measurement
d. The relationship between two or more variables
100. When the order of items is not important, which of the following is the method to use to determine
the number of sets and subsets of items?
a. Combination
b. Permutation
c. Factorization
d. Simulation

Tuesday 28 April 2015

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Examination Paper of Six Sigma Black Belt
CERTIFIED SIX SGMA BLACK BELT
Examination paper
____________________________________________________
Guideline for paper
. Total no of question is 75
. The minimum passing marks is 40%
. Section-A (50 Question) carries 1 mark each.
. Section-B (25 Question) carries 2 marks each
. Answer all the question.
Section A Total: 100 marks
1. A frequent cause of system sub optimization is:
a. Optimizing individual process
b. Failing to draw a system flow chart
c. Using data with outliers
d. Failing to consider the normal distribution
2. Dr. W Edwards Deming:
a. Lectured in Japan after World War II
b. Was an author of several books in the US
c. Lectured widely in the US
d. Is considered an expert in the quality field
e. All of the above
f. None of the above
3. Successful Six Sigma project always:
a. Use designed experiments
b. Impact the bottom line of the enterprise
c. Are completed in a short time frame
d. All of the above
e. non of the above
4. Proposed Six Sigma projects that are not in some way liked to organizational goals:
a. Will typically be short term
b. Use statistical inference
c. Have a high risk of failure
d. Should not be approved
e. non of the above
Examination Paper of Six Sigma Black Belt
………………………….
12. Calculate the estimated variance of the population from which the following values have
been randomly selected: 2.8 2.7 2.6 2.9 2.8 2.8 2.8
a. .095
b. .009
c. .088
d. .008
13. An advantage of using standard deviation rather than range for measuring dispersion of a
large sample is that:
a. Standard deviation has a simpler formula
b. Calculators have a standard deviation key but not a range Key
c. Standard deviation uses information from each measurement
d. Range calculation are not normally distributed
14. Data are collected in Xy pairs and a scatter diagram shows the points are grouped very close
to a straight line that tips down on its right hand end. A reasonable value for the coefficient of
correlation is:
a. .8
b. 0
c. -.9
d. 1
e. 1.3
f. -1.8
15. The mean, median and mode of a distribution have the same value. What can be said about
the distribution?
a. It is exponential
b. It is normal
c. It is uniform
d. None of the above
16. Approximately what percent of the data values are smaller than the mean?
………………………
25. The critical test statistic is approximately:
a. 4.79
b. 6.71
c. 2.08
d. 5.44
26. The null hypothesis should be:
a. Rejected
b. Not rejected
c. Accepted
27. The word takt is closest to the theory of constraints word:
a. Drum
b. Buffer
c. Rope
d. Constraint
28. The team development stage characterized by expression of individual opinions and ides
often without regard for team objectives is known as:
a. Performing
b. Norming
c. Conflicting
d. Storming
e. Brainstorming
…………………………..
d. Confused correlation with causation
39. A principle advantage of fractional factorial experimental designs is:
a. Reduced cost
b Improved accuracy
c. Increased confounding
d. Higher confidence level
e. Reduced probability of type II error
40. A principle disadvantage of fractional factorial experimental designs is:
a. Reduced cost
b Improved accuracy
c. Increased confounding
d. Higher confidence level
e. Reduced probability of type II error
41. In an experimental design context, replications refer to:
a. Duplicating experimental result at another location
b. Repeating a test with the same factor levels
c. Obtaining the same or similar result from different factors
d. Repeating an experiment but using at least one different factor level
……………………………
f. Tree diagram
g. Prioritization matrix
h. Matrix diagram
i. Interrelationship digraph
49. A complex system has many causes and effects. These may be illustrated on which of the
following:
a. Matrix diagram
b Cause and effect diagram
c. Process decision program chart
d. Affinity diagram
e. Activity network diagram
f. Tree diagram
g. Prioritization matrix
h. Matrix diagram
i. Interrelationship digraph
50. An experiment is conducted by checking the effect that three different pressures have on the
surface appearance of a product. Ten item items are produced at each of the three pressures. The
number of replications, factors and levels are:
a. 10, 3, 2
b. 10, 2, 3
c. 2, 3, 3
d. 10, 1, 3
e. 10, 3, 1
Examination Paper of Six Sigma Black Belt
Section B
51. A factorial experiment has three factors. Each factor has three levels. The number of test
combinations or runs is:
a. 9
b. 6
c. 27
d. 36
e. 33
Use the following for problem 52-54: A product specification or tolerance is 180-200. A sample
of 100 parts has an average of 188 and standard deviation of 6. Assume the population is
normally distributed.
52. What percent of population falls below the lower specification limits?
a. 9.18%
b. 22.66%
c. 6.68%
d. 1.83%
………………………..
6 5 7 5 6
Sample size 120 110 111 128 110
The appropriated control chart to use is:
a. x-bar and R
b. Median
c. Individual and moving range
- -
- +
+ -
+ +
Examination Paper of Six Sigma Black Belt
d. p
e. np
f. u
g. c
61. The temperature in a storage location is logged once every 30 minutes. The control chart that
is appropriate for displaying these values is:
a. x-bar and R
b. Median
c. Individual and moving range
d. p
e. np
f. u
g. c
62. a control chart is to be use to display the number of non-conducting diodes. Each point on the
chart represents the number of bad diodes in a box of 1000. The appropriate control chart to use
is
a. x-bar and R
b. Median
c. Individual and moving range
d. p
e. np
f. u
g. c
Use the following for problems 63-69:
A team is asked to determine whether printer #2 prints typical company documents faster than
printer # 1. The team decides to use the paired t hypothesis test. They select eight documents and
print each on each printer, assuming that the differences are normally distributed. The results:
Document # Time Reqd, sec
Ptr #1 Ptr #2
1 4.2 3.9
2 5.6 5.5
3 2.8 2.9
4 7.1 6.7
5 11.5 11
6 8.2 8.1
7 12.3 11.8
8 13.5 13
Examination Paper of Six Sigma Black Belt
…………………………….
72. An indication of the experimental error is available because the design has:
a. Multiple replications
b. Multiple levels
c. Multiple factors
73. The average number of defects is 21.6. Find the upper control limit for the c.chart.
a. 26.4
b. 24.6
c. 18.8
d. 26.2
e. None of the above
74. An x-bar and R chart is used to monitor a process. One week ago a new type of raw material
was introduced and since that 60 points have been plotted on the x bar chart and all are in the
middle third of the chart. The corresponding 60 points on the R chart are all below the average.
The indicates that:
a. The operator has been plotting the points incorrectly
Examination Paper of Six Sigma Black Belt
b. It is time to recalibrate the gage used
c. It is time to recalculate the control limits
d. The material manager should be asked to go back to the previous raw material so the chart will
more accurately reflect process
75. Here is a partial ANOVA table. Use a= 0.05.
Source SS Df Ms Fstatistic Fcritical
A 1200 6 x y Z
B 900 6
A x B 180 3
Error 100 10
The value of x, y and z should be:
a. 200, 20, 3.00
b. 12, 1.2, 4.06
c. 200.20, 4.06
d. None of the above

Monday 27 April 2015

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Examination Paper: Customer Relationship Management
7
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Services Marketing
Section A: Objective Type (30 marks)
•?This section consists of Multiple choices/Fill in the blanks/True-False & Short notes type
questions.
•?Answer all the questions.
•?Part One questions carries 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. The extent to which customers recognize and willing to accept this variation is called:
a. Zone of tolerance
b. Zone of fitness
c. Zone of acceptance
d. None of the above
2. SERVQUAL is used to measure service quality. (T/F)
3. SWICS stands for………………………………………………………………………………
4. Real /perceived and monetary/non monetary costs are termed as switching costs.(T/F)
5. TARP stands for ……………………………………………………………………………….
6. If the direct cost be ‘a’, overhead cost be ‘b’ and profit margin be ‘c’ then the cost based pricing
can be calculated by:
a. a+b+c
b. a-b+c
c. a/b*c
d. None of the above
7. If the percentage change in quality purchased be ‘a’ and the percentage change in price be ’b’
then elasticity is given by:
a. a*b
b. a/b
c. a+b
d. a-b
8. If the actual revenue be ‘a’ and the potential revenue be ‘b’ then the yield can be given by:
a. a-b
b. a+b
c. a/b
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d. b/a
9. Reactors make adjustments unless forced to do so by environmental pressures.(T/F)
10. Least profitable customers are categorized in:
a. Platinum
b. Gold
c. Iron
d. Lead
Part Two:
1. What do you understand by “Customer Gap”?
2. Write the difference between perceptions of service quality and customer satisfaction.
3. Write short “SERVQUAL” survey.
4. What are different types of “Complainer”?
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 150 to 200 words).
Caselet 1
Giordano is a retailer of casual clothes in East Asia, South-East Asia, and the Middle East. In 1999, it
operated outlets in China, Dubai, Hong Kong, Macao, Philippines, Saudi Arabia, Singapore, South Korea,
and Taiwan. Giordano’s sales grew from HK$712 million in 1989 to HK$3,092 million in 1999. This
case study describes the success factors that allowed Giordano to grow rapidly in some Asian countries. It
looks at three imminent issues that Giordano faced in maintaining its success in existing markets and in
its plan to enter new markets in Asia and beyond. The first concerns Giordano’s positioning. In what
ways, if at all, should Giordano change its current positioning? The second concerns the critical factors
that have contributed to Giordano’s success. Would these factors remain critical over the coming years?
Finally, as Giordano’s seeks to enter new markets, the third issues, whether its competitive strengths can
be transferred to other markets, needs to be examined.
Being Entrepreneurial and Accepting Mistakes as Learning Opportunities
The willingness to try new ways of doing things and learning from past errors was an integral part of
Lai’s management philosophy. The occasional failure represented a current limitation and indirectly
pointed management to the right decision in the future. To demonstrate his commitment to this
philosophy. Lai took the lead by being a role model for his employees “. . . Like in a meeting, I say, look,
I have made this mistake, I’m sorry for that. I hope everybody learns from this. If I can make mistakes,
Examination Paper: Customer Relationship Management
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who the hell do you think you are that you can’t make mistakes?” He also believed strongly in
empowerment – if everyone is allowed to contribute and participate, mistakes can be minimized.
Service
Giordano’s commitment to excellent service was reflected in the list of service-related awards it had
received. It was ranked number one by the Far Eastern Economic Review, for being innovative in
responding to customers’ needs, for three consecutive years – 1994, 1995, and 1996. And when it came to
winning service awards, Giordano’s name kept cropping up. In Singapore, it won numerous service
awards over the years. It was given the Excellent Service Award for three consecutive years: 1996, 1997,
and 1998. It also received three tourism awards: “Store of the Year” in 1991, “Retailer of the Month” in
1993, and “Best Shopping Experience – Retailer Outlet” in 1996. These were just some of the awards
won by Giordano.
How did Giordano achieve such recognition for its commitment to customer service? It began with the
Customer Service Campaign in 1989. In that campaign, yellow badges bearing the words “Giordano
Means Service” were worn by every Giordano employee. This philosophy had three tents: We welcome
unlimited try-ons; we exchange – no questions asked; and we serve with a smile. The yellow badges
reminded employees that they were there to deliver excellent customer service.
Since its inception, several creative, customer-focused campaigns and promotions had been launched to
extend its service orientation. For instance, in Singapore, Giordano asked its customers what they thought
would be the fairest price to charge for a pair of jeans and charged each customer the price that they were
willing to pay. This one-month campaign was immensely successful, with some 3,000 pairs of jeans sold
every day during the promotion. In another service-related campaign, customers were given a free T-shirt
for criticizing Giordano’s service. Over 10,000 T-shirts were given away. Far from only being another
brand-building campaign, Giordano responded seriously to the feedback collected. For example, the
Giordano logo was removed from some of its merchandise, as some customers liked the quality but not
the “value –for – money” image of the Giordano brand.
Against advice that it would be abused, Lai also introduced a no-questions-asked and no-timelimit
exchange policy, Which made it one of the few retailers in Asia outside Japan with such a generous
exchange policy. Giordano claimed that returns were less than 0.1 percent of sales.
To ensure that every store and individual employee provided excellent customer service, performance
evaluations were conducted frequently at the store level, as well as for individual employees. The service
standard of each store was evaluated twice every month, while individual employees were evaluated once
every two months. Internal competitions were designed to motivate employees and store teams to do their
best in serving customers. Every month, Giordano awarded the “Services Star” to individual employees,
based on nominations provided be shoppers. In addition, every Giordano star was evaluated every month
by mystery shoppers. Based on the combined results of these evaluations, the “Best Services Shop” award
was given to the top store.
Aggressive advertising and Promotion
Fung said, “Giordano spends a large proportion of its turnover on advertising and promotions. No retailer
of our size spends as much as us.” For the past five years, Giordano in Singapore had been spending
about S$1.5 million to S$2 million annually on its advertising and promotional activities. It won the Top
Advertiser Award from 1991 to 1994. Up to June 30, 2000, total advertising and promotional expenditure
for the group amounted to HK$41.5 million, or 3 percent of the group’s retail turnover. In addition to its
big budget, Giordano’s advertising and promotional campaigns were creative and appealing. One such
campaign was the “Round the Clock Madness Shopping” with the Singapore radio station FM93.3 on 1
May 1994. Different clothing items were offered at a 20 percent discount from 12 A.M. to 1 A.M.,
whereas polo shirts and T-shirts and T-shirts were given a 30 percent discount from 1 A.M. to 2 A.M. and
then shorts at a 40 percent discount from 2 A.M. to 3 A.M. To keep listeners awake and excited, the
product categories that were on sale at each time slot were released only at the specified hour, so that
nobody knew the next items that would be on this special sale. Listeners to the radio station were cajoled
into coming to Giordano stores throughout the night (Ang 1996). In 1996, Giordano won the Singapore
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Ear Award. Its English radio commercial was voted by listeners to be one of the best, with the most
creative English jingle.
Another success was its “Simply Khakis” promotion, launched in April 1999, which emphasized
basic, street-culture style that “mixed and matched” and thus fitted all occasions. In Singapore, within
days of its launch, the new line sold out and had to be relaunched two weeks later. By October 1999, over
a million pairs of khaki trousers and shorts had been sold. This success could be attributed partly to its
clearly defined communications objectives. As Garrett Bennett, Giordano’s Executive Director in charge
of merchandising and operations, said, “We want to be the key provider of the basics: khakis, jeans, and
the white shirt.” Elsewhere in the region, sales were booming for Giordano, despite only moderate
recovery experienced in the retail industry. Its strength in executing innovative and effective promotional
strategies helped the retailer to reduce the impact of the Asian crisis on its sales and take advantage of the
slight recovery seen in early 1999. Aggressive advertising and promotions also played a significant role in
the successful remarketing of its core brand prelaunch or introduction of sister brands, Giordano Ladies’,
Giordano Junior, and Bluestar Exchange.
Giordano’s Growth Strategy
As early as the 1980s, Giordano realized that it was difficult to achieve substantial growth and economies
of scale if it operated only in Hong Kong. The key was in regional expansion. By 1999, Giordano had
opened 740 stores in 23 markets, out of which Giordano directly managed 317 stores. Until 2000, four
markets dominated its retail and distribution operations – Hong Kong, Taiwan, China, and Singapore. By
2000, Giordano had 895 Giordano stores in 25 markets.
Giordano cast its sights on markets beyond Asia, driven partially by its desire for growth and
partially to reduce its dependence on Asia in the wake of the 1998 economic meltdown. In Giordano’s
first full year of operation in Australia, sales turnover reached HK$29 million (US$3.72 million) in
December 2000. The number of retail outlets increased from 4 in 1999 to 14 in 2000. With the opening up
of its first retail outlet in Sydney in September 2000, Giordano outlets could now be found in both
Melbourne and Sydney. As part of Giordano’s globalization process, it planned to open up its first shops
in Germany and Japan during the first half of 2001. Currently, Giordano planned to focus its globalization
efforts on new markets like Germany, Japan, Australia, Indonesia, and Kuwait.
When the crisis made Giordano rethink its regional strategy, it was still determine to enter and
further penetrate new Asian markets. This determination led to the successful expansion of Giordano in
Mainland China, which saw the retail outlets grow from 253 stores in 1999 to 357 stores in 2000. Due to
the expanded retail network in Mainland China and improvements made to the product line, sales
turnover increased by 30.9 percent to HK$712 million (US$91.3 million) in 2000. Faced with the
imminent accession of Mainland China to the World Trade Organization, Giordano’s management
foresees both challenges and opportunities ahead. In Indonesia, Giordano opened up 7 more stores in
2000, bringing the total number of retail stores to 10. These stores covered areas in Jakarta, Surabaya, and
Bali. However, with the political and social instability in Indonesia, coupled with the downward pressure
on the Rupiah, Giordano was cautiously optimistic about further expansion and planned to proceed with
caution. In Malaysia, Giordano planned to refurnish its Malaysian outlets and intensify its local
promotional campaigns to consolidate its leadership position in the Malaysia market.
Giordano’s success in these markets would depend on its understanding of them, and consumer tastes
and preferences for fabrics, colors, and advertising. In the past, Giordano relied on a consistent strategy
across different countries, and elements of this successful strategy included its positioning and service
strategies, information systems and logistics, and human resource policies. However, tactical
implementation (e.g., promotional campaigns) was left mostly to local managers in their respective
countries. A country’s performance (e.g., sales, contribution, service levels, and customer feedback) was
monitored by regional headquarters (e.g., Singapore for South-East Asia) and the head office in Hong
Kong. Weekly performance reports were made accessible to all managers. In recent years, it appeared that
as the organization expanded beyond Asia, different strategies had to be developed for different regions or
countries.
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Questions:
1. How do you think Giordano had/would have to adapt its marketing and operations strategies and
tactics when entering and penetrating your country?
2. What general lessons can be learned from Giordano for other major clothing retailers in your
country?
Caselet 2
In 2003, Jyske Bank Group’s primary operations consisted of Jyske Bank, which was the third largest
bank in Denmark after Den Danske Bank and Nordea’s Danish operations. Jyske Bank was created in
1967 through the merger of four Danish banks having their operations in Jutland, Jyske being Danish for
“Jutlandish.” Jutland was the large portion of Denmark attached to the European mainland to the north of
Germany. Until the late 1990s, Jyske Bank was characterized as a typical Danish bank: prudent,
conservative, well-managed, generally unremarkable, and largely undifferentiated.
Beginning in the mid-1990s, Jyske Bank embarked on a change process that led to its no longer being
characterized as either unremarkable or undifferentiated. By 2003 its unique “flavor” of service made it a
leader in customer satisfaction among Danish banks. At the heart of these changes was the bank’s
determination to be, in the words of one executive, “the most customer-oriented bank in Denmark.” The
bank achieved its goal by focusing on what it called Jyske Forskelle, or Jyske Differences.
Jyske Differences
Jyske Differences stemmed from Jyske Bank’s core values. These stood as central tents, guiding virtually
all aspects of the organization’s life. As one manager pointed out, the values were consistent with the
bank’s Jyske heritage: “Really, when we started talking about our core values, and their Jyskeness, we
just became overt about values we had long held.” Jyske Bank’s core values, published for employees,
customers, and shareholders, were that the bank shouls (1) have common sense; (2) be open and honest;
(3) be different and unpretentious; (4) have genuine interest and equal respect for people; and (5) be
efficient and persevering.
The core values led management to reevaluate how the bank did business with its customers.
Managers determined that if the bank were to be true to its values, it would have to deliver service
differently from both how it had in the past, and how other banks delivered service. Jyske Differences
were thus operational zed as specific practices that distinguished Jyske Bank.
Competitive Positioning
Managers looked to Jyske values and differences for the bank’s competitive positioning. This process was
aided by a Dutch consultant, whose market research indicated that Jyske bank’s core target market of
Danish families and small-to-medium sized Danish companies (earnings were 40 % commercial, 60%
retail) generally liked the idea of a bank that was jyske. Additional research suggested that what managers
described as the “hard factors” of price, product, and location had become sine qua non in the eyes of
customers. In contrast, “soft factors” relating to an individual customer’s relationship with her service
providers served as the basic for differentiation, specially, “being nice,” “marketing time for the
customer,” and “caring about the customer and his family.”
Managers felt that the “genuine interest” component of the bank’s values dictated a shift from
traditional product focused selling to a customer-solution approach. They characterized the new approach
by contrasting the statement, “Let me tell you about our demand-deposit account,” with the question,
“What you need?”
Although he bank’s core financial products remained essentially similar to those of other Danish
banks,3 the way they were delivered changed. This required significant changes in the branches, both
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IIBM Institute of Business Management
tangible and intangible, and how they were supported. Tools were developed to support solution-based
service delivery. For example, new IT systems helped employees take customers through processes to
determine their needs and final appropriate solutions. In one, the customer and her banker filled out an
on-line investor profile to determine what style of investment products were most appropriate for her
based on risk aversion, time frame, and return goals, among other factors. A manager commented that,
“The tools themselves aren’t proprietary. We’ve seen other financial services with similar programs – it’s
how our people use them that makes the difference.” Another stated, “Our tools are designed either to
enhance our ability to deliver solutions, or to reduce administrative tasks and increase the amount of time
our people can spend with customers – delivering solutions.”
Finally, being overtly Jyske meant that the bank would no longer be a good place for any customer
meeting its demographic criteria for two reasons. First, delivering this type of service was expensive. As a
result, the bank charged a slight premium, and targeted only those customers who were less likely to
represent a credit risk. Second, the bank would have a personality. According to one manager, “The
danger in having a personality is, someone, inevitably, won’t like you.” Senior management considered
this the price of being candid, and welcomed the effect it had on some customers. For example, Jyske
Bank’s cash/debit card had a picture of a black grouse on it, black grouses being found in Jutland’s rural
countryside. When a few customers complained that the bird didn’t seem very business-like, or wasn’t hip
(one was “embarrassed to pull it out at the disco”) managers were happy to invite them to open accounts
at competitor institution. A manager noted:
Actually, if no one reacts to our materials, they’re not strong enough. Some people should
dislike us. After all, we’re only about 6% of the market. I don’t want everyone to like us –
We’re not for everyone and don’t want to be.
Tangible Differences
Account Teams:
Delivering on the banks competitive positioning required a number of tangible changes in its service
delivery system. These began with assigning each customer a branch employee to serve as primary point
of contact. Over time, managers discovered that this created problems, because customers often arrived at
a branch when their service provider was busy with other customers or otherwise unavailable.
Nevertheless, managers were committed to providing individualized service. According to one, “How can
we be honest in saying we care about customers as individuals if we don’t get to know them as
individuals? And without knowing them, we can’t identify and solve their problems.” The solution was
found in account teams: each customer was assigned to a small team of branch bankers. These employees
worked together to know and serve their customers, sitting in close physical proximity within the branch.
Branch Design:
Jyske Bank planned to spend approximately DKK 750 million to physically redesign its branches (most
of this had been spent by 2003). Danish observers described the new branches as looking “like an
advertising agency” or “a smart hotel.” These effects were accomplished through the use of modern, upscale
materials such as light wood, warm colors, and original art. Branch redesign also included changes
in the way customers interacted with their bankers, made possible by architectural and design changes.
For example, customers waiting for their banker could help themselves to fresh coffee in a small part of
the branch resembling a café. A customer commented on the café, “It means more than you initially think
– it makes you feel welcome, it says they’re really interested in me.” Fruit juice was available for
children, who could amuse themselves with toys in the play center. Bankers’ desks were now round
tables, signifying equally. A team of three or four bankers sat at a single large round table, with customers
making themselves comfortable between the bankers’ work stations. Customers could see bankers’
computer screens, reinforcing openness. Customers’ ability to view the screens also facilitated the use of
IT programs designed to structure interactions between account team members and customers. As equals,
bankers and customers sat in the same type of chairs, and bankers no longer sat on a raised dais, the
origins of which went back to feudal times when the heads of certain people were supposed to be higher
than those of others. If a conversation required more discretion, specially designed meeting rooms giving
the feeling of “home” were available.
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IIBM Institute of Business Management
Intangible Differences
Delivering the bank’s new competitive positioning also required numerous intangible changes and other
changes not immediately visible to the customer. Managers stated that the most important of these
involved training and empowering those employees closest to the customer to serve the customer.
Training
Before a branch was remodeled, all staff took part in special training sessions. These included
teambuilding and customer service, drawing on best practices from the “traditional” retail sector.
Management Style
A senior manager commented:
You can train and educate all day long, but unless your managers and employees are committed to Jyske
Differences, they just won’t happen. Getting them required a great deal of my effort.
When we started this process there were times when it was hard – really hard. The branch managers
didn’t think strategically – they sat in their offices and focused on their day-to-day work. I wanted the
branch manager to get up on a hill and look around, to get a bigger picture. To get them to change I asked
them questions: What’s the market? Where – and who – are your competitors? What are your strengths
and weaknesses, how do they tie to Jyske Differences? Now, contrast what you need with what you have.
Are the teams in your branch living up to the demands? What do you need to do to ensure that they will?
There will be resistance; understand where it is coming from. One way to deal with it is to make
agreements with individuals on how they will develop new skills. If there is a complete mismatch you
may need new team members, but for the most part, you can coach your people through this kind of
change – you can lead them.
According to another executive:
The branch managers have to be able to motivate employees to work a little harder, and differently. The
most successful give their employees a lot of latitude for decision making. They do a lot of training, 80%
of which is on the job. When it isn’t, it’s mostly role playing. There aren’t any high-powered incentives to
offer, but there are really good tools coming out of IT. it’s more how the branch managers do it than what
employees to share the values and act on them.
A third noted:
When I have a difficult situation I look for what I call a “culture carrier.” I try put that person into the
middle of it, because they live our values. What I usually see is that the other employees who are on the
fence about the values start to come over – they see the example and they like what they see. This leaves
the few people who really don’t want to be Jyske on the outside, and they tend not to last long. Most
people are willing to change, but they’ve got to be supported in the process.
Conclusion
The bank’s leadership believed that Jyske values and differences, and the bank’s value chain, provided
ways to achieve the balance they wanted among their three stakeholders: employees, customers, and
shareholders. Several leaders commented that with the large capital investments behind them as of 2003,
net income would increase considerably in the coming years, assuming the recession of 2001 and 2002
was over. Shareholders had received a 17.8% annual return on their investment for the ten years prior to
year-end 2002. Anders Dam’s 2002-2003 goal for shareholders was to increase the bank’s stock multiple
approximately 40% to the level of Danske Bank’s, the largest and most richly-priced bank in Denmark.
This was achieved in July 2003.6 While the bank’s leadership was pleased with the bank’s success, they
were more interested in determining how the bank would remain in a position of leadership while still
keeping the interests of its key stakeholders in balance.
Questions:
1. What did Jyske Bank change to enable it to deliver its new competitive positioning?
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IIBM Institute of Business Management
2. How did Jyske Bank implement those changes?
END OF SECTION B
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. Choose a firm you are familiar with. Describe how you would design an ideal service recovery
strategy for that organization.
2. Discuss the customer’s role as a productive resource for the firm. Describe a time when you
played this role. What did you do and how feel? Did the firm help you perform your role
effectively? How?
END OF SECTION C
S-2-210311

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Examination Paper: SAP Consultancy
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
SAP Technical Consultant
Section A: Objective Type (20 marks)
•?This section consists of Multiple Choice Questions & True/False.
•?Answer all the Questions.
•?Each Question carries 1 Mark.
Multiple choices:
1. Which one of the following is a key component of SAP Web application system?
a. J2EE
b. VB.Net
c. Java
d. SQL
2. SAP has optimized the data flow between the _______and the _______servers.
a. SPDD, SPAU
b. Presentation , application
c. QAS, PRD
d. None of the above
3. ___________ is the SAP transaction that is used to generate the ABAP loads.
a. SGEN
b. IMG
c. QAS
d. SPAU
4. __________ are areas of temporary storage that help to access more rapidly data and execute
ABAP programs faster.
a. RAM
b. Buffer
c. ROM
d. All of the above
5. Which Roadmap provides a methodology for the implementation of global customer solution?
a. Technical Roadmap
b. Solution Roadmap
c. Implementation Roadmap
d. Global Template Roadmap
6. The rectangular boxes that are found on nearly every initial and output screen in the SAP
system are referred as_______________
a. Storage Folder
b. Central Work Area.
c. Check Boxes
d. Data Fields
Examination Paper: SAP Consultancy
IIBM Institute of Business Management 2
7. While entering user profile data, the third step is to____________
a. Go to the menu bar
b. Clicks the defaults tab
c. Maintain user profile popup screen
d. Click the save button
8. SAP R/3 is packages of integrated applications called _______ that record and track the
activities and costs of doing business.
a. Module
b. Tracker
c. Project
d. Controller
9. What allows you to adjust the size and shape of the applications window by clicking and
dragging it into a new position?
a. System Data Field
b. Frame Grabber
c. Message Field
d. None of the above
10. The wait time should fall under 10% of the total _______.
a. Load Time
b. Response Time
c. Database Time
d. Enqueue Time
True & False:
1. SAP’s standard smart-card authentication allows a “safer” authentication process.
2. Proof of obligation is not necessary for confirming and guaranteeing.
3. A digital signature is equivalent to the traditional hand written signature on paper documents.
4. The purpose of the project preparation is to provide initial planning and preparation for SAP
project.
5. CCMs stand for Common Center Management System.
6. HTTP is the default protocol for transferring files on the World Wide Web.
7. To send a short message to another SAP user on the same system, select system short
message from any screen.
8. ABAP processor is a free work process, making optimal use of system resources and
balancing the system load.
9. Debugger is a task similar to running a program.
10. Application Link & Enables (ALE) not allows integration between applications in distributed
Systems.
END OF SECTION A
Examination Paper: SAP Consultancy
IIBM Institute of Business Management 3
Section B: Short Questions (20 marks)
•?This section consists of Short Questions.( Answer should be in 5 lines)
•?Answer all the questions.
•?Each Question carries 5 marks.
1. Explain the Process for starting & stopping SAP systems.
2. Distinguish between SPADD and SPAPU.
3. Define ‘Lightweight Directory Access Protocol’.
4. Explain the Repository Information System?
Section C: Long Questions (30 marks)
•?This section consists of Long Questions.(word limit 100 words)
•?Each Question carries 10 marks.
•?Attempt any 3 Questions.
1. Explain Installation and Planning Concepts of SAP.
2. Describe the ABAP dictionary in SAP System.
3. What is SAP upgrade Project & explain its key success factors?
4. Explain the different types of buffering table.
Section D: 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. Explain the steps for the creation process of a Web Dynpro Application.
2. Explain the User Master Record Fids and its available options. Briefly.
END OF SECTION D
END OF SECTION C
END OF SECTION B

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Examination Paper: SAP Consultancy
IIBM Institute of Business Management 4
IIBM Institute of Business Management
Examination Paper MM.100
SAP-R/3
Section A: Objective Type (20 marks)
•?This section consists of Multiple Choice Questions & True/False.
•?Answer all the Questions.
•?Each question carries 1 Mark.
Part one:
Multiple choices:
1. Which feature or element not found on every screen of the SAP application window?
a. Title bar
b. Central work area
c. Standard toolbar
d. None of the above
2. SAP Easy Access Screen contains a set of folders called________________.
a. Favorites Menu
b. System Menu
c. Environment Menu
d. Standard Toolbar
3. What will be display when the system shortcut menu icon clicked?
a. Service order
b. Short menu of command
c. System menu
d. Small application bar
4. How much buttons contain in application toolbar for issuing commands that are related to
these screen elements?
a. 6
b. 7
c. 8
d. 9
5. The ____________allows to adjust the size & shape of the application window by clicking &
dragging it into a new position.
a. Frame grabber
b. Panel
c. Frames
d. Selection box
6. What will be highlight when a selection box is clicked?
a. Selected box
b. Object codes
c. List icon
d. Frame
Examination Paper: SAP Consultancy
IIBM Institute of Business Management 5
7. The procedure begins at the ____________in the application toolbar of the table.
a. Delete button
b. Choose layout screen
c. Layout setting button
d. None of the above
8. ___________are created in SAP 4.7 to track the activities & cost of installing and maintaining
technical equipment.
a. Maintenance Processing
b. Logistics
c. Plant maintenance
d. All of the above
9. Which screen contains seven data fields in which the e-mail & its attached documents are
described?
a. Document content sub screen
b. Attribute sub screen
c. Create & send document screen
d. Recipient sub screen
10. The Links for all the transaction in the financial and controlling modules which are use to
manage budgets and costs are hold by________.
a. Accounting folder
b. User menu folder
c. Favorites folder
d. Logistics folder
True & False:
1. Root folder is known as SAP menu.
2. Click the customizing of local layout button to display its menu, then follow the menu path
(customizing of local layout < new visual design)
3. The title bar displays the name of the screen in the application window.
4. The command buttons execute internal tasks.
5. SAP R/3 is a package of integrated application.
6. The reporting transaction creates & change objects in their database records.
7. Business workplace screen helps to create and send new email.
8. The create document and send screen appears when click the mail recipient button.
9. In saving a display variant, second step of procedure is optional.
10. Line item fields are strings of fields in which you can enter several bits of coded &
short text data about an object.
END OF SECTION A
Examination Paper: SAP Consultancy
IIBM Institute of Business Management 6
Section B: Short Questions (20 marks)
•?This section consists of Short Questions.( Answer should be in 5 lines)
•?Answer all the questions.
•?Each Question carries 5 marks.
1. What is SAP R/3?
2. Explain “Central Work Area”.
3. How many formats of Data entry field appears on initial screen?
4. Define Plant Maintenance.
Section C: Long Questions (30 marks)
•?This section consists of Long Questions.(word limit 100 words)
•?Each Question carries 10 marks.
•?Attempt any 3 Questions.
1. How can you change the names of folders & links in your favorites folders at any
time?
2. How can you use keystrokes to execute commands on objects in your favorites
folders?
3. How to customizing the SAP easy access screen?
4. What is a procedure to filtering a line item report? Explain with example.
END OF SECTION B
END OF SECTION C
Examination Paper: SAP Consultancy
IIBM Institute of Business Management 7
Section D: 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. With the help of proper diagram explain the steps use to customizing with the new visual
design command.
2. Explain the elements which are found on every screen of the SAP application window.
S-2-210311
END OF SECTION D

Friday 24 April 2015

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KAZIAN GLOBAL SCHOOL OF BUSINESS MANAGEMENT
Marks: 80
Course: DBM
Note: Attempt all the Question
All the questions carry equal marks
Name: Pandey Abhishek Kumar         Ref. No: KB-00113-10505
Subject: SAP Consultancy Management (Spz.)
_____________________________________________________________________________
1.  Write a comprehensive note on SAP Net weaver & ECC?          Marks-10
2.   Each question carried 3 Marks:-
a.) How Does SRM’s tight integration with PLM benefit your SRM users?
b.) How does SAP CRM maximize your profitability?
c.) Does security restrict acess in Query reporting?
d.) What do you mean by year dependent in fiscal year variants?
e.) What are posting keys? State the purpose of defining posting keys?
f.) What are the Steps in consignment processing?
g.) What is SAP Net weaver’s Rapid installer?
h.) What is core value of SAP xApps?
i.)  How does SAP KW support searching?
j.) How will be the Ticket process flow happens in a Production support project?
k.) What is document type, and what does it control? Examples.
l.)  What is chart of account and how many charts of accounts can be assigned to a company
m.)  What does Field status group assigned to a GL master record controls?
n.) How is case used in SAP?
3.  In your own organization, research how many repositories or “ system of records’ of master data you
have. Are you a good candidate for SAP MDM?               (Marks-8)
4.  Define the term Variant? What does it mean to “protect’ a variant. Create two new variants for a
familiar report, and then re-execute the report using each of the variants.      (Marks-10)
5.   Case Study                       (Marks-20)
A Day in the Life of an SAP Manager: Providing User-Friendly Solutions.
After so many years (dozens of years should I say) in IT I am still surprised to notice how difficult are the
relationships between the users and the IT departments. Whatever technology, and how “high” this “tech” is
it  is  strange  to  see  the  same  behaviors  from  IT  people  against  this  very-difficult-to-control  population  of
users.
Coming  from  IT  with  an  Engineer  degree  in  MIS  in  the  early  70’s,  I  was  already  taught  that  there  was
nothing  more important  than  understanding  the  user’s  need.  And  my  teachers  already  warned  us  that  we
should not be arrogant against users if they don’t understand what we say. Instead, we should try to really
understand what was the real goal and find a good way to solve it using the available technology.
And at that time we did not have all these software and hardware solutions of today.
After some years in projects, I found myself attracted by sales and marketing. For most of the cases, I was
selling  tools  (we  call  them  solutions),  that  should  help  people  already  bothered  by  not  very  user-friendly
solutions.
And  today  I  can  still  find  in  my  day  to  day  business  the  same  reaction  from  IT  about  users  and  the  same
grumblings  from  users  against  IT.  And  it  is  so  identical  whatever  the  country,  France,  Germany,  USA,  etc.
Plus ça change plus c’est la même chose, as we used to say (The more it changes, the more it’s the same).
I’d like to share with you the various situations where I found the  same  strange irrational reactions, in ITusers relationships.
These days, the tools we sell are there to facilitate and automate some day to day job for SAP user. A SAP
user  is  actually  an  employee  of  a,  sometimes  very  large,  company  that  has  implemented  (or  is  in  the
process  of  implementing)  this  well  known  ERP  called  SAP  R/3  (from  the  german  company  SAP  AG.)  to
process finance, sales, purchasing, production, personnel etc. data.
But, of course, that blog could be extended to all kinds of users of IT technology.
Yesterday  I  called  one  person  from  a  large  chemical  company.  He  is  located  in  France  and  looks  for
solutions  to  ease  this  company  SAP  European  users  job.That  includes  ways  for  automating  some  uploads
and downloads between SAP and Excel.
So he downloaded a trial version of one of our tool some weeks ago. The question was mostly, “do we buy
your tool or do we buy a software built by our Spanish subs partner.
They look similar. I’ll let you know. ”When I called back some weeks later he was a bit embarrassed:
“Well,  we  got  a  decision  from  our  US  HQ  that  they  will  develop  a  specific  ABAP  program  every  time  this
question arises.” He said.
“Don’t  they  believe  a  generic  solution  would  be  more  efficient?  Do  they  currently  have  all  the  people
available to timely respond to all users over the world having such needs?”, I replied.
“It  looks  they  have  enough  people,  and  it  may  happen  they  are  afraid  to  lose  even  a  part  of  the
programming job”
Sure they have enough people!
Since  they  cannot  provide  a  solution  in  less  than  3  weeks  for  any  need,  most  of  the  users  will  work  by
themselves, manually when they have an urgent need, and never tell them what their real problem is.
At the end they will have two false impressions:
- one is that they do a good job since nobody is complaining
- second is that the users have no real need for some task simplifications
And  the  whole  company  loses  thousands  of  days  of  productivity  that  could  be  used  in  more  interesting
tasks.
Questions:-1. Comment on the relevance of this article in today's times. Cite an example to support your comments.
2. Write in not more than 500 words your ability to create wealth in the community/company you work in.
Wealth may not necessarily be in terms of money. It may refer to your ability to contribute to the wealth of
your organization. Write in the context of above article.

Thursday 23 April 2015

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Examination Paper: Sales Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Sales and Distribution Management
Section A: Objective Type (30 marks)
•?This section consists of Multiple Choice questions & short notes type questions.
•?Answer all the questions.
•?Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Out of the following which gap arise when the sales force does not have the required knowledge,
skills or capabilities to become successful on the Job.
a. Knowledge gap
b. Capability gap
c. Methods gap
d. Training gap
2. This method is used by the trainers to present more information in a short time to a large number
of participants.
a. Lecture
b. Demonstration
c. Group discussion
d. None of the above
3. It improves on traditional computer based training by making the information available to the
salesperson immediately and in a personalized manner.
a. Distance Learning
b. Interactive Multimedia Training
c. Mentoring
d. Electronic Performance Support System
4. These are preprogrammed computer packages, and are based on reality:
a. Role Playing
b. Case Studies
c. Simulation Games
d. Job Rotation
5. The responsibility which include dealing with stakeholders with fairness impartiality and equality
is known as:
a. Ethical Responsibilities
b. Legal Responsibilities
c. Economic Responsibilities
d. Voluntary Responsibilities
Examination Paper: Sales Management
IIBM Institute of Business Management 2
6. They are the shopkeepers who set up shops in the market place to cater to the needs of hundreds
of consumers.
a. Distributors
b. Wholesalers
c. Agents
d. Retailers
7. This strategy is to make sure that the product is made available in as many outlets as possible so
that anywhere the consumer go, he or she should be able to get the product of his choice.
a. Exclusive Distribution
b. Selective Distribution
c. Intensive Distribution
d. Distribution Channel
8. This is the stage of the birth of multiple retail formats to please the customer.
a. Stage of Infancy (Child hood)
b. Meeting Customer Expectations (Youth)
c. Shift in the power equation (Adulthood)
d. Consolidation (Maturity)
9. It is the identity that the store develops for itself in terms of what it has to offer the customers.
a. Positioning Strategy
b. Product Differentiation Strategy
c. Operational Strategy
d. Targeting
10. It is the most convenient size of the product that the customer can buy at a time.
a. Lot Size
b. Waiting Time
c. Choice to the consumer
d. Place Utility
Part Two:
1. What is Channel Conflict?
2. What is an Information System? What is the purpose of Information Systems?
3. State the different categories of Inventory.
4. What is Electronic Data Interchange?
END OF SECTION A
Examination Paper: Sales Management
IIBM Institute of Business Management 3
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 150 to 200 words).
Swish flow Ltd. - Hiring Salespeople
“Why two out of five salesperson have resigned within six months of joining the company/” asked
marketing director to the sales manager, Sunil Kumar of Swish flow Ltd. “I think, there is
something wrong with our staffing process, “responded Sunil Kumar, without knowing the real reasons
for the turnover of salespeople.
Swish flow Ltd started manufacturing and marketing consumer durables like fans and water purifiers for
household consumer’s commercial firms in 1993. The sales and marketing office was located in Mumbai,
the commercial capital of India. Swish flow was a newly established company and for its first year of
operations, the company decided to recruit five salesperson to cover major metros and cities of
Maharashtra. The staffing process included the sales manager deciding the job qualifications salespersons
based on what he learnt in the MBA programme. The administration manger was asked to place the
advertisement in the local newspapers. The resumes of applicants were forwarded to Sunil Kumar, who
screened the same and sent interview calls to about ten applicants. The interviews were conducted by
Sunil Kumar and the marketing director and the selected candidates were given the appointment letters.
Some of the candidates had a problem of finding suitable residence, but the company policy did not
provide any consideration for he3 same. Sunil Kumar conducted one-week training programme and
generally guided the new salesperson, who reported to him directly. There was a delay in the receipt of
the fans from the factory, located at Baroda in Gujarat. During this period of three months, Sunil Kumar
was asked to conduct market surveys and look after advertising function of the entire group. He asked the
salespersons to collect market information on various other products like water purifiers, power tillers,
and so on in which the group was interested to diversify. During this period, two salespersons suddenly
stopped coming to work, after collecting their salaries of the previous working month.
Questions:
1. What improvements do you suggest in the staffing process followed by the company?
2. Was Sunil Kumar right in getting market surveys done by the new salesperson?
Caselet 2
Snow White Paper Company is located in an agricultural belt about 300 kilometers from a metro city.
The company is into writing and printing papers. Its primary raw material is wheat straw. Last year,
the company had a turnover of Rs. 134 crore on a volume of 45,000 tons of paper. While preparing
the business plan for the current year, the top management was concerned with the following
distribution issue that they want you to help resolve:
PROBLEM: FINISHED GOODS DISTRIBUTION
The paper industry is dominated by selling agents who bring the manufacturer like Snow White and
the buyer like printing/publishing companies, and note book makers, together. They make a
commission of about 2 percent on all transactions. Some other points:
Examination Paper: Sales Management
IIBM Institute of Business Management 4
•?Snow White depends on about 110 agents to canvass business for it from the users.
•?The Company sells about 23 percent of its paper directly to some government organizations.
•?The agent arranges for the buyer to pay the company for its produce by a advance demand
draft. It is expected that the agent provides the credit support to the buyer.
•?Agents are not exclusive for Snow White and work for other paper mills also and normally
play the mills against each other. They have a grip on the business and are reluctant to put the
mill directly in touch with the buyers.
•?There is always an uncertainty on the orders and the price, which would be obtained on the
orders- the company cannot plan its profits properly nor offer the best service to end users so
that they always ask for Snow white.
Question:
1. How can you help Snow White become less dependent on the selling agents and plan its sales and
profitability better? How can they plan their customer service efforts?
Section C: Applied Theory (30 Marks)
•?This section consists of Applied Theory Questions.
•?Answer all the questions.
•?Each question carries 10 marks.
•?Detailed information should from the part of your answer (Word limit 200 to 250 words).
1. Explain in detail the Role of Retailers.
2. How does the availability of the Internet impact on International sales?
3. What are the basic concepts of Sales Organization? Explain any one of those concepts.
END OF SECTION C
END OF SECTION B
Examination Paper: Sales Management
IIBM Institute of Business Management 5

Wednesday 22 April 2015

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Examination Paper of Semester IV
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester-IV Examination Paper MM.100
Sales Management
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 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Sales executives have responsibilities for coordination which involves
a. Individual
b. The organization
c. The company
d. None of the above
2. Who researched buyer-seller Dyads in the Life Insurance business
a. Hanri Tosi
b. McMurry
c. Arnold
d. Franklin Evans
3. Formula for calculating Gross Margin is
a. Sales – Cost of sales
b. Gross profit – Cost of sales
c. Sales – Expenses
d. None of the above
4. Coach- and – pupil method is
a. Company Information
b. Sales Technique
c. On – the – just Training
d. Both (a) & (c)
5. Term in which ratio measures the effectiveness of sales personnel in securing order
a. “Lowering Average”
b. “Batting Average”
c. “Multiple Average”
d. None of the average
Examination Paper of Semester IV
2
IIBM Institute of Business Management
6. District sales manager and planning report is called
a. Manager plan
b. District plan
c. District sales plan
d. None of the above
7. Numerical expression indicating the degree to which one or more factor associated with a given
products demand is
a. Sales Index
b. Product Index
c. Market Index
d. Company Index
8. Event that strengthens the buyers tendency to make a particular response is called
a. Reinforcement
b. Cue
c. Drives
d. Both (a) & (b)
9. 2 Types of drive in learning process are
a. Innate and learned drive
b. Mutual and learned drive
c. Innate and mutual drive
d. None of the above
10. The weak stimuli which determine when the buyer will respond
a. Cue
b. Response
c. Drive
d. None of the above
Part Two:
1. Write a short note on “Sales Resistance”?
2. What is “Controlling Selling Expenses”?
3. Write short note on “Product Line Policy”?
4. What do you understand by “Straight-Commission Plan”?
END OF SECTION A
Examination Paper of Semester IV
3
IIBM Institute of Business Management
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 words).
Caselet 1
Allen Specialty Company, located in Detroit, Michigan, manufactured a line of Ballpoint pens, and
mechanical pencils and, in the past five years, had added a line of stationary. Allen products were sold to
stationary and office supply wholesalers and retailers, as well as to department stores, discount houses,
drugstores, variety stores, and supermarkets. A field sales force of eighty-two persons operated out of six
district sales offices. Allen management believed that a critical factor in the company’s sales success was
the coordination of its national advertising and the activities of Allen salespeople and dealers.
The sales promotion program was the responsibility of the sales promotion manager, Jack Biggerstaff,
and his staff, in conjunction with the sales planning committee at Allen headquarters in Detroit. The sales
planning committee consisted of the managers of merchandising, advertising, and marketing research.
The sales promotion plan, for both new and existing products, described objectives; roles of salespersons
and dealers; anticipated sales; the national, local, and trade advertising; and point-of-purchase displays,
deals, premiums, and contest offers.
With approval of the sales promotion plan by the sales planning committee and the sales promotion
manager, Jack Biggerstaff, the sales promotion department prepared sales promotion kits for the Allen
sales staff. The kit included advertising proofs, products samples, illustrations of the point-of-purchase
displays, samples of premiums offered, and a description of the special deal or context featured in the
promotion.
The sales promotion department prepared a timetable for each promotion plan, showing the date when
each advertisement appeared in various media. The timetable was distributed to the sales force and
dealers to enable them to time their sale and advertising to coincide with the national advertising, thereby
achieving full impact from the advertising.
When the sales promotion plan was approved by headquarters, it was presented to Allen sales personnel
at meetings in each of the six district sales offices. The sales promotion manager and the field sales
promotion manager, who reported to the former and whose job was to work with Allen salespeople and
dealers on sales promotion projects, made the presentation. Following the meetings, the field sales
promotion manager trained the salespeople in proper presentation of the promotion and called on key
dealers to enlist their support.
The sales promotion program used with a recent new product introduction was typical of Allen’s efforts.
In addition to the objectives and timetables, the sales promotion program included(1) selling tools for
Allen sales people- circular letters describing the promotion, a visual presentation portfolio for making
promotion presentations, product samples, reprints of consumer advertisements; (2) selling tools for Alen
dealers- presentation kits for selling the new product to consumers , mail circulars for delears to send to
consumers, mailing folders for use by dealers, sample folders, and a considerable amount of prize money
Examination Paper of Semester IV
4
IIBM Institute of Business Management
for dealers sales personnel; and (3) advertising support for Allen dealers- advertising in national media
and sample folders to be sent to consumers who responded to a coupon offer.
The sales promotion programs were presented one each week in the district offices in late November and
December. When the schedule was announced, Mike Halloran, assistant sales manager in charge of the
Pacific Northwest district called Jack Biggerstaff to complain that the sales promotion orientation session
in his district had been scheduled for December 27 during the quiet week when many of his salespeople
had found extra time to spend with their families and when several had customarily taken short skiing
vacations, Biggerstaff explained that the promotion plan would not be completed by home office
personnel in the six sales regions, it was not possible to schedule more than one a week. It was tough, but
Halloran’s district had drawn the bad week this year.
Halloran responded that he thought the sales promotion sessions were a waste of time anyhow. His
salespeople lost two productive days in these sessions, and, in his opinion, knowledge of details of the
Allen Company’s advertising and promotion plans didn’t make the sales rep’s job of selling to
wholesalers and retailers any easier. Anyhow, it was the responsibility of the field sale promotion
manager to work with the individual salespeople and call on key dealers. He also complained that when
these sessions were scheduled in mid-November, they interfered with sales productivity in the busiest
season of the year.
1. Evaluate the Allen Specialty Company’s organization and plan for coordinating sales and
advertising?
2. How should Biggerstaff answer Halloram’s complaint?
Caselet 2
Holden Electrical Supplies Company
Manufacturer of Electrical Equipment – Recruiting Sales Personnel
Holden Electrical Supplies Company, Cincinnati, Ohio, manufactured a wide line of electrical
equipment used in both home and industry. The sales force called on both electrical wholesalers and
industrial buyers with the greater part of their efforts concentrated o industry buyers. The industrial
products required considerable technical expertise upon the part of sales people. Sales offices situated
in twenty cities spread over the country had two hundred sales personnel operating out of them. In the
past eight years sales volume increased by more than 50 percent, to a level of nearly $150,000,000.
The fast rise in sales volume and the accompanying plant expansion created a problem in that more
sales personnel were needed to keep up with the new accounts and to make sure the additional plant
capacity was used profitably.
In addition, Holden’s sales recruiting problem was compounded by a noticeable decline in the
number of college seniors wanting a selling career. Holden recruiters had observed this at colleges
and universities where they went searching for prospective salespeople. Another indication of the
increased difficulty in attracting good young people into selling was aggressive recruiting by more
and more companies. These factors combined to make the personnel recruiting problem serious for
Holden; consequently, management ordered an evaluation of recruiting methods.
Virtually all Holden salespeople were recruited from twenty-five engineer- ing colleges by
district sales managers. Typically, Holden recruiters screened two hundred college seniors to hire ten
qualified sales engineers. It was estimated to cost Holden $600 to recruit a candidate. Management
believed the college recruiting program was deficient in light of the high cost and the fact that only 5
percent of the candidates interviewed accepted employment with Holden.
Examination Paper of Semester IV
5
IIBM Institute of Business Management
Evaluation of the college recruiting program began with the College Recruiting Division of the
company asking district sales managers for their appraisals. Some district managers felt that Holden
should discontinue college recruiting for various reasons, including the time required for recruiting,
the intense competition, and the candidates’ lack of experience. Other district managers, however, felt
the program should continue with a few modifications, such as recruiting college juniors for summer
employment more or less on a trial basis, concentrating on fewer schools, and getting on friendly
terms with placement directors and professors.
Holden’s general sales manager favored abandoning the college recruiting program and believed
the company should adopt an active recruiting program utilizing other sources. He reasoned that,
while engineering graduates had a fine technical background, their lack of maturity, inability to cope
with business-type problems, and their lack of experience precluded an effective contribution to the
Holden selling operation.
The general sales manager felt that the two hundred sales engineers currently working for Holden
were an excellent source of new recruits. They knew the requirements for selling the Holden line and
were in continual contact with other salespeople. By enlisting the support of the sales force, the
general manager foresaw an end to Holden’s difficulty in obtaining sales engineers.
The president preferred internal recruiting from the non-selling division, such as engineering,
design, and manufacturing. He claimed that their familiarity with Holden and their proven abilities
were important indicators of potential success as sales engineers.
A complete analysis of Holden’s entire personnel recruiting program was in order, and, regardless
of the approach finally decided upon, it was paramount that the company have a continuous program
to attract satisfactory people to the sales organization.
1. Evaluate Holden’s recruiting program, suggesting whether or not the company should have
continued its college recruiting of sales engineers?
2. What criteria should a good sales engineer should implement to uplift the company sales?
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. Write in brief about motivation of sales personnel?
2. Write in brief about setting up a sales organization?
END OF SECTION C
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