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Thursday 31 March 2016

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Semester II Examination Papers
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Business Communication
Section A: Objective Type (30 marks)
??This section consists of Sentence improvement, Multiple choice questions and Short Notes.
??Answer all the questions.
??Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
1) Improve the sentences in sense of attitude:
1. You failed to sign your check.
2. Your error on your tax form will result in a penalty to you.
3. Don’t drop in without an appointment. Your counselor or caseworker may be
unavailable.
4. If you have submitted a travel request, as you claim, we have failed to receive it.
2) Multiple choice:
1. In which country children are taught to look at neck while facing somebody or listening
a. India
b. Korea
c. Puerto Rican
d. Japan
2. Diagonal Communication is
a. Communication across boundaries
b. Communication between the CEO and the managers
c. Communication through body language
d. Communication within a department
3. According to Italians the circle formed with the thumb and first finger means
a. OK
b. Beautiful
c. Delicious
d. Worthless
4. In china ‘white’ color indicates
a. Peace
b. Growth
c. War
d. Mourning
Semester II Examination Papers
IIBM Institute of Business Management
5. Kinesics is a study on body movements of an individual which includes gestures, facial
configurations. This study relates to
a. Verbal communication
b. Non verbal communication
c. Informal communication
d. Formal communication
………………..
3. Write a short note on ‘Justification report’.
4. What are ‘T’ letters?
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 words).
Caselet 1
In mid-1984, Kartik, the general manager of Western Exports Ltd, Karachi, Pakistan was striving to
implement a management information system. He was facing resistance from; his most senior supervisor
Kartik wondered what he could do to overcome this resistance. Western Exports was an exporter of
ladies’ cotton cloth garments. It was private company established from, his most senior supervisor Kartik
……………..
people here with such clerical burdens?
These luxuries are alright for big companies, but not for us. We cannot spare people for such
unproductive things.”Kartik understood that was close to the director and was the senior most
supervisors. Therefore, his opposition could not be taken lightly. Kartik also felt that the other might say
that he had neither the general management experience, not any particular experience in the garment
industry. Nevertheless, Kartik, was confident that he company did need the change, and as soon as
possible. He was troubled, however, with the resistance of. Unless he could somehow overcome Saleem’s
reluctance to accommodate his new systems, he would not be to do the job.
1. Do you agree with Saleem that “Such luxuries are for big companies, but not for us”? Why or
why not?
2. How should Kartik handle the current situation?
Caselet 2
The national Globe Company of Calcutta put in an advertisement in the situations vacant column of the
Statesman for a typist, and applications came in from al over the country. After screening the
applications, Ram Raj, 25 years old and a graduate of Bihar University, received an appointment letter
from the company. Ram Raj joined the company on I June, 1980. He was asked to report to the section
officer in charge of the typing section. Ram Raj was on probation for a period of six months. During the
………………..Ram raj: yes Sir…
Manager: Now Saxena has already told me everything. Try to mend your ways. That is all I want to tell
you.
1. How do you tackle this type of situation as manager?
2. What leadership style of communication would you suggest in the following situation to deal the
problem?
END OF SECTION B
Semester II Examination Papers
IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
??This section consists of Long Questions.
??Answer all the questions.
??Each question carries 15 marks.
1. “Downward communication is like water streaming down from a waterfall or stream head. It
pours easily with great force and wets a large area, while upward communication is like a small
spurt of water shooting up from a fountain against the pull of gravity. The higher it travels, the
more it loses its force. Elucidate.
2. In dynamic interpersonal aspects of communication interactive way of communication is
considered to be more relevant and appropriate. Elucidate.
END OF SECTION C
---------------------------------------------------------***-------------------------------------------------------

Tuesday 29 March 2016

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Examination Paper: BPO Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
BPO Industry
Section A: Objective Type (30 Marks)
•?This section consists of Multiple Choices and Short notes type Questions.
•?Answer all the questions
•?Part one carry 1 mark each and Part Two questions carry 4 marks each.
Part One:
Multiple Choices:
1. Which of the following is not included in Porter’s Five Model for competitiveness?
a. Threat of New Entrants
b. Degree of Rivalry
c. Bargaining Power of Suppliers
d. Government Strategies
2. Which of the following is not a benefit of a BPO?
a. Cost Reduction
b. Cross – pollination of best products
c. Focus on core process
d. Automatic call distributions
3. In stage there is orderly transfer of activities to the service provider.
a. Negotiation
b. Ongoing Management
c. Implementation
d. Preparation
4. List the Process of Outsourcing in appropriate order:
i. Listing out available in – house resources
ii. Signing the contract
iii. Negotiations, including a letter of intent and usually a contract with terms & conditions
iv. ‘Steady state’ period, which makes the end of the transitioning phase and the beginning of
…………………..
3. Write a short note on ‘Corporate Governance’.
4. Differentiate between BPO and Call Centers.
5. Define ‘Outsourcing’.
Section B: Caselets
Caselet 1
Company Background
CBay Systems Ltd. was founded in 1998 by Raman Kumar, Skip Conover and Mahidhar Reddy. The
Annapolis based healthcare BPO is a leading provider of medical transcription services to US hospitals.
CBay provides transcription and information management services to hospitals, integrated health care
facility networks, medical clinics and physicians. CBay’s HIPAA – complaint solutions leverage leading
Internet technologies and the world’s most highly credentialed transcriptionists to provide easier, more
secure, accurate and cost – effective medical transcription.
CBay’s Development and Process Centre is located in Mumbai and Bangalore, India. Additional offices
are located in Taylor, Michigan and Mumbai, Hyderabad, India. The company employs over 1,250 on its
own rolls and 2,500 employees on its franchisee rolls. An upwards of 3 million files are processed on an
annual basis.
…………………………………………leading HIM
software, CBay has tied up with Arrendale Associates. The A+ Network handles everything from
integrating the existing, dictation process, full transcription, comprehensive document management and
achieving. All of this is done on CBay’s secure servers. 7x24x365 access over the Internet is protected by
complete audit trails and high – level security to meet and surpass strict HIPAA requirements.
Examination Paper: BPO Management
IIBM Institute of Business Management 6
Question:
1. Discuss in detail about the solutions offered by CBay to the healthcare providers.
Caselet 2
Company Background
Suyash software Private limited started as a franchisee of CBayScribe in the month of May 2002 in
Nagpur, Central India. The year 2003 was very difficult for healthcare BPO franchisees as a number of
companies had shut shop due to quality issues and several people had become unemployed. All of this
had made people skeptical about the profession and its long – term potential. “Since Suyash began as a
franchisee of CBay, getting business was never any issue with us and hence we could concentrate on
quality and employee development,” says G. R. Thengdi, chairman of Suyash Software. “Nagpur has a
good educational base with thousands of graduates being churned out every year. Unfortunately
…………………………………. “This is a sound long –
term career with growth opportunities not only within the company but even outside it, i.e.,
entrepreneurial opportunities are plenty. India has already established its track record of providing quality
service in the tightest of time schedules. We must take advantage of this opportunity and become a part of
the profession,” feels Thengdi.
Question:
1. Discuss in detail about the career opportunities with Suyash software.
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 form the part of your answer (Word limit 200 to 250 Words )
1. Explain porter’s Five Forces Model of Competition with reference to the BPO Industry in India.
2. Discuss in detail the main challenges of BPO Industry.
3. What are the different models of Business Process Outsourcing?

Monday 28 March 2016

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IIBM Institute of Business Management
Examination Paper MM.100
BPO and KPO Management
Section A: Objective Type (30 Marks)
•?This section consists of Multiple Choices/Fill in the Blanks and Short notes type Questions.
•?Answer all the questions.
•?Part one carry 1 mark each and Part Two questions carry 4 marks each.
Part One:
1. Manpower can be retained by which of the following technique:
a. Comfort and Care
b. Problem-Solving technique
c. Attention
d. Proper Training
2. Which of the following is not a challenge to the BPO Industry?
a. Data Security
b. Poor Infrastructure
c. Attrition
d. Lack of Identity
3. Pricing technique where a customer pays a flat rate for services is:
a. Variable Pricing
b. Unit Pricing
c. Fixed Pricing
d. Risk/Reward sharing
4. A MIS report that deals in compliance related to quality and timeliness is:
a. Cash Tracker Report
b. Senior Management Report
c. SLA Compliance Report
d. Production Report
5. Off – Shoring means _________________________________.
6. Size, quality, labor cost etc. are categorized into which form of ITES to be outsourced:
a. People Attractiveness
b. Labor Attractiveness
……………………….
4. Write a short note on ‘Change Management’.
5. Discuss in brief the problems faced by BPO’s.
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
With the mission that reads “To add value to our client’s business by providing cost – effective premium
– quality customer management services and be the preferred vendor for off shored outsourced BPO
services”, Intelenet Global definitely is set to go places. A joint venture between the mighty TATA
Consultancy services (TCS) and the strong Housing development Finance Corporation (HDFC), Intelenet
aims to deliver business processes outsourcing (BPO)solutions to organizations in the US, UK and
Canada. Intelenet’s parentage enables it to deliver scale, infrastructure and business continuity due to its
deep financial strength. TCS brings to Intelenet a vast and ………………………
realizing the cost benefits
without any compromise on quality or time. This makes this wave unstoppable. Resistance from
managers dies down the moment they are convinced of the potential benefits of outsourcing. This makes
future bright and an opportunity to have a long-term career prospects for aspirants in this industry.
Questions:
1. Discuss about the various training programmes offered by Intelenet Global Company.
2. Write a short note on:
•?Contract Centre Operation
•?Human Resource Management
Examination Paper: BPO Management
IIBM Institute of Business Management 12
Caselet 2
Introduction
Hinduja TMT (HTMT) is the flagship company of the multibillion-dollar Hinduja group with offices in
the US and UK and delivery centres in India and the Philippines. HTMT is a SEI CMM level 4 company
and is ranked at no. 8among the 400-odd BPO providers in India (Source: Nasscom) HTMT has also been
ranked the no.2 healthcare BPO provider in India for employee satisfaction (Source: Dataquest). HTMT
claims to be the country’s first convergence corporation; its vision is to become a ‘scale player’ and
leader in its core information technology business by leveraging the strength of its customer base, breadth
and depth of its service lines and management bandwidth. The Hinduja Group provides a wide range of
products and services in over 50 countries and has over 25000 people working for them worldwide.
The group’s activities are divided into three core areas:
•.........
1. Discuss about the various activities performed by Hinduja TMT.
2. Write a short note on:
•?Disaster Recovery Centre
•?BPO Arm in Hinduja TMT
Section C: Applied Theory (30 Marks)
??????????????????????????????????
2. What are the Pros and Cons of BPO?
3. Write a note on the SWOT Analysis of Indian BPO Industry.
S-2-210311
END OF SECTION C

Sunday 27 March 2016

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Examination Paper: Aviation Management
IIBM Institute of Business Management
Examination Paper MM.100
Aviation Management
Section A: Objective Type (30 Marks)
• This section consists of Multiple Choice Questions and Short note 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. Which of the following are comes under ‘Air safety topic’?
a. Lightning
b. Ice & snow
c. Fire
d. All of the above
2. JATO stands for _______
3. Beam movement, location of beam related to airport and loser stability comes under which of the
following of analyzing the hazard?
a. Situational factor
b. Operational factor
c. Laser/bright factor
d. Pilot/aircraft factor
4. Which of the following-is not the aviation standarda.
ARINC 429
b. ARIN 424
c. ARINC 653
d. ARINC 444.
5. The total weight of the passengers,: their luggage, and cargo is known as:
a. Payload
b. Ramp weight
c. Brake release weight
……………………….
4. Write short note on “Global air traffic management”.
END OF SECTION A
Examination Paper: Aviation Management
3
IIBM Institute of Business Management
Section B: Caselets
Caselet 1
In relation to Aus Airlines, the scenario of airline industry is understood as a highly competitive industry.
Commercial air transport is considered to be important for personal mobility, commerce and national
security reasons. It facilitates growth, world trade, international investments and tourism and is thus
considered to be very significant to the globalization taking place in many industries. The demand for
airline service is income elastic. As real income increases, passengers ……………….
Position of the airlines, moreover, the airlines, should also maintain standards to maintain quality of
services, which enable it to retain the customers.
Questions:
1. Identify the challenges faced by the Aus Airlines in a run to survive.
Examination Paper: Aviation Management
4
IIBM Institute of Business Management
2. What type of strategy helps in increasing the revenues of the Aviation Industry?
Caselet 2
Inside his 20th floor office in Air India Building, a chairman and managing director V Thulasidas is
reading a new master plan to revive the airline’s fortunes. For the past few years, Air India has been
steadily losing market share to international airlines like British airways, KLM, Emirates and Singapore
Airlines. Despite being the national carrier, its market share of outbound traffic from India has come
down to just 20percent from 40 percent in the 1970s. If that weren’t enough, now low-fare airlines from
the gulf and South-East Asia are eyeing the Indian market.
That’s why, for the past one year………………
 board of the
subsidiary will be from Air India. “You can’t recruit raw people; there will be few people on deputation
for some time. There won’t be a problem as they will have clear cost and revenue parameters within
which they have to function,” says Thulasidas. It does look like the best bet for a Maharaja who has fallen
on bad days.
Questions:
1. What strategy should Air India follow to satisfy its ‘Price- sensitive’ customers without losing
money? Comment.
2. Suggest some features that Air India could adopt to differentiate itself from its competitors.
Section C: Applied Theory
1. Define landing, and also explain the types of landing?
2. Explain aviation industry in India, and list the challenges faced by aviation industry?

Saturday 26 March 2016

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Examination Paper: Aviation Management
6
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Aviation Maintenance Management
Section A: Objective Type (30 marks)
• This section consists of Objective questions & short note questions.
• Answer all the questions.
• Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. A maintenance check performed approximately every month is known asa.
“C” check
b. “A” check
c. Visual check
d. None of these
2. JAA stands for ______..
3. Establish the rules and procedure for auditing maintenance & engineering facilities for adherence
to safety policy is the responsibility of-:
a. Supervisor
b. Safety manager
c. Employee
d. Company
4. Several visual inspection tasks performed in a specific area of the aircraft isa.
Zonal inspection
b. Non-destructive inspection
c. destructive inspection
d. General visual inspection
5. The probability that an item will perform a required function under specified condition without
failure is known asa.
Reliability
………………………………
3. Write short note on ‘Maintenance overhaul shops’,
4. What is technical publication and list the function of technical publication?
END OF SECTION A
Examination Paper: Aviation Management
8
IIBM Institute of Business Management
Section B: Case lets (40 Marks)
• This section consists of Case lets.
• 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
The government nationalized the airlines in 1953, with enactment of Air Corporation Act. Assets of nine
existing air companies were transferred to the two new corporations Air India International and the Indian
Airlines. After 40 years, in 1994 Air Corporations Act…………………………
.
Further AAI had identified nine airports for expansion/up gradation. These airports were Bombay, Delhi,
Chennai, Calcutta, Hyderabad, Trivandrum, Ahmadabad, Goa and Bangalore. A number of airports of
international standard were coming up in various places including Amritsar, Calicut, Jaipur and Srinagar.
The AAI had drawn ambitious long term plans to meet challenges posed by ever increasing air traffic and
advancement in aircraft technology. Some of the major plans for implementation were:
• Replacement of ground-based communication, Navigation and Surveillance (CNS) with satellite
based CNS system.
• Establishment of differential Global Positioning system (DGPS).
• Automation in the Air Traffic control Services, and
• Establishment of Automatic Dependent Surveillance (ADS).
Questions:
Examination Paper: Aviation Management
9
IIBM Institute of Business Management
1. What are the major plans for implementation to meet challenges of increasing air traffic and
advancement in technology?
2. Which types of restrictions were present in the development of tourism in the beginning of
liberalization?
3. What is the current status of available total airports in India?
4. Which airports had recently been declared as international airport and also state the name of
airports that had been identified for expansion.
Caselet 2
Indian airports face two big problems. One, poor infrastructure. Two, under- utiliasation of available
equipment and ground infrastructure. It is the second issue that’s become a pet peeve of airline operators.
They point out that this underutilization causes delays and often forces their planes to circle endlessly
while waiting for permission to land. In the bargain, they end up wasting precious fuel.
In Delhi, points out one airline operator, the secondary runway (09/27) is not used for departure. Ditto for
Mumbai. ........
1. What are the big problems faced by Indian airports, give suitable examples of these problem?
2. What suggestions were given by the Roy Paul Committee to overcome these problems? How
these can be implemented?
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.
………………………..
2. Explain goals and objectives of maintenance in aviation”.

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Atempt Any  Eight Questions :
1. System modification-is  it  required? Who will modify it ? When ?
2. If an Employee is called upon to perform work that he or she considers hazardous and the employee is not properly protected, what options does the employee have?
3. Write process of Safety and Disaster  preparedness ?
4. Write a note on structured Exercises in Safety management in your own words ?
5. Write a note on Safeguarding against common potential hazards ?
6. What is Ergonomics ? What are facets of Ergonomics & affected Industries ?
7. How any one should control environment safety & noise pollution from different industries ?
8. What are flammable & explosive materials ? Explain
9. Write a Explanation on Materials handling and storage of industry ?

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Note: Solve any 4 Cases Study’s

CASE: I    Starbucks

In 2003, Starbucks accomplished something that few companies ever do: It became a Fortune 500 company—a phenomenal achievement for a company that went public only 12 years earlier. The company had over 6,000 stores worldwide—all company owned, as Starbucks does not franchise its outlets—and planned to expand rapidly to over 10,000 stores.
Starbucks created not only a successful business but a thriving industry. When the company started its massive expansion in the early 1990s, the United States had about 200 coffeehouses. In 2003 there were over 14000 coffeehouses, the majority of them not Starbucks but mom-and –pops that bloomed after the dawn of the $3 cup of coffee. According to a Starbucks executive, “We changed the way people live their lives, what they do when they get up in the morning, how they reward themselves, and where they meet. That’s more important to me than just building a company.”
More than 10 million coffee lovers spend an average of $3.60 at Starbucks weekly, and 10 percent of them come in twice a day. Starbucks has 7 percent of the U.S. coffee-drinking market and less than 1 percent abroad, suggesting ample room for growth. The coffee market is huge; coffee is the second most consumed drink in the world (water is first).
Starbucks’ iced beverages, which offer larger profit margins than regular drip coffee, are big sellers in the South and Southwest. After making some adjustments, such as adding outdoor seating and couches to stores to better serve the needs of its customers, Atlanta locations have shown double-digit sales growth. Atlanta boasts 33 successful Starbucks, and plans for expansion are in the works. Plans for further expansion in cities with even more Starbucks stores, such as New York City and San Francisco, are also on the drawing board. Although 70 stores operate in New York City alone, it is estimated that growth there will continue until 200 stores are operating in the city! As for fears of market saturation, Starbucks has none. In fact, the java giant has two highly profitable outlets that face each other on Robson Street in Vancouver, British Columbia. Each store has more than $1 million in annual sales. International expansion is also taking place. In fact, the number one Starbucks in the world is located in Tokyo, and a total of 500 stores are slated to be operational in Asia in the next three years.
What is the secret of Starbucks’ phenomenal success? According to Howard Schultz, chairman and CEO of Starbucks Corporation, the company’s success is due to the experience created within the stores as well as the unsurpassed quality of the coffee. A steaming café au lait must be perfectly replicated, whether the store is in Seattle or New York City. In a world filled with people leading busy, stressful lives, Schultz believes he has created a “third place” between home and work where people can go to get their own personal time out or to relax with friends.
Schultz also attributes his company’s success to the 40,000 employees working worldwide. Starbucks’ employee training program churns out “baristas” by educating 300 to 400 new hires per month in classes such as “Brewing the Perfect Cup at Home” and “Coffee Knowledge.” Here they are taught to remind customers to purchase new beans weekly and that tap water might not be sufficient when brewing the perfect cup of coffee. They are also encouraged to share their feelings about coffee, selling, and working for Starbucks. Employees are also given guidelines to maintain and enhance self-esteem, to learn how to listen and acknowledge, and to know when to ask for help. E-mail, suggestion cards, and regular forms allow unsatisfied workers to communicate with headquarters. If the annual barista turnover of 60 percent, compared with 140 percent for hourly workers in the fast-food industry, is any indication of quality of its training programs, Starbucks seems to have a handle on how to gain and maintain employee loyalty. What about the demographic makeup of the work force? About 80 percent of the employees are white, 85 percent have some education beyond high school, and the average is 26.
The Starbucks success story is continuing into the 21st century as the company is quickly expanding into Europe and Asia. However, one question remains regarding the success of the company in countries already known for their coffee-making expertise: Will such Romans and Parisians care for Starbucks? Continued expansion and visibility has been created domestically as Starbucks has formed partnerships with companies such as United Airlines and Barnes & Noble Booksellers, both of which draw form the same type of knowledgeable customer.
More recently, Starbucks has opened several full-service dining establishments (Café Starbucks) in response to customers who want more at lunch and dinner. The menu offers full meals, breads, pastries, alcohol, and of course coffee. The company has also launched an Internet site that sells not only expensive coffee but also pricy kitchenware, home furnishings, and gourmet food. After some skepticism by analysts and a subsequent drop in share price, Schultz emphasized that “Every company must stick to its knitting, understand its core competency, know what the value proposition is for the customer, and do everything possible to get close to the customer. So you won’t see us getting far afield from what we do now” As for the present, Starbucks is not likely to fall victim to a fad-driven society any time soon. The company seems to be doing fine.
You can learn more about Starbucks at http://www.starbucks.com.

Question:

1. Based on the case information and your personal experiences, list at least five things you know about Starbucks. This list offers you some idea about your cognitions concerning the coffee shop chain.
2. List at least things you like or dislike about Starbucks. This list gives you some idea of your affect for the coffee shops.
3. List at least five behaviors involved in buying a gourmet coffee drink from Starbucks. This list gives you an idea of the behaviors involved in a coffee purchase.












































CASE: II  Barnes & Noble

  For decades, bookstores were simply that—places that sold books. The typical mom-and-pop bookstore on the corner was small, quaint, sometimes a little musty, and bursting at the seams with books. It was a wonderful place to visit now and then, look around for a bit, find a book you like, and go home. Today that old bookstore seems like a relic of a bygone era. Barnes & Noble’s approach to book selling has revolutionized the entire industry.
Barnes & Noble has risen from rather ordinary beginnings to become the largest bookstore chain in the world. Founder and CEO Leonard Riggio began his empire by purchasing a struggling Manhattan bookstore in 1971. Riggio opened his first superstore, with 100,000 square feet of selling space, in New York in 1975. That store was so successful that he quickly opened more superstores throughout Manhattan and downtown Boston. The formula worked and the number of stores multiplied. In the early 1990s, the company began spreading the superstore concept throughout the United States. Today Barnes & Noble operates around 950 bookstores and another 426 video game and entertainment software stores. The company boasted sales of nearly $3.5 billion and operating profit of $232 million in 1999.
Riggio took a decidedly different approach to selling books. “Shopping is a form of entertainment,” he says. “To customers, shopping is a social activity. They do it to mingle with others in a prosperous-feeling crowd, to see what’s new, to enjoy the theatrical dazzle of the display, to treat themselves to something interesting or unexpected.” Riggio made sure both the layout and operation of his stores provide customers with what they want. Barnes & Noble superstores are huge, yet clubby and inviting. They typically cover about 25,000 square feet (some are much bigger) and offer a selection of up to 150,000 titles, compared to 10,000 to 20,000 at the typical independent book seller. Books usually are discounted 20-30 percent. But a Barnes & Noble superstore is not defined merely by size and volume. The atmosphere is friendly, even somewhat luxurious—almost a cross between a public library and a den. There are large, overstuffed chairs; reading tables; background music; a coffee bar; bright lighting; and even well-maintained public restrooms. Book-store used to discourage customers from reading in the store—spend more than a few minutes with a book and you would have expected an employee to tap you on the shoulder and suggest that you either buy the book or put it back. But Barnes & Noble actually wants you to pull a book or magazine off the shelf, grab a cup of coffee, flop down on a sofa, and make yourself at home. A company spokesperson explains, “The philosophy behind this is, the more customers we attract into the store and the longer they are encouraged to stay, the more books we sell.” Many Barnes & Noble locations also offer a music section where the same philosophy applies. Customers are welcome to sit down with a pair of headphones and listen to a CD before they buy it.
Barnes & Noble also works to ensure that its superstores evolve into community meeting places. Each store or region is staffed with a public relations coordinator who works to bring events to the store. Live performances, readings, and book signing are common. Classes of elementary school kinds are invited to come in and browse on a regular monthly basis. Stores even offer classes, book discussion groups, puppet shows, and story hours for children. The long store hours (9 AM to 11 PM) also provide a compelling lure. “For people who work all day, this is their leisure time,” explains Lisa Herling, vice president for corporate communications. “Whether it’s after a movie or after dinner, it’s a destination location.” Riggio puts it more succinctly: “If I get you for two hours, I’ve got you.”
In 1995, a competitor with an entirely different value proposition emerged. Amazon.com began selling books over the Internet. Barnes & Noble countered two years later with BarnesandNoble.com, which tries to replicate the superstore experience on the Web. At the site you can participate in live chats with authors and listen to audio from one of the many archived book readings (featuring such renowned writers as Kurt Vonnegut, Susan Sontag, and Salmon Rushdie). Now the largest bookseller in the U.S., BarnesandNoble.com, also offers free online courses through “Barnes & Noble University,” where you can study subjects ranging from the humor of Shakespeare to overcoming shyness. You can even purchase a bag of Starbucks coffee and select the music you want to hear while you’re browsing the site. Oh, yes, they do sell books on the site, too—750,000 titles—along with music, software, and posters. BarnesandNoble.com has attracted more than 5 million customers since 1997 and has emerged as the fourth-largest e-commerce site on the Web. Sales were up 4.5% in 2002 as were expectations that the venture would turn a positive cash flow soon.
Barnes & Noble’s success comes not so much from what it is selling but how it is selling it. Both the brick-and-mortar stores and the online site provide customers with an atmosphere that turns book buying into a warm, friendly, inviting experience.




Question:

1. What affective responses do you think the Barnes & Noble environment creates? How might consumers’ cognitive systems interpret these responses? From a marketing perspective, which is more important to Barnes & Noble—affect or cognition?
2. Rob goes to Barnes & Noble location to hang out and meet people. Lisa goes only when she wants to purchase a specific book or CD. Describe how their integration processes might convince them to choose Barnes & Noble over the myriad other options they have.
3. Many of the activities that take place at Barnes & Noble stores (or at BarnesandNoble.com) do not require a purchase. Participating in discussion groups and going to in-store performances are free. And obviously it doesn’t cost anything to simply go in, sit in a chair, and read a book. So why do people buy? How do these free activities (behaviors) influence consumers’ affect and cognition?













































CASE: III   Rollerblade Inc.

In 2002, in-line skating ranked among the most popular sports for children ages 6 to 17, behind basketball and soccer, according to the Sporting Goods Manufacturers Association. About 7.5 million youths skate an average of over 25 times per year. This is quite a change from 1980, when Minneapolis-based Rollerblade Inc. introduced its first in-line roller skate.
Rollerblade’s founder, Scott Olson, was a hockey player with the Winnipeg Jets’ farm teams who envisioned a roller skate with the action of an ice skate that hockey players and skiers could use to train during the off-season. At first, the plan was to use modern materials to construct a model based on an 18-century design. However, Olson discovered a similar in-line skate already on the market and purchased the patent from Chicago Roller Skate Company. Olson and his brother, Brennan, perfected the design using a plastic molded ski-type boot atop a blade of polyurethane wheels. Their first sales were to Olson’s teammates as well as a few to sporting goods stores. Thus began the sport of blading
Although they generally cost twice as much as conventional roller skates, in-line skates are purchased for two reasons. First, they are faster and therefore more exciting to use than conventional skates. Second, they provide skaters with a better aerobic workout, requiring the use of more muscles. However, it is more difficult to learn how to use in-line skates because they require greater balance and their speeds may cause more severe injuries if a skater falls.
By 1986, wholesale sales of in-line skates had risen to $3.5 million. Recognizing an opportunity to get in on a growing market, a number of companies began producing competitive products. First Team Sports, Inc., also based in Minneapolis, started manufacturing its Ultra-Wheels brand skates, which included the first in-line skates for children. Roller Derby Skate Corporation in Litchfield, Illinois, a manufacturer of standard roller skates since 1936, produced an in-line skate with a toe-stopper for those accustomed to conventional skates (Rollerblades had a rubber stopper located on the heel). The ice skate manufacturer Bauer entered the market with a skate that had a leather rather than plastic boot.
Rollerblade Inc.’s sales increased when it expanded its target market. At first, the product was targeted to hockey players, who were 95 percent male and 18 to 25 years old. However, by broadening the target to include 18-to-35-year-old males and females, the company increased sales considerably.
By 1990, industry wholesale sales of in-line roller skates topped $50 million, which almost equaled sales in the conventional roller skate business.
Rollerblade Inc. maintained a 66 percent market share, First Team Sports had 22 percent, Bauer had 5 percent, Roller Derby had 3 percent, and other competitors combined had the remaining 4 percent. Rollerblade could have done better, but it could not fill store orders for several months because it ran out of inventory early in the year. By 1998 there were 30 million in-line skaters, although growth in the number of skaters was slowing down; skate boarding was taking off as a cool alternative.
The fierce competition in the industry involved not only product features but also marketing elements. Companies rushed to sign celebrities to promote their products. Competitors also moved into new retail markets, including discount and departmental stores. Rollerblade expanded its market by selling to Macy’s and Nordstrom.
Although the name of Rollerblades may become generic term for this type of skate, the company’s management will have to work hard to maintain its market lead. “We have been pioneers and continue to maintain an edge,” a company spokesperson said. “You only get one shot at pioneering a new sport, and that’s exciting.”



Question:

1. What role do you think modeling could have played in the diffusion of this innovation?
2. How could you use modeling to teach a friend how to use Rollerblades?
3. If you were designing a commercial for Rollerblades to be used for an in-store videotape demonstration, how would you design the commercial to take advantage of your knowledge of modeling?






CASE: IV  The Saturn Family

Consumers are bombarded with advertisements and marketing hype everyday. When you log onto the Internet, watch television, listen to radio, read a newspaper, or open your mail, you are inevitably greeted with a plea to purchase brand X or visit store Y or website Z. In any given day, you are exposed to more information than you can realistically process. In the 1990s, marketers began to look fresh, innovative ways to make their companies stand out from the media clutter. Few have been as successful as General Motors’ subsidiary Saturn, whose 1994 “homecoming” of car owners has been described as “the mother of all marketing programs.”
Saturn’s mission statement emphasizes the concept of “family.” In an industry whose history is replete with labor conflict, Saturn has tried to erase the line between labor and management are somewhat taboo. Regardless of their positions in the company, all Saturn boasts that no one punches a time clock and that members of labor and management even eat in the same cafeteria! Moreover, the company expects its employees and dealers to make customers feel like a part of the Saturn family.
According to Joe Kennedy, Saturn’s corporate vice president of sales, service, and marketing, “Everything at Saturn hinges on our retail operations being enthusiastic about serving their customers.” Indeed, salespeople (or, as Saturn prefers to call them, “consultants”) have gone far out of their way to make current and potential customers happy. In one legendary story, a woman in Wyoming was interested in purchasing a Saturn only to find that the nearest dealership was hundreds of miles away in Salt Lake City, Utah. Not to worry. A salesperson from Salt Lake City flew to Wyoming, picked the woman up, flew back with her to the dealership in Utah, showed her the car, and made the sale. Saturn instituted a “no-haggle” pricing policy to reduce the traditionally antagonistic relationship between automobile salespeople and customers. Saturn’s television ads have featured employees discussing the family feeling at the company and actual customers sharing their own Saturn stories.
The “Saturn family” concept took hold with consumers. Soon delighted customers began calling and writing the company’s plant in Spring Hill, Tennessee (near Nashville), to learn how they could tour the facility and maybe meet other Saturn owners from across the country. So management decided to spend $1 million to hold its first “homecoming” of Saturn owners and their cars the weekend of June 24-25, 1994 in Spring Hill. It mailed out 650,000 invitations to Saturn owners and also purchased commercial time on CBS’s late Show with David Letterman.
The response was overwhelming. About 30,000 Saturns—and their owners—made the pilgrimage. If you were on the highway that week and saw a Saturn with an orange ball on the radio antenna, that car was probably headed home to Tennessee. Saturn owners came from as far as Taiwan and filled most of the 24,000 hotel rooms in the Nashville area. In fact, a dealer from Taiwan brought home the first Saturn ever sold in that country. That car was honored with its own tent. Throughout the weekend, car owners met members of the Saturn team, toured the plant, and shared their own Saturn stories. The homecoming had all the trappings of an old-fashioned outdoor revival with music, dancing, testimonials from celebrities (Olympic speed skater Dan Jansen), and food (everything from “southern Chinese egg rolls” to barbecued catfish).
Even though two Herculean thunderstorms blew over some tents, injured a few people, and forced the cancellation of a scheduled concert by country music star Wynonna, it didn’t seem to dampen many folks’ spirits. Mary Taylor, age 60, was part of a 22-car caravan that trekked 1,800 miles from Nevada to Tennessee to be part of the homecoming. She couldn’t stop raving about the dealer. “I couldn’t believe how much they cared,” Taylor said. “They know us when we walk in. It’s such a friendly atmosphere, I look forward to going to the dealership.” Another Saturn owner compared the weekend get-together with Woodstock: “This is another gathering in a field, except it’s about cars, not music.” Ruth Morrissey from South Dakota perhaps summed up the weekend best as she gushed, “We love our Saturns. We are all just a bunch of walking ads.” For those who couldn’t make it to Spring Hill, Saturn sponsored smaller-scale get-togethers at dealerships around the United States. An estimated 100,000 additional people attended those events.
The homecoming was just a part of Saturn’s overall strategy of making customers feel like part of a big Saturn family. Was this approach successful? Apparently it was. Company research in 1994 showed that out of the approximately 650,000 people who owned Saturns, 80 percent planned to buy another Saturn. Furthermore, Saturn reported that during the homecoming ad campaign (which ran from January through June 1994), sales were up 25 percent compared to a year earlier.
Other carmakers took notice and copied Saturn homecoming model. Daimler Chrysler’s Jeep division sponsored an event called Jeep 101 in which Jeep owners—many of whom drive exclusively on paved urban streets—took their vehicles off-road. Mercedes-Benz of North America invited 100,000 current and potential customers to Los Angeles for an unveiling of new models. The opportunity to ogle these pricey new automobiles—plus the lure of good food and wine—apparently was quite compelling. So many people showed up that they had to close down a highway. In another promotion, Mercedes invited 1 million people to “fall in love” with a new Mercedes by attending one of a variety of special customer bonding events at local dealerships.
To be sure, Saturn has had its share of problems since that first homecoming event in 1994. Some critics have sniped at Saturn’s boring styling and limited choice of models. Others believe Saturn has slipped compared to other carmakers in terms of performance and reliability. Sales of the L-series mid-size car were very disappointing, which forced production slowdowns and lay-offs in 2000. In addition, the harmonious relationship between labor and management hit a snag when Saturn’s 7,000 unionized employees began to express dissatisfaction with their special labor agreement with the carmaker. Seeing a problem, General Motors in 2000 pledged to invest $1.5 billion to expand the Spring Hill facility and provide Saturn with a SUV and a redesigned compact car in time for the 2002 model year. (To check out Saturn’s current model line and other company information, visit the company’s website at www.saturn.com.
But make no mistake, Saturn’s innovative marketing efforts have accomplished their goal. Even with the recent problems, surveys reveal that most consumers—especially younger people—still believe Saturn is, as its ad campaign declares, “a different kind of car company.” In 1999, Saturn held another large, successful homecoming and many industry experts believe that with new models in the offing, Saturn can regain the momentum it had in the mid-1990s.

Question:

1. Visit the Saturn website and try to determine the market segments the carmaker is targeting. What should Saturn do to better serve those segments? How might Saturn tailor its offerings to address the different stages of the family life cycle?

2. Other vehicles—such as Porsches, Mustangs, and Harley-Davidson motorcycles—also have “cult” followings. But these products also have very strong symbolic meanings associated with them. The Saturn is a solid and reliable, but basically unspectacular, car. Identify and discuss three reasons that you think Saturn has such a devoted following of involved customers.

3. An automobile is a high-involvement purchase. Discuss how the manufacturer of a lower-cost, lower-involvement product could generate greater personal relevance and long-term loyalty. Find and discuss an example of a company that has done so.
 























CASE: V   Harley-Davidson, Inc.

  Harley-Davidson, Inc., founded in 1903, is the only remaining American motorcycle manufacturer, although there are some new upstart companies. During the 1950s and 1960s, Harley-Davidson has virtual monopoly on the heavyweight motorcycle market. Japanese manufacturers entered the market in the 1960s with lightweight motorcycles backed by huge marketing programs that increased demand for motorcycles. These manufacturers, which included Honda, Kawasaki, Suzuki, and Yamaha, eventually began building larger bikes that competed directly with Harley-Davidson.
Recognizing the potential for profitability in the motorcycle market, American Machine and Foundry (AMF, Inc.) purchased Harley-Davidson in 1969. AMF almost tripled production to 75,000 units annually over a four-year period to meet increased demand. Unfortunately, product quality deteriorated significantly.
More than half the cycles came off the assembly line missing parts, and dealers had to fix them to make sales. Little money was invested in improving design or engineering. The motorcycles leaked oil, vibrated badly, and could not match the excellent performance of the Japanese products. Although hard-core motorcycle enthusiasts were willing to fix their Harleys and modify them for better performance, new motorcycle buyers had neither the devotion nor the skill to do so.
In late 1975, AMF put Vaughn Beals in charge of Harley-Davidson. Beals set up a quality control and inspection program that began to eliminate the worst of the production problems. However, Beals and the other senior managers recognized that it would take years to upgrade the quality and performance of their products to compete with the faster, high-performance of their products to compete with the faster, high-performance Japanese bikes.
To stay in business while the necessary changes in design and product were being accomplished, the executives turned to William G. Davidson, Harley’s styling vice president. Known as “Willie G.” and a grandson of one of the company founders, he frequently mingled with bikers and, with his beard, black leather, and jeans, was accepted by them. Willie G. understood Harley customers and noted:
They really know what they want on their bikes: the kind of instrumentation, the style of bars., the cosmetics of the engine, the look of the exhaust pipes, and so on. Every little piece on a Harley is exposed, and it has to look just right. A tube curve or the shape of a timing case can generate enthusiasm or be a total turnoff. It’s almost like being in the fashion business.
Willie G. designed a number of new models by combining components form existing models. These included the Super Glide, the Electra Glide, the Wide Glide, and the Low Rider. Although these were successful, Harley-Davidson was still losing market share to Japanese competitors that continued to pour new bikes into the heavyweight Market.
By 1980, AMF was losing interest in investing in the recreational market and sold the company to 13 senior Harley executives in a leveraged buyout on June 16, 1981. Although the company was starting to make money in the early 1980, its creditors wanted payment, and Harley-Davidson nearly had to file for bankruptcy at the end of 1985. However, through some intense negotiations, it stayed in business and rebounded to become a highly profitable company.
In 1996, Harley-Davidson controlled more than 47 percent of the heavyweight (651cc and larger) motorcycle market, far more than its all-time low of 23 percent. Its products are considered to have “bulletproof reliability” because of manufacturing and management changes that resulted in products of excellent quality.
Owners of Harleys are highly brand loyal, and more than 94 percent of them state they would buy another Harley. The company sponsors the Harley Owner Group (HOG), which has more than 1,200 chapters and 750,000 members worldwide. Executives of the company frequently meet with chapters to obtain suggestions for product improvements.
In 2002, Harley sold 215,454 motorcycles domestically and 48,199 in the global market. It also sold 10,943 Buell motorcycles in that year. Its net revenue for 2002 was over $4 trillion, about double its 1998 net revenue. Its net income for 2002 was $580 million compared to $213 million 5 years earlier. In 2003, its 100th anniversary product line included 7 Softail models, 7 Sportster models, 5 Dynaglide models, and 7 Touring models. In addition, its VRSCA V-Rod, a new-style, $17,000 Harley was selling quickly even though it was a departure for the retro look of traditional Harleys.
Harley-Davidson motorcycles are distributed worldwide by a network over 1,300 dealers. These dealers typically have upgraded facilities that merchandise not only motorcycles and service but also a variety of parts, clothing, and accessories. Clothing and accessories are highly profitable items that enhance the motorcycle-owning and riding experience. For more information, visit the company’s website at www.Harley-Davidson.com.



Question:

1. What kind of consumer owns a Harley?

2. What accounts for Harley owners’ satisfaction and brand loyalty?

3. What role do you think the Harley Owner Group plays in the success of the company?

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Executive Masters Program in Business Administration (E-MBA)
(Semester II )


Note :- Solve any 4 Case Study
             All Case Carry equal Marks.


CASE 1
Key to Buyers' Minds

Consumer buying research has turned 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, and education etc. Instead, there is a distinct shift towards inquiries about attitudes, …………………………………
(Prof Deepak Khanna, colleague, has developed these profiles based on his perceptions of certain personality types).

QUESTIONS
1. Explain how the above-mentioned information is likely to benefit a marketer?
2. Which of the above mentioned types are likely to respond to sales promotion? Explain.
3. A manufacturer of personal care products in the premium segment starts frequent sales promotions. What is likely to be the impact on the above-mentioned types?




Case 2
Star Airways

Star Airways offered passengers air services within the country and served a territory of 18, 000 sq. miles with an expanding population of over 70 lakh of people who are potential users of the airline services. The geographic diversity and scattered business and commercial cities have led to steady increase in the number of people who use air travel. The clientele includes business people, as well as individuals on non-business trips, holidays, …………………………
The direct mail letter would be sent to a database of 85,000 clients in four months. The letter will contain information on the airline and again stress on the same theme of' quality and customer service'.

QUESTIONS

1. What is likely to be the decision process in case of choosing an airline?
2. Would this plan suggested by the vice president help in convincing the customers to use Star Airways? Give your reasons.


Case 3

Mouse-Rid

One hot May morning, Shobha, general manager of Innotrap India Ltd., entered her office in Delhi. She paused for a moment to contemplate the quote, which she had framed and hung on a wall facing her table.

"If a man can make a better mousetrap than his neighbour, the world will make a beaten path to his door." She vaguely recalled that probably it was Ralph Waldo Emerson who said this. Perhaps, she ………………………

Shobha knew that the investor group believed that Innotrap India Ltd. had a "once-in-a¬ lifetime chance" with its innovative mousetrap. She sensed the group's impatience. To keep the investors happy, the company needed to sell enough traps to cover costs and make a profit.

QUESTIONS
1. Has Shobha identified the best target market for Mouse-Rid? Why or why not?
2. Does Shobha have enough needed data on consumer behaviour? What type of consumer research should Shobha conduct?
3. What type of advertising can influence consumers for this type of product?



Case 4

Golden Glow Soap

Anil Mahajan absent -mindedly ran his finger over the cake of soap before him. He traced the name 'Golden Glow' embossed on the soap as he inhaled its unmistakable sesame fragrance. It was a small soap, almost like a bar of gold. There were no frills, no coloured packaging, and no fancy shape. Just a ……………………………
"The mid-priced brand is the proverbial washer-man's dog," said Mahajan. "You don't know whether you are at the bottom end of the premium range or at the top-end of the low-priced range. You end up creating an image of being on the opportunity fence. It is a mere pricing ploy, with no strategic value."

QUESTIONS
1. Discuss the nature of problem(s) in this case?
2. Suggest the kind of consumer research needed?
3. How should Golden Glow be positioned/ repositioned to bring about the desired change among consumers? Give your reasons.


CASE 5

Impact of Retail Promotions on Consumers

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

………………………Rs 900,000. However, management was concerned about not achieving a higher level of ad comprehension, missing a significant sales opportunity: It was believed that a better ad would have at least 75 per cent correct comprehension among those aware of the ad. This in turn would almost double sales without any additional cost.

QUESTIONS

1. Why would some consumers have high-involvement levels in learning about this sales promotion?
2 Is a level of 75 per cent comprehension realistic among those who become aware of an ad?  Why or why not?
3. Do you think such promotions are likely to influence the quality image of the retail store? Explain.


CASE 6

Sunder Singh
Sunder Singh had studied only up to high school. He was 32-years of age, lived alone in a rented room, and worked eight-hour shift at one petrol pump, then went to the other one for another eight-hour shift. He had a girl friend and was planning to marry.

One day when he returned from work, he got a note from his girl friend that she was getting married to someone else and he need not bother her. This was a terrible shock to Sunder Singh and he fell apart. He stopped going to work, spent sleepless nights, and was very depressed. ……………………….
The working poor are forced to spend a disproportionate percent of their income on food, housing, utilities, and healthcare. They solely rely on public transportation, spend very little on entertainment of any kind, and have no security of any kind. Their fight is mainly day-to-day survival.

QUESTIONS
1. What does the purchase of a product like Nike mean to Sunder Singh?
2. What does the story say about our society and the impact of marketing on consumer behavior?

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Attempt All the case

Case - 1
GlaxoSmitbKine, Bristol – Myers Squibb, and AIDS in Africa 1

In 2004, the United Nations estimated that the previous year 5 million more people around the world had contracted the AIDS virus, 3 million had died, and a total of 40 million people were living with the infection. Seventy percent, or about 28 million of these, lived in sub – Saharan Africa, where the epidemic was at its worst. Sub – Saharan Africa consists of the 48 countries and 643 million people who reside south of the Saharan desert. In 16 of these countries, 10 percent are infected with the virus, in 6 other nation, 20 percent are infected. The UN predicted that in these 6 nations two – thirds of all 15 – year olds would eventually die of AIDS and in those where 10 percent were infected, half of all 15 – year – olds would die of AIDS.
        For the entire sub –Saharan region, the average level of infection among adults was 8.8 percent of Botswana’s population was infected, 34 percent of  Zimbabwe’s, 31 percent of Lesotho’s, and 33 percent of Swaziland’s. Family life had been destroyed by the deaths of hundreds of thousands of married couples, who left more than 11 million orphans to fend for themselves. Gangs and rebel armies forced thousands of orphans to join them. While crime and violence were rising, agriculture was in decline as orphaned farm children tried desperately to remember had to manage on their own. Labor productivity had been cut by 50 percent in the hardest – hit nations, school and hospital systems were decimated, and entire national economies were on the verge of collapse.
         With its huge burden of AIDS illnesses, African nation desperately needed medicines, both antibiotics to treat the many opportunistic diseases that strike …….
nounced in 2003 that it would try to collect from governments the funds needed to bring antiretrovirals to at least 3 million people by the end of 2005.
Questions
1. Explain, in light of their theories, what Locke, Smith, Ricardo, and Marx would probably say about the events in this case.
2. Explain which view of property-Locke’s or Marx’s- lies behind the positions of the drug companies GlaxoSmithKline and Bristol-Myers Squibb and of the Indian companies such as Cipla. Which of the two group-GlaxoSmithKline and Bristol-Myers Squibb on the one hand, and the Indian companies on the other –do you think holds the correct view of property in this case? Explain your answer.
3. Evaluate the position of Cipla and of GlaxoSmithKline in terms of utilitarianism, right, justice, and caring. Which of these two positions do you think is correct from an ethical point of view?

Case - 2
Playing Monopoly: Microsoft

On November 5, 1999, then the richest man in the world, learned that a federal judge, Thomas Jackson, had just issued “findings of fact” declaring that his company, Microsoft, “enjoys monopoly power” and that it had used its monopoly power to “harm consumers” and crush competitors to maintain its Windows monopoly and to establish a new monopoly in Web browsers by bundling its Internet Explorer with Windows. On the day the judgment was issued, Microsoft stock began its decline. The decline was hastened by an announcement in February  2000 that the European Commission, which enforces European Union lows on competition and monopolization, had been investigating Microsoft’ …….
          Meanwhile, some government had stopped purchasing Windows and had instead adopted Linux, a free “open source” operating system. Among these were Italy, Germany, Great Britain, France, India, South Korea, China, Brazil and South Africa. Several Companies, including Amazon.com, FedEx, and Google, had moved to Linux. A study by Forrester Research found that 72 percent of companies it surveyed were increasing their use of Linux, and over half of them were planning to replace Windows with Linux.
 
Questions                                    
1. Identify the behaviors that you think are ethically questionable in the history of Microsoft. Evaluate the ethics of these behaviors.
2. What characteristics of the market for operating systems do you think created the monopoly market that Microsoft’s operating system enjoyed? Evaluate this market in terms of utilitarianism, rights, and justice (your analysis should make use of the textbook’s discussion of the effects of monopoly markets on the utility of participants in the market, on the moral rights of participants in the market, and on the distribution of benefits and burdens among participants in the market), giving explicit examples from the operating systems industry to illustrate your points.                                                
3. In your view, should the government have sued Microsoft for violation of the antitrust laws? In your view, was Judge Jackson’s order that Microsoft be broken into two companies fair to Microsoft? Was Judge Kollar-Kotelly’s November 1, 2004 decision fair? Was the April 2004 decision of the European Commission fair to Microsoft? Explain your answers.
4.  Who, if anyone, is harmed by the kind of market that Microsoft’s operating system has enjoyed? Explain your answer. What kind of public policies, if any, should we have to deal with industries like the operating system industry?

Case - 3
Gas or Grouse?

The Pinedale Mesa (sometime called the Pinedale Anticline) is a 40-mile-long mesa extending north and south along the eastern side of Wyoming’s Green River Basin, an area that is famous as the gateway to the hunting, fishing, and hiking treasures of the Bridger-Teton wilderness. The city of Pinedale sits below the mesa, a short distance from its northern end, surrounded by hundreds of recently drilled wells ceaselessly pumping natural gas from the vast pockets that are buried underneath the long mesa. Questar Corporation, an energy company with assets valued at about $4 billion, is the main developer of the gas wells around the city and up on the mesa overlooking the city. Occasionally elk, mule deer, pronghorn antelope, and other wildlife, including the imperiled greater sage grouse, descend from their habitats atop the mesa and gingerly make their way around and between the Questar wells around Pinedale. Not surprisingly, environmentalists are at war with …..
In a preliminary report on the study, the Bureau of Land Management said there was “no conclusive data to indicate quantifiable, adverse effects to deer” from the drilling. The Upper Green River Vslley Coslition, however, sued the bureau for failing to adhere to its own rules when it allowed Questar and other companies to drill on mule deer range on the mesa during winter and for failing to conduct an analysis of the potential impact before granting the permits, as required by the National Environmental Policy Act. As of this writing, the suit has not been resolved.
   Question
1. What are the systemic, corporate, and individual issues raised in this case?
2. How should wildlife species like grouse or deer be valued, and how should that value be balanced against                          
    the economic interests of the of company like Questar?
3. In light of the U.S. economy’s dependence on oil, and in light of the environmental impact of Questar                    drilling operation, is Questar morally obligated to cease its drilling operation on the Pinedale Mesa? Explain
4. What, if anything, should Questar be doing differently?
5. In your view, have the environmental interest groups identified in the case behaved ethically?   `                                      
Case - 4
Becton Dickinson and Needle Sticks
During the 1990s, the AIDS epidemic posed peculiarly acute dilemmas for health workers. After routinely removing an intravenous system, drawing blood, or delivering an injection to an AIDS patient, nurses could easily stick themselves with the needle they were using. “Rarely a day goes by in any large hospital where a needle stick incident is not reported. “ In fact, needlestick injuries accounted for about 80 percent of reported occupational exposure to the AIDS virus among health care workers.2 It was conservatively estimated in 1991 that about 64 health care workers were infected with the AIDS virus each year as a result of needlestick injuries.3
AIDS was not the only risk posed by needlestick injuries. ……

         Continuing to find itself locked out of the market by Becton Dickinson’s contracts with Premier and Novation, Retractable sued Premier, Novation and Becton Dickinson in federal court alleging that they violated antitrust laws and harmed consumers and numerous health care workers by using the GPO system to monopolize the safety needle market.19 In 2003, Premier and Novation settled with Retractable out of court, agreeing to henceforth allow its member hospitals to purchase Retractable’s safety syringes when they wanted. In 2004, Becton Dickinson also settled out of court, agreeing to pay Retractable $ 100 million in compensation for the damage Becton Dickinson inflicted on Retractable. During the 6 years that Becton Dickinson’s contracts prevented Retractable and other manufacturers from selling their safety needles to hospitals and clinics, thousands of health workers continued to be infected by needlesticks each year.
           
     Questions    
1. In your judgment, did Becton Dickinson have an obligation to provide the safety syringe in all its sizes in 1991? Explain your position, using the materials from this chapter and the principles of utilitarianism, rights, justice, and caring.
2. Should manufacturers be held liable for failing to market all the products for which they hold exclusive patents when someone’s injury would have been avoided if they had marketed those products? Explain your answer.
3. In your judgment, who was morally responsible for Maryann Rockwood’s accidental needlestick: Maryann Rockwood? The clinic that employed her? The government agencies that merely issued guidelines? Becton Dickinson?
4. Evaluate the ethics of Becton Dickinson’s use of the GPO system in the late 1990s. Are the GPO’s monopolies? Are they ethical? Explain.

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CASE – 1: Where Do We Go from Here?

As one of the many seminars held to discuss the corporate response of family-owned business to liberalisation and globalisation, the keynote Mr Gurcharan Das concluded his speech by saying, “In the end, I would say that the success of …
mers and development of marketing skills have been neglected.”
The valedictory session of the Seminar attempted to bring out the issues clearly. It culminated in an agenda for reform by the family businesses. The points highlighted in the agenda are:
1. Indian family-owned business organisations need to professionalise management,
2. they need to curtail the diversified of their business groups and impart a sharper focus to their business activities, and
3. they need to pay greater attention to the development of human capital.


Question
Suppose you were an observer at the seminar. During tea and lunch breaks you had an occasion to meet several people who were skeptical and felt that the reform process was having only a superficial impact on the corporates. Express your opinion that you form about the issues at the seminar.












CASE – 2   A Healthy Dose of Success

Muhammad Majeed represents a typical Indian who has created success out of sheer hard work and commitment through his education and expertise. At the age of 23 years, Majeed, after graduating in pharmacy from Kerala University, went to pursue higher studies in the US. He completed his masters and PhD in industrial chemistry. Armed with high qualifications, he became a research pharmacist and eventually, as most expatriate Indians do, set up his own company, Sabinsa Corporation. Experiencing difficulties with the long-drawn drug approval process of the US Food and Drug Administration and his own dwindling savings, Majeed focussed on ayurvedic products based on natural extracts. He returned to India in 1991 (incidentally, the year when liberalisation started in India) and set up Sami Chemicals and Extracts Ltd, late renamed as Sami Labs Ltd (SLL), Bangalore.  …
and its commercialisation are some of the strategic actions on the anvil.
SLL looks forward to being a Rs 500-crore company by 2005 when the World Trade Organisation’s patenting regimes comes into force.


Question
How will you define the business of SLL? Comment on the business of SLL and your opinion on the likelihood of its success.











CASE – 3     No Chain, No Gain  

Textile industry is one of the oldest industries in India. Several business houses have their origin in this industry. In the mid-1980s, the powerloom sector in the unorganised sector started hurting badly the interests of the composite textile mills of the sector. Their cost structure, with lower overheads and no duties, was less than half of that of mills for equivalent production. While the powerlooms sold cloth as a commodity, the mills tried to establish their products as brands. The post-liberalisation period has seen a large number of foreign brands enter India. It is in this scenario that the Mayur brand of Rajasthan Spinning and Weaving Mills (RSWM) had to carve out a place for itself.

RSWM is the flagship company of the LNJ Bhilwara group. It has been the largest producer and trader of yarn in the country and caters to the large demands for blended yarns and grey cloth fabric used for children’s school uniform. In 1994, the yarn business faced a severe crunch owing to overcapacity. From 1995 onward, RSWM became a late follower of the industry trend as other competitors already moved up the value chain.

Textile manufacturing is basically constituted of the processes of spinning, weaving, processing, and marketing. More than 50 per cent of the value is concentrated in weaving and processing. Moving up the value chain from spinning involves large investments in machinery and labour. …
of the industry, far behind formidable competitors like Reliance, Grasim, and S. Kumar.


  Question

Suggest how should RSWM manage its value chain effectively. Should it try to imitate the market leaders? If yes, why? If no, why not? What alternatives routes to success do you propose?

CASE – 4         A Very Intriguing Package

It is not quite often that a positive product feature becomes an albatross around the neck of a company. VIP Industries had held sway for over two decades in the organised Indian luggage market on the basis of the durability of its moulded suitcases. Obviously, the customer perceives value-for-money in the long-lasting, reasonably-priced Alfa brand of VIP suitcases which sells 1.5 lakh pieces a month. But this means that having bought one suitcase the customer can do with it for several years. Market research by the company shows that an average Indian family pulls out the suitcase merely for outstation travel a few times a year. Hence, there is no pressing need for continual replacement of the old luggage.

The VIP products are made of virgin polymer as compared to the recycled grade I and II polymers used by the unorganised sector. They are subjected to stringent stress tests for quality control.

VIP has a presence in a wide range of the market segments within a price spectrum of Rs 295 to Rs 6,000 apiece. It is her that the competition from the unorganised sector hurts the company most. VIP’s …

Yet, caught in its self spun web of past successes, VIP is today faced with an uncertain future.


Question

How should the VIP Industries get out of the bind that it finds itself in? Outline the contours of the marketing plans and policies that VIP needs to formulate and implement?




































CASE – 5     Let There be Light

Traditionally, power plants, being …
At one level, the reform of the energy sector is a political action but at another, and perhaps, a more fundamental level, it is a question of managing an organisation strategically through strategic actions designed to turn around a vital public utility.






Question

Analyse the problems of the MPSEB from the strategic management perspective. Do you feel that the actions taken or being contemplated are strategic in nature? Propose what else needs to be done to make the MPSEB a viable organisation.

Friday 25 March 2016

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IIBM Institute of Business Management
Examination Paper MM.100
Advertising Media Planning
Section A: Objective Type (30 marks)
• This section consists of Multiple Choice questions & short note questions.
• Answer all the questions.
• Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Advertising done once a month is calleda.
Continuity
b. Flighting
c. Pulsing
d. All of the above
2. Classification of geographic areas includea.
Regions
b. TV  market  delineation  such  as  DMA’S
c. Age
d. Both a & b
3. The data set contains the boundaries for metropolitan & micropolitan statistical areas in united
states is known asa.
Designated market areas
b. Metropolitan & micropolitan statistical areas
c. Core-based statistical areas
d. None of these
4. Which of the following is the general media planning sites:-
a. Advertising media internet center
b. Media post
c. Both a & b
d. Media mark research & intelligence
5. Arrange the following into classic Engel/kollat model of the buying process.
a. Search for alternatives to solve the problem
b. Alternative evaluation
c. Post purchasing evaluation
Examination Paper of Media Management
IIBM Institute of Business Management 2
d. Problem recognition
a. i, ii, iii, iv
b. ii, I, iv, iii
c. iv, I, ii, iii
d. iii, iv, ii, i
6. Which of the following are the top five perennial questions that media research cannot answer?
a. How much is enough
b. Which medium is most effective
c. Which is better: flighting or continuity
d. All of the above
7. DMA stands for
8. GRPs stands for
9. What is the full form of BDIa.
Broad development index
b. Brand development index
c. Brand display index
d. Balanced dynamic index
10. Which of the following are the elements of media strategy?
a. Media target
b. Creative strategy
c. Reach & frequency
d. All of the above
Part Two:
1. What are the principles for selecting media vehicles?
2. What are the important reasons for using a media mix?
3. List the strategies used by media planner to create the awareness.
4. Write short note on GRPs?
Section B: Caselets (40 Marks)
END OF SECTION A
Examination Paper of Media Management
IIBM Institute of Business Management 3
• 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
Mr. Deepak Mathur founded a small radio manufacturing plant in Noida in the 1980s. From this small
start   came   one   of   the   nation’s   largest   radios,   television, and allied products companies. By 1995, its
sales approached Rs. 150 crores annually, with 15,000 employees and 10 manufacturing locations.
Throughout its growth, Mr. Mathur remained the active, imaginative, and driving force of this company.
In earlier days every manager and worker knew him, and he was able to call most of them by their first
names, so even after the company grew fairly large, people felt that they knew the founder and chief
executive, and their strong feeling of personal loyalty had much to do with the fact that the company
was never unionized.
However,   as   the   company   prospered   and   grew,   Mr.   Mathur   worried   that   it   was   losing   its   “smallcompany”
   spirit.   He   also   felt   that   communications   were   suffering,   that   his   objectives   and   philosophy 
were not being understood in the company, that much wasteful duplication was occurring through poor
knowledge of what others in the company were doing, and that new-product development and
marketing were suffering as a result. Likewise, he was concerned that he had lost with the people. In
order to solve the communication problem, he ensured that several communication devices were
installed. He put into effect communication device he found other companies using: bulletin boards in
every office and manufacturing plant throughout the country; a revitalized company newspaper carrying
much   company  and   personal   news   affecting   all   locations;”Company   Facts   Books”   for   every   employee, 
giving significant information about their company; regular profit-sharing letters; monthly one-day
meetings at headquarters for the top 100 executives; annual three-day meetings of 1200 managers of all
levels at a resort area; and a large number of special committees to discuss company matters. After
much time, effort and expense, Mr. Mathur was disappointed to find that the problem of
communication  and  of  the  “small-company”  feeling  still  existed  and  that  the  results  of  his  programs  did 
not seem to be significant.
Questions:
1. What  do  you  see  as  the  company’s  real  communication  problem?
2. What would you suggest to improve communication in the company?
Caselet 2
The latest trends have resulted in new innovative ways of promotion through the mobile phones. The
latest addition to the numerous ways of marketing and designing effective ads in mobile phones is ecouping.
E-Couping has become a rage among the advertisers as well as the users. Here, wireless users
are provided with, for example, a 20 percent off-coupon offer on a DVD player. And the results are very
encouraging. US Mobile Message Markets report says that this industry segment generated revenues of
$571 million in 2000 and is projected to surpass $5 billion by 2007. Almost 86 percent of the people
Examination Paper of Media Management
IIBM Institute of Business Management 4
surveyed favored a trade-off for receiving advertisements on their mobile phones in markets across UK,
Europe and the US. More than 88 percent of the people expressed their enthusiasm to e-couping, which
could   be   reimbursed   at   the   stores   nearby.   The   four   key   factors   important   to   consumers’   acceptance: 
Choice – being able to decide whether or not to receive messages; control-being able to bypass sale
messages easily; customization-being able to filter the types of messages received; and mutual benefitgetting
something back in return a reduction in the cost of services for example
Spending on mobile Content
Europe, 2001-2006
Year Spending
2001 $590
2002 $860
2003 $1,407
2004 $2,233
2005 $2,2915
2006 $3,280
A study by Forrester Research in conjunction with the Federation of European Direct Marketing
(FEDMA) found that SMS can reach two-thirds of 250 million European mobile phone owners. According
to the Forrester study, 21 percent of the 250 direct marketers surveyed online use SMS at least
occasionally, 12 percent have tried it and 5 percent plan regular SMS use in 2003. The advantage of SMS
marketing is that, unlike e-mail marketing, it offers three types of campaigns-one off push campaigns for
awareness building; one-off pull campaigns for promotion; and continued dialogue for customer
retention. One-time pull campaigns average 13 percent response rates, which outperform phone and
mail alternatives, according to Forrester.
According   to   Jupiter   MMXI,   European   consumers   will   spend   €3.3   billion   for   content   on   their   mobile 
phones  by  2006  compared  to  €1.7  billion  for  content  on  their  PCs.  Mobile  phones  offer  a  much  better 
billing platform than the PC. In 2001, €590  million  was  spent  by  Europeans  for  content  on  their  mobile 
phones,  such  as  ring  tones,  logos,  sports  scores  and  stock  prices.  This  is  almost  twice  the  €252  million 
spent   on   the   PC.   “Increasing   use   of   Short   Messaging   Service   on   mobile   phones   is   good   news for the
media industry. Newspapers and magazines struggling to generate direct consumer revenues from their
websites  have  more  opportunity  to  charge  for  content  on  mobile  phones,  “said  Jupiter  MMXI’s  Olivier 
Beau  villain.  “They  should  use  their  Web  presence as a way to promote mobile content with which they
will  be  able  to  generate  more  revenues.”
Question:
1. On the basis of above case explain how to advertise and market your Product through SMS?
2. Give the detailed advantages of advertising & marketing the products through Short Messaging
Services (SMS).
END OF SECTION B
Examination Paper of Media Management
IIBM Institute of Business Management 5
Section C: Applied Theory (30 Marks)
• This section consists of Long Questions.
• Answer all the questions.
• Each question carries 15 marks.
• Detailed information should from the part of your answer (Word limit 200 to 150 words).
1. Define Media planning. Explain the objective of marketing in media planning?
2. What is the creative media strategy? List the guidelines for a creative media strategy
END OF SECTION C

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S.NO  SUBJECT CODE     SUBJECT

1.  FM01 ACCOUNT AND FINANCE FOR MANAGERS

2.  FM02 MANAGEMENT CONTROL SYSTEMS

3. FM03 SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT

4. FM04 INTERNATIONAL FINANCE

5. FM05 CORPORATE FINANCE

6. FM06 MANAGEMENT OF FINANCIAL SERVICES

7. FM07 OPTIONS, FUTURES AND OTHER DERIVATIVES

8. FM09 PROJECT APPRAISAL AND FINANCE

9. FM10 STRATEGIC COST MANAGEMENT

10. FM11 FINANCIAL AND MANAGEMENT ACCOUNTING

11. FM12 FINANCIAL MANAGEMENT

12. FM13 RISK MANAGEMENT

13. GM01 MANAGEMENT FUNCTIONS & BEHAVIOR

14. GM02 ECONOMIC AND SOCIAL ENVIRONMENT

15. GM03 QUANTITATIVE TECHNIQUES FOR MANAGERS

16. GM04 MANAGERIAL ECONOMICS

17. GM05 STRATEGIC MANAGEMENT

18. GM06 BUSINESSS LAW

19. GM07 RESEARCH METHODOLOGY

20. GM08 ELEMENTS OF MANAGEMENT CONSULTANCY

21. GM09 ENTREPRENEURSHIP AND VENTURE CREATION

22. GM10 QUALITY MANAGEMENT

23. GM11 MGMT. FUNCTIONS & ORGANIZATIONAL BEHAVIOUR

24. GM12 BUSINESS COMMUNICATION

25. GM13 EENTERPRENEURIAL MANAGEMENT

26. GM14 STRATEGIC MANAGEMENT & ETHICS

27. HR01 HUMAN RESOURCE MANAGEMENT

28. HR02 ORGANIZATIONAL BEHAVIOUR

29. HR03 PERFORMANCE MANAGEMENT

30. HR04 TRAINING & DEVELOPMENT

31. HR05 HRD FOR COMPETITIVE ADVANTAGE

32. HR06 INTERNATIONAL HUMAN RESOURCE MANAGEMENT

33. HR07 MANAGING CHANGE THROUGH ORGANISATIONAL DEVELOPMENT

34. HR08 MANAGERIAL LEADERSHIP

35. IB01 INTERNATIONAL BUSINESS

36. IB02 INDIAN FOREIGN TRADE

37. IB03 IMPORT EXPORT DOCUMENTATION

38. IB04 GLOBALISATION OF BUSINESS

39. IB06 INTERNATIONAL BUSINESS

40. IB08 ECONOMICS FOR INTERNATIONAL MANAGERS

41. IS01 INTRODUCTION TO INFORMATION TECHNOLOGY

42. IS02 SYSTEMS ANALYSIS AND DESIGN

43. IS03 MANAGEMENT INFORMATION SYSTEMS

44. IS04 COMPUTER NETWORKS

45. IS05 FUNDAMENTALS OF E-COMMERCE

46. IS06 SOFTWARE ENGINEERING

47. IS07 DATABASE MANAGEMENT

48. IS08 KNOWLEDGE MANAGEMENT

49. IS09 MANAGEMENT OF INFORMATION TECHNOLOGY

50. IS10 SOFTWARE PROJECT MANAGEMENT

51. IS11 SYSTEMS MANAGEMENT

52. IS12 ENABLED SERVICES-WEB SERVICES

53. IS13 E-COMMERCE STRATEGIES

54. IS14 E-COMMERCE TECHNOLOGY

55. IS15 LEGAL ISSUES IN ELECTRONIC COMMERCE

56. IS16 BUILDING INTERACTIVE WEBSITES

57. IS21 DATABASE MANAGEMENT

58. IS22 BUSINESS PROCESS ANALYSIS & DESIGN

59. IS23 ENTERPRISE SECURITY MANAGEMENT

60. IS24 MANAGEMENT OF SOFTWARE EXPORTS

61. M10 CORPORATE POLICIES & PRACTICES

62. M91 STRATEGIC MANAGEMENT

63. M92 TOTAL QUALITY MANAGEMENT

64. MM01 MARKETING MANAGEMENT

65. MM02 SALES AND DISTRIBUTION MANAGEMENT

66. MM03 ADVERTISING AND BRAND MANAGEMENT

67. MM04 INTERNATIONAL MARKETING

68. MM05 MARKETING OF SERVICES

69. MM06 INTERNET MARKETING

70. MM07 CONSUMER BEHAVIOUR

71. OM01 OPERATIONS MANAGEMENT

72. OM02 TECHNOLOGY MANAGEMENT

73. OM03 PROJECT MANAGEMENT

74. OM04 BUSINESS PROCESS RE-ENGINEERING

75. OM05 SUPPLY CHAIN MANAGEMENT

76. OM06 OPERATIONS & SUPPLY CHAIN MANAGEMENT

77. OM07 CHANGE MGMT.BPR

78. OM08 QUALITY MANAGEMENT

79. OM09 OPERATIONS STRATEGY

80. DFM03 SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT

81. DFM04 INTERNATIONAL FINANCIAL MANAGEMENT

82. DFM07 OPTIONS FUTURES, DERIVATIVES

83. DFM08 MERGERS & ACQUISITION

84. DFM10 FINANCIAL RISK MANAGEMENT

85. DFM15 BUSINESS ANALYSIS AND VALUATION

86. DGM07 RESEARCH METHODOLOGY

87. DHR04 TRAINING & HRD

88. DHR05 HRD FOR COMPETITIVE ADVANTAGE

89. DHR06 INTERNATIONAL HRM

90. DHR07 ORGANISATIONAL CHANGE  AND DEVELOPMENT

91. DHR08 MANAGERIAL LEADERSHIP

92. DHR10 INDUSTRIAL RELATIONS & LABOR LAWS

93. DHR11 WAGE & SALARY ADMINISTRATION

94. DHR12 ORGANIZATIONAL CHANGE AND DEVELOPMENT

95. DIS04 COMPUTER NETWORKS

96. DIS 08 KNOWLEDGE MANAGEMENT

97. DIS11 SYSTEMS MANAGEMENT

98. DMM05 MARKETING OF SERVICES

99. DMM06 INTERNET MARKETING

100. DMM08 PRODUCT MANAGEMENT

101. DMM09 CUSTOMER RELATIONSHIP MANAGEMENT

102. DOM02 TECHNOLOGY MANAGEMENT

103. DOM03 PROJECT MANAGEMENT

104. DOM04 BUSINESS PROCESS RE-ENGINNEERING

105. DOM05 SUPPLY CHAIN MANAGEMENT

106. DOMM01 MANUFACTURING MANAGEMENT

107. DITM01 INNOVATION AND TECHNOLOGY MANAGEMENT

108. DSCM01 LOGISTICS AND SUPPLY CHAIN MANAGEMENT

109. DRM01 SAMPLING METHODS & TECHNIQUES

110. DRM02 HYPOTHESIS TESTING

111. DRM03 DATA DEDITING & CODING

112. DRM04 INTRODUCTION TO SPSS

113. RM01 FUNDAMENTALS OF RETAILING

114. RM02 ESSENTIALS OF MARKETING

115. RM03 CUSTOMER ATTRACTION & MANAGEMENT

116. RM04 MERCHANDISE MANAGEMENT & PRICING

117. RM05 MANAGING RETAIL OPERATIONS

118. RM06 APPLICATION OF SUPPLY CHAIN MANAGEMENT & TECHNOLOGY IN RETAIL

119. PH01 PRINCIPLES & PRACTICES OF MARKETING MANAGEMENT

120. PH02 PHARMACEUTICAL SALES & DISTRIBUTION MANAGEMENT

121. PH03 PHARMACEUTICAL REGULATORY ISSUES

122. PH05 PHARMACEUTICAL PROMOTION AND ADVERTISING MANAGEMENT

123. PH06 STRATEGIC MANAGEMENT AND INTERNATIONAL MARKETING

124. ITM101 MANAGEMENT INFORMATION SYSYTEMS

125. ITM102 OPERATING SYSTEMS

126. ITM103 ACCOUNTING INFORMATION SYSTEMS

127. ITM104 WEB APPLICATION DEVELOPMENT

128. ITM201 COMPUTER NETWORKS

129. ITM202 DATABASE MANAGEMENT

130. ITM203 MARKETING INFORMATION SYSTEMS

131. ITM204 SYSTEM ANALYSIS AND DESIGN

132. ITM311 DATA STRUCTURES, ALGORITHMS & PROGRAMMING IN JAVA

133. ITM312 OBJECT ORIENTED ANALYSIS & DESIGN

134. ITM313 KNOWLEDGE MANAGEMENT

135. ITM314 NETWORK SECURITY MANAGEMENT

136. ITM315 SOFTWARE QUALITY MANAGEMENT

137. ITM316 IT GOVERNANCE

138. ITM321 IT APPLICATIONS IN RETAIL BANKING

139. ITM322 IT APPLICATIONS IN NON-BANKING FINANCIAL SERVICES

140. ITM323 FINANCIAL ENGINEERING

141. ITM324 PROJECT FINANCE

142. ITM325 DEVELOPING FINANCIAL PORTALS

143. ITM331 FUNDAMENTALS OF RETAILING

144. ITM332 IT APPLICATIONS FOR MERCHANDISING

145. ITM333 IT APPLICATIONS FOR RETAIL SUPPLY CHAIN MANAGEMENT

146. ITM334 BUSINESS INTELLIGENCE

147. ITM335 ECRM

148. ITM336 E- RETAILING

149. ITM341 ADVANCED OPERATIONS RESEARCH

150. ITM342 IT APPLICATIONS FOR FACILITY PLANNING

151. ITM343 CHANGE MANAGEMENT & BUSINESS PROCESS RE-ENGINEERING

152. ITM344 PROJECT MANAGEMENT

153. ITM345 IT APPLICATIONS IN SERVICE OPERATIONS

154. ITM346 SUPPLY CHAIIN MANAGEMENT

155. ITM351 PERFORMANCE MANAGEMENT SYSTEMS

156. ITM352 TRAINING & DEVELOPMENT SYSTEMS

157. ITM353 HUMAN RESOURCE INFORMATION SYSTEMS

158. ITM401 SOFTWARE PROJECT MANAGEMENT

159. ITM402 DATA WAREHOUSING & DATA MINING

160. ITM403 ENTERPRISE RESOURCE PLANNING

161. ITM404 INFORMATION RISK MANAGEMENT

162. ITM405 E-COMMERCE

163. ITM406 ENTERPRISE APPLICATION INTEGRATION