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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
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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
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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?

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Examination Paper: Aviation Management
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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
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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
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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. Using them could cut down on the ‘waiting time ‘of planes before takeoff during peak hours.
Then again, the runways are closed for inordinately long periods for maintenance work. In Delhi, the
main runway is closed for two hours daily for maintenance. Says one airline operator: ‘This makes no
sense. Clearly, the quality of maintenance being done is very poor. Very few countries with a single
runway close their runways during the day at all. If at all it closes it is during lean periods.” He argues
…………………………
also often closed for military activities.whn this
happen, small aircrafts and helicopters are dumped on the main runways, making the system even more
inefficient. Aviation ministry officials say that some of the restricted space for military activities needs to
be made available for civil aviation.
Questions:
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
Examination Paper: Aviation Management
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IIBM Institute of Business Management
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”.
S-2-240912
END OF SECTION C

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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.

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Note: Solve any 4 Cases Study’s

CASE: I    ARROW AND THE APPAREL INDUSTRY

Ten years ago, Arvind Clothing Ltd., a subsidiary of Arvind Brands Ltd., a member of the Ahmedabad based Lalbhai Group, signed up with the 150- year old Arrow Company, a division of Cluett Peabody & Co. Inc., US, for licensed manufacture of Arrow shirts in India. What this brought to India was not just another premium dress shirt brand but a new manufacturing philosophy to its garment industry which combined high productivity, stringent in-line quality control, and a conducive factory ambience.
Arrow’s first plant, with a 55,000 sq. ft. area and capacity to make 3,000 to 4,000 shirts a day, was established at Bangalore in 1993 with an investment of Rs 18 crore. The conditions inside—with good lighting on the workbenches, high ceilings, ample elbow room for each worker, and plenty of ventilation, were a decided contrast to the poky, crowded,
subsidiary of Arvind Mills.
Growth Strategy             :            Arvind Mills has grown through buying-up of sick units, going global and acquisition of German and US brand names.

Questions

1.    Why did Arvind Mills choose globalization as the major route to achieve growth when the domestic market was huge?

2.    How does lifting of ‘Country-wise quota regime’ help Arvind Mills?

3.    What lessons can other Indian businesses learn form the experience of Arvind Mills?


CASE: II    THE ECONOMY OF KENYA

Kenya’ economy has been beset by high rates of unemployment and underemployment for many years. But at no time has it been more significant and more politically dangerous than in the late 1990s as an authoritarian beset by corruption, cronyism and economic plunder threatened the economic stability of this once proud nation. Yet Kenya still has great potential. Located in East Africa, it has a diverse geographic and climatic endowment. Three-fifths of the nation is semiarid desert (mostly in the north), and the resulting infertility of this land has dictated the location of 85 per cent of the population (30 million in 2000) and almost all economic activity in the southern two-fifths of the country. Kenya’s rapidly growing population is composed of many tribes and is extremely heterogeneous (including traditional herders, subsistence and commercial farmers, Arab Muslims, and cosmopolitan residents of Nairobi). The standard of living at least in major cities, is
        The US                   France            India    China
        Canada            Brazil                       Cuba
                 UK                            North Korea







Questions

1.    Is the economic environment of Kenya favourable to international business? Yes or no—substantiate.

2.    In the continuum of economic systems (see Fig 1), where do you place Kenya and why?

3.    Compare this case with the opening case to this chapter and draw similarities and dissimilarities.
                                                      








Case III: LATE MOVER ADVANTAGE?

Though a late entrant, Toyota is planning to conquer the Indian car market. The Japanese auto major wants to dispel the notion that the first mover enjoys an edge over the rivals who arrive late into a market.
Toyota entered the Indian market through the joint venture route, the partner being the Bangalore based Kirloskar Electric Co. Know as Toyota Kirloskar Motor (TKM), the plant was set up in 1998 at Bidadi near Bangalore.
To start with, TKM released its maiden offer—Qualis. Qualis is not a newly conceived, designed, and brought out vehicle. Rather it is the new avatar of Kijang under which brand the vehicle was sold in markets like Indonesia.
Qualis virtually had no competition. Telco’s Sumo was not a multi-utility vehicle like Qualis. Rather, it was mini-truck converted into a rugged all-purpose van. More importantly, Toyota proved that even its old offering, but decked up for India, could offer better quality than its competitor. Backed by a carefully thought out advertising campaign that communicated Toyota’s formidable global reputation, Qualis went on a roll and overtook ….
n up. Besides, China is a large, diverse country. A standardised ad campaign will not do. Luckily, Toyota is learning its lessons.
Competition in the Chinese market is tough, and Toyota’s success in reaching its goal of selling a million cars a year, by 2010, is uncertain. But, its chances are brighter as the company is able to transfer lessons learned in the American market to its operations in China.


Questions

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

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









































CASE: IV   DELVING DEEP INTO USER’S MIND

Whirlpool is an American brand alright, but has succeeded in empowering the Indian housewife with just the tools she would have designed for herself. A washing machine that doesn’t expect her to get ‘ready for the show’ (Videocon’s old jingle), nor adapt her plumbing, power supply, dress sense, values, attitudes and lifestyle to suit American standards.
That, in short, is the reason that Whirlpool ….
ll work the magic, with a little help from some friends… such as Whirlpool.


Questions

1.    What product strategy did WOI adopt? And why? Global standardisation? Local customisaton?

2.    What pricing strategy did WOI follow? What, according to you, could have been the appropriate strategy?

3.    What lessons can other white goods manufacturers learn from WOI?

































CASE V: CONSCIENCE OR COMPETITIVE EDGE

The plane touched down at Mumbai airport precisely on time. Olivia Jones made her way through the usual immigration bureaucracy without incident and was finally ushered into a waiting limousine, complete with uniformed chauffeur and soft black leather seats. Her already considerable excitement at being in India for the first time was mounting. As she cruised the dark city streets, she asked her chauffeur why so few cars had their headlights on at night. The driver responded that most drivers believed that headlights use too much petrol! Finally, she arrived at her hotel, a black marble monolith, grandiose and decadent in its splendour, towering above the bay.
The goal of her four-day trip was to sample and select ……
operating in a highly competitive environment. Her dilemma was twofold: Can an ambitious employee afford to exercise a social conscience in his or her career? And can career-minded individuals truly make a difference without jeopardising their future? Answer her.

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ATTEND ANY FOUR CASE STUDIES. ALL CASES CARRIES EQUAL MARKS
CASE 01: STARBUCKS ----- GOING GLOBAL  FAST
The Starbucks coffee shop on Sixth Avenue and Pine Street in downtown Seattle sits serene and orderly, as unremarkable as any other in the chain bought 15 years ago by entrepreneur Howard Schultz.  A little less than three years ago, however, the quiet storefront made front pages around the world.  During the World Trade Organization talks in November, 1999, protesters flooded Seattle’s streets, and among their targets was Starbucks, a symbol, to them, of free-market capitalism run amok, another multinational out to blanket the earth.  Amid the crowds of protesters ad riot police were black-masked anarchists who trashed the store, leaving its windows smashed and its tasteful green-and-white décor smelling of .................
Mr.Schultz says Japan is ripe for development, including further store openings.  “The wind is at our back here,” Mr. Schultz says.


QUESTIONS:
1.    Identify the controllable and uncontrollable elements that Starbucks has encountered in entering global markets.

2.    What are the major sources of risk facing the company and discuss potential solutions.

3.    Critique Starbucks’ over all corporate strategy.

4.    How might Starbucks improve profitability in Japan? Visit www.starbucks.com for more information.


CASE 02: WHEN INTERNATIONAL BUYERS AND SELLERS DISAGREE
No matter what line of business you’re in, you can’t escape sex.  That may have been one conclusion drawn by an American exporter of meat products after  a dispute with a German customer over a shipment of pork livers.  Here’s how the disagreement came about.
The American exporter was contracted to ship “30,000lbs, of freshly frozen U.S. pork levers, customary merchantable quality, and first rate brands.”  The shipment had been prepared to meet the exacting standards of the American market, so the exporter expected the transaction to be completed without any problem.  But when the livers arrived in Germany, the purchaser raised an objection:  “We ordered pork livers of customary merchantable quality—what you sent us consisted of 40 per cent sow livers.”
“Who cares about the sex of the pig the liver came from?” the exporter asked.
“We do,” the German replied.  “Here in Germany we don’t pass off spongy sow livers as the firmer livers of male pigs.  ................
It looked as if the buyer and seller could never agree on eating habits.
QUESTIONS
1.    In this dispute which country’s law would apply, that of the United States or of Germany?

2.    If the case were tried in U.S. courts, who do you think would win?  In German courts? Why?

3.    Draw up a brief agreement that would have eliminated the following problems before they could occur.
a.    Whose law applies
b.    Whether the case should be tried in U.S. or German courts
c.    The difference in opinion as to “customary merchantable quality”

4.    Discuss how SRC may be at work in this case




CASE 03: SALES NEGOTIATIONS ABROAD FOR MRI SYSTEMS

International sales of General Medical’s magnetic Resonance Imaging (MRI) systems have really off in recent months.  Your representatives are about to conclude important sales contracts with customers inboth Tokyo and Rio de Janeiro.  Both sets of negotiations require your participation, particularly as final details are worked out.  The bids you approved for both customers are identical (see tables).  Indeed, both customers had contacted you originally at a medical equipment trade show in Las Vegas, and you had all talked business together over drinks at the conference hotel.  You expect your two new customers will be talking together again over the Internet about your products and prices as they had in Las Vegas.  The Japanese orders are potentially larger because the doctor you met works in a hospital that has nine other units in the Tokyo / Yokohama area.  The Brazilian doctor represents a very large hospital in Rio, which may require more than one unit.  Your travel arrangements are now being made.  Your local representatives will fill you in on the details.  Best of luck!

TABLE   1: Price Quotation
--------------------------------------------------------------------------------------------------------------------------
Deep Vision 2000 MRI (basic Unit) Product options                             $ 1,200,000
•    2D and 3D time-of-flight (TOF)
Angiography for capturing fast flow                                       150,000
•    Flow analysis for quantification of
Cardiovascular studies                                                                 70,000
•    X2001 software package                                                              20,000
Service contract (2 years normal maintenance, parts,
and  labour)                                                                                                           60,000
-----------------------------------------------------------------------------------------------------------------------------
Total Price                                                                                                        $ 1,500,00
_____________________________________________________________________________

TABLE   2
Standard Terms and Conditions
Delivery                                                                                                              6 months
Penalty for late delivery                                                                   $ 10,000 /  month
Cancellation charges                                                                  $ 10% of Contract price
Warranty (for defective machinery)                                                     Parts,  one year
Terms of payment                                                                                                      C O D


CASE- 04: AVON PRODUCTS IN INDIA
“We Want to be affordable to all consumers across various price points.”
HarmeetS.Pental, Managing Director, Avon Beauty Products India Ltd.
Avon entered India in 1996.  The company took two years to test-market their products.  After that the product portfolio was made as per Indian consumer’s product and price preferences.  The first portfolio of products was for high end customers.
Avon’s multi-level business strategy was not successful in India.  In 1998, they dropped the multi-level system and adopted the single-level direct sales structure.  ...............
Shree ShiddhiVinayak (which produces talcs), Assam Cosmetics (which makes cold cream and body lotions), and Colortek (manufacturer of cold cream, sunscreens, body lotions), among some others.


CASE-05: RELIANCE ENTERTAINMENT LEARNS LANGUAGE OF THE YOUTH
The web seems to have caught the fancy of executives at Reliance Entertainment.  The company first ventured into the digital space by launching gaming portal Zapak.com.  The launch was accompanied by a large-scale, multi-media campaign, with a few of its ads even running into controversy (e.g. Postmen, anyone?).
Post-Zapak, Reliance Entertainment has unleashed a second horse onto the racing track:  Bigadda. Com, a social net working site aimed at the young, urban populace (15-5 year olds).
According to Rajesh Sawhney, president, Reliance Entertainment, the rational behind Bigaddais  simple:  India is a young market with more than 54 per cent of its population below the age of 25. Further, broadband penetration is set to increase over the next five years, leading to a consequential rise in online ad spends; currently online advertising .................
such as multiplexes, colleges, schools and malls, apart from on-ground and other BTL activities in these areas.
“We’re hoping intense word-of-mouth will drive Bigadda.com,” concludes Sawhney.


CASE 06: DISNEY’S HONG KONG HEADACHE *
“The launch of its new theme park got off to a rocky start, but Disney’s still got an appetite for the China  market.” – Michel Schuman Hong Kong, may 15th, 2008.
The slogan of Disneyland is “The Happiest Place on Earth”, but the experience of Mr LianNing, an engineer who brought his family to  Disney;s  new theme park In Hong Kong from the southern Chinese city of Guangzhou was far  from sastisfactory.  He said that he came with an fairly—tale experience but here the park was not big and Disneyland was not ...............
1.    Disney to reach its target of 5.6 million customers started aggressive promotion campaign like offering free tickets for 50,000 Hong Kong taxi drivers {and} share it with their passengers.
Indeed, Disney continues to bet that its long-rang investment plans in China will pay off, regardless of the recent headaches in Hong Kong.  The firm is still in talks with Chinese officials about opening a mainland theme park, possible in Shanghai, says Rasulo.  “Have we made some mistakes?”  he asks,” Absolutely.  We are in a brand- new market/ We have to keep listening and keep listening and keep learning.” Resorting Tinkerbell’s health only requires a round of applause, but Hong Kong Disneyland will need a bit more work.
QUESTIONS
1.    Why did Disney invest in Hong Kong?
2.    In your viewpoint what cultural inputs did Disney forget to take into consideration while deciding on the marketing strategies?
3.    Prepare a strategic road map for Disney in Hong Kong.



CASE 07: INDIA AN EMERGING ECONOMY (MANUFACTURING CASE)
Manufacturing: The India Value Proposition:

India’s GDP of USD 691 bn makes it the 10th largest economy in the world and 4th largest in terms of purchasing power parity.  It has become one of the fastest growing economics in
the world---growing at over 8% p.a. for the manufacturing contributes to
79% of FDI investment

27% of India GDP
53% of Indian exports
*India is the world’s second largest small car market.
*One of only three countries that makes its own super Computers.
*World’s largest producer of milk, tea and pulses and the
World’s largest livestock population.
Exhibit  1
(1)    .................Government of India offers a five year tax holiday for
(a)    Power projects
(b)    Firms engaged in exports
(c)    New Industries in notified states
(d)    Units in Electronic hardware, software parks
(e)    EOU’s and Free Trade Zones
(2)    Tax Deductions of 100% on export profits
(3)    Deduction of 30% on net income for 10 years for new industries
(4)    Deduction in respect of certain inter-corporate dividends




CASE 08: A CASE OF SUNDARAM FASTENERS

Products and Services of Business
“The acquisition of a manufacturing facility in the UK has been a part of SLF’sstrategy to become a global player.  The acquisition has given us access to new technology. weare confident that this will become a win-win situation by providing parts from India to the UK company of lower prices, and therefore rendering the UK company more competitive and at the same time providing  tremendousopportunity for the Indian plants of SFL to absorb technology and grow”.

............Future Plans
New investments and diversifying product range of CPFL has planned by the company.  The Further, SFL has planned to use the distribution network of its UK subsidiary to market products that are manufactured in India.

SFL is looking forward to commence operations in other countries .  The UK subsidiary wil act as a centre to access other countries in Europe by giving the knowledge and launching pad for understanding the dynamic European market and will act as a division with the  latesttechnology and skilled labour


CASE 09: Case of water purifiers to consumer satisfying products
“In urban India, Hindustan Lever Network (HLN) is our direct selling initiative selling a special range of products.  It already reaches 1,400 towns with over 3 lakh consultants.  Besides reach, HLN enables dire3cdt interaction with consumers and customises solutions for them to give them a complete brand experience.”

Bringing FMCG Back to Growth Mr. M>S>Banga, 2005. In 1982, Eureka Forbes (EFL) was started as a joint venture between the Forbes Group and Electrolux of Sweden.  Today it is aRs 8000 million multi-product, multi-channel corporation—part of the prestigious Shapoorji Pallonji Group.

EFL introduced direct marketing in India, and pioneered concepts like ultimate vacuum cleaning (through its Euroclean brand),  electronic water purification ( Aquaguard), air purification (Euroair) and electronic security solutions (Eurovigil).  Today it is Asia’s largest direct selling organization with 7,000 frontline selling professionals touching the lives of 5.6 million homes every month.  Its network extends to 180 branch offices across 92 cities with another 450 small towns serviced through franchised direct operations.  EFL has also expanded channels to include a 3,800 strong dealer sales network and an institutional sales network.  Eureka Forbes is ranked among India’s Most Admired Consumer Durable Companies & a Best Employer.  Its methodology been discussed as ............
models, catering to people having access to different water.  A large range of models, catering to  people having access to different water conditions across the country, makes it the only water purifier to be able to customize solutions according to specific market needs.  While Aquaguard caters to the more upper class consumer, to address the all-pervasive need for pure safe water, the company introduced Aqua Sure range of water purifiers that are so effectively designed that they provide safe drinking water to homes even without electricity or a direct supply of piped water.  To cater to the consumers visiting retail outlets and malls every day, Forbes range of water purifiers is available on the retail shelf.  All water purifiers are rigorously tested in laboratories in India and across the world and this is the only range of water purifiers in India to be endorsed by the prestigious Indian Medical Association (IMA).

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ATTEMPT ONLY FOUR CASE SUDY

Case 1:
Want to be More Efficient, Spread Risk, and Learn and Innovate at the same Time? Try Building a “World Car”
Japanese car companies like Toyota and Honda Motor Company are pioneering the auto industries truly global manufacturing system. The companies aim is to perfect a cars design and production in one place and then churn out thousands of “world” cars each year that can be made in one place and sold worldwide. ……..
global production levels on a quarterly basis in response to economic conditions in different markets.
Questions:
1.    Discuss the strategies implemented by Toyota and Honda to achieve greater efficiency in car production.
2.    How do the automobile companies plan to simultaneously manage risk and gain efficiencies?
3.    Discuss how the car companies use national differences to gain a strategic advantage in the global car industry.

Case 2: Can Little Fish Swim in a Big Pond? Strategic Alliance with a Big Fish
Globalization and the ……………….
is going to say, ‘hey, I can do this by myself,’” Ms. Metayer says. The last thing any company needs is a rival who has intimate knowledge of its internal operations.
Questions:
1.    Why would small companies want to form alliances with much bigger companies?
2.    What risks do small companies face in forming such alliances?
3.    Discuss how a company should approach the opportunity to form an alliance with another company.
Case 3: The new Organizational Structure of Sumitomo Mitsui Financial Group
Sumitomo Mitsui Banking Corporation [SMBC] announced its plan for the organization structure of Sumitomo Mitsui Financial Group (SMFG), the holding company, which will be established on December 2, 2002. It also announced its plan …………………….
Planning Department will be abolished  and its functions for defined contribution pension funds will be transferred to the Corporate Employees Promotion Department of the Consumer Banking Unit.
Questions:
1.    Why is Sumitomo Mitsui Banking Corporation changing its organization structure?
2.    What type of structure is Sumitomo Mitsui Banking Corporation implementing? What are the main characteristics of the design?
3.    In your opinion, does the proposed structure fit with the global environment in which the company is operating? Why or why not?

Case 4    conflict Resolution for Contrasting Cultures
An American sales manager of a large Japanese manufacturing firm in the United States sold a multi-million-dollar order to an American customer. The order was to be filled by headquarters in Tokyo. The customer requested some changes to the product’s standard specifications and a specified dead-line for delivery.
……………………Also, we are concerned that the sales force has not worked hard enough to make customers understand our commitment to them.”

Questions:

1.    How are the managers of the Japanese manufacturing firm different from the American managers in the way they approach conflict resolution and decision making?
2.    Why do the Japanese consider the Americans managers impatient?
3.    What would you do to increase the amount of cooperation between the two parties?
4.    Why did the Japanese not respond to the e-mails and written messages from the Americans?






Case 5        All Eyes On the Corner Office
After more than a decade at the head of Siemens, the icon of German industry, Chief Executive Heinrich von Pierer is something of an icon himself.
In 2003, his name was floated briefly as a candidate for the German presidency. After years of investor criticism that he moved too slowly to transform the $93 billion electronics conglomerate into a global competitor, von ……………
“It could be someone who is not the strongest but has the strongest consensus among the gray heads,” says a source who works closely with Siemens. Still, it’s clear that at Siemens, gray heads are becoming ever more scarce.

Questions:
1.    What leadership skills have contributed to the success of the incumbent CEO, Heinrich Von Pierer? Describe his leadership style.
2.    Siemens faces challenges in the global marketplace. The company will likely require a different leadership style than Von Pierer’s to face these challenges. What style would you recommend to Siemens?
3.    Why would the age of the leader be an important consideration in a global company? Would it be important in your consideration of the candidates for CEO of Siemens? Why?

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Dorchester, Ltd is an old-line confectioner specializing in high-quality chocolates.  Through its facilities in the United Kingdom, Dorchester manufactures candies that it sells throughout western Europe and North America {United States and Canada}.  With its current manufacturing facilities, Dorchester has been unable to supply the U.S. market with more than 225,000 pounds of candy per year. This supply has allowed its sales affiliate, located in Boston, to be able to penetrate the U.S. market no farther west than St. Louis and only as far South as Atlanta.  Dorchester believes that a separate manufacturing facility located in the United States would allow it to supply the entire U.S. market and Canada (which presently accounts for 65,000 pounds per year).  Dorchester currently estimates initial demand in the North American market at 390,000 pounds, with growth at a 5 per cent annual rate. A separate manufacturing facility would, obviously, free up the amount currently shipped to the United States and Canada.  But Dorchester believes that this is only a short-run problem.  They believe the economic development taking place in Eastern Europe will allow it to sell there the full amount presently shipped to North America within a period of five years.