Entrepreneurship management IIBM EXAM ANSWER SHEETS PROVIDED. MBA EMBA BMS DMS ANSWERS PROVIDED. DR. PRASANTH MBA PH.D. DME MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
This section consists of Multiple Choice & Short Note type questions.
Answer all the questions.
Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. These entrepreneurs are very much sceptical in their approach in adopting or innovating new
technology in their enterprise.
a. Adoptive or imitative entrepreneurs
b. Fabian entrepreneurs
c. Both (a) & (b)
d. None
2. These entrepreneurs are conservative or orthodox in outlook
a. Innovative entrepreneurs.
b. Drone entrepreneurs
c. Imitative entrepreneurs
d. None
3. Entrepreneurs primarily involve themselves in Research & Development activities.
a. Active Partners
b. Solo Operators
c. Inventors
d. None
4. SWOT stands for_____________
5. Which of the following comes under negotiable instruments?
a. Promissory Note
b. Bills of Exchange
c. Cheque
d. All of the above
6. Industrial Dispute Act passed in____________
a. 1948
b. 1947
c. 1920
d. 1950
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7. KVIB stands for____________
a. Khadi and Village Industries Board
b. Khadi and Village Industrial Bank
c. Khadi and Village Insurence Bank
d. None
8. NABARD stands for____________
9. IFCI stands for____________
10. IDBI is a subsidiary of
a. State bank of India
b. Reserve bank of India
c. PNB
d. None
Part Two:
1. Discuss in brief the importance of cottage and village industries in india.
2. Write a short note on UTI
3. Write a short note on Cottage Industries.
4. What do you mean by Venture Capital?
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
Mahesh and Raja met while at a Compaq disc production company. Mahesh was in charge of editorial and
production, Raja ran the sales force. Mahesh decided to start his own company and invited Raja to join him.
Raja would handle sales and administration, while Mahesh managed the clients and directed production.MR
communications seemed like a perfect partnership. Things seemed to be going well, and they even landed a
major project.As time went by; Raja decided that he wanted a “creative” job too. He spent most of his time
producing Compaq discs rather than looking for new business. Mahesh‟s loyality to Raja made him blind to
many things that were obvious to others. Because of their friendship, he trusted that Raja was taking care of
his side of the business. As it turned out, Raja was not very good at the taskshe had taken on. He made
mistakes that reduced expected profits. He was not making new sales contacts, which was supposed to be
the main part of his job. If that were not enough, the feelings that he was letting his friend downmade Raja
feel even worse. Raja began to avoid talking to Mahesh. He stopped coming into the office. Finally, he
END OF SECTION A
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stopped returning phone calls. By the time Mahesh realised what was happening to the business, it was
too late. There were no new sales. What Mahesh thought were profits was the result of Raja not paying their
bills. Mahesh was left with more than Rs 5,50,000 in unpaid bills and other debts. A tearful message on the
answering machine from Raja “I‟m moving out to Chennai for a while. Sorry it didn‟t work out.” It took
Mahesh three years to dig out of the financial mess and get his new company up and running successfully.
Questions:
1. How could Mahesh and Raja have avoided the problems that led to the end of their partnership?
2. Why is this situation a good example of the difficulty in maintaining partnerships between friends?
Caselet 2
Reliance Engineering is a manufacturing firm with about 160 employees. The founder of the business,
Manoj, is not active now, and his son, Amit, is the person responsible for the business now. One of Amit‟s
sister, Ashwini, runs a small branch distribution office. Her husband, Arun works out of that office as a
salesperson. There are two other people in the office Amit is reorganizing the business and planning to
eliminate the two other office functions by moving them to the home office. Ashwini wants to hire her 21-
year-old daughter, who has a degree, to fill the soon-to-be-created position of office assistant. From
everything Amit understands, this is not the right thing to do. However, Ashwini can not understand why.
Amit has two sons about to leave college. His other sister, Veena, has one son, now out of college, and three
daughters still in school.Amit is not yet sure who else might want to join the business, but one of his sons,
who will graduate with an industrial engineering degree next year, has expressed some interest.
Questions:
1. Is there a list of do‟s and don‟ts regarding employment of family members in a family business?
2. Amit has not got down to documenting a family employment policy yet. Help him frame one.
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Explain the meaning and objectives of Entrepreneurship Development Programmes (EDPs) also
discuss the role of government in organizing EDPs.
2. What are the economic factors affecting the development of entrepreneurship? Explain the social
factors which govern the development of entrepreneurship.
END OF SECTION B
END OF SECTION C
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Examination Paper MM.100
E-Commerce
Section A: Objective Type & Short Questions (30 Marks)
This section consists of Multiple Choice and Short Note type questions.
Answer all the questions.
Part One carries1 mark each and Part two carries 5 marks each.
Part One:
Multiple Choices:
1. Which of the following comes under Global Information Distribution Networks?
a. Fibre optic long distance networks
b. Satellits
c. Both (a) & (b)
d. None
2. ___________is a software program loaded on a PC which allows to access or read information
stored on the internet.
a. Server
b. Browser
c. URL
d. None
3. URL stands for____________
4. HTTP stands for____________
5. HTML stands for ____________
6. It can be defined as convergence of branding information dissemination and sales transaction all in
one place.
a. Internet advertising
b. Internet marketing
c. None
d. All of the above
7. It is an enterprise to provide an interface ramp to the internet.
a. Internet protocol
b. Internet service provider
c. Internet
d. None
8. ___________is an electronic payment system, which can transfer money between its accounts.
a. Paypal
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b. Cybercash
c. Digicash
d. None
9. It is defined as a communication protocol as well as packet data service.
a. Cell relay
b. Frame relay
c. Asynchronous Transfer Mode
d. None
10. „WWW‟ stands for_____________
Part Two:
1. Define „Mobile Computing‟.
2. Distinguish between HTTP & URL.
3. Describe the role of consumer in e-commerce.
4. Explain the „Application Layer‟ of OSI model.
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
Entities like giving PR interviews, print ads, local campaigns, FM-ads, posters, etc. The present
scenario of the IT industry was that there was a huge demand in the IT industry with 200% manpower
growth for the year 2006-2007. Therefore, all IT industries were in the hiring phase. Big companies
were looking for new hunting grounds and poaching was common from mid-size companies. Average
industry attrition rate was 14-16%. Lateral hiring had become Titus Technologies was established in the
US in the year 1996, by a young engineering graduate, Nitesh Khare, from India who had come to
pursue his Masters‟ degree in Computer Science. After obtaining his Masters‟ degree from Michigan
University, he served there in a couple of organizations like Scientific Computing Associates, Linda
and 4D Corporation before the idea of Titus Technologies germinated. Before coming to the US, he had
founded Titus Infotech in the year 1991, just at the age of 21, at Bhopal, his hometown from where he
had graduated. The cost of living in this city was lower. The distances between places were lesser and
so it was easier to maintain a balance between one‟s professional and personal life. Many reputed
educational institutions were coming up. The city was developing at a fast pace and moreover, the
people had strong family bonding. The availability of professionally qualified persons made Bhopal a
good hunting ground for human resources. The company was basically a mid-size software developing
END OF SECTION A
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company that was into services like upgradation and product development. It catered to the software
industry and not the end consumers. Initially, the company at Bhopal developed a product for the
newspaper industries called „News-Sever‟. The initial start at Bhopal was with seven to eight members
who were all computer graduates. Meanwhile, Nitesh got an opportunity to go to the US for pursuing
his Master‟ degree in Computers. In 1996, he registered Titus Technologies as a software service
company in Cupertino, USA and Titus Infotech became the 100% subsidiary to this. Titus Technologies
USA, provided services to premier software companies like 4D Company, DeltaSoft, Lantive,
InfraOne, Logistics, Night Mire Software, etc. In its expansion move, some more members like Vice-
President Sales, Director Engineer and President Marketing of the company were inducted into the
company. Most of them were fresh computer graduates and shared alma mater with Nitesh. Titus
Infotech at Bhopal started focusing mainly on software product development and Titus Technologies
USA concentrated on the marketing and the sales functions. 90-95% of the revenue of the company was
from the US market. In 2001, Titus Infotech started its branch at Bangalore and in 2004, at Gurgaon
with all corporate functions centred at Bhopal. All the three centres functional with the same facilities
and parity were maintained in salary structure of its employees. The organization was almost at per with
the industry in offering its packages. The Bhopal centre had more than 350 software engineers in the
age group of 22-35 years who were engaged in upgrading systems, developing new products, etc. At
present, the company was operating in two buildings on three floors. The workforce had male/female
ratio of 3:2. The company had the vision to continue to be a strong outsourced software product, R&D
and services company to provide compelling benefits of global distributive development. Titus, in its
aim to have customer focus, tried to offer higher value to its customers by suggesting improvement is
„Changes in processes through technology initiatives‟. For this, they had developed „White Box
Offshore Engagement Model‟ which allowed a fast-paced client development group to engage with the
team without losing any control and visibility ay any time. This was a USP (Unique Selling
Proposition) since most of the IT services followed „Black Box Engagement Model‟ where a client did
not have complete knowledge or control over the team and its process and cared only about contracted
deliverables. On the contrary, the „White Box Offshore Engagement Model‟ ensured adequate one to
one communication and enduring relationship with the client. The company in its attempt to pick up the
right team, often engaged the client in team selection and refrained from shuffling the team members
among the different projects. Some of their employees had been working on the same project, albeit in
different projects roles, for the last five years. The company also took care in maintaining customers‟
confidentially by ensuring data and information security and by working with the direct competitors of
their clients. In 1998, it co-founded Logistics, which was involved in project architecture. Titus Infotech
encouraged open and free work environment wherein they opted for open door policy to encouraged
communication at all levels and the senior management made themselves accessible to every employee.
The participation of the employees was given high priority irrespective of their level in the
organization. The management encouraged employees to put forth their suggestions while working on a
project. All the team members had total involvement in product development through full exposure to
all facets of project development. This was further accentuated by the size of the team that would not
exceed 20 members. The company was totally result-oriented and had no fixed working hours. The
organization had a flat structure. The company had a half-yearly performance appraisal system where
every employee was appraised at two levels. The first was the self-appraisal and the second was at the
supervisory level. Since the employees directly interacted with the clients, there was an appraisal from
the clients, which was taken into consideration while evaluating the performance. Based on this
evaluation, the team leader would give the feedback to the employees and also have the feedback from
the employees and help them to upgrade their performance. Based on the performance appraisal, the
employees would be promoted to the next higher level as per the career growth chart of the
organization. Titus had an induction policy wherein new recruiters were made to stay in their guest
house and, helped in settling down by giving them the feel of the place. They also founded SPTCS
(Social Pool of Titus Computing System), an informal group of employees that would look after the
activities like picnics, birthdays, anniversaries, festive week, etc. The company had also founded hobby
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groups who would look after Yoga classes, Gym facility and Titus Band. Both these groups were
regulated by HR dept of the company that was headed by a young localite, Amit Sharma, a 31 year old
MBA who had earlier worked with mid-size organisations like Celtron, Mumbai as Executive
Marketing and Shruti Industries, Bhopal as Ass. HR, before joining Titus Infotech. He had been with
Titus Infotech for the last five years. The informal talks. There was also a small pantry operating, for 24
hours. It served lunch, breakfast and tea etc. at subsidized rates. Since, the employees had to work late
at night, pick-n-drop facility was also provided. To look into the satisfaction level of the employees,
Titus Infotech had started programmes like „know your Team”, wherein the team leader took his
members for lunch or coffee once in two months outside the company premises, to have an informal
interaction and have an unbiased feedback from the employees. The team leader communicated this
feedback to the top management. He also provided counseling to the employees when the need arose.
The company would also provide in-house training for skills upgradation as and when required.
Besides, there was HR-helpline, finance helpline, administrative helpline, where employees had direct
access to respective departments to seek instant help. The respective helplines were bound to reply
within 3-4 days. The company also had the system of exit interview. In their recruitment policy, the
company recruited fresh software engineering graduates and gave them rigorous training according to
their requirement. They claimed that their six months trained engineers were equivalent to other
engineers in IT Industry, with two years experience. To have the best from the campus Titus conducted
pre-placement talks, career counseling and arranged seminars for the students to impart them the
awareness about the company. They offered pre-pre placement live projects wherein the students would
get an opportunity to have the exposure to the job requirement and a direct interaction with the clients
while pursuing their studies. During this time, they also paid stipend to the students. Recognizing the
importance of brand consciousness among the software professionals, the company began investing
heavily in advertising and PR active a costly affair. There was a high demand for skilled employees,
which had made the scenario all the more complicated. Highly skilled employees wanted challenging
jobs and always sought better career prospectus and thus, were always on the move. Brands had become
their first priority followed by metro facilities, comfortable work environment, and lucrative packages.
Moreover, the employees further looked for tax benefit packages. This had made difficult for the
industry to retain the knowledge workers. Titus InfoTech was no exception to it. it had to experience
the brunt of the competitive environment of the industry. The attrition rate at the middle and the lower
level was high almost, 16-17%, though it was comparatively less at the senior level i.e. 3-4%.While
reviewing the exit interviews of the employees who had recently left by stating the reason of leaving for
better job opportunities, the HR head, Amit Sharma was wondering how to define better job
opportunities and what steps should be taken to cater to the job opportunities that could be termed
better.
Questions:
1. Critically evaluate the Human Resources Policies of “Titus Infotech”.
2. What other strategies would you suggest to reduce the attrition rate at the lower and middle levels?
Caselet 2
Tycoon Technologies was an Australia based multinational company having offices in Australia and
India. The company was dealing in the onsite project development and offshore software development
like Healthcare, Financial Services, Insurance, Supply Chain Management, Telecom, MIS and
Migration & Upgradation. Besides handling various offshore projects, the company had values
partnership with other successful software companies such as Bea, IBM, Sun Microsystems to name a
few and outsourced software R&D and supported services to software companies. It also offered expert
product engineering services with higher value benefits than merely the outstanding advantage. The
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company focused on solving the unique and challenging problems of building and supporting cuttingedge
software products. Their processes complemented the best practices of their Software Product
Development Maturity Model (SPDMM). Tom Hanks was the President of Tycoon Technologies and
had served as General Manager and CEO at IBM earlier. He focused on the development, satisfaction
and expansion of client relationships for offshore services. Sumit Tandon was the CEO the founder of
Tycoon in India, a visionary responsible for the success of these ventures. In India, the office was
located at Pune, Maharashtra. The company was working on the component-based and service-oriented
projects using J2EE, NET, various operating systems, relational and object databases and application
server platforms. Initially, the company started with a team of ten technical members only and
successfully progressed to a term of forty-five. The company believed that their Knowledge and
competence was a key differentiator and practiced knowledge – Innovation – Technology (K-I-T)
philosophy. It adhered to their four principles to work efficiently, be focused on detailed system
specification and project planning, meticulous division of work, roles and responsibilities between the
client. This kept the client team updated with the progress of the development efforts, through effective
communication of e-mails, conference calls, weekly updates, and regular reporting procedures. Tycoon
Technologies while undergoing the concerned project had to meet specific customer requirements that
were tackled for the first time in the IT Industry. The project which was handled by the company for the
website www.workhow.com <http://www.workhow.com> was operating like any other website based
on „pull technology‟ i.e., if the user working on the net made some changes at Application Server and
wanted that changes to be visible at the browser end then refreshing of the page was necessary to pull
back (or get) data from Application Server. However, the requirement of client was to get rid from the
compulsion of refreshing the page i.e., the changes submitted to the Application Server must be visible
at browser end at that particular instance without refreshing the page, the data from the application
server must be pushed back to the browser. For the implementation of push, the company maintained a
queue at the web server end. In this queue concept, the technology used two invisible frames for
asynchronous subscription of data over the heterogeneous applications. The first frame performed
publishing of data that is, putting back the data to client. The second frame made sure that the
connection was always there to push back the data. The subscribed call was asynchronous and every
time a new object was required. The object used two fields call number and customer id to push back
data. The coding was about 15-20 thousand lines of JavaScript and due to limitation of Java Script the
implementation was quite complex and took 6-7 years. After the implementation of project, the client
faced an operational problem when one of its users opened several windows of the web site by pressing
Ctrl-N button. After opening the successive browser windows, user was not aware that same object
code was shared amongst all the windows while HTML code for individual browser window was
different. The first limitation that was found during usage was that maximum four instances of browser
windows could be made functional. Another limitation was upon closing the main browser window; all
the instances created by main browser window became un-operational. To resolve the problem few
options were there, the first option was to associate separate object with each instance browser window
but the problem with this option was CPU cycle got elongated because of each new object code thereby
decreasing the CPU utilization. The second option was to make the main browser window as the leader
and the declaration that it is dying and then new leader is selected on the basis of a separate algorithm
and operations go on as normal. This option was found effective in terms of CPU utilization as well as
meeting client requirements. Hence, it was implemented for the successful completion of the project
module In this line, the features incorporated by Tycoon Technologies in the Website
www.workhow.com had been implemented and was running successfully since four years. The clients
patented the developed modules.
Questions:
1. What were the factors of KIT philosophy that helped the company in being successful?
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2. While were the leader is dying what could be the possible criteria for selection of a new leader in
the algorithm?
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What is computer based technology? What are different types of networks for global distribution
networks?
2. What do you mean by internet protocol? Differentiate between search engine and internet service
provider.
S-2-300813
END OF SECTION B
END OF SECTION C
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