IIBM MBA EXAM FREQUENTLY ASKING CASE STUDY ANSWERS
FOR ANY IIBM MBA EXAM CASE STUDY ANSWERS CONTACT:
DR. PRASANTH BE BBA MBA PH.D. MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
CASE STUDY 1
Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are
located at all the major cities in the country. Her staff consists of twelve salespersons and
support personnel. Each salesperson. is paid commission based on sales. All the salespersons
are expected to do other tasks, such as assisting the merchandise manager, arranging the
displays, and handling customer complaints. These tasks, and a few others, are to be shared
equally among the sales persons.
The store's sales target is established at the headquarters of the furniture chain. This target is
divided by the number of salespersons and each is expected to meet his or her personal target
Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom
happens, the store's target is usually not met. Ranjan, however, often does not help in doing the
common tasks, much to the frustration of the other eleven salespeople, who feel that if they do
not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors,
neglected clients, and did not do his share of the common tasks. When confronted by the store
manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost
nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely
and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect.
Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the
morale of the other salespersons had begun to deteriorate.
Questions:
Mr. Priyanka should think about the moral training of sales persons first then think about the following aspects
CASE STUDY 2
inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler
radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler
radar equipment design and production, All Avionics equipment design were state of the art at
the time of their design, a result of the importance research and development engineering for
the department's future.
As the division grew and Avionics's success with Doppler systems brought large increases in
sales, Mr. Ketan's preoccupations became considerably more managerially than technical. He
began to reassess some of his own thinking about organizations. The organization appeared
too weak, both structurally and managerially, to cope with the increasing complexity of his division's activities. Mr. Ketan was finding it impossible to cope with the number of major
decisions that had to be made. Six major programs and several minor ones were in different
stages of design and/or production. All had different customers, sometimes in different
countries. Every program's product although they were all Doppler radar systems, was
significantly different from every other one, particularly in its technology. Nevertheless the
programs had to share manufacturing facilities, major items of capital equipment, and
specialized functions. Mr. Ketan felt he had to find some way to force the whole decision
process down to some level below his own.
Question:
ANSWER
A company with a strong organizational structure benefits from improved communication, a well-defined hierarchy and the ability to create a unified company message. As efficient as organizational structure can be, it can also create problems that can lead to loss of productivity and internal conflict. In order to maintain a robust company framework, you need to be able to identify issues within an organizational structure and deal with them as they occur................................
CASE STUDY 3
Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a two-
week trip auditing customer accounts and prospective accounts in the southern states. His
primary intention was to do follow-up work on prospective accounts contacted by sales staff
members during the past six months. Prospective clients were usually furniture dealers or
large department stores with furniture departments.
To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts
were fictitious. The people had obviously turned in falsely documented field reports and
expense statements. Company salespeople had actually called upon 3 of 22 reported furniture
stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed
approximately 85 percent of the goodwill contacts. Further study showed that all salespeople
had followed this general practice and that not one had a clean record.
M r. Sachin decided that immediate action was mandatory although the salespeople were
experienced senior individuals. Angry as he was, he would have preferred, firing them. But
he was responsible for sales and realized that replacing the staff would seriously cripple the
sales program for the coming year.
Questions
As Mr. Sachin to resolve the problem of the false reports follow the following
1.Only send email to customers who have opted to receive them. Encourage them to sign up through some kind of promotion or newsletter.
CONTINUE.......
CASE STUDY 4
Sanjay Nagpal is a new recruit from a reputed management institute. He is recruited as a
sales trainee in a sales office of a large computer hardware firm located in Chennai.
Raghvan is the zonal sales manager responsible for overseeing the work of sales officer, field
executives and trainee salesmen numbering over 50 of three areas namely Chennai,
Bangalore, and Trivandrum.
The sales growth of the products in his area was highly satisfactory owing to the
developmental initiatives taken by respective State Governments in spreading computer
education.
Raghvan had collected several sales reports, catalogues and pamphlets detailing the types of
office equipment sold by the company for Sanjay’s reference.
After short chat with Sanjay, Raghvan assisted him to his assigned desk and provided
him with the material collected. Thereafter Raghvan excused himself and did not return.
Meanwhile, Sanjay scanned through the material given to him till 5:00pmbefore leaving
office.
Questions
ANSWER
Mr. Raghavan has to give Mr. Sanjay an induction training program. The way of Mr. Raghavan’s approach of training is totally wrong.
Various studies have shown that induction training directly affects employee attrition rate. It is a well-known fact that more than 25% of new employees decide to stay with or quit an organization in the first week of their stint. Employee training is very important for the organization, and delivering an effective induction training program to new employees who join the company should be its first priority.
The main purpose of induction training is to integrate new employees into the company and make them understand the systems and procedures followed by the organization. Induction training helps new employees settle down quickly in the new work environment, and gives them a sense of belonging.
Induction training is the first training program in which the employee participates after he joins the organization. Induction training provides him all the information needed to start performing his duties. If an employee is trained well in the induction program, he can easily adapt to his new role and start delivering results quickly – that’s how it saves the organization a lot of money and time.
People join a company with a lot of expectations, and at the same time, they have lot of questions about the organization. All these queries must be answered in the induction training. Ineffective induction training leaves new employee confused about the job. Employees may feel frustrated and helpless, if they are not trained properly. On the other hand, effective induction training goes a long way in increasing staff retention rate and reducing employee turnover in a big way.
A good induction training program covers all aspects of the company thoroughly. It helps new employees become familiar with the organization’s work culture, vision, mission, and goals. At the same time, new employees understand their own role in achieving the goals of the company. This will help enhance the efficiency of employees quickly, as they adjust to the work culture of the organization and get involved in their job. Overall, it greatly helps increase the operational efficiency of the organization.
FOR ANY IIBM MBA EXAM CASE STUDY ANSWERS CONTACT:
DR. PRASANTH BE BBA MBA PH.D. MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
CASE STUDY 1
Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are
located at all the major cities in the country. Her staff consists of twelve salespersons and
support personnel. Each salesperson. is paid commission based on sales. All the salespersons
are expected to do other tasks, such as assisting the merchandise manager, arranging the
displays, and handling customer complaints. These tasks, and a few others, are to be shared
equally among the sales persons.
The store's sales target is established at the headquarters of the furniture chain. This target is
divided by the number of salespersons and each is expected to meet his or her personal target
Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom
happens, the store's target is usually not met. Ranjan, however, often does not help in doing the
common tasks, much to the frustration of the other eleven salespeople, who feel that if they do
not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors,
neglected clients, and did not do his share of the common tasks. When confronted by the store
manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost
nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely
and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect.
Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the
morale of the other salespersons had begun to deteriorate.
Questions:
- What Should Ms. Priyanka do?
Mr. Priyanka should think about the moral training of sales persons first then think about the following aspects
- Identify The Different Types Of Ethical Training she Can Include
- Ethical conduct, both in and out of the office
- Customer privacy and data protection
- Company code of ethics
- Common ethical dilemmas
- Company culture
- Customer relations
- Regulatory and compliance training
- Diversity training
- What are the standards of performance? Should they be changed? If so, in what ways? (10 )
CASE STUDY 2
- Ketan Parekh had worked his way up through the technical arm of ANC Company to
inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler
radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler
radar equipment design and production, All Avionics equipment design were state of the art at
the time of their design, a result of the importance research and development engineering for
the department's future.
As the division grew and Avionics's success with Doppler systems brought large increases in
sales, Mr. Ketan's preoccupations became considerably more managerially than technical. He
began to reassess some of his own thinking about organizations. The organization appeared
too weak, both structurally and managerially, to cope with the increasing complexity of his division's activities. Mr. Ketan was finding it impossible to cope with the number of major
decisions that had to be made. Six major programs and several minor ones were in different
stages of design and/or production. All had different customers, sometimes in different
countries. Every program's product although they were all Doppler radar systems, was
significantly different from every other one, particularly in its technology. Nevertheless the
programs had to share manufacturing facilities, major items of capital equipment, and
specialized functions. Mr. Ketan felt he had to find some way to force the whole decision
process down to some level below his own.
Question:
- What is the principal problem with ANC's existing organizational Structure?
ANSWER
A company with a strong organizational structure benefits from improved communication, a well-defined hierarchy and the ability to create a unified company message. As efficient as organizational structure can be, it can also create problems that can lead to loss of productivity and internal conflict. In order to maintain a robust company framework, you need to be able to identify issues within an organizational structure and deal with them as they occur................................
- How can the matrix form of organization assist Mr. Ketan?
CASE STUDY 3
Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a two-
week trip auditing customer accounts and prospective accounts in the southern states. His
primary intention was to do follow-up work on prospective accounts contacted by sales staff
members during the past six months. Prospective clients were usually furniture dealers or
large department stores with furniture departments.
To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts
were fictitious. The people had obviously turned in falsely documented field reports and
expense statements. Company salespeople had actually called upon 3 of 22 reported furniture
stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed
approximately 85 percent of the goodwill contacts. Further study showed that all salespeople
had followed this general practice and that not one had a clean record.
M r. Sachin decided that immediate action was mandatory although the salespeople were
experienced senior individuals. Angry as he was, he would have preferred, firing them. But
he was responsible for sales and realized that replacing the staff would seriously cripple the
sales program for the coming year.
Questions
- As Mr. Sachin, what would you do now to resolve the problem of the false
As Mr. Sachin to resolve the problem of the false reports follow the following
1.Only send email to customers who have opted to receive them. Encourage them to sign up through some kind of promotion or newsletter.
CONTINUE.......
- What could Mr. Sachin have done to prevent this problem? (10)
CASE STUDY 4
Sanjay Nagpal is a new recruit from a reputed management institute. He is recruited as a
sales trainee in a sales office of a large computer hardware firm located in Chennai.
Raghvan is the zonal sales manager responsible for overseeing the work of sales officer, field
executives and trainee salesmen numbering over 50 of three areas namely Chennai,
Bangalore, and Trivandrum.
The sales growth of the products in his area was highly satisfactory owing to the
developmental initiatives taken by respective State Governments in spreading computer
education.
Raghvan had collected several sales reports, catalogues and pamphlets detailing the types of
office equipment sold by the company for Sanjay’s reference.
After short chat with Sanjay, Raghvan assisted him to his assigned desk and provided
him with the material collected. Thereafter Raghvan excused himself and did not return.
Meanwhile, Sanjay scanned through the material given to him till 5:00pmbefore leaving
office.
Questions
- What do you think about Raghavan’s training program? (10)
ANSWER
Mr. Raghavan has to give Mr. Sanjay an induction training program. The way of Mr. Raghavan’s approach of training is totally wrong.
Various studies have shown that induction training directly affects employee attrition rate. It is a well-known fact that more than 25% of new employees decide to stay with or quit an organization in the first week of their stint. Employee training is very important for the organization, and delivering an effective induction training program to new employees who join the company should be its first priority.
The main purpose of induction training is to integrate new employees into the company and make them understand the systems and procedures followed by the organization. Induction training helps new employees settle down quickly in the new work environment, and gives them a sense of belonging.
Induction training is the first training program in which the employee participates after he joins the organization. Induction training provides him all the information needed to start performing his duties. If an employee is trained well in the induction program, he can easily adapt to his new role and start delivering results quickly – that’s how it saves the organization a lot of money and time.
People join a company with a lot of expectations, and at the same time, they have lot of questions about the organization. All these queries must be answered in the induction training. Ineffective induction training leaves new employee confused about the job. Employees may feel frustrated and helpless, if they are not trained properly. On the other hand, effective induction training goes a long way in increasing staff retention rate and reducing employee turnover in a big way.
A good induction training program covers all aspects of the company thoroughly. It helps new employees become familiar with the organization’s work culture, vision, mission, and goals. At the same time, new employees understand their own role in achieving the goals of the company. This will help enhance the efficiency of employees quickly, as they adjust to the work culture of the organization and get involved in their job. Overall, it greatly helps increase the operational efficiency of the organization.
- What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods? (10)
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