HOSPITALITY MANAGEMENT IIBM EXAM ANSWER SHEETS PROVIDED WHATSAPP 91 9924764558
CONTACT:
DR. PRASANTH MBA PH.D. DME MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Hospitality Management
Section A: Objective Type (30 marks)
This section consists of True and False and Short Note Types Questions.
Answer all the questions.
Part one carries1 mark each and Part Two carries 5 marks each.
Part One:
True and False:
1. ADA stands for Americans with Disabilities Act.
2. NOT stands for National Offices of Tourism.
3. Management contracts have been responsible for the hotel industry‟s rapid boom since the 1960s.
4. High-speed Internet service is free form of information technology that these businesses can utilize.
5. One of the most crucial IT decisions is choosing the right POS system.
6. Forecasting is the prediction of present outcomes.
7. The top independent restaurant in terms of sales is the Tavern on the Green in New York City, which opened in 1976.
8. A fine dining restaurant is one where a good selection of seat arranged is offered.
9. Terms to understand in B&I foodservices are contractors, self-operators, & Liaison personnel.
10. Every manager must function the as a leader, motivating and encouraging employees is called spokesperson role.
Part Two:
1. List the various types of Hotel operation Theories?
2. Discuss the different types of activities of front office in Hotel?
3. Write the Short note on Housekeeping?
4. What are the guidelines for security of cash?
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
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
Airline Commission Caps
Travel agents have begun legal action and public campaigns to combat several airlines‟ decisions to lower commissions for writing tickets, and have warned of higher ticket costs if other airlines follow. Most U.S. airlines have lowered the commission rate on tickets for domestic flights to a $20 cap for a round-trip fare. International commissions also fell and vary from airline to airline.As consumers begin to balk at rising prices and Wall Street presses for continued earnings growth, airlines must cut costs by turning to their second largest expense, the $12 billion spent annually for costs such as travel agent commissions. It has become clear that airlines can do nothing about fuel prices management has any power over is the area of distinction expenses.American Express Corporate Services Agencies, which books mostly business travelers, warned that if other airlines follow suit, some travel agencies will go out of business. That would send more businesses to airlines‟ reservation agents, who do not offer the lowest available fares from all carries, or could result in travel agents passing costs along to consumers.The American Society of Travel Agents, which represent 24,000 agents, and The Association of Retail Travel Agents, a trade group that represents 4,000 travel agents, have announced they will seek U.S. congressional approval to allow small, “business-sized” travel agents to bargain collectively with the major airlines and to steer customers to “friendly” airlines when negotiating fails. The associations believe that the cut in commissions in less than three years is a slap in the face.After the introduction of the initial cap of $25 for one-way domestic tickets and $50 for round-trip tickets, many agents complained caps would eliminate jobs and reduce earnings. A class action lawsuit followed on behalf of 33,000 travel agents, alleging price fixing. Some travel agents also steered customers away from other airlines such as Delta in retaliation.In September 1996, American, Delta, Northwest, and United agreed to pay $72 million in cash to settle the lawsuit.
1. If you owned a travel agency, what would your reaction to the reduced commission cap be?
2. What options would you consider?
Caselet 2
Java Coffee House
Michelle Wong is manager of the Java Coffee House at a busy location on Union Street in San Francisco. Michelle says that there are several challenges in operating a busy coffeehouse, such as training staff to handle unusual circumstances. For example, one guest consumed a cup of coffee and ate two-thirds of a piece of cake and then said he didn‟t like the cake. Another problem is suppliers who quote good prices to get her business and then, two weeks later, raise the price of some of the items.Michelle says that young employees she has at the Java Coffee House are her greatest challenge of all. According to Michelle, there are four kinds of employees – lazy; good , but not responsible; those who steal; and great ones who are no trouble.
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IIBM Institute of Business Management
1. What are some suggestions for training staff to handle unusual circumstances?
2. How do you ensure that suppliers are delivering the product at the price quote?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 10 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What do you mean by Hotel Management? What are the functions of Hotel Management?
2. Define the term operational strategy? And also explain the Model framework for Hotel organizations?
3. What do you mean by Food Services? List the Different types of Food service?
END OF SECTION C
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Hospitality & Tourism Marketing
Section A: Objective Type (30 marks)
This section consists of Multiple Choice and Short Notes Type Questions.
Answer all the questions.
Part one carries 1 mark each and Part Two questions carry 5 marks each.
Part One:
Multiple forms:
1. In SMERF, S stands for_____________
a. Social
b. Service
c. Sale
d. None of the above
2. If the Question Mark businesses are successful then they become Stars.(T/F)
3. Customers can be considered under_____________
a. Micro environment forces
b. Macro environment forces
c. none
d. depending on the area of consideration any of the above
4. Demography is the study of________________
5. Generation X consist of the people born between__________
a. 1946 to 1964
b. 1965 to 1976
c. 1977 to 1994
d. None of the above
6. In „SMERF‟ M stands for____________
a. Money
b. Model
c. Military
d. Market
7. Aural dimensions of environment are volume and pitch.(T/F)
8. NAM stands for_____________
a. National Account Management
b. National Accounting Market
c. National Autonomous Market
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d. Both (a) & (b)
9. Fixed costs are also known as „Overheads‟.(T/F)
10. Lobbying is dealing with legislators and government officials to promote or defeat legislation and regulation.(T/F)
Part Two:
1. What do you understand by „Hospitality Marketing‟?
2. Explain the various types of Marketing in service Industries?
3. Write a short note on Hospitality Marketing Mix?
4. Describe the factors influencing the consumer Behaviour?
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
International Travel Agency
The president of International Travel Agency was concerned about the performance of the sales force. It was felt that members of the sales force did not really utilize their sales opportunities, but instead though only about selling a ticket to a customer from point A to point B. The sales force did not seem to have an interest in maximizing sales and profits by aggressively selling the entire product mix. In total, the agency had a sales force of eight. Three members of the sales force were referred to as executive sales consultants. These people called on commercial accounts and were expected to spend more of their time outside the office. The remaining five persons were referred to as travel counselors and worked entirely within the agency. None of the travel counselors who worked within the agency were assigned a quota. The executive sales consultants, who worked outside the office, were assigned a sales quota. Failure to meet a quota would be discussed with the salesperson, but no other action was usually taken unless this failure continued for several months. If serious and persistent deficiencies existed, the salesperson could be subject to discharge.The agency provided nine to twelve familiarization (fam) trips for members of the sales force each year. This meant that each salesperson could experience at least one trip per year, as they were assigned on a rotating basis. These trips did not reduce time from the salesperson‟s guaranteed number of days of annual vacation. The purpose of a fam trip was to acquaint travel agents with destination areas and the services of airlines, hotels, restaurants, and so on. The president felt that the agency could maximize profits by selling more
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IIBM Institute of Business Management
travel services to clients and that the sales force was concerned only about selling tickets. An analysis of the product mix of International Travel revealed that approximately 85 percent was accounted for by airline tickets. The remaining 15 percent consisted of allied travel services, including hotels, rental cars, and entertainment. Of these, the majority consisted of hotel reservations. Less than one percent was accounted for by the sale of traveler‟s checks. One of the members of management offered the analogy of a businessman entering a clothing store. If a customer purchases a suit, the salesclerk asks if the customer might need a new shirt or tie to go with the suit. Travel agents are no different. They write a ticket from Chicago to Hong Kong or London for a client and never bother to ask if the client needs hotel accommodations, rental cars, travelers checks, or other services that an agency handles. The president of International Travel had tried to encourage the sales force to sell other services but felt that they seemed uninterested in taking the time and effort required. The president believed that maximizing sales of the complete product mix would lead to maximum profits and that something must be done to encourage cross-selling.
1. What can be done to encourage the sales force to engage in more cross-selling?
2. Discuss what is needed in terms of sales incentives and sales controls to achieve the objectives of International Travel Agency.
Caselet 2
TANGLEWOOD PARK: VANTAGE GOLF TOURNAMENT
Tanglewood Park has a budget of $4.8 million per year and golf is the primary moneymaker for the park, but over the past four years, Tanglewood has steadily lost money on its golf greens. In 1994, golfers paid about $1 million to play on the championship course where the Vantage is held. However, the amount of maintenance needed to keep this course in top shape and the loss of revenue when the course is shut down for repairs have created an economic problem. The general public who pays county taxes has been restricted from the greens to ensure that the course will be in shape for the Vantage tournament. Revenue from the championship course was expected to be $428,000 less in 1997 than in 1994. “We‟re trying to product our investment,” said Rich Schmidt, finance officer for the park. The dilemma is that golfers who are viewed as “big-buck spenders” want to play where the pros play, said Francie Bray, director of marketing for the park. How much does the county get from these players and the thousands of visitors who attend the three-day tournament? Nobody knows! Officials with the Country Tourism and Development Authority don‟t know and neither do officials of the tournament, but most are from Forsyth and surrounding counties. So its doubtful that these people add much revenue to the county. They don‟t stay in hotels or make extra trips to the restaurant as a result of the tournament. Many observers feel that the only real spenders are the 500 people directly associated with the Vantage. That includes golfers, caddies, guest, and the media, said Richard Habeggar, tournament director. John Wise, general manager of the Adam‟s Mark Hotel in nearby Winston-Salem, said he expects some of the 615 rooms to be filled with tournament guests, but when asked how much the tournament helped, he said, “That‟s tough to say. If we didn‟t have the Vantage, we‟d attract business from other events.” An official from the Ramada Inn said that the 147 rooms for the tournament period were booked, but some had been sold to people attending weddings. Despite a budget of $3 million by R.J. Reynolds to sponsor the Vantage, the company started the 1996 tournament with a $250,000 deficit. Tournament officials have noticed a slump in ticket sales and cut expenditures by airing the event on the Golf Channel rather than ESPN, which broadcast the event for ten years. Pete Brunstetter said he wasn‟t certain of the future for the tournament but said that the county couldn‟t help to subsidize it. The lack of reliable statistics concerning the economic advantages of the tournament to the county and to the local visitor industry undoubtedly hurt. Elected officials responsible for the careful expenditure of tax money and professional managers of a county
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public park must support their decisions. The absence of reliable data makes it nearly impossible to mount a defense the public will accept.
1. The county commissioners need information to make a decision on the golf tournament. Using the marketing research process, develop a research plan that will provide the commissioners with the information they need.
2. Explain why it is important on the economic contribution of social events, both before and after the event.
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What is the meaning of Tourism Marketing? How would you explain the role of Tourism organization in Tourism Marketing?
2. Identify a restaurant or hotel market segment in your community that you feel would be a good market segment to target. Explain the marketing mix you would put together to go after this market segment.
END OF SECTION C
S-2-300813
Examination Paper of Business Communication
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IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Subject Code-B-109 Business Communication
Section A: Objective Type & Short Questions (30 marks)
This section consists of multiple choices and Short Notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part Two questions carry 4 marks each.
Part one:
Multiple choice:
1. __________is an essential function of Business Organizations:
a. Information
b. Communication
c. Power
d. None of the above
2. Physiological Barriers of listening are:
a. Hearing impairment
b. Physical conditions
c. Prejudices
d. All of the above
3. Which presentation tend to make you speak more quickly than usual:
a. Electronic
b. Oral
c. Both „a‟ and „b‟
d. None of the above
4. What is the main function of Business Communication:
a. Sincerity
b. Positive language
c. Persuasion
d. Ethical standard
5. The responsibilities of the office manager in a firm that produces electronics spares is:
a. Everything in the office runs efficiently
b. Furniture and other equipment in the office is adequate
c. Processing all the incoming official mail and responding to some
d. All of the above
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IIBM Institute of Business Management
6. Labov‟s Storytelling Model based on:
a. Communication through speech
b. Language learning
c. Group Discussions
d. None of the above
7. Diagonal Communication is basically the:
a. Communication across boundaries
b. Communication between the CEO and the managers
c. Communication through body language
d. Communication within a department
8. How to make Oral Communication Effective?
a. By Clarity
b. By Brevity
c. By Right words
d. All of the above
9. Direct Eye contact of more than 10 seconds can create:
a. Discomfort & Anxiety
b. Emotional relationship between listeners and speakers
c. Excitement
d. None of the above
10. Encoding means:
a. Transmission
b. Perception
c. Ideation
d. None of the above
Part Two:
1. Define 7C‟s of effective communication.
2. Explain „Space Language‟.
3. Differentiate between good listeners and bad listeners.
4. List the different types of business report.
5. Define „Kinesics‟.
END OF SECTION A
Examination Paper of Business Communication
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IIBM Institute of Business Management
Section B: Caselets (40 marks)
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200
words).
Caselet 1
Mr. and Mrs. Sharma went to Woodlands Apparel to buy a shirt. Mr. Sharma did not read the
price tag on the piece selected by him. At the counter, while making the payment he asked for
the price. Rs. 950 was the answer.
Meanwhile, Mrs. Sharma, who was still shopping came back and joined her husband. She was
glad that he had selected a nice black shirt for himself. She pointed out that there was a 25%
discount on that item. The counter person nodded in agreement.
Mr. Sharma was thrilled to hear that “It means the price of this shirt is just Rs. 712. That‟s
fantastic”, said Mr. Sharma.
He decided to buy one more shirt in blue color.
In no time, he returned with the second shirt and asked them to be packed. When he received the
cash memo for payment, he was astonished to find that he had to pay Rs. 1,900 and Rs. 1,424.
Mr. Sharma could hardly reconcile himself to the fact that the counter person had quoted the
discounted price which was Rs. 950. The original price printed on the price tag was Rs. 1,266.
Questions
1. What should Mr. Sharma have done to avoid the misunderstanding?
2. Discuss the main features involved in this case.
Caselet 2
I don‟t want to speak to you. Connect me to your boss in the US,” hissed the American on the
phone. The young girl at a Bangalore call centre tried to be as polite as she could. At another call
centre, another day, another young girl had a Londoner unleashing himself on her, “Young lady,
do you know that because of you Indians we are losing jobs?”
The outsourcing backlash is getting ugly. Handling irate callers is the new brief for the young
men and women taking calls at these outsourced job centres. Supervisors tell them to be „cool‟.
Avinash Vashistha, managing partner of NEOIT, a leading US-based consultancy firm says,
“Companies involved in outsourcing both in the US and India are already getting a lot of hate
mail against outsourcing and it is hardly surprising that some people should behave like this on
the telephone.” Vashistha says Indian call centre‟s should train their operators how to handle
such calls. Indeed, the furor raised by the Western media over job losses because of outsourcing
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IIBM Institute of Business Management
has made ordinary citizens there sensitive to the fact that their calls are being taken not from
their midst, but in countries such as India and the Philippines.
The angry outbursts the operators face border on the racist and sexist, says the manager of a call
centre in Hyderabad. But operators and senior executives of call centres refuse to go on record
for fear of kicking up a controversy that might result in their companies‟ losing clients overseas.
“It‟s happening often enough and so let‟s face it,” says a senior executive of a Gurgaon call
centre, adding, “This doesn‟t have any impact on business.”
Questions
1. Suppose you are working as an operator in a call centre in India and receiving calls
from Americans and Londoners. How would you handle such calls?
2. Do you agree with the view such abusive happenings on the telephone do not have any
impact on business?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 200 to 250
words).
`
1. What do you by Communication Barriers? How and why do they occur? What can be
done to overcome the Barriers to Communication?
2. Define and explain the term Negotiation and also briefly explain the phases of
Negotiation.
END OF SECTION C
S-2-250613
Examination Paper of International Business Management
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IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
International Business Management
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 carries 1 mark each and Part Two carries 5 marks each.
Part One:
Multiple choices:
1. What is the series consideration for strategy implementation?
a. Strategic orientation
b. Location
c. Dimensions
d. Both (a) & (b)
2. The major activity in global marketing is:
a. Pricing policies
b. Product lines
c. Market assessment
d. All of the above
3. The third „P‟ in the international marketing mix is:
a. Product
b. Price
c. Promotion
d. Place
4. The European Economic Community was established in____________
a. 1958
b. 1975
c. 1967
d. 1957
5. Environment Protection Act on______________
a. 1986
b. 1967
c. 1990
d. None of the above
6. People‟s attitude toward time depend on:
a. Language
b. Relationship
c. Culture
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IIBM Institute of Business Management
d. All of the above
7. Culture necessitates adaption of :
a. Product
b. Price
c. Promotion
d. Place
8. The legal term for brand is:
a. Symbol
b. Name
c. Trade mark
d. All of the above
9. FDI flows are often a reflection of rivalry among firms in____________
a. Global market
b. Indian market
c. International market
d. None of the above
10. ISO certification is:
a. Expensive process
b. Elaborate process
c. Evaluative Process
d. Both (a) & (b)
Part Two:
1. What do understand by „Inward-oriented Policies‟?
2. What is „Factor Endowments Theory‟?
3. Explain the term „Totalitarianism‟.
4. Write about „Persistent Dumping‟.
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
Examination Paper of International Business Management
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IIBM Institute of Business Management
THE EU’S LAGGING COMPETITIVENESS
In a report produced for the European Commission, published in November 1998, it was argued that
the EU lags behind the USA and Japan on most measures of international competitiveness. Gross
domestic product per capita, sometimes used as an indicator of international competitiveness at the
country level, was 33 per cent lower in the EU as a whole than in the USA and 13 per cent lower
than in Japan. The EU‟s poor record in creating employment was singled out for particular criticism.
As this appeared to apply across the board in most industrial sectors, it suggested that the EU‟s poor
performance related to the business environment in general and, in particular, to the inflexibility of
Europe‟s labour markets for goods and services. A shortage of risk capital for advanced
technological development and high cost and inefficiency of Europe‟s financial services were also
highlighted by the report. For one reason or another, European industries generally lag behind in
technology industries. If measured by the number of inventions patented in at least two countries, the
USA is well ahead of most European countries, as well as Japan. Despite these shortcomings, the
report‟s authors focus attention on flexible markets, market liberalisation, and the creation of a
competitive business environment rather than on targeted intervention by the EU or national
authorities.
Questions:
1. Is gross domestic product per capita a useful indicator of International competitiveness in the EU?
2. Is it fair to point the blame for the EU‟s poor international competitiveness at inflexible labour
markets, regulated goods and services markets, and a general lack of competition? What
alternative explanations might be suggested?
Caselet 2
PERU
Peru is located on the west coast of South America. It is the third largest nation of the continent (after
Brazil and Argentina), and covers almost 500,000 square miles (about 14 per cent of the size of the
United States). The land has enormous contrasts, with a desert (drier than the Sahara), the towering
snow-capped Andes mountains, sparkling grass-covered plateaus, and thick rain forests. Peru has
approximately 27 million people, of which about 20 per cent live in Lima, the capital. More Indians
(one half of the population) live in Peru than in any other country in the western hemisphere. The
ancestors of Peru‟s Indians were the famous Incas, who built a great empire. The rest of the
population is mixed and a small percentage is white. The economy depends heavily on agriculture,
fishing, mining, and services. GDP is approximately $115 billion and per capita income in recent
years has been around $4,300. In recent years the economy has gained some relative strength and
multinationals are now beginning to consider investing in the country. One of these potential
investors is a large New York based that is considering a $25 million loan to the owner of a Peruvian
fishing fleet. The owner wants to refurbish the fleet and add one more ship. During the 1970s, the
Peruvian government nationalised a number of industries and factories and began running them for
the profit of the state. In most cases, these state-run ventures became disasters. In the late 1970s, the
fishing fleet owner was given back his ships and are getting old and he needs an influx of capital to
make repairs and add new technology. As he explained it to the NEW YORK banker: “fishing is no
longer just un art. There is a great deal of technology involved. And to keep costs low and be
competitive on the world market , you have to have the latest equipment for both locating as well
as catching and then loading and unloading the fish.”Having reviewed the fleet owner‟ operation, the
large multinational bank believes that the loan is justified. The financial institution is concerned ,
Examination Paper of International Business Management
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IIBM Institute of Business Management
however , that the Peruvian government might step in during the next couple of years and again
take over the business . If this were to happen, it might take an additional decade, for the loan to be
repaid. If the government were to allow the fleet owner to operate the fleet the way he has over the
last decade, the loan could be rapid within seven years. Right now, the bank is deciding on the
specific terms of the agreement. Once these have been worked out , either a loan officer will fly
down to lima and close the deal or the owner will be asked to come to NEW YORK for the signing.
Whichever approach is used, the bank realize that final adjustments in the agreement will have
to be made on the spot. Therefore, if the bank sends a representative to Lima, the individual will have
to the authority to commit the bank to specific terms. These final matters should be worked out within
the next ten days.
Questions:
1. What are some current issues Facing Peru? What is the climate for doing business in Peru today?
2. Would the bank be better off negotiating the loan in New York or in Lima? Why?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Imagine that you are the director of a major international lending institution supported by funds
from member countries. What one area in newly industrialized and developing economics would
be your priority for receiving development aid? Do you suspect that any member country will be
politically opposed to aid in this area? Why or Why not?
2. The principle problem in analysing different forms of export financing is the distribution of risks
between the exporter and the importer. Analyse the following export financing instruments in this
respect:
(a) Letter of Credit
(b) Cash in advance
(c) Draft
(d) Consignment
(e) Open Account
END OF SECTION C
CONTACT:
DR. PRASANTH MBA PH.D. DME MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Hospitality Management
Section A: Objective Type (30 marks)
This section consists of True and False and Short Note Types Questions.
Answer all the questions.
Part one carries1 mark each and Part Two carries 5 marks each.
Part One:
True and False:
1. ADA stands for Americans with Disabilities Act.
2. NOT stands for National Offices of Tourism.
3. Management contracts have been responsible for the hotel industry‟s rapid boom since the 1960s.
4. High-speed Internet service is free form of information technology that these businesses can utilize.
5. One of the most crucial IT decisions is choosing the right POS system.
6. Forecasting is the prediction of present outcomes.
7. The top independent restaurant in terms of sales is the Tavern on the Green in New York City, which opened in 1976.
8. A fine dining restaurant is one where a good selection of seat arranged is offered.
9. Terms to understand in B&I foodservices are contractors, self-operators, & Liaison personnel.
10. Every manager must function the as a leader, motivating and encouraging employees is called spokesperson role.
Part Two:
1. List the various types of Hotel operation Theories?
2. Discuss the different types of activities of front office in Hotel?
3. Write the Short note on Housekeeping?
4. What are the guidelines for security of cash?
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
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
Airline Commission Caps
Travel agents have begun legal action and public campaigns to combat several airlines‟ decisions to lower commissions for writing tickets, and have warned of higher ticket costs if other airlines follow. Most U.S. airlines have lowered the commission rate on tickets for domestic flights to a $20 cap for a round-trip fare. International commissions also fell and vary from airline to airline.As consumers begin to balk at rising prices and Wall Street presses for continued earnings growth, airlines must cut costs by turning to their second largest expense, the $12 billion spent annually for costs such as travel agent commissions. It has become clear that airlines can do nothing about fuel prices management has any power over is the area of distinction expenses.American Express Corporate Services Agencies, which books mostly business travelers, warned that if other airlines follow suit, some travel agencies will go out of business. That would send more businesses to airlines‟ reservation agents, who do not offer the lowest available fares from all carries, or could result in travel agents passing costs along to consumers.The American Society of Travel Agents, which represent 24,000 agents, and The Association of Retail Travel Agents, a trade group that represents 4,000 travel agents, have announced they will seek U.S. congressional approval to allow small, “business-sized” travel agents to bargain collectively with the major airlines and to steer customers to “friendly” airlines when negotiating fails. The associations believe that the cut in commissions in less than three years is a slap in the face.After the introduction of the initial cap of $25 for one-way domestic tickets and $50 for round-trip tickets, many agents complained caps would eliminate jobs and reduce earnings. A class action lawsuit followed on behalf of 33,000 travel agents, alleging price fixing. Some travel agents also steered customers away from other airlines such as Delta in retaliation.In September 1996, American, Delta, Northwest, and United agreed to pay $72 million in cash to settle the lawsuit.
1. If you owned a travel agency, what would your reaction to the reduced commission cap be?
2. What options would you consider?
Caselet 2
Java Coffee House
Michelle Wong is manager of the Java Coffee House at a busy location on Union Street in San Francisco. Michelle says that there are several challenges in operating a busy coffeehouse, such as training staff to handle unusual circumstances. For example, one guest consumed a cup of coffee and ate two-thirds of a piece of cake and then said he didn‟t like the cake. Another problem is suppliers who quote good prices to get her business and then, two weeks later, raise the price of some of the items.Michelle says that young employees she has at the Java Coffee House are her greatest challenge of all. According to Michelle, there are four kinds of employees – lazy; good , but not responsible; those who steal; and great ones who are no trouble.
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
1. What are some suggestions for training staff to handle unusual circumstances?
2. How do you ensure that suppliers are delivering the product at the price quote?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 10 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What do you mean by Hotel Management? What are the functions of Hotel Management?
2. Define the term operational strategy? And also explain the Model framework for Hotel organizations?
3. What do you mean by Food Services? List the Different types of Food service?
END OF SECTION C
Examination Paper of Hospitality Management
4
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Hospitality & Tourism Marketing
Section A: Objective Type (30 marks)
This section consists of Multiple Choice and Short Notes Type Questions.
Answer all the questions.
Part one carries 1 mark each and Part Two questions carry 5 marks each.
Part One:
Multiple forms:
1. In SMERF, S stands for_____________
a. Social
b. Service
c. Sale
d. None of the above
2. If the Question Mark businesses are successful then they become Stars.(T/F)
3. Customers can be considered under_____________
a. Micro environment forces
b. Macro environment forces
c. none
d. depending on the area of consideration any of the above
4. Demography is the study of________________
5. Generation X consist of the people born between__________
a. 1946 to 1964
b. 1965 to 1976
c. 1977 to 1994
d. None of the above
6. In „SMERF‟ M stands for____________
a. Money
b. Model
c. Military
d. Market
7. Aural dimensions of environment are volume and pitch.(T/F)
8. NAM stands for_____________
a. National Account Management
b. National Accounting Market
c. National Autonomous Market
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
d. Both (a) & (b)
9. Fixed costs are also known as „Overheads‟.(T/F)
10. Lobbying is dealing with legislators and government officials to promote or defeat legislation and regulation.(T/F)
Part Two:
1. What do you understand by „Hospitality Marketing‟?
2. Explain the various types of Marketing in service Industries?
3. Write a short note on Hospitality Marketing Mix?
4. Describe the factors influencing the consumer Behaviour?
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
International Travel Agency
The president of International Travel Agency was concerned about the performance of the sales force. It was felt that members of the sales force did not really utilize their sales opportunities, but instead though only about selling a ticket to a customer from point A to point B. The sales force did not seem to have an interest in maximizing sales and profits by aggressively selling the entire product mix. In total, the agency had a sales force of eight. Three members of the sales force were referred to as executive sales consultants. These people called on commercial accounts and were expected to spend more of their time outside the office. The remaining five persons were referred to as travel counselors and worked entirely within the agency. None of the travel counselors who worked within the agency were assigned a quota. The executive sales consultants, who worked outside the office, were assigned a sales quota. Failure to meet a quota would be discussed with the salesperson, but no other action was usually taken unless this failure continued for several months. If serious and persistent deficiencies existed, the salesperson could be subject to discharge.The agency provided nine to twelve familiarization (fam) trips for members of the sales force each year. This meant that each salesperson could experience at least one trip per year, as they were assigned on a rotating basis. These trips did not reduce time from the salesperson‟s guaranteed number of days of annual vacation. The purpose of a fam trip was to acquaint travel agents with destination areas and the services of airlines, hotels, restaurants, and so on. The president felt that the agency could maximize profits by selling more
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
travel services to clients and that the sales force was concerned only about selling tickets. An analysis of the product mix of International Travel revealed that approximately 85 percent was accounted for by airline tickets. The remaining 15 percent consisted of allied travel services, including hotels, rental cars, and entertainment. Of these, the majority consisted of hotel reservations. Less than one percent was accounted for by the sale of traveler‟s checks. One of the members of management offered the analogy of a businessman entering a clothing store. If a customer purchases a suit, the salesclerk asks if the customer might need a new shirt or tie to go with the suit. Travel agents are no different. They write a ticket from Chicago to Hong Kong or London for a client and never bother to ask if the client needs hotel accommodations, rental cars, travelers checks, or other services that an agency handles. The president of International Travel had tried to encourage the sales force to sell other services but felt that they seemed uninterested in taking the time and effort required. The president believed that maximizing sales of the complete product mix would lead to maximum profits and that something must be done to encourage cross-selling.
1. What can be done to encourage the sales force to engage in more cross-selling?
2. Discuss what is needed in terms of sales incentives and sales controls to achieve the objectives of International Travel Agency.
Caselet 2
TANGLEWOOD PARK: VANTAGE GOLF TOURNAMENT
Tanglewood Park has a budget of $4.8 million per year and golf is the primary moneymaker for the park, but over the past four years, Tanglewood has steadily lost money on its golf greens. In 1994, golfers paid about $1 million to play on the championship course where the Vantage is held. However, the amount of maintenance needed to keep this course in top shape and the loss of revenue when the course is shut down for repairs have created an economic problem. The general public who pays county taxes has been restricted from the greens to ensure that the course will be in shape for the Vantage tournament. Revenue from the championship course was expected to be $428,000 less in 1997 than in 1994. “We‟re trying to product our investment,” said Rich Schmidt, finance officer for the park. The dilemma is that golfers who are viewed as “big-buck spenders” want to play where the pros play, said Francie Bray, director of marketing for the park. How much does the county get from these players and the thousands of visitors who attend the three-day tournament? Nobody knows! Officials with the Country Tourism and Development Authority don‟t know and neither do officials of the tournament, but most are from Forsyth and surrounding counties. So its doubtful that these people add much revenue to the county. They don‟t stay in hotels or make extra trips to the restaurant as a result of the tournament. Many observers feel that the only real spenders are the 500 people directly associated with the Vantage. That includes golfers, caddies, guest, and the media, said Richard Habeggar, tournament director. John Wise, general manager of the Adam‟s Mark Hotel in nearby Winston-Salem, said he expects some of the 615 rooms to be filled with tournament guests, but when asked how much the tournament helped, he said, “That‟s tough to say. If we didn‟t have the Vantage, we‟d attract business from other events.” An official from the Ramada Inn said that the 147 rooms for the tournament period were booked, but some had been sold to people attending weddings. Despite a budget of $3 million by R.J. Reynolds to sponsor the Vantage, the company started the 1996 tournament with a $250,000 deficit. Tournament officials have noticed a slump in ticket sales and cut expenditures by airing the event on the Golf Channel rather than ESPN, which broadcast the event for ten years. Pete Brunstetter said he wasn‟t certain of the future for the tournament but said that the county couldn‟t help to subsidize it. The lack of reliable statistics concerning the economic advantages of the tournament to the county and to the local visitor industry undoubtedly hurt. Elected officials responsible for the careful expenditure of tax money and professional managers of a county
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IIBM Institute of Business Management
public park must support their decisions. The absence of reliable data makes it nearly impossible to mount a defense the public will accept.
1. The county commissioners need information to make a decision on the golf tournament. Using the marketing research process, develop a research plan that will provide the commissioners with the information they need.
2. Explain why it is important on the economic contribution of social events, both before and after the event.
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What is the meaning of Tourism Marketing? How would you explain the role of Tourism organization in Tourism Marketing?
2. Identify a restaurant or hotel market segment in your community that you feel would be a good market segment to target. Explain the marketing mix you would put together to go after this market segment.
END OF SECTION C
S-2-300813
Examination Paper of Business Communication
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Subject Code-B-109 Business Communication
Section A: Objective Type & Short Questions (30 marks)
This section consists of multiple choices and Short Notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part Two questions carry 4 marks each.
Part one:
Multiple choice:
1. __________is an essential function of Business Organizations:
a. Information
b. Communication
c. Power
d. None of the above
2. Physiological Barriers of listening are:
a. Hearing impairment
b. Physical conditions
c. Prejudices
d. All of the above
3. Which presentation tend to make you speak more quickly than usual:
a. Electronic
b. Oral
c. Both „a‟ and „b‟
d. None of the above
4. What is the main function of Business Communication:
a. Sincerity
b. Positive language
c. Persuasion
d. Ethical standard
5. The responsibilities of the office manager in a firm that produces electronics spares is:
a. Everything in the office runs efficiently
b. Furniture and other equipment in the office is adequate
c. Processing all the incoming official mail and responding to some
d. All of the above
Examination Paper of Business Communication
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IIBM Institute of Business Management
6. Labov‟s Storytelling Model based on:
a. Communication through speech
b. Language learning
c. Group Discussions
d. None of the above
7. Diagonal Communication is basically the:
a. Communication across boundaries
b. Communication between the CEO and the managers
c. Communication through body language
d. Communication within a department
8. How to make Oral Communication Effective?
a. By Clarity
b. By Brevity
c. By Right words
d. All of the above
9. Direct Eye contact of more than 10 seconds can create:
a. Discomfort & Anxiety
b. Emotional relationship between listeners and speakers
c. Excitement
d. None of the above
10. Encoding means:
a. Transmission
b. Perception
c. Ideation
d. None of the above
Part Two:
1. Define 7C‟s of effective communication.
2. Explain „Space Language‟.
3. Differentiate between good listeners and bad listeners.
4. List the different types of business report.
5. Define „Kinesics‟.
END OF SECTION A
Examination Paper of Business Communication
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IIBM Institute of Business Management
Section B: Caselets (40 marks)
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200
words).
Caselet 1
Mr. and Mrs. Sharma went to Woodlands Apparel to buy a shirt. Mr. Sharma did not read the
price tag on the piece selected by him. At the counter, while making the payment he asked for
the price. Rs. 950 was the answer.
Meanwhile, Mrs. Sharma, who was still shopping came back and joined her husband. She was
glad that he had selected a nice black shirt for himself. She pointed out that there was a 25%
discount on that item. The counter person nodded in agreement.
Mr. Sharma was thrilled to hear that “It means the price of this shirt is just Rs. 712. That‟s
fantastic”, said Mr. Sharma.
He decided to buy one more shirt in blue color.
In no time, he returned with the second shirt and asked them to be packed. When he received the
cash memo for payment, he was astonished to find that he had to pay Rs. 1,900 and Rs. 1,424.
Mr. Sharma could hardly reconcile himself to the fact that the counter person had quoted the
discounted price which was Rs. 950. The original price printed on the price tag was Rs. 1,266.
Questions
1. What should Mr. Sharma have done to avoid the misunderstanding?
2. Discuss the main features involved in this case.
Caselet 2
I don‟t want to speak to you. Connect me to your boss in the US,” hissed the American on the
phone. The young girl at a Bangalore call centre tried to be as polite as she could. At another call
centre, another day, another young girl had a Londoner unleashing himself on her, “Young lady,
do you know that because of you Indians we are losing jobs?”
The outsourcing backlash is getting ugly. Handling irate callers is the new brief for the young
men and women taking calls at these outsourced job centres. Supervisors tell them to be „cool‟.
Avinash Vashistha, managing partner of NEOIT, a leading US-based consultancy firm says,
“Companies involved in outsourcing both in the US and India are already getting a lot of hate
mail against outsourcing and it is hardly surprising that some people should behave like this on
the telephone.” Vashistha says Indian call centre‟s should train their operators how to handle
such calls. Indeed, the furor raised by the Western media over job losses because of outsourcing
Examination Paper of Business Communication
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IIBM Institute of Business Management
has made ordinary citizens there sensitive to the fact that their calls are being taken not from
their midst, but in countries such as India and the Philippines.
The angry outbursts the operators face border on the racist and sexist, says the manager of a call
centre in Hyderabad. But operators and senior executives of call centres refuse to go on record
for fear of kicking up a controversy that might result in their companies‟ losing clients overseas.
“It‟s happening often enough and so let‟s face it,” says a senior executive of a Gurgaon call
centre, adding, “This doesn‟t have any impact on business.”
Questions
1. Suppose you are working as an operator in a call centre in India and receiving calls
from Americans and Londoners. How would you handle such calls?
2. Do you agree with the view such abusive happenings on the telephone do not have any
impact on business?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 200 to 250
words).
`
1. What do you by Communication Barriers? How and why do they occur? What can be
done to overcome the Barriers to Communication?
2. Define and explain the term Negotiation and also briefly explain the phases of
Negotiation.
END OF SECTION C
S-2-250613
Examination Paper of International Business Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
International Business Management
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 carries 1 mark each and Part Two carries 5 marks each.
Part One:
Multiple choices:
1. What is the series consideration for strategy implementation?
a. Strategic orientation
b. Location
c. Dimensions
d. Both (a) & (b)
2. The major activity in global marketing is:
a. Pricing policies
b. Product lines
c. Market assessment
d. All of the above
3. The third „P‟ in the international marketing mix is:
a. Product
b. Price
c. Promotion
d. Place
4. The European Economic Community was established in____________
a. 1958
b. 1975
c. 1967
d. 1957
5. Environment Protection Act on______________
a. 1986
b. 1967
c. 1990
d. None of the above
6. People‟s attitude toward time depend on:
a. Language
b. Relationship
c. Culture
Examination Paper of International Business Management
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IIBM Institute of Business Management
d. All of the above
7. Culture necessitates adaption of :
a. Product
b. Price
c. Promotion
d. Place
8. The legal term for brand is:
a. Symbol
b. Name
c. Trade mark
d. All of the above
9. FDI flows are often a reflection of rivalry among firms in____________
a. Global market
b. Indian market
c. International market
d. None of the above
10. ISO certification is:
a. Expensive process
b. Elaborate process
c. Evaluative Process
d. Both (a) & (b)
Part Two:
1. What do understand by „Inward-oriented Policies‟?
2. What is „Factor Endowments Theory‟?
3. Explain the term „Totalitarianism‟.
4. Write about „Persistent Dumping‟.
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
Examination Paper of International Business Management
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IIBM Institute of Business Management
THE EU’S LAGGING COMPETITIVENESS
In a report produced for the European Commission, published in November 1998, it was argued that
the EU lags behind the USA and Japan on most measures of international competitiveness. Gross
domestic product per capita, sometimes used as an indicator of international competitiveness at the
country level, was 33 per cent lower in the EU as a whole than in the USA and 13 per cent lower
than in Japan. The EU‟s poor record in creating employment was singled out for particular criticism.
As this appeared to apply across the board in most industrial sectors, it suggested that the EU‟s poor
performance related to the business environment in general and, in particular, to the inflexibility of
Europe‟s labour markets for goods and services. A shortage of risk capital for advanced
technological development and high cost and inefficiency of Europe‟s financial services were also
highlighted by the report. For one reason or another, European industries generally lag behind in
technology industries. If measured by the number of inventions patented in at least two countries, the
USA is well ahead of most European countries, as well as Japan. Despite these shortcomings, the
report‟s authors focus attention on flexible markets, market liberalisation, and the creation of a
competitive business environment rather than on targeted intervention by the EU or national
authorities.
Questions:
1. Is gross domestic product per capita a useful indicator of International competitiveness in the EU?
2. Is it fair to point the blame for the EU‟s poor international competitiveness at inflexible labour
markets, regulated goods and services markets, and a general lack of competition? What
alternative explanations might be suggested?
Caselet 2
PERU
Peru is located on the west coast of South America. It is the third largest nation of the continent (after
Brazil and Argentina), and covers almost 500,000 square miles (about 14 per cent of the size of the
United States). The land has enormous contrasts, with a desert (drier than the Sahara), the towering
snow-capped Andes mountains, sparkling grass-covered plateaus, and thick rain forests. Peru has
approximately 27 million people, of which about 20 per cent live in Lima, the capital. More Indians
(one half of the population) live in Peru than in any other country in the western hemisphere. The
ancestors of Peru‟s Indians were the famous Incas, who built a great empire. The rest of the
population is mixed and a small percentage is white. The economy depends heavily on agriculture,
fishing, mining, and services. GDP is approximately $115 billion and per capita income in recent
years has been around $4,300. In recent years the economy has gained some relative strength and
multinationals are now beginning to consider investing in the country. One of these potential
investors is a large New York based that is considering a $25 million loan to the owner of a Peruvian
fishing fleet. The owner wants to refurbish the fleet and add one more ship. During the 1970s, the
Peruvian government nationalised a number of industries and factories and began running them for
the profit of the state. In most cases, these state-run ventures became disasters. In the late 1970s, the
fishing fleet owner was given back his ships and are getting old and he needs an influx of capital to
make repairs and add new technology. As he explained it to the NEW YORK banker: “fishing is no
longer just un art. There is a great deal of technology involved. And to keep costs low and be
competitive on the world market , you have to have the latest equipment for both locating as well
as catching and then loading and unloading the fish.”Having reviewed the fleet owner‟ operation, the
large multinational bank believes that the loan is justified. The financial institution is concerned ,
Examination Paper of International Business Management
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IIBM Institute of Business Management
however , that the Peruvian government might step in during the next couple of years and again
take over the business . If this were to happen, it might take an additional decade, for the loan to be
repaid. If the government were to allow the fleet owner to operate the fleet the way he has over the
last decade, the loan could be rapid within seven years. Right now, the bank is deciding on the
specific terms of the agreement. Once these have been worked out , either a loan officer will fly
down to lima and close the deal or the owner will be asked to come to NEW YORK for the signing.
Whichever approach is used, the bank realize that final adjustments in the agreement will have
to be made on the spot. Therefore, if the bank sends a representative to Lima, the individual will have
to the authority to commit the bank to specific terms. These final matters should be worked out within
the next ten days.
Questions:
1. What are some current issues Facing Peru? What is the climate for doing business in Peru today?
2. Would the bank be better off negotiating the loan in New York or in Lima? Why?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Imagine that you are the director of a major international lending institution supported by funds
from member countries. What one area in newly industrialized and developing economics would
be your priority for receiving development aid? Do you suspect that any member country will be
politically opposed to aid in this area? Why or Why not?
2. The principle problem in analysing different forms of export financing is the distribution of risks
between the exporter and the importer. Analyse the following export financing instruments in this
respect:
(a) Letter of Credit
(b) Cash in advance
(c) Draft
(d) Consignment
(e) Open Account
END OF SECTION C
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