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Business Administration
Answer the following question.
Q1. Give advantages of soletradership (10
marks)

ANSWER

A sole tradership is a business owned one person, who has full control of the business and how it is run. They also own all the assets of the business and any profit that it makes. In the same vein, they are also responsible for all the debts and liabilities the business accrues. A sole trader is expected to register as self employed with HM Revenue & Customs and will be required to submit an annual self assessment, but generally speaking their accounting requirements are less onerous than those of a limited company.

Q2. Discuss forecast as planning premises (10
marks)
Q3. Discuss pricing of the product (10
marks)
Q4. State and explain managerial responsibility (10
marks)
Q5. Discuss written and unwritten policies (10
marks)
Q6. Give the benefits of admitting a partner (10
marks)
Q7. Explain origin of business policies (10
marks)
Q8. Give departments of commercial office (10
marks)

 Business Environment
Answer the following question.
Q1. Discuss Seattle Ministerial conference. (10
marks)

ANSWER

The third WTO Ministerial Conference was held last year from November 30 to December 3 in Seattle, United States. The focus of the Conference was to be a decision on launching of the so-called “New Rounds,” which would be the next round of negotiations to follow the Uruguay Round, and corresponding decision on the scope and modalities of the new round. Article IV:1 of the Marrakesh Agreement Establishing the World Trade Organization (hereinafter, “WTO Agreement”) stipulates that “there shall be a Ministerial Conference composed of representatives of all the Members, which shall meet at least once every two years.” The first Ministerial Conference was held in Singapore in December 1996; the second, in Geneva
Q2. What are the benefits of deemed exports? (10
marks)
Q3. What are the shortcomings of electricity sector? (10
marks)
Q4. Give reasons for slow growth under the plan . (10
marks)
Q5. What is licensing? (10
marks)
Q6. Discuss patents. (10
marks)
Q7. Discuss the Third plan (1961-66) (10
marks)
Q8. What are Category I Basins. (10
marks)

 Business Management
Answer the following question.
Q1. What is economic equality? Explain (10
marks)

ANSWER

Inequalities in intelligence and even opportunity will last till the end of time. A man living on the banks of a river has any day more opportunity of growing crops than one living in an arid desert. But if inequalities stare us in the face, the essential equality too is not to be missed.

Economic equality of my conception does not mean that everyone will literally have the same amount. It simply means that everybody should have enough for his or her needs. ...The real meaning of economic equality is "To each according to his need." That is the definition of Marx. If a single man demands as much as a man with wife and four children, that will be a violation of economic equality.

Q2. Explain Liason Men and coordination (10
marks)
Q3. Discuss coordination and cooperation (10
marks)
Q4. Discuss test of partnership (10
marks)
Q5. what are the characteristics of a partnership firm (10
marks)
Q6. Write a note on methods (10
marks)
Q7. Write a note on organizing (10
marks)
Q8. Discuss Management thought (10
marks)

 Business Planning and Policy
Answer the following question.
Q1. What are the types of social audit? (10
marks)

ANSWER

Financial Statements Format Social Audit

 In this type, financial statements show conventional financial information plus information regarding social activities. About associates a management consultancy firm proposed that the balance sheet should show a list of social assets on one side and social commitments, liabilities and equity on other side
Q2. What are the types of mergers? (10
marks)
Q3. What are the types of joint ventures? (10
marks)
Q4. Analyse the BCG matrix. (10
marks)
Q5. Explain ANSOFF’s Product grid. (10
marks)
Q6. Analyse industry life cycle (10
marks)
Q7. Explain strategic management model with the help of diagram (10
marks)
Q8. What is the difference between strategic management and operational management? (10
marks)

 Corporate Law
Answer the following question.
Q1. What are the functions of Controller (10
marks)

ANSWER

ANSWER

A financial controller -- sometimes called a "comptroller -- is the lead accounting executive in a company. A controller’s duties can vary depending upon the size of the company, the complexity of accounting and financial operations and the number of people employed in the accounting department. The controller provides financial leadership and is instrumental in forming accounting strategies. A controller's role, especially in smaller companies, can include broad visionary responsibilities as well as hands-on management.

Q2. What are the rights of agent (10
marks)
Q3. What are the kinds of bailments? (10
marks)
Q4. Explain gifting of Corporate veil (10
marks)
Q5. What are powers of the authorized person (10
marks)
Q6. What is FERA? (10
marks)
Q7. Discuss complaint (10
marks)
Q8. Explain concept of possession (10
marks)

Financial Management
Answer the following question.
Q1. What are the three major sections of the statement of cash flows? (10
marks)

ANSWER

The cash flow statement is one of the primary financial statements used in business operations, including small businesses. Creating a cash flow statement illustrates the amount of cash the business generated during the reporting period. The cash flow statement also details the cash used during the period, helping
Q2. How are financial trades made in an over the counter market? Discuss the role of a dealer in the OTC
market
(10
marks)
Q3. To avoid the problem of shortage and surplus of funds, what is required in Financial management?
Name the concept and explain four points of importance.
(10
marks)
Q4. When is financial leverage considered favorable? (10
marks)
Q5. State the difference between gross working capital and net working capital. (10
marks)
Q6. State the primary objective of Financial management (10
marks)
Q7. What are efficient portfolios? (10
marks)
Q8. What are Strike Price and Option Price? (10
marks)

Human Resource Management
Answer the following question.
Q1. Discus the role of advertisement in recruitment? (10
marks)
Q2. Define fringe benefits and state its importance? (10
marks)
Q3. State the importance of HRIS? (10
marks)
Q4. Who should conduct job analysis? (10
marks)
Q5. what are the main objectives of Collective Bargaining? (10
marks)
Q6. What do you understand by Career Development Program? (10
marks)
Q7. Discus 360 degree method of performance evaluation? (10
marks)
Q8. What is Performance Evaluation? (10
marks)

 International Business
Answer the following question.
Q1. What do you mean by UNCITRAL ? (10
marks)
Q2. What is impact of FDI in India ? (10
marks)
Q3. What is Balance of Payment ? (10
marks)
Q4. How do you define international business ? (10
marks)
Q5. What are the different forces of globalisation ? (10
marks)
Q6. Explain international economic law. (10
marks)
Q7. Write a detailed note on foreign direct investment. (10
marks)
Q8. How the rupee value is determined in foreign exchange market? (10
marks)

 Marketing Management
Answer the following question.
Q1. Explain e-marketing. (10
marks)
Q2. Explain PR. (10
marks)
Q3. Explain On-Line marketing. (10
marks)
Q4. What are new trends in Packaging? (10
marks)
Q5. Explain Significance of Branding. (10
marks)
Q6. Discuss the role & importance of physical distribution in the consumer products marketing. (10
marks)
Q7. Give the steps in launching a new product. Also give various methods of test marketing a new Product. (10
marks)
Q8.
MK Industries Ltd. Intends to launch a two seater tiny motor car in Indian market. As a marketing
manager which steps would You like to take to lunch this novel product? Make necessary assumptions
and justify your answer.
(10
marks)

 Quantitative Techniques
Case Studies
Case (20
Marks)
Since 9/11•terrorism has cased threat attacks which have drawn the attention of political and media world. The US h
to launch. a 'war on terror' and applied a range of counteract terrorism safety measures towards aviation, pub
transportation, ports, borders, public Hermie places, etc. While these steps may show cheap course of act!on
government and security services, it is quite expensive. According to the calculations done by Mueller and Stewa
(2011), the expenditure of US homeland and security has gone over 1.1 trillion dollars, which includes federal, state a
domestic government, and private sector, and also the cost of opportunity. The Iraq an Afghanistan wars have added 1
trillion dollars to this expenditure. The expenditure of federal, state and local US government on home ground secur
has been estimated to 75 billion dollars more than the last levels of 2001. It is seen that US is not the only country to
in these high level of expenses, even though no other country can match its per capita or GDP expenditure. F
example, increased expenditure• on homeland security in UK, Canada and Australia is nearly one half to one quarter
US expenditure per capita or GDP. Nevertheless, in 2009, the government spent nearly 141.6 billion dollars each ye
on homeland security. This figure is expected to reach about 300 billion dollars by 2016. After 9/11, the main objecti
has been to prevent or alleviate any harm or casualty as a result of terrorism. The main issue is, if this expenditure
counteracting terrorism been invest.ed in a way that has increased the cost of security of the public efficiently or no
Hence, the commission report of 9/11, among other issues, was called upon • the US government to execute safe
measures which show evaluation of risks and effectiveness of expenditure. Nevertheless, while the US needs t
evaluate expenditure benefits for government regulations, such evaluation seems co have not been done for homela
security in general, or for the DHS (department of homeland security). One of the causes could be that DHS is not ab
to take up such evaluation. The NRC (national research council) committee of the National Academics of Science
Engineering and Medicine, made a request through S Congress to evaluate the functions of DHS, which was working
the project for almost 2 years, came up with some surprising result-. Besides e'•aluation of natural disasters, t
committee 'did not find any DHS risk analysis capabilities and methods that are yet adequate for supporting DH
decision making.' Due to which, very less confidence could be had in most of the risk evaluation done by DHS. T
committee said that "it is not yet clear that DHS is on a I ! trajectory for development of methods and capability that
sufficient to ensure reliable risk analyses". usually the government and their rigid agencies shoo a neutral behav
towards their decision making. Stewart says that "the standard criterion for deciding whether a government; programm
can be justified on economic principles is net present value - the discounted monetized value of expected net benef
(i.e., benefits minus costs)" and that "expected values (an unbiased estimate) is the appropriate estimate for use" (UM
1992).
Answer the following question.
Q1.
What are the reasons that show that DHS is incapable in evaluating the risks of national security?
(Hint: while the US needs to evaluate expenditure benefits for government regulations, such evaluation
seem to have not been done for homeland security in general, DHS is not able to take up such
evaluation.)
Q2. The government spent nearly 141.6 billion dollars each year on (Hint: homeland security)
CASE STUDY
(20
Marks)
The bulbs manufactured by a company gave a mean life of 3000 hours with standard deviation of 400 hours. If a bulb
selected at random, what is the probability it will have a mean life less than 2000 hours?
Answer the following question.
Q1. Calculate the probability.
Q2. In what situation does one need probability theory?
Q3. Define the concept of sample space, sample points and events in context of probability theory.
Q4. What is the difference between objective and subjective probability?
A monte Carlo Case Study (20
Marks)
Laura,' a 57 year old unmarried woman, earns around 68,000 dollars per year with expenditure of 37,500 dollars. She
away 14,000 dollars each year and collected 330,000 dollars in her RRSP and TFSA, and also a rented apartment wor
250,000 dollars. She has a iixed pension given by her employer, although it is not indicated to price rise, and Is entitl
to get complete benefits of Canada Pension Plan and Old Age Security, for retirement. She did not have a ve
competent portfolio: one fourth of cash is there, and most of it was in contracted sector ETFs, single stocks a
business bonds. Due to wrong entry of ETFs in the account, unnecessary taxes were charged. Even befo
reconstructing Laura's portfolio,"he had to make certain that it matched with.her financial aims. Laura's main aim was
ascertain if she could retire before the age of 65, maybe as early as 60, therefore she had to know if her investmen
could produce enough flow of cash after she retires. Monte Carlo may show a top possibility of success with t
allotment of equity of 70% ot 80%. Through a risky questionnaire and art open interview, Justin Ill 'ascertain that Lau
was the best person for a portfolio of 60% fixed income and 40% equities. Through Monte Carlo software, Justin enter
the current portfolio . size of Laura, her rate of savings, projected retirement expenditure, and other employer incom
and government pensions. If Laura feels that working till the age of 63 was unpleasant, she could go for the reproducti
again and with different estimation. Increasing her anticipated returns or bringing down the rate of inflation, is only
thought, therefore, she will have to make some stronger decisions: she will have to making some more savings, or bri
down her rate of planned expenses after retirement. Amazingly, by bringing up the allotment to fixed salary cou
increase her opportunity to succeed: in spite of th returns being lower than the equities, the volatility is also less, whi
lessens the risk of helpless decline in the early years. At last, Laura decided to work for 6 more years and plan h
retirement at the age of 63. After this, Justin decided to help her make a fresh ETF portfolio to match that goal: it w
finalized at 30% short term business bonds, 30% GICs, and the rest of it was divided among Canadian, L'S and glob
equities. Laura was able to make a notified decision through the Monte Carlo simulation, but this wasn't the end of t
procedure. In two or three years time, she will have to visit the location again to see that she is still on the right path
her retirement goal, as many issues like, loss of job, a legacy, new connections, increase in the interest rates, all the
could bring a change in the main suppositions and she will have to redo her plans. The possibilities are different befo
the age of 63. For each added year that Laura works, her portfolio will addition instead of a decrease and this will lead
a thrilling difference: the success rate will rise up by 25% points if she continues to work till the age of 61 instead of 60.
Answer the following question.
Q1. How much was Laura earning at the age of 57? (Hint: 68,000 dollars per year)
CASE STUDY (20
Marks)
The price P per unit at which a company can sell all that it produces is given by the function P(x) = 300 — 4x. The co
function is c(x) = 500 + 28x where x is the number of units produced. Find x so that the profit is maximum.
Answer the following question.
Q1. Find the value of x.
Q2. In using regression analysis for making predictions what are the assumptions involved.
Q3. What is a simple linear regression model?
Q4. What is a scatter diagram method?

Research Methodology
Answer the following question.
Q1. What is validity of a tool ? Describe different types of validity . (10
marks)
Q2. Discuss 'Case Study' method in Qualitative Methodology. (10
marks)
Q3. Discuss the theories of Truth and their relevance to Quantitative and Qualitative Research. (10
marks)
Q4. Distinguish between 'Descriptive Statistics' and 'Inferential Statistics'. (10
marks)
Q5. What is a Projective Test? What is the advantage of this test over the other forms of tests? (10
marks)
Q6. Discuss the concept of hypothesis, in the light of 'Falsifiability Criterion' of Karl Popper. (10
marks)
Q7. Compare 'verification principle' of Logical Positivism with 'Falsifiability' of Karl Popper and their
relevance in Research Method.
(10
marks)
Q8.
A tour operator charges rs. 136 per passenger for 100 passengers with a discount of rs. 4 for each 10
passengers in excess of 100. Determine the number of passengers that will maximize the amount of
money the tour operator services.
(10
marks)

ANNAMALAI UNIVERSITY MBA COURSE FIRST YEAR ASSIGNMENT ANSWERING SAMPLES

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1.1PRINCIPLES OF MANAGEMENT

Q1. Management is said to have universal application. How do you justify the

Universality of Management? Give examples to illustrate your arguments.

 ANSWER

Managing is necessary whenever one needs to get things done.

It may be called the practice of consciously and continually shaping organizations.

Every organization has people who are assigned the responsibility of serving the organization to achieve its goals.

Management is a universal phenomenon in the sense that it is a common and essential element in all enterprises. Every group effort requires setting objectives, making plans, handling people, co-coordinating and controlling activities, achieving goals and evaluating performance directed towards organizational goals..............................

Q2. “The importance of strategic planning is now fully realized by the Indian

corporate sector than before”- Discuss

 ANSWER

Strategic planning helps in knowing where we are and where we want to go so that environmental threats and opportunities can be exploited, given the strengths and weaknesses of the organisation. Strategic planning is “a thorough self-examination regarding the goals and means of their accomplishment so that the enterprise is given both direction and cohesion.”

It is “a process through which managers formulate and implement strategies geared to optimising strategic goal achievement, given available environmental and internal conditions.” Strategic planning is planning for long periods of time for effective and efficient attainment of organisational goals. Strategic planning is based on extensive environmental scanning. It is a projection into environmental threats and opportunities and an effort to match them with organisational strengths and weaknesses.CONTINUE...........................

1.2 MARKETING MANAGEMENT

1. What is market segmentation? What are the different ways of segmentation?

Suggest the segmentation strategy for the following products: Edible oil, Table

top wet grinder and Business magazine.

 ANSWER

Market segmentation is the process of dividing a market of potential customers into groups, or segments, based on different characteristics. The segments created are composed of consumers who will respond similarly to marketing strategies and who share traits such as similar interests, needs, or locations.

Market segmentation makes it easier for marketers to personalize their marketing campaigns.

By arranging their company’s target market into segmented groups, rather than targeting each potential customer individually, marketers can be more efficient with their time, money, and other resources than if they were targeting consumers on an individual level. Grouping similar consumers together allows marketers to target specific audiences in a cost effective manner.................................

3. What are the objectives of pricing strategies? Discuss the merits of different

pricing techniques that you would recommend for the following products.

Laptop, Sports utility vehicle, designer tiles.

 ANSWER

Pricing can be defined as the process of determining an appropriate price for the product, or it is an act of setting price for the product. Pricing involves a number of decisions related to setting price of product. Pricing policies are aimed at achieving various objectives. Company has several objectives to be achieved by the sound pricing policies and strategies. Pricing decisions are based on the objectives to be achieved. Objectives are related to sales volume, profitability, market shares, or competition........................

1. Profits-related Objectives:

Profit has remained a dominant objective of business activities.

1.3 FINANCIAL MANAGEMENT

 ANSWER

1. It is usual to declare good dividends when the company is making good

profit. It is profitable for companies not to declare any dividend even when

they are making good profits. What will be the reaction of the shareholders?

– Discuss.

Dividend refers to a reward, cash or otherwise, that a company gives to its shareholders. Dividends can be issued in various forms, such as cash payment, stocks or any other form. A company’s dividend is decided by its board of directors and it requires the shareholders’ approval. However, it is not obligatory for a company to pay dividend. Dividend is usually a part of the profit that the company shares with its shareholders. 

After paying its creditors, a company can use part or whole of the residual profits to reward its shareholders as dividends. However, when firms face cash shortage or when it needs cash for reinvestments, it can also skip paying dividends. When a company announces dividend, it also fixes a record date and all shareholders who are registered as of that date become eligible to get dividend payout in proportion to their shareholding. The company usually mails the cheques to shareholders within in a week or so. Stocks are normally bought or sold with dividend until two business days ahead of the record date and then they turn ex-dividend. A recent study found that dividend-paying firms in India fell from 24 per cent in 2001 to almost 16 per cent in 2009 before rising to 19 per cent in 2010. 

2. “In managing working capital the finance manager faces the problem of

compromising the conflicting goals of liquidity and profitability”. –

Comment. What strategy should the finance manager develop to solve this

problem?

 ANSWER

Working capital management is a significant part of business decisions and is of major concern to the finance manager in as much as accomplishment of value maximisation goal depends essentially on prudent working capital decisions. Maintaining optimal level of working capital is crux of the problem with which a finance manager is seriously concerned because problem of trade-off between risk and return is involved.

A firm is required to carry adequate amount of working capital so as to carry on the productive and distributive activities smoothly. Thus, holding adequate amount of raw materials in stock ensures uninterrupted production activity.......................

1.4 DATABASE MANAGEMENT SYSTEM

Q2. Explain various levels of Data abstraction in database system?

 ANSWER

Database systems comprise of complex data-structures. In order to make the system efficient in terms of retrieval of data, and reduce complexity in terms of usability of users, developers use abstraction i.e. hide irrelevant details from the users. This approach simplifies database design.

There are mainly 3 levels of data abstraction:

1.5 HUMAN RESOURCE MANAGEMENT

Q1. “Human resource planning is a pre-requisite for effective management of

human resources”. In the light of this statement, analyse the significance of

human resource planning.

 ANSWER

Human resources undoubtedly play the most important part in the functioning of an organization. The term ‘resource’ or ‘hu­man resource’ signifies potentials, abilities, capacities, and skills, which can be developed through continuous interaction in an organizational setting.

The interactions, interrelationships, and activities performed all contribute in some way or other to the development of human potential. Organizational productivity, growth of companies, and economic development are to a large extent contingent upon the effective utilization of human capa­cities.

1.7 SOFTWARE PROJECT MANAGEMENT

Q1. A public library is considering the implementation of a computer-based system

to help administer book loan at libraries. Identify the stakeholders in such a

project. What might be the objectives of such a project and how might the

success of the project be measured in practical terms?

 ANSWER

Although computer systems have been employed since the 1970s in significant applications military, civil, government, finance, business and so on, unlike any other engineering discipline the success rate of ICT projects remains unacceptably low. Describe and discuss why ICT projects fail and what measures can be taken to improve the chance of success.

ICT Project is the development and forward of an ICT system where as an ICT system is a combination of computer hardware, software, input and output, activity data or information and the personal that have to use it...................

1.8 FINANCIAL AND MANAGEMENT ACCOUNTING

Q2. “Depreciation is a process of allocation and not of valuation.” – Comment.

 ANSWER

In accounting, the term depreciation refers to the allocation of cost of a tangible asset to expense to the periods in which the asset is expected to be used to obtain the economic benefit. For example, a company purchases a piece of equipment for $20,000 and estimates that the equipment will be used for a period of 10 years. The cost of the equipment (i.e., $20,000) will be allocated to each of 10 years using some systematic and rational allocation method.

1.3 FINANCIAL MANAGEMENT

1. It is usual to declare good dividends when the company is making good

profit. It is profitable for companies not to declare any dividend even when

they are making good profits. What will be the reaction of the shareholders?

– Discuss.

 ANSWER

Dividend refers to a reward, cash or otherwise, that a company gives to its shareholders. Dividends can be issued in various forms, such as cash payment, stocks or any other form. A company’s dividend is decided by its board of directors and it requires the shareholders’ approval. However, it is not obligatory for a company to pay dividend. Dividend is usually a part of the profit that the company shares with its shareholders. 

After paying its creditors, a company can use part or whole of the residual profits to reward its shareholders as dividends. However, when firms face cash shortage or when it needs cash for reinvestments, it can also skip paying dividends. ....

2. “In managing working capital the finance manager faces the problem of

compromising the conflicting goals of liquidity and profitability”. –

Comment. What strategy should the finance manager develop to solve this

problem?

 ANSWER

Working capital management is a significant part of business decisions and is of major concern to the finance manager in as much as accomplishment of value maximisation goal depends essentially on prudent working capital decisions. Maintaining optimal level of working capital is crux of the problem with which a finance manager is seriously concerned because problem of trade-off between risk and return is involved.

1.4 OPERATIONS MANAGEMENT

Q1. Elaborate the role of SAP software applications on supply chain management.

 ANSWER

Supply chain management (SCM) is the management of a network of interconnected businesses involved in the provision of product and service packages required by the end customers in a supply chain. Supply chain management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption.

There are myriad reasons for improving your supply chain (see below) but it is widely acknowledged that a tighter integration between a principal wholesaler and its (global) distributors can only improve the overall success of an organisation which is reliant on excellent service to the consumer.

Q4. Describe the steps in ISO quality certification process by any Agency in India

ANSWER

ISO refers to International Organization for Standardisation. It is an independent organisation that provides standards in terms of quality, safety, and efficiency of products and services provided by businesses. With the increasing competition among the business, it is important to deliver high quality of goods & services in order to sustain in the market. ISO certification helps to improve your business credibility as well as overall efficiency of the business.

1.6 STATISTICS FOR MANAGERS

Q2. A Statistical survey is a scientific process of collection and analysis of

numerical data. Explain the stages of statistical survey. Describe the various

methods for collecting data in a statistical survey.

 ANSWER

A statistical survey is any structured inquiry designed to obtain aggregated data, which may be qualitative or quantitative where the individual or corporate identities of the respondents are in themselves of little significance.

Statistical surveys in scope are not limited to those conducted by statistics divisions and do not necessarily involve completion of a form; telephone and personal interview surveys are also included.

.7 MANAGERIAL COMMUNICATION

Q2. Design an Agenda and Minutes of an annual general body meeting. (Assume your

own choice of company)

 ANSWER

Minutes of Annual General Body Meeting held on 24-Nov-2019

Agenda

1. Welcome Speech
2. Summary of Activities
3. Presenting and Passing the Balance Sheet
4. Increment of Monthly Subscription
5. Beautification of Lobby and Front area
6. Bathroom Leaks Rectification

ANNAMALAI UNIVERSITY
DIRECTORATE OF DISTANCE EDUCATION
M.B.A. FINANCIAL MANAGEMENT
FIRST YEAR
Academic Year 2019 - 2020
ASSIGNMENT TOPICS
This booklet contains assignment topics. Students are asked to write the
assignments for EIGHT papers as per instructions.
Last date for submission: 31-03-2020
Last date for submission with late fee ` 300/- : 15-04-2020-04-2019
NOTE:
1. Assignments sent after 15-04-20203will not be evaluated.
2. Assignments should be in the own hand writing of the student concerned
and not type-written or printed or photocopied.
3. Assignments should be written on A4 paper on one side only.
4. All assignments (with Enrolment number marked on the Top right hand
corner on all pages) should be put in an envelope with superscription “MBA
Assignments” and sent to The Director, Directorate of Distance Education,
Annamalai University, Annamalainagar – 608 002 by Registered post.
5. No notice will be taken on assignments which are not properly filled in with
Enrolment Number and the Title of the papers.
6. Students should send full set of assignments for all papers. Partial
assignments will not be considered.
ASSIGNMENT INSTRUCTIONS
Write assignments on any TWO topics in each paper out of the FOUR. For
each topic the answer should not exceed 15–pages. Each assignment carries
25 marks (2 topics). You are expected to write two topics for every subject.

1.1 PRINCIPLES OF MANAGEMENT
1. Management is said to have universal application. How do you justify the
Universality of Management? Give examples to illustrate your arguments.
2. “The importance of strategic planning is now fully realized by the Indian
corporate sector than before” – Discuss
3. Explain about the personal challenges involved in becoming a manager and a
leader in today's turbulent environment.
4. Without effective management the resources will remain as resources cannot be
converted into productive utilities – Do you agree? Give reasons.
1.2 MARKETING MANAGEMENT
1. What is market segmentation? What are the different ways of segmentation?
Suggest the segmentation strategy for the following products: Edible oil, Table
top wet grinder and Business magazine.
2. What strategies you would recommend to be followed during the four stages of
PLC? Identify one product and one service for each stage in the PLC. Give
reasons for your answer.
3. What are the objectives of pricing strategies? Discuss the merits of different
pricing techniques that you would recommend for the following products.
Laptop, Sports utility vehicle, designer tiles.
4. Do you think that social media advertisements would kill all other traditional
media? Discuss your answer with proper justification. Also explain under what
circumstances online advertisements would be highly recommended.
1.3 FINANCIAL MANAGEMENT
1. It is usual to declare good dividends when the company is making good
profit. It is profitable for companies not to declare any dividend even when
they are making good profits. What will be the reaction of the shareholders?
– Discuss.
2. “In managing working capital the finance manager faces the problem of
compromising the conflicting goals of liquidity and profitability”. – Comment.
What strategy should the finance manager develop to solve this problem?
3. Design an appropriate capital structure which yield more profitability for a
service industry. Illustrate your answer with the help of EBIT-EPS analysis.
4. “The success of a business concern depends upon the way in which it’s
earnings are computed, distributed and retained”- Comment on this
statement.
3
1.4 OPERATIONS MANAGEMENT
1. Elaborate the role of SAP software applications on supply chain management.
2. As an automobile production manager, how will you take Make or Buy decision
in your unit?
3. "Spending Money for Maintenance is waste" – Discuss.
4. Describe the steps in ISO quality certification process by any Agency in India.
1.5 HUMAN RESOURCE MANAGEMENT
1. “Human resource planning is a pre-requisite for effective management of human
resources”. In the light of this statement, analyse the significance of human
resource planning.
2. Explain a sample HR departmental structure for a large manufacturing
organization and explain the functions.
3. You are appointed as HR manager for a mid size leather company which is new.
Now you are asked to fix pay scale for the employees. Explain your process of
pay fixation.
4. Performance Appraisal System helps employees to identify the areas in which
they need to improve – Do You agree or disagree? Justify with the suitable
methods.
1.6 STATISTICS FOR MANAGERS
1. Develop a research problem that requires the use of discriminate analysis. Use
‘entered college’ ‘did not enter college’ as dependent variables. Discuss with
basic functions
2. A Statistical survey is a scientific process of collection and analysis of numerical
data. Explain the stages of statistical survey. Describe the various methods for
collecting data in a statistical survey.
3. Two groups of 100 people each were taken for testing the use of vaccine.
15 persons contracted the disease out of the inoculated persons, while
25 contracted the disease in the other group. Test the efficiency of the vaccine,
use X square value (at 5 percent level for one degree of freedom the value of
X square = 3.82)
4. A panel of two judges P and Q graded seven dramatic performance by
independently awarding marks as follows
Performance: 1 2 3 4 5 6 7
Marks by P: 46 42 44 40 43 41 45
Marks by Q 40 38 36 35 39 37 41
4
The eighth performance, for which judge Q could not attend, was awarded
37 marks by judge P. If judge Q has also been present, how many marks
would be expected to have been awarded by him to the eighth performance?
1.7 MANAGERIAL COMMUNICATION
1 You have recently joined a branch of a Bank as its manager. Write a report to the
head office on the short falls in the routine work of the branch.
2. Design an Agenda and Minutes of an annual general body meeting. (Assume your
own choice of company)
3. Explain the process of designing and developing oral presentation. Also, prepare a
five minutes presentation to address your managers on any matter of your choice.
4. Develop a complaint letter as a dealer to the manufacturer about the replacements
of defective products. Highlight the complaints pointed out by the customers
regarding the products.
1.8 ACCOUNTING FOR MANAGERS
1. Enumerate the ratios that measure a firm’s overall effectiveness and specify the
related formula.
2. “Depreciation is a process of allocation and not of valuation.” – Comment.
3. It is said that only cash cost are relevant for capital budgeting decision.
However, depreciation which is a non-cash cost is a prominent part of cash flow
analysis for such an investment decision. How do you explain this paradox?
4. It is said, “cost accounting is a system of foresight and not post-mortem
examination; it turns losses into profit, speeds up activities and eliminates
wastes”. Discuss in detail this statement.

M.B.A. Assignment/FM/ 1ST YEAR/ AUP/ 709/ C-1500
ANNAMALAI UNIVERSITY PRESS 2019 - 20

GENERAL MANAGEMENT IIBMS EXAM CASE STUDY ANSWERS

         GENERAL MANAGEMENT IIBMS EXAM CASE STUDY ANSWERS PROVIDED

FOR FULL AND DETAILED ANSWER SHEETS AS REQUIRED BY IIBMS

CONTACT

DR. PRASANTH BE BBA MBA PH.D. MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com   

     IIBMS QUESTION PAPER

                  Subject – General Management

                                 Marks - 100

 

Attempt Any Four Case Study

CASE – 1   Your Job and Your Passion—You Can Pursue Both!

        The 21st century offers many challenges to every one of us. As more firms go global, as more economies interconnect, and as the Web blasts away boundaries to communication, we become more informed citizens. This interconnectedness means that the organizations you work for will require you to develop both general and specialized knowledge—such as speaking multiple languages, using various software applications, or understanding details of financial transactions. You will have to develop general management skills to foster your ability to be self-reliant and thrive in a changing market-place. And here’s the exciting part: As you build both types of knowledge, you may be able to integrate your growing expertise with the causes or activities you care most about. Or, your career adventure may lead you to a new passion. 

Former presidents George H. W. Bush and Bill Clinton are well known for combining their management skills—running a country—with their passion for helping people around the world. Together they have raised funds to assist disaster victims, those with HIV/AIDS, and others in need. Jake Burton turned his love of snow sports into an entire industry when he founded Burton Snowboards. Annie Withey poured her business and marketing knowledge into her two famous business ventures: Smartfood and Annie’s Homegrown. Both products were the result of her passion for healthful foods made from organic ingredients.

As you enter the workforce, you may have no idea where your career path will lead. You may be asking yourself, “How will I fit in?” “Where will I live?” “How much will I earn?” “Where will my business and personal careers evolve as the world continuous to change at such a fast pace?” If you are feeling nervous because you don’t know the answers to these questions yet, relax. A career is a journey, not a single destination. You may have one type of career or several. It is likely you will work for several organisations, or you may run one or more businesses of your own.

As you ask yourself what you want to do and where you want to be, take a few minutes to review the chapter and its main topics. Think about your personality, what you like and dislike, what you know and what you want to learn, what you fear and what you dream. Then try the following exercise.

Questions

1. Create a three-column chart in which the first column lists nonmanagement skills you have. Are you good at travel? Do you know how to build furniture? Are you a whiz at sports statistics? Are you an innovative cook? Do you play video games for hours? In the second column, list the causes or activities about which you are passionate. These may dovetail with the first list, but they might not.
   
2. Once you have you two columns complete, draw lines between entries that seem compatible. If you are good at building furniture, you might have also listed a concern about families who are homeless. Remember that not all entries will find a match—the idea is to begin finding some connections.
   
3. In the third column, generate a list of firms or organizations you know about that reflect your interests. If you are good at building furniture, you might be interested working for the Habitat for Humanity organization, or you might find yourself gravitating towards a furniture retailer like Ikea or Ethan Allen. You can do further research on organizations via Internet or business publications.

CASE – 2   Biyani – Pioneering a Retailing Revolution in India

       “I use people as hands and legs. I prefer to do thinking around here.”

      ─ Kishore Biyani, CEO & MD, Pantaloon Retail (India) Ltd.

        Kishore Biyani (Biyani), CEO& MD of Pantaloon Retail (India) Ltd., planned to have 30 Food Bazaar outlets, 22 outlets in Big Bazaar, 21 Pantaloons outlets, and four seamless malls under the Central logo, by the end of 2005. He also planned to launch at least three businesses every year and had already selected music, footwear and car accessories as his next areas of investments. He was already the top retailer in India followed by Raghu Pillai of RPG. As of 2004, Biyani headed a company that had a turnover of Rs 6,500 million and operated 13 Pantaloon apparel stores, 9 Big Bazaars, 13 Food Bazaars, and 3 seamless malls (Central), one each located in Bangalore, Hyderabad, and Pune.

        Biyani’s journey from a person who looked after his family business to India’s top retailer in 1987, when he launched Manz Wear Pvt. Ltd. The company launched one of the first readymade trousers brands – ‘Pantaloon’ – in the country. The company also launched its first jeans brand called ‘Bare’ in 1989. On September 20, 1991, Manz Wear Pvt. Ltd. went public and on September 25, 1992, it changed its name to Pantaloon Fashions (India) Limited (PFIL). ‘John Miller’ was the first formal shirt brand from PFIL.

The company opened its first apparel stores, called ‘Pantaloons’ at Kolkata in August 1997. The stores generated Rs 70 million. Biyani then realized the potential of the Indian market and started to aggressively tap it. Accordingly, Biyani decided to expand into other segments of retailing besides apparel. To reflect this change in focus, the company changed its name to Pantaloon Retail (India) Limited (PRIL) in July 1999 and set itself a target of achieving Rs 10 billion in sales by June 2005. In course of time he launched three other retail formats -- Big Bazaar, Food Bazaar, and Central.

Biyani didn’t believe in copying ideas from western retailers. He was critical of his peers who felt just copied ideas form the west without making any effort to mold them to Indian conditions. He ensured that his store formats such as Big Bazaar, Food Bazaar, and Pantaloons were all suited to the purchasing style of Indian consumers.

Biyani was a huge risk taker and his planning was always different from the conventional way of doing business. This was also one of the factors that had prompted Biyani to move away from his father’s conventional way of doing business. During the initial stages of his success, his risk-taking attitude sometimes had the effect of turning away financiers. The biggest risk that Biyani took was in opening Big Bazaar in Mumbai in 2001. The company needed money to expand Big Bazaar’s operations. However, it had profits of only Rs 40 million with a low share price at eighteen rupees. Therefore, Biyani could not raise money through equity. In light of this situation, Biyani took a loan of Rs 1,200 million from ICICI for launching the operations of Big Bazaar, which increased his debt exposure. However, Big Bazaar proved to be a resounding success with 100,000 customer visits in its first week of operations. According to analysts, if Big Bazaar had failed, Biyani would have landed in a severe debt crisis. The success of Big Bazaar not only increased the company profits, it also changed the perception of investors.

Many people criticized Biyani for not delegating authority and Biyani himself accepted the criticism. He said, “I use people as hands and legs. I prefer to do the thinking around here.” He preferred taking individual decision on activities like strategic planning, ideas for other ventures, and other important issues. It was because of this that managers like Kush Medhora of Westside were initially apprehensive about joining Biyani’s business. However, Biyani changed his attitude gradually with the launch of Big Bazaar, Food Bazaar, and Central and appointed different people for managing different business units.

Biyani believed in leading a simple life and in being simply dressed. His vision came from his diverse reading connected to retailing and other areas. He made it a point to visit each of his stores across the country. He aimed to spend at least seven hours a week at the stores. In the stores, he would stand at a corner and observe people. He also walked on streets, met common people, and talked to local leaders to plan and put up new products in his stores. Each of his stores was set with a weekly target, which was reviewed every Monday. Whenever a new store was opened, the details of its operations during the first 45 days were to be sent to him. Sometimes, he suggested remedies to some problems. Biyani believed in extensive advertising to make more people know about the product. His decision making was quick and devoid of unnecessary delays. Biyani was also a good learner and learned quickly from his mistakes. He planned to improve inventory management through responding effectively to the demands of the customers rather than forecasting them, as he felt that forecasting would pile up the inventory in this dynamic market.

Questions

1. The tremendous success of the ‘Pantaloons’, ‘Big Bazaar’ and ‘Food Bazaar’ retailing formats, easily made PRIL the number one retailer in India by early 2004, in terms of turnover and retail area occupied by its outlets. Explain how Biyani is further planning to consolidate his businesses.
   

ANSWER

Biyani didn’t believe in copying ideas from western retailers. He was critical of his peers who felt just copied ideas form the west without making any effort to mold them to Indian conditions. He ensured that his store formats such as Big Bazaar, Food Bazaar, and Pantaloons were all suited to the purchasing style of Indian consumers.

Biyani was a huge risk taker and his planning was always different from the conventional way of doing business. This was also one of the factors that had prompted Biyani to move away from his father’s conventional way of doing business. During the initial stages of his success, his risk-taking attitude sometimes had the effect of turning away financiers. The biggest risk that Biyani took was in opening Big Bazaar in Mumbai in 2001. The company needed money to expand Big Bazaar’s operations.........

1. “Our striving toward looking at the Indian market differently and strategizing with the evolving customer helped us perform better.” What other qualities of Kishore Biyani do you think were instrumental in making him top retailer of India?

CASE – 3   The New Frontier for Fresh Foods Supermarkets

         Fresh Foods Supermarket is a grocery store chain that was established in the Southeast 20 years ago. The company is now beginning to expand to other regions of the United States. First, the firm opened new stores along the eastern seaboard, gradually working its way up through Maryland and Washington, DC, then through New York and New jersey, and on into Connecticut and Massachusetts. It has yet to reach the northern New England states, but executives have decided to turn their attention to the Southwest, particularly because of the growth of population there.

Vivian Noble, the manager of one of the chain’s most successful stores in the Atlanta area, has been asked to relocate to Phoenix, Arizona, to open and run a new Fresh Foods Supermarket. She has decided to accept the job, but she knows it will be a challenge. As an African American woman, she has faced some prejudice during her career, but she refuses to be stopped by a glass ceiling or any other barrier. She understands that she will be living and working in an area where several cultures combine and collide, and she will be hiring and managing a diverse workforce. Noble has the support of top management at Fresh Foods, which wants the store to reflect the surrounding community—in both staff makeup and product selection. So she will be looking to hire employees with Hispanic and Native American roots, as well as older workers who can relate to the many retired residents in the area. And she will be seeking their inputs on the selection of certain food products, including ethnic brands, so that customers know they can buy what they need and want a Fresh Foods.

In addition, Noble wants to make sure that Fresh Foods provides services above and beyond those of a standard supermarket to attract local consumers. For instance, she wants the store to offer free delivery of groceries to home-bound customers who are either senior citizens or physically disabled. She wants to be sure that the store has enough bilingual employees to translate for and otherwise assist customers who speak little or no English. Noble believes that she is a pioneer of sorts, guiding Fresh Foods Supermarkets into a new frontier. “The sky is almost blue here,” she says of her new home state. “And there’s no glass ceiling between me and the sky.”

Questions

1. What steps can Vivian Noble take to recruit and develop her new workforce?
2. ANSWER

The first step Vivian can take, the most critical for success, is secure top management support. By getting the leadership to support the program the rest of the company will follow suit.   A great way for the leadership to show their commitment to the program, inside the company and outside, is by incorporating it into to their mission statement and their strategic planning.   The next Vivian should take is establishing..........

1. What other ways can Noble help her company reach out to the community?
   
2. How will Fresh Foods Supermarkets as whole benefit from successfully moving into this new region of the country?

CASE – 4   The Law Offices of Jeter, Jackson, Guidry, and Boyer

THE EVOLUTION OF THE FIRM

David Jeter and Nate Jackson started a small general law practice in 1992 near Sacramento, California. Prior to that, the two had spent five years in the district attorney’s office after completing their formal schooling. What began as a small partnership—just the two attorneys and a paralegal/assistant—had now grown into a practice that employed more than 27 people in three separated towns. The current staff included 18 attorneys (three of whom have become partners), three paralegals, and six secretaries.

For the first time in the firm’s existence, the partners felt that they were losing control of their overall operation. The firm’s current caseload, number of employees, number of clients, travel requirements, and facilities management needs had grown far beyond anything that the original partners had ever imagined.

Attorney Jeter called a meeting of the partners to discuss the matter. Before the meeting, opinions about the pressing problems of the day and proposed solutions were sought from the entire staff. The meeting resulted in a formal decision to create a new position, general manager of operations. The partners proceeded to compose a job description and job announcement for recruiting purposes.

Highlights and responsibilities of the job description include:

• Supervising day-to-day office personnel and operations (phones, meetings, word processing, mail, billings, payroll, general overhead, and maintenance).
• Improving customer relations (more expeditious processing of cases and clients).
• Expanding the customer base.
• Enhancing relations with the local communities.
• Managing the annual budget and related incentive programs.
• Maintaining annual growth in sales of 10 percent while maintaining or exceeding the current profit margin.

The general manager will provide an annual executive summary to the partners, along with specific action plans for improvement and change. A search committee was formed, and two months later the new position was offered to Brad Howser, a longtime administrator from the insurance industry seeking a final career change and a return to his California roots. Howser made it clear that he was willing to make a five-year commitment to the position and would then likely retire.

Things got off to a quiet and uneventful start as Howser spent few months just getting to know the staff, observing day-today operations; and reviewing and analyzing assorted client and attorney data and history, financial spreadsheets, and so on.

About six months into the position, Howser became more outspoken and assertive with the staff and established several new operational rules and procedures. He began by changing the regular working hours. The firm previously had a flex schedule in place that allowed employees to begin and end the workday at their choosing within given parameters. Howser did not care for such a “loose schedule” and now required that all office personnel work from 9:00 to 5:00 each day. A few staff member were unhappy about this and complained to Howser, who matter-of-factly informed them that “this is the new rule that everyone is expected to follow, and anyone who could or would not comply should probably look for another job.” Sylvia Bronson, an administrative assistant who had been with the firm for several years, was particularly unhappy about this change. She arranged for a private meeting with Howser to discuss her child care circumstances and the difficulty that the new schedule presented. Howser seemed to listen half-heartedly and at one point told Bronson that “assistance are essentially a-dime-a-dozen and are readily available.” Bronson was seen leaving the office in tears that day.

Howser was not happy with the average length of time that it took to receive payments for services rendered to the firm’s clients (accounts receivable). A closer look showed that 30 percent of the clients paid their bills in 30 days or less, 60 percent paid in 30 to 60 days, and the remaining 10 percent stretched it out to as  many as 120 days. Howser composed a letter that was sent to all clients whose outstanding invoices exceeded 30 days. The strongly worded letter demanded immediate payment in full and went on to indicate that legal action might be taken against anyone who did not respond in timely fashion. While a small number of “late” payments were received soon after the mailing, the firm received an even larger number of letters and phone calls from angry clients, some of whom had been with the firm since its inception.

Howser was given an advertising and promotion budget for purposes of expanding the client base. One of the paralegals suggested that those expenditures should be carefully planned and that the firm had several attorneys who knew the local markets quite well and could probably offer some insights and ideas on the subject. Howser thought about this briefly and then decided to go it alone, reasoning that most attorneys know little or nothing about marketing.

In an attempt to “bring all of the people together to form a team,” Howser established weekly staff meetings. These mandatory, hour-long sessions were run by Howser, who presented a series of overhead slides, handouts, and lectures about “some of the proven management techniques that were successful in the insurance industry.” The meetings typically ran past the allotted time frame and rarely if ever covered all of the agenda items.

Howser spent some of his time “enhancing community relations.” He was very generous with many local groups such as the historical society, the garden clubs, the recreational sports programs, the middle-and high-school band programs, and others. In less than six months he had written checks and authorized donations totaling more than $25,000. He was delighted about all this and was certain that such gestures of goodwill would pay off handsomely in the future.

As for the budget, Howser carefully reviewed each line item in search of ways to increase revenues and cut expenses. He then proceeded to increase the expected base or quota for attorney’s monthly billable hours, thus directly affecting their profit sharing and bonus program. On the other side, he significantly reduced the attorneys’ annual budget for travel, meals, and entertainment. He considered these to be frivolous and unnecessary. Howser decided that one of the two full-time administrative assistant positions in each office should be reduced to part-time with no benefits. He saw no reason why the current workload could not be completed within this model. Howser wrapped up his initial financial review and action plan by posting notices throughout each office with new rules regarding the use of copy machines, phones, and supplies.

Howser completed the first year of his tenure with the required executive summary report to the partners that included his analysis of the current status of each department and his action plan. The partners were initially impressed with both Howser’s approach to the new job and with the changes that he made. They all seemed to make sense and were directly in line with the key components of his job description. At the same time, “the office rumor mill and grape vine” had “heated up” considerably. Company morale, which had been quite high, was now clearly waning. The water coolers and hallways became the frequent meeting places of disgruntled employees.

As for the marketplace, while the partner did not expect to see an immediate influx of new clients, they certainly did not expect to see shrinkage in their existing client base. A number of individual and corporate clients took their business elsewhere, still fuming over the letter they had received.

The partners met with Howser to discuss the situation. Howser urged them to “sit tight and ride out the storm.” He had seen this happen before and had no doubt that in the long run the firm would achieve all of its goals. Howser pointed out that people in general are resistant to change. The partners met for drinks later that day and looked at each other with a great sense of uncertainty. Should they ride out the storm as Howser suggested? Had they done the right thing in creating the position and hiring Howser? What had started as a seemingly, wise, logical, and smooth sequence of events had now become a crisis.

Questions

1. Do you agree with Howser’s suggestion to “sit tight and ride out the storm,” or should the partners take some action immediately? If so, what actions specifically?
2. ANSWER
3. In fact, Howser’s suggestion seems to be unreasonable, taking into consideration the fact that he has already provoked a severe crisis within the company. To put it more precisely, his actions have provoked the deterioration of relationships within the company, the schedule did not meet employees’ needs and expectations and Howser’s policies provoked a number of other problems. In such a situation, the partners should fire................................
4. Assume that the creation of the GM—Operation position was a good decision. What leadership style and type of individual would you try to place in this position?
5. 
   
6. Consider your own leadership style. What types of positions and situations should you seek? What types of positions and situation should you seek to avoid? Why?

CASE – 5   The Grizzly Bear Lodge

         Diane and Rudy Conrad own a small lodge outside Yellowstone National Park. Their lodge has 15 rooms that can accommodate up to 40 guests, with some rooms set up for families. Diane and Rudy serve a continental breakfast on weekdays and a full breakfast on weekends, included in the room they charge. Their busy season runs from May through September, but they remain open until Thanksgiving and reopen in April for a short spring season. They currently employ one cook and two waitpersons for the breakfasts on weekends, handling the other breakfasts themselves. They also have several housekeeping staff members, a groundkeeper, and a front-desk employee. The Conrads take pride in the efficiency of their operation, including the loyalty of their employees, which they attribute to their own form of clan control. If a guest needs something—whether it’s a breakfast catered to a special diet or an extra set of towels—Grizzly Bear workers are empowered to supply it.

The Conrads are considering expanding their business. They have been offered the opportunity to buy the property next door, which would give them the space to build an annex containing an additional 20 rooms. Currently, their annual sales total $300,000. With expenses running $230,000—including mortgage, payroll, maintenance, and so forth—the Conrads’ annual income is $70,000. They want to expand and make improvements without cutting back on the personal service they offer to their guests. In fact, in addition to hiring more staff to handle the larger facility, they are considering collaborating with more local business to offer guided rafting, fishing, hiking, and horseback riding trips. They also want to expand their food service to include dinner during the high season, which means renovating the restaurant area of the lodge and hiring more kitchen and wait staff. Ultimately, the Conrads would like the lodge to open year-round, offering guests opportunities to cross-country ski, ride snow-mobiles, or hike in winter. They hope to offer holiday packages for Thanksgiving, Christmas, and New Year’s celebrations in the great outdoors. The Conrads report that their employees are enthusiastic about their plans and want to stay with them through the expansion process. “This is our dream business,” says Rudy. “We’re only at the beginning.”

Questions

1. Discuss how Rudy and Diane can use feedforward, concurrent, and feedback controls both now and in future at the Grizzly Bear Lodge to ensure their guests’ satisfaction.
   
2. What might be some of the fundamental budgetary considerations the Conrads would have as they plan the expansion of their logic?
   
3. Describe how the Conrads could use market controls plans and implement their expansion.