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

Elective - Event Management

            Logos, banners, posters and handouts in and around the venue are designed to            deliver the promises made for the event. They are needed to act as guides for the       audience during the show. Special banners made to highlight contests, invite       participation in various activities and sales promotions are different from those         used for outdoor promotions.Elaborate with example for a cricket match.

FINANCIAL RISK MANAGEMENT NIBM MBA ASSIGNMENT ANSWER SHEETS PROVIDED WHATSAPP OR TELEGRAM IN 9924764558

 FINANCIAL RISK MANAGEMENT NIBM MBA ASSIGNMENT ANSWER SHEETS PROVIDED WHATSAPP OR TELEGRAM IN 9924764558

CONTACT

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

Case Study Project                

 

Elective - Financial Risk Management

 

            1.In the financial world, risk can be defined as “any event or possibility of an         event which can impair corporate earnings or cash flow over short/medium/long-      term horizon.” Corporate earnings or cash flows have a bearing on the wealth of         the shareholders through valuation of the corporation.Discuss Risk Management    to avoid financial crisis.

 

2.Express your idea of the supervisory review process that ensures that not only the banks have adequate capital to support all the risks in their business, but also to encourage them to develop and use better risk management techniques.

 

 

IIBMS MBA EXAMINATION CASE STUDY ANSWER SHEETS PROVIDED WHATSAPP OR TELEGRAM 91 9924764558

 IIBMS MBA EXAMINATION CASE STUDY ANSWER SHEETS PROVIDED WHATSAPP OR TELEGRAM 91 9924764558

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     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.

2.                      “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.                    What other ways can Noble help her company reach out to the community?

3.                    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.                    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?

3.                    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. 

 

 

 

 

 

 

 

 

 

 

 

 

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ISTM MBA EXAMINATION ANSWER SHEETS PROVIDED WHATSAPP OR TELEGRAM IN 9924764558

ISTM MBA EXAMINATION ANSWER SHEETS PROVIDED WHATSAPP OR TELEGRAM IN 9924764558

CONTACT

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

INDIAN SCHOOL OF TECHNOLOGY ANDMANAGEMENT

AN ISO 9001:2015 CERTIFIED INTERNATIONAL B-SCHOOL

Marks : 80

Course : Masters in Business Administration (MBA 4 Sem)

Subject : Business Communication

Answer the following question.

Q1.

What are the categories of Information in C.V

(10marks)

Q2.

Define Interview & explain any 5 types in details

(10marks)

Q3.

Explain a short note on Role of Chairperson

(10marks)

Q4.

What are the Situations required for negotiations?

(10marks)

Q5.

List the different Electronic modes of Communication & Explain the mode of Communication

(10marks)

Q6.

List the measures to overcome Communication barriers.

(10marks)

Q7.

Mention the characteristics of written Communication

(10marks)

Q8.

What are the dis-advantages of Oral Communication

(10marks)

Print Question with PDF

6/5/2021 Exam Paper

Subject : Business Environment

Answer the following question.

Q1.

What is stakeholder's dialogue approach.

(10marks)

Q2.

What are prevailing constraints for growth.

(10marks)

Q3.

State eligibility of bulk license for rough diamonds.

(10marks)

Q4.

Give graph of Quality Assurance - Product life stage model, explain.

(10marks)

Q5.

Give a block diagram in establishing the design and quality standards of technology recipient site.

(10marks)

Q6.

What are steps taken by government to improve agricultural marketing?

(10marks)

Q7.

What are the major benefits of raising equity from capital market.

(10marks)

Q8.

What are major consequences of expansion in the money supply.

(10marks)

Print Question with PDF

BUSINESS ETHICS

Answer the following question.

Q1.

Give enlightening words of the Dalai Lama.

(10marks)

Q2.

Discuss consumerism

(10marks)

Q3.

Give a note on Human culture.

(10marks)

Q4.

What is cultural ethos?

(10marks)

Q5.

Write a note on national consumer duputes redressal commission

(10marks)

Q6.

Write a note on human culture and civilization.

(10marks)

Q7.

Discuss social justice according to gandhiji.

(10marks)

Q8.

Write note on electrification of villages.

Subject : Business Strategy

Answer the following question.

Q1.

What are core competencies?

(10marks)

Q2.

Give an agenda for strategic management in Indian companies.

(10marks)

Q3.

Write a short note on domestic organizational structure.

(10marks)

Q4.

Explain different types of industrial diversification.

(10marks)

Q5.

What is focus of control in headquarter level control strategy?

(10marks)

Q6.

What is the difference between international & global strategy?

(10marks)

Q7.

Describe characteristics of Reid which is influenced the internationalization decision.

(10marks)

Q8.

What is strategic management? & explain benefits of single – country strategy.

Subject : Corporate Law

Answer the following question.

Q1.

State procedure for enquiry on complaints under S 19

(10marks)

Q2.

What are the Rights and liabilities of Incoming partners

(10marks)

Q3.

Discuss FDI

(10marks)

Q4.

Explain delivery

(10marks)

Q5.

Explain dissolution.

(10marks)

Q6.

Define Bailment and explain.

(10marks)

Q7.

What is the mode of giving a public notice

(10marks)

Q8.

Who is a small depositor

Subject : Customer Relationship Management

Answer the following question.

Q1.

How important is the CRM planning agenda ?

(10marks)

Q2.

What are the application areas of CRM in the pharmaceutical sector ?

(10marks)

Q3.

What are the applications of CRM in the B2B marketing ?

(10marks)

Q4.

What are the various critical success factors related to a CRM roadmap ?

(10marks)

Q5.

What is the relationship between customer satisfaction, employee satisfaction and market share ?

(10marks)

Q6.

What is relationship marketing and how is it different from CRM ?

(10marks)

Q7.

What are the requisites for customer acquisition ?

(10marks)

Q8.

What is the importance of customer care management ?

Subject : Digital Marketing

Answer the following question.

Q1.

What are the social media rules of engagement?

(10marks)

Q2.

How should we formulate the marketing strategy

(10marks)

Q3.

What is PPC or SEM?

(10marks)

Q4.

What can mobile marketing do for our business?

(10marks)

Q5.

What is e-Marketing? Discuss the salient features of the Changing marketing landscape.

(10marks)

Q6.

How does presence of the Internet Change the price sensitivity of Customers

(10marks)

Q7.

How are Apps Changing the face of marketing?

(10marks)

Q8.

How can e-mail marketing tools can help us?

Subject : Essential of Management

Answer the following question.

Q1.

Describe different types of decisions.

(10marks)

Q2.

What is planning? & explain its element.

(10marks)

Q3.

Write Short notes on Principle of scalar Chain

(10marks)

Q4.

”Management is what management does”. Explain.

(10marks)

Q5.

Mention the scientific principles of management and also specify the features of scientific management.

(10marks)

Q6.

Give the meaning of social need.

(10marks)

Q7.

How many types of critical standard in management control?

(10marks)

Q8.

State ten principles of an organization

Subject : Essential of Management

Answer the following question.

Q1.

Describe different types of decisions.

(10marks)

Q2.

What is planning? & explain its element.

(10marks)

Q3.

Write Short notes on Principle of scalar Chain

(10marks)

Q4.

”Management is what management does”. Explain.

(10marks)

Q5.

Mention the scientific principles of management and also specify the features of scientific management.

(10marks)

Q6.

Give the meaning of social need.

(10marks)

Q7.

How many types of critical standard in management control?

(10marks)

Q8.

State ten principles of an organization

Subject : International Business

Answer the following question.

Q1.

Explain Export Procedures and Documentation in India ?

(10marks)

Q2.

What do you understand by fundamental disequilibrium in the balance of payments? What remedies doyou suggest to correct it?

(10marks)

Q3.

What is Bill of Lading ?

(10marks)

Q4.

Why do you need Letter of Credit ?

(10marks)

Q5.

What is product branding and how does it help ?

(10marks)

Q6.

What do you mean by risk ?

(10marks)

Q7.

What is the purpose of World Trade Organisation (WTO) ?

(10marks)

Q8.

Explain the functions & objectives of IMF.

Subject : Quantitative Methods

Case Studies

A monte Carlo Case Study

(20Marks)

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 wor250,000 dollars. She has a iixed pension given by her employer, although it is not indicated to price rise, and Is entitlto get complete benefits of Canada Pension Plan and Old Age Security, for retirement.

She did not have a vecompetent portfolio: one fourth of cash is there, and most of it was in contracted sector ETFs, single stocks abusiness bonds. Due to wrong entry of ETFs in the account, unnecessary taxes were charged. Even beforeconstructing 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 investmencould produce enough flow of cash after she retires. Monte Carlo may show a top possibility of success with tallotment of equity of 70% ot 80%. Through a risky questionnaire and art open interview, Justin

Ill 'ascertain that Lauwas the best person for a portfolio of 60% fixed income and 40% equities. .

Through Monte Carlo software, Jusentered the current portfolio

. size of Laura, her rate of savings, projected retirement expenditure, and other employincome and government pensions. If Laura feels that working till the age of 63 was unpleasant, she could go for treproduction again and with different estimation. Increasing her anticipated returns or bringing down the rate of inflatiois only a thought, therefore, she will have to make some stronger decisions: she will have to making some more savingor bring down her rate of planned expenses after retirement. Amazingly, by bringing up the allotment to fixed salacould increase her opportunity to succeed: in spite of th returns being lower than the equities, the volatility is also leswhich lessens the risk of helpless decline in the early years.

At last, Laura decided to work for 6 more years and plan hretirement at the age of 63. After this, Justin decided to help her make a fresh ETF

portfolio to match that goal: it wfinalized at 30% short term business bonds, 30% GICs, and the rest of it was divided among Canadian, L'S and globequities. Laura was able to make a notified decision through the Monte Carlo simulation, but this wasn't the end of tprocedure. 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 thecould bring a change in the main suppusitions

1 ; and she will have to redo her plans.

The possibilities are differebefore the age of 63. For each added year that Laura works, her portfolio will addition instead of a decrease and this wlead to a thrilling difference: the success rate will rise up by 25% points if she continues to work till the age of 61 insteaof 60.

Answer the following question.

Q1.

How much was Laura earning at the age of 57? (Hint: 68,000 dollars per year)

A Network Rail

(20Marks)

The railways play an important role in the economy and infrastructure of Britain. Not very many people travelled back the 1920 as compared to present time, in spite of 50% reduction in raif routes as compared to the 1960s. Rail is alused for transporting goods around Britain. Rail proves to be• more eco-friendly and safest means of transportation compa;ed to other vehicles so, not surprisingly, the number of people commuting have gone 40% more since the paten years. By 2034, this figure can go up. The work of network rail has to look after the tracks, bridges and tunnels whi

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comprises of the British rail network. The railway infrastructure is made up of signals and level crossings. It has to loafter the 20,000 mile long track and 40,000 bridges and tunnels. Britain's 18 main rail stations, from Edinburg Waverlto London King's Cross, are looked after by the Britain rail system.

Ten years ago, when the network rail took up theresponsibilities, • it had to face some challenges. The rail neork was facing some problems. Trains were running late, tcosts were too high and there was shortage of assets in both the people and machinery. Due to these issues, peophad less confidence in the rail network. Ever since then, rail network has aimed at sustaining operations to reduce texpenses. There has been 28% reduction in expenses mainly because of conomy of scale. New tracks and machinehave been bought, and there has been 90% rise in the rail punctuality. Huge projects have been given on time atowards th budget, as a result the confidence of the people has improved. Rail network has moved from 'find and fix' 'predict and prevent' policy. This has proved to be more cost effective and competent and enabled in avoiding delay obstruction for the people in their travel. The rail network invested approx. 12 billion pounds between 2009 and 201towards the rail network. Britain has the fastest developing network in whole of Europe.

By investing in people, the rnetwork is investing in the future to.

.B ritain has the largest working personnel of 35,000 workers. It has people workiin various positions, like, engineers for maintenance and signaling to project managers. Each area offers an opportunto work. They also consist oi HR (human resources), IT (information technology), and finance and customer servicNetwork Rail needs to employ and keep capable engineers in order to get the work done. Presently, its engineers adoing some oi the most stimulating projects in Europe. The projects include HS2, which is the new super spted rail libetween the north and south Britain, and the project of London Crossrail. Some oi the biggest and busiest rail statioare being upgraded, like, London King's Cross and Birmingham New Street. The main focus of the HR of Network Railto recruit various personnel. This not only deepens the culture of business but it also makes sure that it can reach evetalent. It offers training for every applicant, whether he is a school drop-out or a graduate, whether male or female,continued flow of appropriate talent is ensured to keep its long term project going. The company abo gives maopportunities to its workers to receive recognized qualifications, such as an exclusive programme in post graduatiosponsoring the Master's Degree in project management and trainee.

Answer the following question.

Q1.

What were the initial problems that Network Rail of Britain face? (Hint: It has to look after the 20,000mile long track and 40,000 bridges and tunnels. Trains were running late, the costs were too high andthere was shortage of assets in both the people and machinery)

Q2.

What is the new super speed rail link between the north and south Britain called? (Hint: HS2)

CASE STUDY

(20Marks)

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 cofunction 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?

Case

(20Marks)

Since 9/11•terrorism has cased threat attacks which have drawn the attention of political and media world. The US hto launch. a 'war on terror' and applied a range of counteract terrorism safety measures towards aviation, pubtransportation, ports, borders, publicgMhermg 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 adomestic government, and private sector, and also the cost of opportunity. The Iraq an Afghanistan wars have added 1trillion dollars to this expenditure. The expenditure of federal, state and local US government on home ground securhas 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 thse high level of expenses, even though no other country can match its per capita or GDP expenditure. For exampincreased expenditure• on homeland security in UK, Canada and Australia is nearly one half to one quarter of Uexpenditure per capita or GDP. Nevertheless, in 2009, the government spent nearly 141.6 billion dollars each year ohomeland security. This figure is expected to reach about 300 billion dollars by 2016.

After 9/11, the main objective hbeen 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 noHence, the commission report of 9/11, among other issues, was called upon

• the US government to execute safemeasures which show evaluation of risks and effectiveness of expenditure. Nevertheless, while the US needs tevaluate expenditure benefits for government regulations, such evaluation seems co have not been done for homelasecurity in general, or for the DHS (department of homeland security). One of the causes could be that DHS is not abto take up such evaluation.

The NRC (national research council) committee of the National Academics of ScienceEngineering 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, tcommittee 'did not find any DHS risk analysis capabilities and methods that are yet adequate for supporting DH

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decision making.' Due to which, very less confidence could be had in most of the risk evaluation done by DHS. Tcommittee said that "it is not yet clear that DHS is on a

I ! trajectory for development of methods and capability thatsufficient

to ensure reliable risk analyses".

l.sually the government and their rigid agencies shoo a neutral behavtowards their decision making. Stewart says that "the standard criterion for deciding whether a government; programmcan be justified on economic principles is net present rnlue - the discounted monetized value of expected net benef(i.e., benefits minus costs)" and that "e'Cpecttd values (an unbiased estimate) is the appropriate estimate for use" (UM1992).

Answer the following question.

Q1.

The government spent nearly 141.6 billion dollars each year on 1 1 il (Hint: homeland security)