INTERNATIONAL HUMNA RESOURCE MANAGEMENT ANSWER SHEET PROVIDED WHATSAPP 91 9924764558
DR. PRASANTH BE MBA PH.D. MOBILE /
WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
International Human Resource Management
Total Marks: 80
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Case Study:
WHOM DO YOU SATISFY? EXPATRIATE OR NATIONALS
Hi-Tech Electronics Limited was established in 2006 in Kualalampur, Malaysia. It produces and markets all types of electronics goods in most of the Asian and Pacific countries. It has been one among the top five companies as for the level of technology and one among the top three
Companies regarding marketing of the products in Malaysia. The company’s policy and practices concerning human resource management are top in the country. The company’s salary administration policies and practices were taken as guidelines not only by the other companies but
Also by various wage boards and pay commissions in the country. But this company has been struggling a lot because of a minor problem relating to administration of salary and benefits. The problem is stated hereunder.
The company employed nearly 400 national young graduate and post graduate engineers and 20 expatriate engineers. This employees form the cream of the company’s present human resource. The expatriate employees occupied higher position in all the departments including Human Resource Department. The company’s salary policy and benefit policy were formulated mainly on the basis of the expatriate employee’s desire. The base salary of the company is the same for both the expatriate and national employees. But expatriate receive additional allowances like international market allowance, educational allowance, settling-in allowance, car allowance, housing allowance and entertainment allowance. Thus, expatriate receives nearly 250% more salary than the nationals doing the same job.
The national employees demanded the management to pay equally with that of expatriates immediately. According to them, the pocket frustrates them severely.
(a) What is the crucial issue in this case?
(b) If you were the HR manager of the company, whom do you satisfy?
Q.2 (a) Explain stages of internationalization of firm and how does each stage affect the HR function?
(b) What are main characteristics of the four approaches to international Staffing?
OR
(b) Explain the strength and weaknesses of workforce diversity with relevant examples.
Q.3 (a) Explain career cycle for expatriates and the factors that contribute for expatriate’s success.
(b) What are the objectives of international compensation management?
OR
Q.3 (a) what are the factors contributing to Expatriate’s Failure?
(b) What is global training? Explain in brief different areas of global training and development. 10
Q.4 (a) what is glass-ceiling? Why does it take place for women employees and employees belonging to minority groups?
(b) How domestic HRM does differ from global HRM?
OR
Q.4 (a) what are the factors affecting standardization of work practices?
(b) What are the significant shifts in HRM practices in recent time?
Q.5 (a) what are the challenges of performance appraisal in international human resource management?
(b) In what ways trade union influence the HRM functions of multinationals?
OR
Q.5 (a) what is participative management? Discuss the practices of participative management in different countries.
(b) How do you make the performance management in multinationals effective?
Xaviers Institute
of Business Management Studies
Subject Title: Brand
Management
Maximum Marks: 80
Question
No. 1 is compulsory and is for 16 Marks. Please attempt any 4 questions from
question number 2 to 9.
1. Case Study : (Compulsory)
BURNOL
Burnol has been around for six decades as a yellow burns-relief ointment. It has almost become a generic brand. Its yellow colour reminds one of turmeric, the traditional burns-relief remedy.
The brand has been recently acquired by Dr. Morepen (a subsidiary of Morepen Laboratories Ltd.) from Reckit Piramal. The brand has high recall value. Morepen is the brand’s third owner (Boots is the first, Pirmal second).
Burnol’s position in the mind space of the consumer is that of the burns ointment. It is open to marketers to reposition the brand. But sometimes the brand does not budge from its original position. Burnol is a typical example. It is so strong as anti-burn ointment that it has become intractable.
Burnol introduced by Boots started domestic manufacturing in 1948. JWT handled the account. Formerly, it was sold on prescription. In 1960 it became over-the counter (OTC) product.
As Indian housewives depended upon kerosene or wood-fed stoves, Burnol became an integral part of the household. In 1967, Burnol’s application was far widened, to include antiseptic properties against cuts and other wounds. But it did not succeed and Boots reverted to its original anti-burns position. In 1972, Shield was launched by SKF as a competitive brand. It was followed by Medigard by J.L. Morison. But they could not affect Burnol.
In 1980, a commercial on DD showed a daughter entering kitchen and getting burns due to oil splash. The mother uses Burnol and the VO says “Haath jal gaya? Shukar hai ghar mein Burnol jo hai”.
Kitchen became safer in 85s after the switch-over to LPG-based cooking and the use of gas-lighter instead of the match boxes. Burnol started stagnating.
Though the product had high recall, the actual reality was that households did not keep the product handy. Plain water was being recommended to treat burns. Turmeric, as it causes stains, was becoming a liability. The product composition was changed by changing colour from deep yellow to non-staining light yellow. People were coaxed to keep the product within easy reach, Sales showed some improvement.
In 1995, again it was repositioned as antiseptic for multiple usages. The colour was made even lighter. It was given a new perfume. But the brand failed to compete with other antiseptic creams such as Boroline and Dettol. The brand could not be moved from its ‘burns’ spot in the consumer mind. It’s becoming generic as a burns remedy proved to be its cause for stagnation.
In 2000, Burnol was sold to Reckitt Pirmal for 12.5 crore. It became Burnol Plus. It was positioned as ‘first aid cream’. It registered a turnover of ` 6.2 crore in 2002. As Reckit Pirmal joint venture came apart, Burnol was sold to Dr. Morepen in 2003. It is being relaunched in April 2004.
Burns market including dressings stand as ` 39 crore. Antiseptic market stands at ` 210 crore. The old need is passing into history. The strategy should be to retain its original uniqueness, and still broad-base it. There are new dangers such as geysers, irons, ovens and so on. Burnol can become a cream that ensures safety if present. Burnol should be promoted as brand that cares.
Burnol is now marketed by Dr. Morepen Lab as protective cream which should be kept handy always.
Question:
As a Management consultant give your comments on Burnol as a brand.
2. What do you understand by the concept of a Brand? Describe the characteristics of
Brands.
3. a. Define the Brand Image. Explain the dimensions of Brand Image.
b. What is meant by Brand Identity? Explain the different elements of Brand Identity.
4.
Discuss in detail the different stages of brand building process.
5. a. What is Brand Audit? Explain its importance.
b. Describe the two steps in brand audit.
6. “Positioning is an outcome of our perceptions about the brand relative to the
competing brands” – Discuss with examples.
7. How do consumers perceive and choose brands? Discuss.
8. What are the different phases of strategic brand management process?
9. Discuss the “TEN COMMANDMENTS” of Global Branding.
