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 Business Strategy

Note:- 1) Kindly write case study number question number properly
2) Attached question papers with answer sheets
___________________________________________________________________________
Case 1 (20 Marks)
Door Darshan is the India’s premier public service broadcaster with more than 1,000 transmitters
covering 90% of the country’s population across on estimated 70 million homes. It has more than
20,000 employees managing its metro and regional channels. Recent years have seen growing
competition from many private channels numbering more than 65, and the cable and satellite
operators (C & S). The C & S network reaches nearly 30 million homes and is growing at a very fast
rate.
DD’s business model is based on selling half – hour slots of commercial time to the programme
producers and charging them a minimum guarantee. For instance, the present tariff for the first 20
episodes of a programme Rs.30 lakhs plus the cost of production of the programme. In exchange
the procedures get 780 seconds of commercial time that he can sell to advertisers and can generate
revenue. Break-even point for procedures, at the present rates, thus is Rs.75,000 for a 10 second
advertising spot. Beyond 20 episodes, the minimum guarantee is Rs.65 lakhs for which the
procedures has to charge Rs.1,15,000 for a 10 second spot in order to break-even. It is at this
point the advertisers face a problem – the competitive rates for a 10 second spot is Rs.50,000.
Procedures are possessive about buying commercial time on DD. As a result the DD’s projected
growth of revenue is only commercial time on DD. As a result the DD’s projected growth of revenue
is only 6-
10% as against 50-60% for the private sector channels. Software suppliers, advertisers and
audiences are deserting DD owing to its unrealistic pricing policy. DD has options before it. First, it
should privates, second it should remain purely public service broadcaster and third, a middle path.
The challenge seems to be exploit DD’s immense potential and emerge as a formidable player in the
mass media.
i. What is the best option, in your view, for DD?
ii. Analyse the SWOT factors the DD has.
iii. Why do you think that the proposed alternative is the best?
Case 2
In 2006-07 PTC Food division decided to enter the fast growing (20-30% annually) snacks segment,
an altogether new to it. It had only one national competitor-Trepsico's Trito. After a year its wafer
snack brand- Ringo, fetched 20% market share across the country. Ringo's introduction was
coincided with the cricket world cup. The wafer snacks market is estimated to be around Rs. 250
crores.
The company could take the advantage of its existing distribution network and also source potatoes
from farmers easily. Before the PTC could enter the market a cross-functional team made a customer
survey through a marketing research group in 14 cities of the country to know about the snacks of
eating habits of people. The result showed that the customers within the age-group of 15-24 years
were the most promising for the product as they were quite enthusiastic about experimenting new
snack taste. The company reported to its chefs and the chefs came out with 16 flavours with varying
tastes suiting to the targetted age-group.
The company decided to target the youngsters as primary target on the assumption that once they
are lured in, it was easier to reach the whole family.
Advertising in this category was extremely crowded. Every week two-three local products in new
names were launched, sometimes with similar names. To break through this clutter the company
decided to bank upon humour appeal.
The Industry sources reveal that PTC spent about Rs. 50 crores on advertisement and used all
possible media- print and electonic, both including the creation of its own website,
Ringoringoyoungo.com with offers of online games, contests etc. Mobile phone tone downloading
was also planned which proved very effective among teenagers. The site was advertised on all
dotcom networks. Em TV, Shine TV, Bee TV and other important channels were also used for its
advertisement along with FM radio channels in about 60 cities with large hoardings at strategic
places.
Analysts believes that Ringo's success story owes a lot to PTC's widespread distribution
channels and aggressive advertisements. Humour appeal was a big success. The `Ringo' was made
visible by painting the Railway bogies passing across the States. It has also been successful to
induce Lovely Brothers' Future Group to replace Trito in their Big-Bazaar and chain of food Bazaars.
PTC is paying 4% higher margin than Trepsico to Future group and other retailers.
Ringo to giving Trepsico a run for its money. Trito's share has already been reduced considerably.
Retail tie- ups, regional flavours, regional humour appeals have helped PTC. But PTC still wants a
bigger share in the market and in foreign markets also, if possible.
Answer the following questions:
a) What is SWOT Analysis? (4 Marks)
b) What are the strength of PTC? (4 Marks)
c) What are the weaknesses of PTC for entering into the branded snacks market? (4 Marks)
d) What kind of marketing strategy was formulated and implemented for Ringo?
What else need to be done by Ringo so as to enlarge its market? (8 marks )
Case 3
Dr. Sukumar inherited his father’s Dey’s Lab in Delhi in 1995. Till 2002, he owned 4 labs in the National
Capital Region (NCR). His ambition was to turn it into a National chain. The number increased to 7 in
2003 across the country, including the acquisition of Platinum lab in Mumbai. The number is likely to go
to 50 within 2 – 3 years from 21 at present. Infusion of Rs.28 crores for a 26% stake by Pharma Capital
has its growth strategy.
The lab with a revenue of Rs.75 crores is among top three Pathological labs in India with Atlantic
(Rs.77 crores) and Pacific (Rs.55 crores). Yet its market share is only 2% of Rs.3,500 crores
market. The top 3 firms command only 6% as against 40 – 45% by their counterparts in the USA.
There are about 20,000 to 1,00,000 stand alone labs engaged in routine pathological business in
India, with no system of mandatory licensing and registration. That is why Dr. Sukumar has not
gone for acquisition or joint ventures. He does not find many existing laboratories meeting quality
standards. His six labs have been accredited nationally whereon many large hospitals have not
thought of accreditation. The College of American Pathologists accreditation of Dey’s lab would help it
to reach clients outside India.
In Dey’s Lab, the bio-chemistry and blood testing equipments are sanitized every day. The bar
coding and automated registration of patients do not allow any identity mix-ups. Even routine tests
are conducted with highly sophisticated systems. Technical expertise enables them to carry out
1650 variety of tests. Same day reports are available for samples reaching by 3 p.m. and by 7 a.m.
next day for samples from 500 collection centres located across the country. Their technicians work
round the clock, unlike competitors. Home services for collection and reporting is also available.
There is a huge unutilized capacity. Now it is trying to top other segments. 20% of its total business
comes through its main laboratory which acts as a reference lab for many leading hospitals. New
mega labs are being built to encash preclinical and multi – centre clinical trials questions.
i. What do you understand by the term Vision? What is the difference between ‘Vision’ and
‘Mission’? What vision Dr. Sukumar has at the time of inheritance of Dey’s lab? Has it been
achieved? ( 8 Marks)
ii. For growth what business strategy has been adopted by Dr. Sukumar?
. (2Marks)
iii.What is the marketing strategy of Dr. Sukumar to overtake its competitors?
. (6Marks)
iv. In your opinion what could be the biggest weakness in Dr. Sukumar’s business strategy?
. (4 Marks)
Case : 4 (20 Marks )
The origins of Deepak Nitrite—the flagship comp any of the Deepak group of industries-go back to 1970
when Chimanlal K. Mehta, an entrepreneur, sensing an opportunity in India’s drive towards selfsufficiency
and import substitution and relying on his trading and manufacturing experience, ventured into
the chemicals industry. The Company was originally incorporated as Deepak Nitrite Private Limited in
1970, under the Companies Act, 1956 and was subsequently converted into a public limited company in
the name of Deepak Nitrite Limited in 1971. The company’s registered office is at Vadodara and its
corporate office is at Pune with manufacturing plants in Gujarat and Maharashtra. Net sales for the year
ending March 2007 are about Rs. 4172 million and net profit is Rs. 357 million. Exports constitute nearly
half of the sales.
Overt he years, Deepak Nitrite has grown impressively through a judicious use of integration, related
diversification and internationalization strategies, using the means of acquisition and restructuring. In
1983, adopting a horizontal integration strategy, the company used foreign collaboration to start
commercial production of ammonia. In 1989, the group employed ammonia-based forward integration and
also diversified into the chemicals related area of methanol. In 1992 came the commercial production of
low-density ammonium nitrate, nitro phosphate and nitric acid, resulting in a multi-product portfolio
consisting of organic, inorganic, fine and specialty chemicals. Deepak Nitrite has made tremendous
progress over the years and has posted impressive financial results as well as excellent export
performance. It (the growth of the company), was born out of a process of deep thinking, strategy and
planning,’ said the managing director Deepak Mehta, who claims that planned strategy has led to growth.
Environmental scanning led to foreseeing the threats coming from a dismantled duty regime. Anticipating
this, the company went about implementing strategies that would convert these threats into opportunities.
The strategic approach was to build on its strengths in niche areas of the chemicals market, leverage
strong R & D and a robust lab to product ion skills, bring the strengths up to global levels and work
towards a leadership position.
The success of Deepak Nitrite could be attributed to its focused strategy. Implementation capabilities. A
series of plans, programmes and project have been initiated and implemented over the years, in
alignment with its corporate and business strategies. For instance, it has worked on a number of R&D
projects over the years to develop its skills to swiftly transfer products from the labs through production to
the markets. It has effectively developed differentiating capabilities by planning and implementing
projects for handling bulk products to handling batch products, transforming from a commodity supplier to
a value-added, branded product supplier with customization skills. Projects in supply chain management
have helped the company in extending its ability to source its own raw material to tracking customers’
delivery and inventory scheduling. Cost control has been attempted through wider sourcing; including
international vend ors, and investing in energy-saving equipments.
In the course of strategy implementation, Deepak Nitrite has to deal with a host of government agencies
for procedural implementation. For example, raising finance has taken it to SEBI. A continual interaction
takes place with the export and import regulatory authorities. For instance, anti-dumping duties have
been levied on the comp any for sourcing cheap materials from China. Being in the chemical processing
industry, the company is under the scrutiny of environmental protection agencies. It has been a signatory
to the ‘Responsible Care’ initiative of the global chemical industry. It has also achieved the ISO 14001
certification. Dealing with explosives, the company has to seek licenses from the Department of
Explosives, Industrial Safety and Health Departments and State Pollution Boards of Gujarat and
Maharashtra. Apart from these are the regulatory requirements dealing with taxation purposes. Resource
generation has been through raising money in the capital markets on the basis of its good reputation,
internal accruals, loans from commercial banks and financial institutions and sale of factory land at
Pune.28
Questions:-
1. Identify and discuss briefly, the three themes of strategy implementation of activating strategies,
managing change and achieving effectiveness in the case of Deepak Nitrite.
2. picking up data from the case, demonstrate how formulation and implementation of strategy are
interdependent.

BRAND MANAGEMENT ISBM ONGOING EXAM ANSWER SHEETS PROVIDED WHATSAPP 9924764558

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BRAND MANAGEMENT
COURSE : Total Marks : 80
Case Studies for Analyzing :
1) There are six cases
2) Case 4 (compulsory) : 24 marks
3) You have to attempt only other four cases, which carries 14 marks each (i.e 14 x 4 = 56 Marks)
CASE - 1 (14 Marks)
OLD SPICE COSMETICS FOR MEN
Old Spice has been a global brand of cosmetics for men. Their range includes, after-shave lotion, lather
shaving cream, talcum powder, shampoos and hair cream. In India the first and most successful product
launched was after-shave lotion.
In the year 1986 the market share of Old Spice products in India was as follows:
• After-shave lotion 65 per cent
• Lather shaving cream 9 per cent
• Talcum powder 1 per cent
• Shampoo — trace
• Hair cream — trace
Colfax Laboratory Ltd., the manufacturers had been marketing the products in the west through departmental
stores. They planned strategy to boost their products sales in India in 1987. They decided to reduce reliance on
after shave lotion and promote other products as well, as they had found there was good market for other
products too.
• Shampoo — As Colfax had only one type of shampoo, whereas competitors had several types, they decided
to lie low on this product.
• Talcum powder — As talcum powder was purchased mostly by women, and Old Spice was a brand for men
the sale were restricted.
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
Hence, it was decided to promote lather shaving cream along with aftershave lotion as the two products
complemented each other.
Market survey gave the following figures of use of cosmetics by men:
• Shaving cream is used by 94 per cent men
Table : Success of Campaign
Year 1986 1987 1988 1989
Volume 100 131 158 213
Value 100 134 180 277
The market share also improved as can be seen from the Table above (given in percentage).
Table : Market Share
Year 1988(%) 1989(%) 1990(%) 1991(%) 1992(%)
Old Spice 13.1 16.2 19.2 26.8 33.5
Palmolive 34.5 33.4 36.9 35.5 33.6
Godrej 19.5 20.2 18.7 18.6 19.3
Old Spice brand has remained one of the most respected brands worldwide. In 1988, lather shaving cream
advertisement was among top ten advertisements in the world.
a) Make an alternative advertising plans for Old Spice. Has the advertising helped the
brand to gain grounds in India? Please give your comments.
CASE 2 (Marks 14)
KINETIC HONDA
Before Kinetic Honda 100 cc scooter was introduced in the Indian market, all the other scooters looked almost
alike. Kinetic was a differentiated scooter, because of its sleek looks, aerodynamic styling and it manufacturers
felt these attributes were enough to outsell other scooters in the market like Bajaj, and LML. However, the
scooter sales did not pick up the envisaged volumes in the market. In April 1986, the position was as follows:
• Kinetic Honda had sold 11,000 scooters with 2.1 per cent of market share.
• Bajaj Auto lead with 3,80,000 scooters sold with 73 per cent market share.
• LML sold 1,09,000 scooters with market share of 21 per cent.
Kinetic had launched their scooter with unique features, electronic start, automatic gear shift, automatic choke,
built-in turning indicators, wind tested streamlines design, and plastic bright colours.
The market survey conducted by the marketeers indicated that the reasons for poor market acceptance were as
given:
• Unfamiliar design
• Was considered lightweight and therefore flimsy
• Power of the scooter at 100 cc was considered less strong than Bajaj’s 150 cc scooter
• Electronic was also looked at with suspicion as it was taken only as a ladies scooter.
Hence the firm’s objective was to correct the misconceptions. For this purpose the marketeers had to
physically demonstrate that the scooters body was metallic and not made of plastic and then had to advertise
the same for wider acceptance from the buyer group of their product. In 1988, several scooters including, Bajaj
Super 150 cc, LML, Kinetic Honda and Vespa 150 were put on a grueling 20,000 km test run.
Kinetic Honda was adjudged the best scooter in that test. Massive advertising campaign was launched with
facts of the test and sales increased. Kinetic Honda won three more raffles and reached the high Khardungla
pass.
Kinetic Honda got established as a premium product for a customer who is a social somebody with age group
between 25—40 years, and income of Rs 15,000 pm. Customers of Kinetic Honda are different than the
customers of Bajaj and LML as they are upward mobile, quality conscious not willing to settle for less
then the best. Market share has improved to 11 per cent and according to them ‘future belongs to us’.
a) Please attempt restructure the firm’s brand objective and then build their
marketing strategy with focus on their brand.
CASE 3 (14 Marks)
LA BELLE COSMETICS
Sri Krishna Sarin walked out of his office into the production area, which only twenty months back he had set
up with the active help and support of his wife Rani. He saw his wife helping the worker with his task and
called her out.
‘It seems we really have a winner. We started with no business experience, only our determination and
technology with us, my dear.’ The couple was sure that the success is the outcome of their quality policy If not
100 per cent perfect, the product is sent to the research and development laboratory. The key was the quality
check of the raw materials they used and stored in totally hygienic conditions. Since the output was small all
their customers were from the town and they believed they could not face them if any one complained of bad
product.
The Sarin couple had used only herbal ingredients, safe for the skin. This meant higher cost of raw materials
and fewer suppliers. They had, therefore, priced their products slightly higher than their national brand rivals.
They also had a lot of pride in the cleanliness and upkeep of their factory. They were fond of saying that both
the product and their factory represent their own selves. The marketing of the products had been carried out
through local retailers and word of mouth publicity.
There are five products produced by the Sarins: lipstick, gloss, eyeliner, eye shadow and blush-on. Since their
production line was not very big they took manufacture one by one, but each month all the products were
made in various proportions as per their demand. Since the couple met their customers socially also they were
able to get instant feedback from them. They had kept a lean set-up and each person had to work hard. Lot was
done on the basis of personal relationship with the employees.
As is normal, the new factory made a loss in the first year of operation. Although the loss was expected, Sarins
were worried as they had put their entire savings in the venture. They felt that perhaps, two-shift operation
with bigger sales would take them out of the woods. They were, however, apprehensive if increasing
production would lead to lowering of quality, their main weapon against the national brands. The discussion
now boiled down to the fact that they could perhaps reduce the number of products and then with no time lost
in changing product in the production line, they could increase production to an extent. Table 11.5 gives the
cosmetic line.
Table : Cosmetic Line, May 2005
Item Unit Price (Rs) Material Cost
(Rs)
Margin (Rs) Sales (Kg)
Lipstick 120 43.5 76.5 95
Gloss 130 64.7 65.3 60
Eyeliner 65 37.4 27.6 4
Eye shadow 120 73.5 46.5 12
Blush on 130 67.2 62.8 9
The couple felt that while they will have to trim the product line, they were afraid of losing customers who
were keen to buy the whole range from them. The case is a hypothetical one, and yet it is close to reality in the
corporate world.
Looking at the case, what advise would you offer to the Sarins on the following points:
• Have Sarins taken care to use the brand value in their sales efforts?
• Should they trim the product range?
• Should they increase production by adding more people and if yes, where and how will
they sell the additional production?
• Are they missing out on any of the marketing mix factors? Please explain how they can
improve their operations.
• Plan an advertising campaign for the range of products, assuming the benefits they would
provide to the users.
CASE – 4 (Compulsory 24 Marks)
BRANDING A CAR CITI MOBILES LTD (CML)
MARKETING RESEARCH FOR INTRODUCING AN INNOVATIVE PRODUCT
CML have been in the business of manufacturing and marketing two-wheelers both scooters and motorcycles
since 1970 and enjoyed leadership in the market with 34 per cent share. They are also in to exports to Europe,
Middle East, South America and Australia. They export 30 per cent of their production. In 1991, CML planned
to diversify in to cars. They had been trying for the past few years to gauge the market for cars and had
discovered that in case they can come up with a small car they could convert their two-wheeler customers in to
four wheel car buying. The price could normally be twice that of the mobike, double the number of wheels and
it doubles the price. The mobike was selling at Rs 35,000; hence car ex-factory price was pegged at Rs 75,000.
CML had in 1991, the following marketing department structure.
CML Marketing Department Structure
CML hopes to retrain their selected personnel in sales and service of cars. Likewise they would upgrade the
able and willing dealers for selling cars.
CML signed an agreement with Renault of France for their sub-compact 500 cc car which could be sold in
India at ex-factory price of Rs 75,000. The subcompact car Silky was liked by a small group of mobike owners
as possible replacement for their bikes as they were under extreme pressure from their parents for going in for
a car, at present prices of cars they could iii afford the same. CML decided to arrange a market survey for
Silky:
• Research problem — Unknown buying process, and factors influencing buying decisions for a new
innovative subcompact car
Objectives of the research:
• Factors influencing buyers
• Stages of buying decisions
• Occupation, income levels and vehicle ownership at present
• Attitude towards the subcompact car, the Silky
Information needed from the research was as follows:
• Is there a need for subcompact cars in India?
• Will it be a first car, a substitute for mobike or will, it be second or third car in affluent homes?
• How the buyers get information about cars?
• Who initiates the buying process?
• Who is the decision maker?
• What interests the buyers most, in order of their priority - economy in running the car, styling,
comfort, price, brand, service availability in the country, durability of the car, easy availability of
genuine spares in the country, luggage compartment size, ease of getting loans.
Further information required is as follows:
• Buyers view on dealership — dealer’s location, reputation, availability of service facility, quality of
service
• Role of the dealer in the buying process
• Role of credit and guarantee
• Post-purchase opinion
RESEARCH METHODOLOGY
Research methodology is using the Primary Research technique. Sample size 3,500 — stratified random
technique for selecting the sample (rich and upper middle, middle class segments).
Findings of the research:
• Need was felt @ 44 per cent by housewives, 36 per cent by teenagers
• The need was influenced by increasing levels of pollution on the roads of Delhi, increasing number of bad
accidents involving mobikes and household income.
Table : Research Findings
Total Response (%) Total Response
Family member, mother, wife 36 1,300
Peer groups of teens and young adults 14 500
Relatives 6 200
Teenagers 44 1,500
Factors influencing purchase are given as under:
• Status symbol 58 per cent — The mobike owners felt they would notch up a few rungs in the status ladder.
• Economy 80 per cent, with fuel prices always on the rise the subcompact was advertised as giving huge fuel
economy.
• Safety 100 per cent — The subcompact was sure to give much higher levels of safety than the mobike.
• Comfort 70 per cent — Driving a car in all weathers on a comfortable seat was definitely more comfortable
than riding a bike, especially when distances in Delhi were generally greater than other metros of India.
CML had advertised in the newspapers, magazines, that. they had set up hoardings and shown the
advertisement on the TV network, besides they had used some other media like pamphlets.
The respondents were asked as to how they got to know about Silky, 52 per cent saw the advertisements and
48 per cent had not seen it. The advertisements were seen on the following lines:
• Newspapers 55 per cent
• Magazines — 22 per cent
• Hoardings — 10 per cent
• TV — 30 per cent
• Others — 10 per cent
The respondents were asked the reasons why they remembered the advertisements and they gave the following
reasons.
Table : Research Analysis
Impressive
Advertisement
Saw it Many
Times
Appeared in
Many
Channels
Appeared in
Many
Magazines
Total
Newspapers 2 14 Nil Nil 16
Magazines Nil 4 Nil 4 8
TV 8 8 8 Nil 24
Hoardings Nil 4 Nil Nil 4
Total 10 30 8 4 52
Therefore, it can be concluded that TV and newspaper are the appropriate media for the product. Later on the
response needed more information and they got it from the following sources.
Table : Detailed Research Result
Profession Literature Dealers Users Firms Staff Friends Total
Business 300 600 600 200 400 2,100
Executive 200 0 300 0 400 900
Student 500 400 500 0 400 1,800
Rank 3 3 1 4 2
Table : Research Result
Price Capacity Durability Servicing Reputation Total
Literature 200 100 300 100 300 1,000
Dealers 300 600 200 200 300 1,600
Users 600 300 500 700 600 2,700
Showrooms 100 100 200 100 100 600
Friends 400 300 300 400 400 1,800
Total 1,600 1,400 1,500 1,500 1,700 7,700
Rank 2 4 3 3 1
As can be seen the respondents considered the brand reputation the most important information. Second was
the price of the product. While making decisions for purchase, the ranking of preference was as follows:
• After sales service
• Guarantee period offered
• Price
• Discounts
• Credit offered/credit terms
• Possibility of putting air conditioner in the small car
Decision to buy was taken by the following persons jointly:
• Head of the family — 50 per cent
• The other spouse — 12 per cent
• Teenage children — 38 per cent
Number of cars in income groups was as follows:
< 20,000 rupees a month = one car
20,000—50,000 rupees a month = two cars
>50,000 rupees a month = two or more cars
Decision time for making the purchase was given as under:
<2 months — 45 per cent
2 months to four months — 35 per cent
> Four months — 20 per cent
Among the buyers of Silky, during test marketing period who had purchased the car six months back, 70 per
cent were satisfied with the car. To sum up the buying process:
• Feel the need
• Become aware of the product, the Silky subcompact
• Search for information
• Share the product knowledge with the family
• Accept the impact of family and friends influence
• Decide to buy
• Post-purchase behaviour
Decision Options
The buyers could have one of the following status:
Subcompact Car
Options for the buyers are:
Brand __________ Maruti or Silky
Capacity for seating, luggage
Price
Engine power
Number of cars the customer has or wants to own
When to buy the subcompact
Where to buy it
When to buy
How to pay — cash, instalments, leasing
QUESTIONS
Select the market segment; build the buyer’s profile and process of purchase decision, actual purchase action.
Plan out advertising media, promotional plans for Silky. How should Silky go about building its brand
identity and brand equity? Where should it be positioned the market place and why? Do you think the brand
name is right for the product? Discuss and suggest alternate brand names wit our reasons for the same?
Ana1yse the market research presented in the case to determine if the research was conducted with right
objectives in mind. Should they have arranged for more than one research with separate objectives to make
them exhaustive, to the point and useful?
Case-5 NIRLEP (14 Marks)
Umasons P Ltd had spare capacity for manufacturing Teflon because of change in government’s policy. They
decided to coat aluminum pans and introduce Non-Stick Cooking Pans in the market. Non-stick quality would
help the housewives in preparing food with less oil preferable for the cholesterol patients. For others also food
with less oil would be more healthy. There will be less consumption of gas and electricity and benefits
housewife groups in clubs, at kitty parties and at retail shops.
A big change in consumer behavior and attitude towards the product was needed as unless the customers were
fully convinced about the benefits of the product, it was doomed for failure. The firms were faced with other
problems as well:
• It was a small firm with limited advertising budget
• As there was no competitive product the entire burden of concept selling fell on their shoulders, Later firms
benefited from their efforts
• Frying pan was not a popular cooking vessel in the country
• Maidservants often rubbed the Teflon coating considering it as burnt and accumulated dirt
The road to business success was finally found in exporting the pans. In
1970 Nirlep exported 70 per cent of its production to Britain, Poland and
Malaysia. In 1974, they got an award for exporting from the Engineering Export
Promotion Council.
In the domestic market the firms patience paid as in about eight years the product got established.
The change in attitude was the result of firms communications which targeted towards the working women
who were growing in number and it was found to be a convenient product by the housewives.
In 1986, the housewives realised the following about the product:
• Nirlep cooking was healthy with less oil
• It was of low cost with less oil and gas consumption
• It was a convenient and versatile product
The perception of the pan as a western cooking vessel had been gradually altered. With the metropolitan
lifestyle it was best received in Mumbai and Kolkata first. Later on some dissatisfaction remained as the
coating had low durability and pan’s handle was weak. The firm changed the design and built its brand equity
with heavy advertising campaigns, which laid stress on health foods, ease of cooking and economy and the
durability aspect of the pan. The Nirlep pan had arrived! They now claim that it is the ‘first non-stick frying
pan’.
Questions
1) Discuss if the company has done enough to build its brand name. If it has not, then suggest ways of
building brand image?
2) Describe the Maslow’s hierarchy of needs. How can you relate the needs with consumer behaviour?
3) Is it necessary to segment the market? If yes, then give four important criteria with which the segmentation
is done?
4) Discuss the user based segmentation with examples?
5) How does the innovative product penetration take place in the market? What pitfalls it has to surmount?
6) ‘It is important to understand the socio-cultural ethos of your market segment.’ Discuss?
CASE – 6 (14 Marks)
COMPUTERS LTD (CL)
PRICING IN AN EXPLOSIVE MARKET
In November 1976, HCL announced a dramatic reduction in prices of their Personal Computers (PCs), the
prices came down from Rs 60,000 to Rs 30,000 per PC. At that time CL wanted to introduce their PCs in the
Indian market. Other players, like Wipro, DCM Data, PCL, were trying to match the HCL prices. The market
had just about started picking up and the growth rate was 6 per cent per annum likely to go up to 20 per cent as
per marketing gurus who had been watching the international market of PCs for a while.
BACKGROUND
CL is a wholly owned subsidiary of Telecom and Electronics Ltd (TEL). TEL is a major firm dealing in
electrical and electronic goods since 1960. They have been dealing in motors, generators, process control
instruments, tape recorders and domestic appliances.
TEL exports motors to Australia, Asia and Africa, besides having 15 per cent share in the domestic market.
They have built brand equity in India and hope to make full use of it in the area of computers as a spin off.
COMPETITIVE ENVIRONMENT
Threat of new entrants is quite real as the world players including IBM, Compaq are eyeing the Indian market
as it gives the impression of almost a virgin market. With government of India’s support the MNCs will have
easy entry and with their brand name alone take over a big chunk of the market.
Bargaining power of buyers is increasing with new players and local assemblers offering their product with
marginal cost only. Local assemblers have low overheads and compete on price and personalised services.
Buyers are at an advantage as they get the best deals at low prices.
Bargaining power of suppliers is weak, as they want to sell in large volumes, which is possible only if they can
cut down their prices of chips, motherboards connectors and other components.
Rivalry amongst existing players is increasing by the day as the business growth has yet to reach the expected
levels and the players have already set up manufacturing facilities. The known brands get an advantage with
large firms, but the smaller buyers and individual buyers look for the latest product at downsized prices, which
the assemblers are able to provide. They also resort to bundling the PC with software of the customers’ choice,
mostly pirated versions and offer site maintenance for the product.
PRICE BEHAVIOUR
As the average price of a branded product was Rs 30,000, local, brands and assemblers were selling the
product about 15—20 per cent cheaper. With the local brand the customer was usually in danger of loss of
technical support, as many players would close shop after they have made a profit and start again, perhaps at a
new location with a new name to avoid problems with the pirated software. The assemblers could further
reduce the price as they were getting components from overseas through dubious means.
CL wants to market their branded product at Rs 26,000 and keep dealers margin at Rs 3,000. They are able to
get a gross margin of Rs 4,000. However should the necessity arise they can sell it even at Rs 23,000.
CL believes that’s since HCL has just reduced the prices drastically no further
price cut would be possible by branded products. CL has to decide on its pricing strategy. It can go for
penetrating prices at Rs 18,000 also if they want to capture a large share of the market, or keep to skimming
price at Rs 26,000. They can follow the medium pricing at Rs 22,000. Depending on the market growth the
profit level for CL will be as shown in Table.
Table : Profit Level for CL
Pricing/Market Growth Low Medium High
Penetrating/low -1,50,000 1,00,000 5,50,000
Medium 1,00,000 3,00,000 2,50,000
Skimming/high 50,000 2,00,000 4,00,000
The firm has to decide about the strategy taking the optimum scenario or most likely future demand seeing the
environment factors of today In case of skimming prices the firm can keep the option of heavy investment in
brand building and other marketing inputs and still get a good market share.
Questions
Discuss if the company could have avoided the price war by promoting its brand?

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BIO-TECHNOLOGY MANAGEMENT
N. B.: 1. Attempt any 16 Questions
2. All questions carry equal marks.
Q1) Define Bio technology and explain the meaning of old and new biotechnologies. Comment on
the multidisciplinary nature and the commercial potential of bio technology?
Q2) Discuss the scope and importance of biotechnology in promoting human Welfare?
Q3) Define vector. Briefly describe the various kinds of vector in E. coli?
Q4) Describe in some detail the various strategies for the integration of DNA inserts into the vector?
Q5) Explain PCR procedure under the following heads:-
a) PCR primers
b) PCR efficiency
c) Annealing temperature and
d) Amplicon size.
Q6) List various variations of PCR Procedure and briefly describe the methods, logic and
applications of any tow of these variations?
Q7) Briefly describe the various approaches for the production of virus resistant transgenic plants and
compare their merits, demerits, and applications?
Q8) Discuss the various applications of transgenic plants, and the problems encountered in their
productivity utilization?
Q9) Briefly describe the meaning of oil quality and explain the various approaches for the
modification of oil quality through genetic transformation?
Q10) Briefly describe the meaning of starch quality and explain the various strategies for starch quality
modification?
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Q11) Discuss the role of biotechnology in health care giving suitable examples to support your views?
Q12) Define Vaccine. Briefly Explain the different types of vaccine and enumerate their advantages
and limitations?
Q13) Define genetic disease. Briefly explain the techniques for their detection and modes of their
therapy?
Q14) What Is drug Targeting?
Q15) Briefly outline the procedure for isolation?
Q16) Define downstream processing. Briefly describe the various steps in down stream processing?
Q17) Define enzyme. Briefly describe the major categories of fermentation, their requirements and
applications.
Q18) What is bioreactor. Briefly describe major categories of fermentation, their requirements and
application?
Q19) List down various types of metabolites produced of enzymes from microbes.
Q20) What are bio-control agents? Discuss their applications using suitable examples?
Q21) Define strain improvement and briefly discuss the various approaches used for strain
improvement?

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SECTION - A

1.Write short notes on the regulatory bodies of Aviation Industry.?

2. Explain the Airport Development process happening in India post deregulation.
3. Briefly analyse the competition in Airline industry in India.
4. Discuss the term Airside and the important facilities in Airside.
5. Analyse the different Air carrier models in use.
6. What do you understand by ATC and the various functions associated with ATC in Air transportation ?
7. Explain the various terminal concepts.

SECTION - B
1. Write short notes on any five of the following :
(a) Lighting system
(b) Rescue and firefighting
(c) On-line baggage handling
(d) Drainage system
(e) Fuel hydrants.
(f) Communication system
(g) House keeping services.

2. Analyse the PPP model of Airport infrastructure and benefits.

3. Discuss the concept of AERA and the Various pricing models in India now.

4. Discuss the term Airline Alliances with examples.

5. Discuss the issue of bird menace in Airports and describe the various techniques used to tackle it.

6. Discuss the liability of the carrier to the passenger, baggage and cargo as per the Warsaw
convention.


AUTOMOBILE MANAGEMENT
TOTAL MARKS :80 MARKS 10 marks each
1. What are the main components used in an automobile?
2. On What basis are automobile engines classified?
3. What is the function of the Joints in piston ring? Give reasons for providing joints in a piston ring?
4. What are two ways of cooling an engine? Explain briefly?
5. State the two purpose of the Flywheel , Camshaft & Manifolds?
6. What is Octane number? How is it determined?
7. Describe the function of a combustion chamber & the constructional details of different types of
combustion chambers?
8. How is it possible to remove harmful liquids from the lubricating oil through a crankcase ventilator?


BANKING MANAGEMENT
Total Marks—80
Q.1) The exchange rate and forward rate of rupee against US dollar on 3rd November, 2008 is given below:
(20 marks)
Spot rate 1 US dollar Rs 45.36
One month forward 3.72%
Three months forward 3.27%
Six months forward 2.76%
Twelve months forward 2.26%
Calculate the forward rate, forward premium rate and swap rate from the given data.
Q.2) In May beginning you decide that shares in X Ltd. will rise over the next month or so. The current price
is Rs 100 and you hope that the shares will be at Rs. 150 by the end of July. Give your comments if the
Option is traded and if the option is not traded. Make assumptions.
(20 marks)
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
Q.3) (15 marks)
A) The unit price of TSS scheme of a mutual fund is Rs 10. The public offer price (POP) of the unit is Rs
10.204 and the redemption price is Rs 9.80.
Calculate
i) Front-end load and
ii) Back-end load.
B) Mr. A can earn a return of 16% by investing in equity shares on his own. Now he is considering a recently
announced equity based mutual fund scheme in which initial expenses are 5.5 percent and annual recurring
expenses are 1.5 percent. How much should the mutual fund earn to provide Mr. A a return of 16%
(5 Marks)
Q.4) The closing price of the stock of Veryfine Ltd. at the stock exchange for 20 successive days was as
follows: (20 Marks)
Day 1 2 3 4 5 6 7 8 9 10
Closing
Price(Rs.)
25
26
25
24
26
26
28
26
25
27
You are required to calculate a 7 day moving average of stock price of the company and comment on its short-term
trend
Day 11 12 13 14 15 16 17 18 19 20
Closing
price(Rs)
27
25
26
28
26
26
24
25
26
25

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Financial Management

Attend any 4 questions.  Each question carries 25 marks
(Each answer should be of minimum 2 pages / of 300 words)


1. What are the significant factors of Financial Statements? Discuss the various tools of financial Analysis.
2. What is a Fund Flow Statement? Discuss the uses and preparation of Fund Flow Statements.
3. What is financial Forecasting? Explain.
4. Examine the various tools of Financial Analysis.
5. What is Zero Base Budgeting? Explain.
6. Describe the various aspects of Zero Based Budgeting with its merits and demerits.

25 x 4=100 marks

Human Resources Management

Attend any 4 questions.  Each question carries 25 marks
(Each answer should be of minimum 2 pages / of 300 words)


1. How best one can utilize available training resources in order to achieve organizational objectives?
2. Describe the different forms of Worker Involvement in Quality Circle.
3. What are the benefits of an MBO Programme? Explain.
4. Explain the areas of activity of Human Resources Planning.
5. What makes Career Planning a success? Explain.
6. Explain the various functions of Human Resources Management.

25 x 4=100 marks

 Marketing Management

Attend any 4 questions.  Each question carries 25 marks
(Each answer should be of minimum 2 pages / of 300 words)


1. Explain pricing policy.
2. Explain the different Marketing Environments and the role of Culture and Subculture.
3. Explain the importance of consumer behavior for marketers.
4. Explain the procedure in Marketing Planning.
5. What is the role of Consumer Behavior in marketing? Explain.
6. What are the basic principles of organization Design? Explain the techniques and methods for designing Organization structure.

25 x 4=100 marks

 Organizational Behaviour

Attend any 4 questions.  Each question carries 25 marks
(Each answer should be of minimum 2 pages / of 300 words)


1. What is Perception? Explain why is it important?
2. Why is perception important? Explain the factors influencing perception.
3. Describe the contemporary theories of motivation.?
4. How does age affect productivity? Explain.?
5. Write an essay on Organizational Structure.
6. Why do people work? What are the motivational force behind people to work?

25 x 4=100 marks


 Principles and Practices of Management

Attend any 4 questions.  Each question carries 25 marks
(Each answer should be of minimum 2 pages / of 300 words)


1. What are the fundamentals of staffing and manpower? Explain the different methods of selection recruitment, training and development.
2. Explain the nature and functions of Directing.
3. Discuss the importance of Coordination in managerial functions.
4. What is the importance of planning in an organization? Describe the different plans with their objectives.
5. Explain the methods of Departmentation.
6. Explain the different approaches to leadership and its role in management.


25 x 4=100 marks


 Principles of Economics

Attend any 4 questions.  Each question carries 25 marks
(Each answer should be of minimum 2 pages / of 300 words)



1. What are the vital functions of an Economy? Explain the price mechanism.
2. Explain measurement of Price Elasticity of Demand.
3. Describe the kinds of Economic Systems.
4. Price mechanism also known as the market mechanism, that helps to solve the central problems in Capitalist Economy. Explain.
5. What are the factors governing Price Elasticity of Demand? Explain.
6. Explain economic systems and resource allocation.





25 x 4=100 marks

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International Marketing Management
Section A: Objective Type & Short Questions (30 Marks)
Part One:
Multiple choices:
1. International marketing includes activities that direct the flow of goods from:
a. One country to one country
b. One country to another country
c. One country to multiple country
d. All of the above
2. ETC stands for______________
a. Expert trading companies
b. Essential trading companies
c. Export trading companies
d. None of the above
3. Till 1950-56 there was no clear exim policy and no __________ restrictions of any kind.
a. Import
b. Export
c. Both a) & b)
d. None of the above
4. Tariffs have been one of the classical methods of regulating ___________ trade.
a. International
b. National
c. Domestic
d. None of the above
5. The world trade organization (WTO) was established on 1st January____________
a. 1996
b. 1995
c. 1997
d. None of the above
6. Export documentation is a very important area in ___________ management.
a. International
b. Import
 This section consists of Multiple Choice & Short Answer Type Questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 5 marks each.
Examination Paper of Marketing Management
IIBM Institute of Business Management 2
c. Export
d. None of the above
7. Methods of export pricing are_____________
a. Cost plus pricing
b. Competitive pricing
c. Marginal pricing
d. All of the above
8. OCED has been a destination of a major portion of ___________exports.
a. Japan
b. USA
c. India
d. UK
9. Psychographic segmentation involves grouping people in terms of:
a. Attitudes
b. Life styles
c. Values
d. All of the above
10. Foreign direct investment would be permitted up to __________ in the development of the
zones.
a. 100%
b. 90%
c. 38%
d. 48%
Part Two:
1. Differentiate between domestic & international marketing.
2. Write a short note on World trade organization (WTO).
3. Briefly describe the exim policy of India (one part of India‟s export import policy).
4. Write a short note on tariff and non tariff barriers of international trade.
END OF SECTION A
Section B: Caselets (40 marks)
 This section consists of Case lets.
 Answer all the questions.
 Each case let carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150to 200).
Examination Paper of Marketing Management
IIBM Institute of Business Management 3
Caselet 1
Export Marketing:
The trade in black pepper is unhappy that exports may not show a sign of revival in prices in the
immediate future. World prices have been showing a downward trend for eighteen months and this has
resulted in much lower earnings for exporters. The UK, West Germany and the Netherlands have cut
their import requirement though the American demand has shown some growth. Brazil has been
resorting to aggressive selling at lower prices and the expectations are that its exports will reach an alltime
peak of 32,000 tones in the 1981-82 season. The 1981-82 Indian season is only about six weeks
away. The Brazilian offensive has forced India to withdraw so to any from the US and West European
markets and increase its reliance on communist buyers. As many as 1980-81.the Soviet Union alone
accounting for 12,647 tones. But exporters are concerned at the diversion on such a scale of this trade.
Questions:
1. Had you been the pepper exporter, what would be your short term and medium-term export
marketing strategy in the above environment?
2. Could you examine the weak points in this case study?
Caselet 2
SMART KIDS – SELLING EDUCATIONAL GAMES AND
RESOURCES TO THE WORLD
Smart Kids Ltd. An Auckland company that makes educational games and resources to read and
understand math‟s has won a Trade New Zealand Export Award for its success in international markets
in 2003.Established eight years ago in the family home basement, Smart Kids is led by husband and
wife team, joint chief executives David and Sun Milne and their sons Duncan and Frase. She Milne, an
ex-teacher, says from just 30 products when it started, the company produces more than 200 produces
catering for student‟s activities, grammar concepts and numeracy. She says the international appeal of
Smart Kids products was highlighted recently, when company‟s SMART PHONICS was listed amongst
the top five products out of almost 100 in the education trade show in the United Kingdom. The key
requirement for every new Smart Kids products is that it stimulates student‟s minds in the classroom,
teaches them a specific concept easily, enjoyably and permanently and enables problem solving. David
Milne says Smart Kids started selling its educational games and resources to New Zealand schools in
1995, drawings an immediate and strong response. It quickly became apartment that the New Zealand
market was not large enough to sustain considerable investment in product development, and secondly,
that their products have done so well that they deserved wider exposure.”Our export research came
down to two options. Find educational distributors in other countries or set-up our own operations. The
first option was less risky and easy to manage but it meant that Smart Kids products were lost in a wide
range of materials. So we went for the second option and over the next few years established offices in
Australia, in UK and Canada”. This has successfully branded Smart Kids as a leading supplier of
educational resources in these countries. Mr. Milne says the Smart Kids product catalogue is now sent
Examination Paper of Marketing Management
IIBM Institute of Business Management 4
regularly to teachers in more than 50,000 schools across the UK, Ireland, Canada and Australia. “We
also sell to schools in the US. In that market we elected to work through a distributor, we didn‟t have
the financial resources to set-up an operation that could cover almost 70,000 schools and compete with
every established educational publisher”. He says annual exports now exceed $2.2 million and account
for more than 90% of turnover. In order to grow the business, surplus profits are reinvested back into
product development, infrastructure – the company recently moved its Auckland operation into new
20,000 square feet premises in Ellerslie. Mr. Milne says the Smart Kids brand is now well established
internationally with the company enjoying many competitive advantages, including its New Zealand
origin. New Zealand education is highly regarded overseas and we find that international teachers to get
hold of educational products made in this country.
Questions:
1. What are the major considerations for a firm in order to while deciding its markets entry
strategy?
2. To what extent direct control and ownership are critical for Smart kids export distribution
strategy?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Applied theory.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What do mean by International marketing? Discuss the scope of International marketing.
2. Describe the export documentation framework in India in detail.
END OF SECTION C
Examination Paper of Marketing Management
IIBM Institute of Business Management 5
IIBM Institute of Business Management
Examination Paper MM.100
Research Methodology
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice & Short Answer Type questions.
 Answer all the questions.
 Part One carries 1 marks each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. Research is an art of ____________ investigation.
a. Technological
b. Scientific
c. Political
d. None of the above
2. Exploratory research is flexible and very ___________ research.
a. Variable
b. Visuals
c. Versatile
d. None of the above
3. Frame error, chance error and response error are collectively called____________
a. Total error
b. Non sampling error
c. Sampling error
d. Universal error
4. Hypothesis testing is sometimes called ____________ analysis.
a. Exploratory data
b. Confirmatory data
c. Experimental data
d. Both a) & b)
5. Execution of the project is a very important step in the ____________ process.
a. Questions
b. Identification
c. Research
d. None of the above
Examination Paper of Marketing Management
IIBM Institute of Business Management 6
6. Thurstone scale is also known as ____________ scale.
a. Equal appearing interval
b. Equal alternatives interval
c. Equal alternatives item
d. None of the above
7. A ratio in which the units of numerator & denominator are not the same is termed as a:
a. Class
b. Rate
c. Data
d. None of the above
8. ANOVA stands for______________
a. Analysis of automobiles
b. Analysis of variable
c. Analysis of variance
d. None of the above
9. One tailed & two tailed test are the part of ____________ test.
a. Null
b. Hypothesis
c. Alternative
d. None of the above
10. Chi – square is an important ____________ test.
a. Parametric
b. Probability
c. Non – parametric
d. None the above
Part Two:
1. What is „Sequential sampling‟?
2. Write a short note on „nominal scale‟.
3. Write a note on „Z – Test‟. (One of the parametric test for hypothesis).
4. What are the cautions to be taken on χ2 (chi square) test?
END OF SECTION A
Examination Paper of Marketing Management
IIBM Institute of Business Management 7
Section B: Caselets (40 marks)
 This section consists of Case lets.
 Answer all the questions.
 Each case let carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Swastika Computer System was established in 1981 at Delhi to provide computer training. In 1980s
computer education was relatively new in India. Personal computers 286 existed and MS DOS was the
operating system. Languages like Basic, Pascal, COBOL, FORTRAN were used in programming.
Swastika Computer Systems was established with their support departments namely computer
assembly, faculty training and computer servicing department. In the first financial year, it recorded a
turnover of Rs 11.5 lakhs. Within a few years of its existence, Swastik Computer System opened its
branches in eight major cities of India and had a gross annual turnover of Rs 86 lakhs. The organization
was highly centralized. The head office at Delhi handled all accounts, recruitment, and placement of
students and servicing of computers. The Bhopal branch of Swastik Computer Systems was set up in
May 1987. The branch was headed by a dynamic branch manager Hemant Gupta. He was a BSc in
computers and had previously worked in the data processing department of a manufacturing concern.
To establish the Bhopal branch, Hemant Gupta realized the need for making Swastik Computer
Systems, Bhopal known to the younger generation. With this in mind he introduced some innovative
promotional schemes like offering scholarships to students doing well in the intelligence tests
administered by the branch, giving personal computers to students to deposit term fees at their
convenience. Hemant Gupta also ensured that teaching standards were high and computers at the
branch were well maintained, so a student once enrolled felt that he had made the right decision by
joining Swastik Computer Systems. He also made himself available from 8.00 am to 7.00 p.m at the
branch. Students were free to go to him with their problems, which he took pains to solve. Soon
Swastik Computer Systems was one of the leading computer training centres in Bhopal. As the Bhopal
branch prospered, the head office at Delhi started taking an active interest in the running of this branch.
The Regional Manager who visited Bhopal once a month started making frequent visits. During one of
his visits, his attention was drawn to rumors that branch funds were being misappropriated. When the
Regional Manager informed the Delhi office about the rumor, a team was sent to the Bhopal Branch to
look into the matter. On investigation, the term was convinced that the rumors had some truth in them.
It was found that a larger number of students attended the classes than were enrolled. It was felt that this
fraud was not possible without the consent of Hemant Gupta, and without any further inquiry a decision
was taken to remove him forthwith. Amit Verma who was a senior faculty at Swastik Computer
Systems, Delhi was asked to take over the Bhopal branch as Manager. He was an MCA and had been
associated with the organization since its inception. Amit Verma‟s appointment at Bhopal was
welcomed at the Bhopal branch by both, staff and faculty as he had the reputation of being an easy
going person. After he joined the Bhopal, it was observed that Amit Verma, although academically
sound, was not an effective administrator. His approach towards staff and faculty was lenient. He was
not particular about punctuality and was not available during office hours. This had an adverse effect on
Examination Paper of Marketing Management
IIBM Institute of Business Management 8
faculty in general and classes in particular. Not only did classes suffer but even administrative work
was affected. Monthly reports to the head office were not sent on time, as a result requisitions for
computer servicing, reading material and funds were unduly delayed. Due to lack of maintenance,
computer breakdowns became common, students did not receive their reading material on time and
payment of building rent, and telephone bills etc were unnecessarily delayed. The symptoms of
deterioration at the Bhopal branch were obvious. The branch which had an annual turnover of Rs 30.7
lakhs fell to Rs. 4 lakhs. As enrollments decreased the head office at Delhi started feeling the pinch. It
started delaying transfer of funds to the Bhopal branch. As a result faculty salaries were unduly delayed.
The faculty started leaving for greener pastures.
Worried by the number of faculty turnover, the head office started a practice of recruiting only
those faculties willing to sign a bond of 3 years. The organization started a practice of taking a deposit
of Rupees 5000 from the joining faculty, which would be refunded after 3 years. In case the faculty left
before this duration, the deposit stood forfeited. This policy further reduced the quality of faculty
joining Swastik Computer Systems, Bhopal.
Questions:
1. What according to you went wrong at the Bhopal branch?
2. What can be done to revive the Bhopal branch?
Caselet 2
Mind tree which was founded in 1999 in India by a group of IT professionals who wanted to chart a
somewhat distinctive path. Today, it has a top line of $269 million and is rated as one of the most
promising mid-sized IT services companies. Creditable as that is, Mind Tree does not want to be just
that. There is an element of serendipity about what it has been doing over the last year. In 2008, it
designated one of its founders Subroto Bagchi „Gardener‟, a gimmicky signal, intended to declare that
he was moving out of the day-to-day running of the company to nurture talent which would run the
company in the future. He has now a report card ready on a year as gardener. During this one year, he
has also spent around 45 days travelling round the world talking to clients and prospective ones which
has yield remarkable insights into what firms are doing in these traumatic times. Lastly, Mind Tree as
a whole has spent the last year going through the exercise of redefining its mission statement and
vision for the next five years. Quite fortuitously these processes have come together with a unifying
thread, presenting a coherent big picture. Mind Tree wants to seed the future while still young, and
executive chairman Ashok Soota has declared that by 2020, it will be led by a non-founder. So a year
ago the gardener Bagchi set out to “touch” 100 top people in the organization, with a goal of doing 50
in a year so as to eventually identify the top 20 by 2015. From among them will emerge not just the
leader but a team of ten who would eventually, as group heads, deliver $200 million of turnover each.
That will give a turnover of $2 billion. To put it in perspective, one one VC-funded company, which
has not closed or been bought over, has been able to get to $2 billion and that is Google. But to get
there it has to periodically redefine its mission (why we exist) and its vision – measurable goals for the
next five years. Its redefined mission is built around “successful customers, happy people, and
innovative solution”. Its new vision targets a turnover of $1 billion by 2014. It wants to be among the
globally 20 most profitable IT services companies and also among the 20 globally most admired ones.
Examination Paper of Marketing Management
IIBM Institute of Business Management 9
Admired in terms of customer satisfaction (pay for the course), people practices (creditable),
knowledge management (exciting) and corporate governance (the Enron-Satyam effect). The really
interesting bit about Mind Tree in the last one year is what Bagchi has been up to. He has been
embedding himself in the 50 lives, working in a personal private continuum, making it a rich learning
process “which has helped connect so many dots.” Of the hundred who will be engaged, may be 50
will leave, of them 25 may better themselves only marginally, and from the remaining 25 ten will
emerge who will carry the company forward.
Questions:
1. What do you analyse as the main reason behind the success of Mind tree?
2. Do you think that redefining the mission statement shows the lacunae on the part of the founder
members of an organization? Why?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. What are the various methods of collecting statistical data? Explain in brief their merits and
demerits.
2. What do mean by Research design. What are basic types of research design?
END OF SECTION C
S-2-300813

INTERNATIONAL BUSINESS MANAGEMENT IIBM MBA ONGOING EXAM ANSWER SHEET PROVIDED

INTERNATIONAL BUSINESS MANAGEMENT IIBM MBA ONGOING EXAM ANSWER SHEET PROVIDED
CONTACT: DR. PRASANTH MBA PH.D. DME MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com

International Business Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple choice and Short Note type questions
 Answer all the questions.
 Part One carries 1 mark each and Part Two carries 5 marks each.
Part One:
Multiple choices:
1. What is the series consideration for strategy implementation?
a. Strategic orientation
b. Location
c. Dimensions
d. Both (a) & (b)
2. The major activity in global marketing is:
a. Pricing policies
b. Product lines
c. Market assessment
d. All of the above
3. The third „P‟ in the international marketing mix is:
a. Product
b. Price
c. Promotion
d. Place
4. The European Economic Community was established in____________
a. 1958
b. 1975
c. 1967
d. 1957
5. Environment Protection Act on______________
a. 1986
b. 1967
c. 1990
d. None of the above
6. People‟s attitude toward time depend on:
a. Language
b. Relationship
c. Culture
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d. All of the above
7. Culture necessitates adaption of :
a. Product
b. Price
c. Promotion
d. Place
8. The legal term for brand is:
a. Symbol
b. Name
c. Trade mark
d. All of the above
9. FDI flows are often a reflection of rivalry among firms in____________
a. Global market
b. Indian market
c. International market
d. None of the above
10. ISO certification is:
a. Expensive process
b. Elaborate process
c. Evaluative Process
d. Both (a) & (b)
Part Two:
1. What do understand by „Inward-oriented Policies‟?
2. What is „Factor Endowments Theory‟?
3. Explain the term „Totalitarianism‟.
4. Write about „Persistent Dumping‟.
END OF SECTION A
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
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THE EU’S LAGGING COMPETITIVENESS
In a report produced for the European Commission, published in November 1998, it was argued that
the EU lags behind the USA and Japan on most measures of international competitiveness. Gross
domestic product per capita, sometimes used as an indicator of international competitiveness at the
country level, was 33 per cent lower in the EU as a whole than in the USA and 13 per cent lower
than in Japan. The EU‟s poor record in creating employment was singled out for particular criticism.
As this appeared to apply across the board in most industrial sectors, it suggested that the EU‟s poor
performance related to the business environment in general and, in particular, to the inflexibility of
Europe‟s labour markets for goods and services. A shortage of risk capital for advanced
technological development and high cost and inefficiency of Europe‟s financial services were also
highlighted by the report. For one reason or another, European industries generally lag behind in
technology industries. If measured by the number of inventions patented in at least two countries, the
USA is well ahead of most European countries, as well as Japan. Despite these shortcomings, the
report‟s authors focus attention on flexible markets, market liberalisation, and the creation of a
competitive business environment rather than on targeted intervention by the EU or national
authorities.
Questions:
1. Is gross domestic product per capita a useful indicator of International competitiveness in the EU?
2. Is it fair to point the blame for the EU‟s poor international competitiveness at inflexible labour
markets, regulated goods and services markets, and a general lack of competition? What
alternative explanations might be suggested?
Caselet 2
PERU
Peru is located on the west coast of South America. It is the third largest nation of the continent (after
Brazil and Argentina), and covers almost 500,000 square miles (about 14 per cent of the size of the
United States). The land has enormous contrasts, with a desert (drier than the Sahara), the towering
snow-capped Andes mountains, sparkling grass-covered plateaus, and thick rain forests. Peru has
approximately 27 million people, of which about 20 per cent live in Lima, the capital. More Indians
(one half of the population) live in Peru than in any other country in the western hemisphere. The
ancestors of Peru‟s Indians were the famous Incas, who built a great empire. The rest of the
population is mixed and a small percentage is white. The economy depends heavily on agriculture,
fishing, mining, and services. GDP is approximately $115 billion and per capita income in recent
years has been around $4,300. In recent years the economy has gained some relative strength and
multinationals are now beginning to consider investing in the country. One of these potential
investors is a large New York based that is considering a $25 million loan to the owner of a Peruvian
fishing fleet. The owner wants to refurbish the fleet and add one more ship. During the 1970s, the
Peruvian government nationalised a number of industries and factories and began running them for
the profit of the state. In most cases, these state-run ventures became disasters. In the late 1970s, the
fishing fleet owner was given back his ships and are getting old and he needs an influx of capital to
make repairs and add new technology. As he explained it to the NEW YORK banker: “fishing is no
longer just un art. There is a great deal of technology involved. And to keep costs low and be
competitive on the world market , you have to have the latest equipment for both locating as well
as catching and then loading and unloading the fish.”Having reviewed the fleet owner‟ operation, the
large multinational bank believes that the loan is justified. The financial institution is concerned ,
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however , that the Peruvian government might step in during the next couple of years and again
take over the business . If this were to happen, it might take an additional decade, for the loan to be
repaid. If the government were to allow the fleet owner to operate the fleet the way he has over the
last decade, the loan could be rapid within seven years. Right now, the bank is deciding on the
specific terms of the agreement. Once these have been worked out , either a loan officer will fly
down to lima and close the deal or the owner will be asked to come to NEW YORK for the signing.
Whichever approach is used, the bank realize that final adjustments in the agreement will have
to be made on the spot. Therefore, if the bank sends a representative to Lima, the individual will have
to the authority to commit the bank to specific terms. These final matters should be worked out within
the next ten days.
Questions:
1. What are some current issues Facing Peru? What is the climate for doing business in Peru today?
2. Would the bank be better off negotiating the loan in New York or in Lima? Why?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Imagine that you are the director of a major international lending institution supported by funds
from member countries. What one area in newly industrialized and developing economics would
be your priority for receiving development aid? Do you suspect that any member country will be
politically opposed to aid in this area? Why or Why not?
2. The principle problem in analysing different forms of export financing is the distribution of risks
between the exporter and the importer. Analyse the following export financing instruments in this
respect:
(a) Letter of Credit
(b) Cash in advance
(c) Draft
(d) Consignment
(e) Open Account
END OF SECTION C

Examination Paper of Information System Management
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IIBM Institute of Business Management
Examination Paper MM.100
Operating Systems
Section A: Objective Type (20 marks)
 This section consists of Multiple Choice Questions & Fill in the blanks / True & False.
 Answer all the questions.
 Each Question carries 1 mark.
Part One:
Multiple Choices:
1. The PCD data is allocated using a data Structure is called______________
a. Heap
b. Object Module
c. Tag
d. Head
2. Process is
a. Language of programme
b. Name of a computer software
c. An execution of programme
d. None of the above
3. Streaming tape can store record
a. Without a break irrespective of its size
b. With a break in size of record
c. Of size 10 kb
d. Both (a) & (c)
4. _______________is a policy decision based on the page reference information available in the page table.
a. Memory Allocation
b. Shared Pages
c. Page Replacement
d. Memory Mapping
5. Remote procedure call (RPC) is used by an application execute
a. To execute a procedure in the system
b. To execute a procedure in another compute in the distributed system
c. Name of a software
d. None of the above
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6. Multiprocessor computer system provides
a. Slow performance by serving several processes simultaneously
b. High performance by serving several processes simultaneously
c. High performance by serving one process
d. None of the above
7. Remote procedure call (RPC) is used by an application execute
a. To execute a procedure in the system
b. To execute a procedure in another compute in the distributed system
c. Name of a software
d. None of the above
8. A distributed transaction is also called
a. Single-site transaction
b. Two –site transaction
c. Multi-site transaction
d. Both (a) & (b)
9. File control block (FCB) contains all information concerning
a. A file processing activity
b. Execution activity
c. Both (a) & (b)
d. None of the above
10. Non-uniform memory architecture system consists of number of nodes and each node consists
a. Monitor
b. Register
c. Both (a) & (b)
d. 1 or more C.P.Us
True & False:
1. CPU helps in effective memory management by an OS.
2. High reliability in distributed file systems can be ensured through sharing semantics.
3. The compatible time sharing system for the IBM 7094 was one of the first time sharing systems.
4. The Processors of multiprocessors are divide into processor sets.
5. A resource rank is associated with each resource class.
6. A cached directory is a copy of directory that exists at a primary site.
7. A cluster of nodes is a section of the distributed system that contains sufficient hardware and software resources.
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8. A cycle is a sufficient condition for a deadlock in MISR system
9. File system integrity implies correctness and consistency of control data and operations of the file system.
10. A mathematical model consists of three components model of the server
Section B: Short Questions (20 marks)
 This section consists of Short Questions (Answer should be in 5 Line).
 Answer all the questions.
 Each Question is of 5 marks.
1. What do you mean by “Authentication”?
2. Distinguish between File System and IOCS.
3. Define “Segmentation with Paging”.
4. Describe the Deadlock characteristics for different resource system.
Section C: Long Questions (30 marks)
 This section consists of Long Questions (Word Limit 100 words)
 Each question carries 10 marks.
 Attempt any three Questions.
1. Write a Short Note on “Structure of an Operating System”.
2. Define Request-Reply-Acknowledgement Protocol and Explain a Blocking version of RRA Protocol.
3. Explain how starvation is avoided the UNIX and Window system?
4. Discuss influence of disk scheduling algorithms on effectiveness of I/O buffering?
END OF SECTION B
END OF SECTION A
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Section D: Applied Theory (30 marks)
 This section consists of Applied Theory Questions.
 Answer all the Questions
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Describe why authentication is important for file protection?
2. Show actions of the basic and control parts of a process to important Ricart-Agrawala Algorithm?
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END OF SECTION D
END OF SECTION C

Examination Paper of Information System Management
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IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
System Management
Section A: Objective Type (20 marks)
 This section consists of Multiple Choice Questions & Fill in the blanks / True & False.
 Answer all the Questions.
 Each Question carries 1 Mark.
Part One:
Multiple choices
1. TCP stands for
a. Translate Control Protocol
b. Translate Cable Protocol
c. Transmission Control Program
d. Transmission Cable Program
2. Why we do not tap into a 10Base2 or 10BaseT cable in the same way as we tap with 10Base5 cable?
a. Because the cable is so thin.
b. Because the cable is so strong.
c. Because the cable is so thick.
d. Because the cable is so fat.
3. The Ethernet has its roots in an early packet radio network called
a. SMA
b. PARC
c. RWS
d. ALOHA
4. ___________is the second major class of Intra Domain Routing protocol.
a. Reliable Flooding
b. Link State
c. Route Calculation
d. Implementation
5. A Network that provides a constant band width for the complete duration of message transfer is a
a. Cell switched Network
b. Packet switched Network
c. Circuit switched Network
d. None of the above
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6. A router :-
a. Forwards a packet to all outgoing links upto which the packet originated.
b. Determines on which outgoing link a packet is to be forwarded
c. Forwards a packet to the next free outgoing link
d. Forwards a packet to all outgoing links
7. What is the maximum speed of 10Base5 Ethernet Cable?
a. 100 Mbps
b. 500 Mbps
c. 50 Mbps
d. 10 Mbps
8. What is the maximum number of addressable stations on a 10BaseT Ethernet network?
a. 1024
b. 2500
c. 200
d. 512
9. A device that encodes analog voice into a digital ISDN Link is called
a. DSL
b. GSM
c. CODEC
d. AMPS
10. One of the small difference between the IBM Token Ring specifications and 802.5 is that
a. The former actually requires the use of MSAUs.
b. The former actually requires the use of MAC.
c. The former actually requires the use of TTRT.
d. None of the above
True & False
11. The sliding window protocol is the best known algorithm in computer networking.
12. One of the issues that faces a network designer is how to make this decision in a fair
manner.
13. Multicast addresses area used to send messages to subset of the hosts on an Ethernet.
14. 802.11 can support collision detection.
15. A Network Interface card operates at the Network Layer of the OSI model.
16. TCP port 5432 is the well known server part.
17. CPU is directly responsible for moving data between two networks.
18. Classless inter domain routing is a technique that addresses four scaling concerns in the
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Internet.
19. LAN is a connection oriented packet-switching technology.
20. Ethernet addresses are configured into the network adaptor by the manufacturer.
Section B: Short Questions (20 marks)
 This section consists of Short Questions.( Answer should be in 5 lines)
 Answer all the questions.
 Each Question carries 5 marks.
1. What are the benefits of Packet Switching?
2. What is an Internetwork?
3. What protocols are there in the TCP/IP internet Layer?
4. What is difference between Virtual circuit Switching and Cell Switching?
Section C: Long Questions (30 marks)
 This section consists of Long Questions.(word limit 100 words)
 Each Question carries 10 marks.
 Attempt any 3 Questions.
1. Write a short note on Classless Inter Domain Routing (CIDR)?
2. What distinguish a computer network from other type of networks?
3. What are the Salient features of Global Internet?
4. Distinguish between Reverse-Path Multicast (RPM) and Protocol Independent Multicast?
END OF SECTION A
END OF SECTION C
END OF SECTION B
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Section D: Applied Theory (30 marks)
 This section consists of Applied Theory Questions.
 Answer all the Questions.
 Each Question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. The Sliding window protocol is perhaps the best known algorithm in computer Network. Describe however is that it can be used to serve different roles.
2. Explain, how the Sliding Window Algorithm works in Direct Link Network?
END OF SECTION D