Description
ISMS CASE STUDY SOLUTIONS.docx
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM /
NIPM
SMU / SYMBIOSIS / XAVIER / NIRM /
PSBM / NSBM / ISM / IGNOU / IICT / ISBS
/ LPU / ISM&RC / IC MIND / UPES /
NMIMS / HIMALAYAN
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!"s%&t'%#.'#
www.casest!"a#swe$s.'#
www.(est'%#a#swe$s.'#
www.%#&'#e)$%*ect$e)%$t.c%m
a$a+'#!.ba#a,a$-.ma'&.c%m
ADVERTISING MANAGEMENT
1) There are 4 questions in paper
2) All Questions are copulsor!
") Each question carries 2# Mar$s
A) De%ne A&'ertisin( )op!* +lease e,plain 'arious -a!s o. -ritin( print a&'ertisin(
cop! -ith e,aples*
/) Desi(n an AD capai(n .or a construction en(ineerin( copan!* 0Manu.acturers
o. construction pro&uct)*
)) 1rite short notes on2
12 )haracteristics o. the i&eal print a&'ertiseent
22 AIDA Mo&el
"2 Me&ial plannin( tools
42 AT3 4 /T3
52 A& a(enc! or(ani6ation structure
D) Illustrate positionin( stateent .or2
12 Maruti
22 Nira -ashin( po-&er
"2 /7S)8
42 8ar-ar& 9usiness school
52 Apples
I
SUBJECT/ Business Strategy
Case 0 123 Ma$,s4
'. What is the best option, in your view, for DD?
''. Analyse the SWOT factors the DD has.
'''. Why o you thin! that the propose alternative is the best
Case 2
A#swe$ t5e 6%&&%w'#. (est'%#s/
a4 What is SWOT Analysis? 17 Ma$,s4
b4 What are the strength of "T#? 17 Ma$,s4
c4 What are the wea!nesses of "T# for entering into the brane snac!s $ar!et? 17 Ma$,s4
!4 What !in of $ar!eting strategy was for$ulate an i$ple$ente for %ingo?
What else nee to be one by %ingo so as to enlarge its $ar!et? 18 ma$,s 4
'. What o you unerstan by the ter$ &ision? What is the ifference between '&ision( an ')ission(? What
vision Dr. Su!u$ar has at the ti$e of inheritance of Dey(s lab? *as it been
achieve?
''. +or growth what business strategy has been aopte by Dr. Su!u$ar?
'''.What is the $ar!eting strategy of Dr. Su!u$ar to overta!e its co$petitors?
'+. In your opinion what coul be the biggest wea!ness in Dr. Su!u$ar(s business strategy?
,. Ientify an iscuss briefly, the three the$es of strategy i$ple$entation of activating strategies, $anaging
change an achieving effectiveness in the case of Deepa! -itrite.
2. pic!ing up ata fro$ the case, e$onstrate how for$ulation an i$ple$entation of strategy are
interepenent
Business Communication
Questions:
1. Comment on the appropriateness of the sender’s tone to a customer.
2. Point out the old – fashioned phrases and expressions.
3. Rewrite the reply according to the principles of efective writing in business
Questions :
1. What is non – verbal communication ? Why do you suppose that this commercial relies
primarily on non-verbal communication between a young man and a gorgeous woman ? What types
of non – verbal communication are being used in this case ?
2. Would any of the non-verbal communications in this spot (ad) not work well in another
culture ?
3. What role does music play in this spot ? Who is the target market ?
4. Is the music at all distracting from the message ?
5. How else are radio stations advertised on TV ?
1. Analyse the reasons for Arvind Pandey’s dilemma.
2. Does Arvind Pandey really face a dilemma ?
3. In your view what should Arvind Pandey do ? Should he disclose it to his German Vice
President ?
1. Comment on the terms and conditions placed by the corporation.
2. What factors infuenced the computer company’s decision to accept the contract ?
3. Was it a win – win agreement ? Discuss ?
1. Do you fnd Mr. Sinha’s responses to various questions efective ? Give reasons for your view
on each answer given by Mr. Sinha.
2. Rewrite the responses that you consider most efective to the above questions in a job interview.
3. Mr. Sinha has observed the norm of respectful behaviour and polite conversation. But, do you
think there is something gone wrong in his case ? Account for your general impression of Mr.
Sinha’s performance at the interview.
BUSINESS MANAGEMENT
1. Discuss the various provisions WTO has made for the developing countries? Critically evaluate the
impact of WTO on the India.
2. Discuss the present status of technology in India and Indian business organization. Discuss the role of
technology in the development of India.
3. Briefy describe the process of formation of company according to the company law? Describe the various
modes of winding up of companies.
4. Describe the various approaches to international business. Discuss the reasons why organizations cross
borders. Discuss the impact of MNCs on the host country.
5. Explore and explain the cross-culture dimension of international personnel management.
6. Compile stock market data for a few specifc countries. Attempt a comparative trend analysis to throw
light on nation-specifc investment climate.
7. Would you accept the view that economic and non-economic variables interact each other on the domain
of business environment? Explain.
8. In what sense, is ‘India going global’? Develop some counter argument to conclude that it is a long way
for India to go really global
CONSUMER BEHA9IOUR
./0STIO-S
,. What oes the purchase of a prouct li!e -i!e $ean to Suner Singh?
1. What oes the story say about our society an the i$pact of $ar!eting on consu$er behavior?
2. 03plain how the above4$entione infor$ation is li!ely to benefit a $ar!eter?
5. Which of the above $entione types are li!ely to respon to sales pro$otion? 03plain.
6. A $anufacturer of personal care proucts in the pre$iu$ seg$ent starts fre7uent sales
pro$otions. What is li!ely to be the i$pact on the above4$entione types?
8. What is li!ely to be the ecision process in case of choosing an airline?
9. Woul this plan suggeste by the vice presient help in convincing the custo$ers to use Star
Airways? :ive your reasons.
;. *as Shobha ientifie the best target $ar!et for )ouse4%i? Why or why not?
<. Does Shobha have enough neee ata on consu$er behaviour? What type of consu$er research
shoul Shobha conuct?
,=. What type of avertising can influence consu$ers for this type of prouct?
,,. Discuss the nature of proble$>s? in this case?
,1. Suggest the !in of consu$er research neee?
,2. *ow shoul
len :low be positione@ repositione to bring about the esire change a$ong
consu$ers? :ive your reasons.
,. Why woul so$e consu$ers have high4involve$ent levels in learning about this sales pro$otion?
1 Is a level of 96 per cent co$prehension realistic a$ong those who beco$e aware of an a? Why or
why not?
1. Do you thin! such pro$otions are li!ely to influence the 7uality i$age of the retail store? 03plain.
#O-S/)0% B0*A&IO%
iv. Aou are the bran $anager of a new line of light weight autofocus, econo$ically price igital ca$eras.
Describe how an unerstaning of consu$er behaviour will help you in your seg$entation strategy an
pro$otion strategy. What are the consu$er behaviour variables that are crucial to your unerstaning of
this $ar!et ?
v. :illette, an establishe $ar!et leaer in shaving proucts, is planning a foray into s!in care proucts for
$en. *ow can the co$pany use sti$ulus generalisation to $ar!et these proucts ? #an instru$ental
conitioning also be applie in this $ar!eting situation ? *ow ?
vi. Aou have been as!e to avise a $ens wear apparel $anufacturer, to help the$ suitably seg$ent
their $ar!et an ientify the $ost appropriate target seg$ent. The
co$pany $anufactures both for$al an casual wear, an has a stylish, up$ar!et range. Aou want or to
apply the &ABSII typology to help the$ ientify
the target seg$ents. 03plain how woul you utilise this approach an which seg$ents woul be the $ost
appropriate for this $anufacturer ?
2. Discuss the co$ponents of an attitue. Ta!ing the e3a$ple of a consu$er enable purchase ecision,
e3plain what functions o attitues play in consu$er ecision $a!ing.
5. *ow as a $ar!eter of ho$e appliances, woul you use the !nowlege of post purchase evaluation by
consu$er, to ensure that your consu$ers o not e3perience any issonance ?
Describe the response strategies you will follow
6. C#onsu$ers are always right, but not alwaysD 4 Agree >or? Disagree, Support your argu$ents with an
e3a$ples
:est'%#
>a? What in your view are the consu$er behaviour variables that the
co$pany shoul stuy before rolling out its etaile $ar!eting effort ?
>b?Do you agree with the co$panyEs ientification of the college going
stuents as the $ost attractive seg$ent? If the reference was specifically
to the Inian $ar!et, which other seg$ent woul you suggest as being attractivefor
the co$pany.
>c?Avise the co$pany about appropriate
.pro$otional appeals to use for the prouct for the target seg$ent of collegestuent.
CONSUMER BEHA9IOR
1: In -hat -a!s is To!ota;s ne-<pro&uct &e'elopent s!ste &esi(ne& to ser'e custoers*
2: In -hat -a!s is To!ota;s anu.acturin( s!ste &esi(ne& to ser'e custoers*
": 8o- &oes To!ota personali6e its cars an& truc$s to eet in&i'i&ual consuer nee&s*
4: )onsi&er the e<ail capai(ns &iscusse& in the case: 1h! &o !ou thin$ these capai(ns
-ere success.ul* Discuss the attention processes that -ere at -or$: Do !ou see an!
potential &ra-9ac$s to this t!pe o. ar$etin(*
5: Durin( the 2### Super /o-l= A/) in'ite& 'ie-ers to 'isit its Enhance& TV -e9site: >ans
coul& pla! tri'ia= see repla!s= participate in polls an& chat roos= an& 'ie- pla!er
statistics: The site recei'e& an estiate& 1 illion hits: 1h!* >rae !our ans-er in ters
o. e,posure= attention= an& coprehension:
1: Thin$ a9out !our o-n 1e9 sur%n( patterns: 1rite &o-n the reasons !ou 'isit sites: 1hich
o. the ar$etin( strate(ies &iscusse& in the case &o !ou %n& ost 0an& least) in?uential*
1hat 9eha'iors are in'ol'e& in online (rocer! shoppin(* 8o- &oes online shoppin( copare -ith
tra&itional shoppin( in ters o. 9eha'ioral e@ort*
2: 1hat t!pes o. consuers are li$el! to 'alue online (rocer! shoppin( .ro +eapo&*
": 7'erall= -hat &o !ou thin$ a9out the i&ea o. online (rocer! shoppin(* 8o- &oes it
copare -ith sipl! eatin( in restaurants an& a'oi&in( (rocer! shoppin( an& coo$in(
alto(ether*
4: I&enti.! an& &iscuss soe o. the cultural eanin(s .or Son! possesse& 9! consuers in
!our countr!: Discuss ho- these cultural eanin( -ere &e'elope& an& ho- the! in?uence
consuers; 9eha'iors 0an& a@ect an& co(nition): 1hat is the role o. ar$etin( strate(ies
in creatin( an& aintainin( 0or o&i.!in() these cultural eanin(s*
5: It is o.ten state& that the -orl& is 9ecoin( saller 9ecause to&a! people counicate
relati'el! easil! across tie an& &istance: Discuss -hether that has 9een 9ene%cial .or
Son!: 1hat are soe ar$etin( challen(es it presents*
A: 1hat &o !ou thin$ a9out Son!;s tra&ition o. re(ion<speci%c or nation<speci%c ar$etin(*
1oul& Son! 9e 9etter ser'e& 9! -or$in( to create a ore uni.or (lo9al ia(e*
B: 1h! &o consuers pa! CD4 .or a +leasant )opan! &oll -hen the! can 9u! other &olls
uch ore cheapl! at retail stores*
D: )onsi&erin( one!= tie= co(niti'e acti'it!= an& 9eha'ioral e@ort costs= are +leasant
)opan! &olls ore or less costl! than &olls that can 9e purchase& at retail stores*
E: 1hat recoen&ations &o !ou ha'e .or +leasant )opan! to increase sales an& pro%ts*
CONSUMER BEHA9IOR
WE ARE PRO9IDING CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS; PROJECT REPORTS
AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM /
NIPM
SMU / SYMBIOSIS / XAVIER / NIRM /
PSBM
ISM / IGNOU / IICT / ISBS / LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
a$a+'#!.ba#a,a$-.ma'&.c%m
N%. 0
The slogan for the $ovieFilla was CSiFe oes $atter.D Shoul this be the slogan for A$erica as well?
)any $ar!eters see$ to believe so. The average serving siFe for a fountain rin! has gone fro$ ,1
ounces to 1= ounces. An inustry consultant e3plains that the 21 G ounce Big :ulp is so popular because
Cpeople li!e so$ething large in their hans. The large the better.D *aree(s )onster Burger, co$plete with
two beef patties an five pieces of bacon, weighs in at 82 gra$s of fat an $ore than <== calories.
#lothes have balloone as wellH Iic! wear $a!es wo$en(s Jeans with 5= G inch ia$eter legs. The
stanar for T& sets use to be ,< inchesK now it(s 21 inches. *ul!ing S/&s have replace tiny sports cars
as the status vehicle of the new $illenniu$. One consu$er psychologist theoriFes that consu$ing big
things is reassuringH CBarge things co$pensate for our vulnerability,D she says. CIt gives us insulation.
The feeling that we(re less li!ely to ie.D What(s up with our fascination with bigness? Is this a uni7uely
A$erican preference? Do you believe that Cbigger(s better?D Is this a soun $ar!eting strategy?
NO. 2
So$e ie4har fans were not please when the %olling Stones sol the tune CStart )e /pD for about L5
$illion to )icrosoft, which wante the classic song to pro$ote its winows <6 launch. The Beach Boys
sol Co &ibrationsD to #abury Schweppes for its Sun!ist soft rin!, Steppenwolf offere its CBorn to be
WilD to plug the )ercury #ougar, an even Bob Dylan sol CThe Ti$es They Are A4 #hanginD to #oopers M
Bybran >now calle price Waterhouse #oopers?. Other roc! legens have refuse to play the co$$ercial
ga$e, incluing Bruce Springsteen, the :rateful Dea, Be Neppelin, +leetwoo )ac, %.0.). an /1.
Accoring to /1(s $anager, C%oc!( n roll is the last vestige of inepenence. It is unignifie to put that
creative effort an har wor! to the isposal of a soft rin! or beer or car.D Singer -eil Aoung is especially
aa$ant about not selling outK in his song CThis -ote(s for you,D he croons, CAin(t singing for "epsi, ain(t
singing for #o!e, I on(t sing for noboy, $a!es $e loo! li!e a Jo!eD. What(s your ta!e on this issue? *ow
o you react when one of your favorite songs turns up in a co$$ercial? Is this use of nostalgia an
effective way to $ar!et a prouct? Why or why not?
NO. <
So$e $ar!et analysts see a shift in values a$ong young people. They clai$ that this generation has not
ha a lot of stability in their lives. They are fe up with superficial relationships, an are yearning for a
return to traition. This change is reflecte in attitues towar $arriage an fa$ily. One survey of 11 G
15 year ol wo$en foun that ;1 percent thought $otherhoo was the $ost i$portant Job in the worl.
Bries( $agaFine reports a swing towar traitional weings G ;= percent of bries toay are tossing
their garters. Day wal!s 9; percent of the$ own the aisle. So, what(s your ta!e on this? Are young
people inee returning to the value of their parents >or even their granparents?? *ow have these
changes influence your perspective on $arriage an fa$ily?
NO. 7
Does se3 sell? There(s certainly enough of it aroun, whether in print as, television co$$ercials, or on
Web sites. When &ictoria(s Secret broacast a provocative fashion show of s!i$py lingerie live on the Web
>after avertising the show on the Super Bowl? ,.6 $illion visitors chec!e out the site before it crashe
ue to an e3cessive nu$ber of hits. Of course, the retailer was ta!ing a ris! since by its own esti$ate <=
percent of its sales are fro$ wo$en. So$e of the$ i not li!e this isplay of s!in. One custo$er sai
she i not feel co$fortable watching the Super Bowl a with her boyfrienH CIt(s not that I($ offene by
itK it Just $a!es $e feel inferiorD.
"erhaps the appropriate 7uestion is not oes se3 sell, but shoul se3 sell? What are your feelings about
the blatant use of se3 to sell proucts? Do you thin! this tactic wor!s better when selling to $en than to
wo$en? Does e3posure to unbelievably attractive $en an wo$en $oels only $a!e the rest of us
Cnor$alD fol!s unhappy an insecure? /ner what conitions >if any? shoul se3 be use as a $ar!eting
strategy?
NO. =
-ew interactive tools are being introuce that allow surfers on sites such as lansen.co$ to view
apparel prouct selections on virtual $oels in full, 28= G egree rotational view. In so$e cases the
viewer can $oify the boies, face, s!in coloring, an the hairstyles of these $oels. In others, the
consu$er can proJect his or her own li!eness into the space by scanning a photo into a C$a!eoverD
progra$. Boo.co$ plans to offer G 24D pictures that can be rotate for close loo!s, even own to the
stitching on a sweater, as well as online $anne7uins that will incorporate photos of shoppers an $i$ic
voice patterns. &isit lansen.co$ or another site that offers a personaliFe $anne7uin. Surf aroun.
Try on so$e clothes. *ow was your e3perience G how helpful was this $anne7uin? When you shop for
clothes online, woul you rather see how they loo! on a boy with i$ensions the sa$e as yours, or on a
ifferent boy? What avice can give Web site esigners who are trying to personaliFe theses shopping
environ$ents by creating life G li!e $oels to guie you through the site
NO. >
%eligious sy$bolis$ increasingly is being use in avertising, even though so$e people obJect to this
practice. +or e3a$ple, a +rench &ol!swagen a for the relaunch of thelf showe a $oern version of
the Bast Supper with the tagline, CBet(s us reJoice, $y friens, for a newlf has been born.D A group of
clergy in +rance sue the co$pany an the a ha to be re$ove fro$ ,=,=== billboars. One of the
bishops involve in the suit sai, CAvertising e3perts have tol us that as ai$ for the sacre in orer to
shoc!, because using se3 oes wor! any$ore.D Do you agree? Shoul religion be use to $ar!et
proucts? Do you fin this strategy effective or offensive? When an where is this appropriate, if at all?
NO. ?.
Boots with si3 G inch heels are the latest fashion rage a$ong young Oapanese wo$en. Several teens have
ie after tripping over their shoes an fracturing their s!ulls. *owever, followers of the style clai$ they
are willing to ris! twiste an!les, bro!en bones, bruise faces, an other angers associate with the
platfor$ shoes. One teenager sai, C I(ve fallen an twiste $y an!le $any ti$es, but they are so cute
that I won(t give the$ up until they go out of fashion.D )any consu$ers aroun the worl see$ to be
willing to suffer for the sa!e of fashion. Others argue that we are $erely pawns in the hans of esigners,
who conspire to force unwiely fashions own our throats. What o you thin! ? What is an what shoul
be the role of fashion in our society ? *ow i$portant is it for people to be in style ? What are the pros
an cons of !eeping up with the latest fashions ? Do you believe that we are at the $ercy of esigners.
CORPORATE LAW
1: 8o- is the price %,e& in a contract o. sale* I. price is not &eterine& 9! the parties= -hat
price= i. an!= is the 9u!er lia9le to pa!*
2: 7n -hat principles an& to -hat e,tent can a -i.e ple&(e her hus9an&;s cre&it 0i) -hile she
li'es -ith hi an& 0ii) -hile she li'es apart .ro hi:
": 1hen a ple&(er .ails to re&ee his ple&(e= -hat ri(hts &oes the ple&(ee ha'e in the
ple&(e*
4: 1hen the cheque shall 9e consi&ere& as &ishonoure& an& -hat are the consequences o.
the &ishonour o. the cheques*
5: FE'er! sharehol&er o. a copan! is also $no-n as a e9erG -hile e'er! e9er a!
not 9e $no-n as a sharehol&er:H )oent:
A: Discuss 9rie?! the pro'isions o. the )opanies Act in re(ar& to the appointent o. an&
reo'al &irectors:
B: FA contract cause& 9! ista$e is 'oi&:H Discuss .ull! the stateent:
D: Discuss the le(al aspects o. Ilia9ilit! o. an a(ent .or acts o. su9<a(ent:;
E: 1hat copanies a! &ispense -ith the use o. the -or& I3iite&; as part o. their nae=
e'en thou(h the! are liite& copanies*
1#:FA copan! cannot 9e part! to a contract 9e.ore it has coe into e,istence:H J Discuss:
11:1ho is eli(i9le to 9ecoe a e9er o. a societ!* 8o- is e9ership acquire&*
12:Kn&er -hat circustances can the or&er o. attachent o. propert! 9e passe& 9! the )o<
operati'e )ourt* 1hat are the po-ers o. sale -here an attachent o. propert! has 9een
or&ere&*
1"
an a inor 9e a&itte& to partnership* I. so= -hat -ill 9e the ri(hts an& lia9ilities &urin(
his inorit! an& a.ter he has attaine& aLorit!*
E-BUSINESS SYSTEM
i. What do you understand by the E-Business strategy implementation across an organization’s
value chain?
ii. What are the rationale and benefits associated with e-commerce
iii. initiatives in an automobile company?
What are the Channel conflict arising from e-business initiative
Issues
. !a"ing out the facts of the case # Bring out the importance of a customer-focused e-business strategy
in the hospitality industry.
$. Establish the role of %! in integrating different business processes to ma"e them more customer-
oriented based on your understanding of the case.
Issues
. Bring out the facts of the case.
$. %dentify the various E-business initiatives.
&. What are the strategies an organization to focus in order to e'cel in the E-business.
(. )part from the facts provided in the case# what other initiatives you can pro*ect "eeping in mind the
success of an organization towards E-business.
ISSUES
+, Why does -ell treat its sta"eholders in a socially and ethically responsible manner?
+$, %n your opinion# which of -ell’s strategies ma"es the most impact on the environment? E'plain
your answer.
+&, E'plain the importance of the .Energy /tar0 programme for consumers and businesses.
E-COMMERCE MANAGEMENT
1uestion 2
.What do you feel are the reasons for 3rs 4apoor above statement?
&. E'plain the advantages and disadvantages of ordering the products online.
(. 5se the Web site Evaluation 3odel and evaluate a couple of Web sites. Compare the
results of the two evaluations.
6. Compute an overall score to each of the sites along with reasons.
7. E'plain pac"et switching
8. 9ow does pac"et switching differ from a switched networ".
:. -raw a simple diagram of hardware# networ" and software facilities utilized when an e-shop is
accessed from a home ;C.
<. =ist the facilities available on the web.
7. >or each stage of the business trade cycle# list the stage specific advantages and
disadvantages of using E-%.
8. What problems might be encountered in the above case with the implementation of E-%?
:. E-% is typically applied to trade e'changes# orders# invoices etc but it can also be used for
non-trade purposes. /uggest how E-% might be used in this case?
6. E'plain the reasons for 3r )pte holding the above views.
7. E'plain what you mean by %nternet ban"ing?
8. What do you feel are the advantages and disadvantages of E-Ban"ing?
:. 9ow can the problems in %nternet ban"ing be resolved?
Environmen M!n!"emen
1: FEn'ironental la-; is the nee& o. the hourH: )oent usin( suita9le e,aples:
2: 1hat is the use o. con&uctin( En'ironental Ipact assessent 0EIA) * Discuss 9rie?! on its
assessent:
": 1hich are the aLor in&ustries that contri9ute to in&ustrial pollution * Anal!6e:
4: Su((est a plan o. action .or the NG7 Non<Go'ernent or(ani6ation to increase the a-areness
.or S+)A
0Societ! .or +re'ention o. )ruelt! to Anials):
5: E,plain En'ironental Mana(eent s!ste 0EMS) an& IS7 14### stan&ar&s:
A: 8o- the copanies control their pollution pro9les e@ecti'el!*
B: F>)o<la9ellin( an& Green +rocureentH J e,plain the eetin( an& also ho- it help the
in&ustries
protect the en'ironent:
D: 1hat &oes the ter F1aste treatentH ean* 1h! is treatent iportant:
H#m!n Re$o#r%e M!n!"emen
,. 0$ployee referral is the best approach to recruit$ent .What is your view?
1. Why has Pfun at wor!P been profitable at *itech?
2. 03plain why the revise perfor$ance appraisal syste$ at Wellstar *ospital is $ore efficient?
5. Do you thin! the perfor$ance appraisal syste$ at Wellstar is aligne with its corporate profile an
appropriate for all levels of e$ployees?
6. #onsiering accreitation re7uire$ents which focus on e$ployee evelop$ent an eucation, what are
your suggestions for changes in the perfor$ance appraisal for$at?
8. *ow far o you agree with the $anage$ent that perfor$ance appraisal shoul be iscontinue?
9. If you were the *% $anager, how woul you tac!le the situation?
;. What $oifications woul you suggest in the perfor$ance appraisal syste$ of the co$pany
<. +ro$ the iscussion of Job analysis infor$ation an Job esign, what actions woul you reco$$en to
*% epart$ent?
,=. :iven the proble$s associate with the secon shift, what ifferences woul you loo! for between first
shift an secon shift wor!ers?
,,. Since the #anaian wor!ers ha consierable e3perience with the e7uip$ent but the wor!ers
particularly in secon shelf in BraFil ha very little e3perience, what i$plications o you see for the
Job esign?
,1. What woul you o if you were )r. Ihaitan?
,2. *ow o you thin! the co$pany got into a situation li!e this in the first place?
Hma# Res%$ce Ma#a.eme#t
1: 1oul& Enterprise;s approach huan resource ana(eent -or$ in other in&ustries*
2: Does Enterprise .ace an! ris$s .ro its huan resource strate(!*
": 1oul& !ou -ant to -or$ .or Enterprise* 1h! or -h! not*
4: 8o- rele'ant are the concepts o. copetencies to the Lo9s in a chic$en<processin( plant*
5: 8o- i(ht !ou tr! to ipro'e the Lo9s in a chic$en<processin( plant*
A: Are &irt!= &an(erous= an& unpleasant Lo9s an ine'ita9le part o. an! econo!*
B: /ut ho- shoul& he see it throu(h*
D: Do !ou thin$ that the /an(alore<9ase& copan! ha& practise& participati'e ana(eent*
E: I. !our ans-er is !es= -ith -hat etho& o. participation 0!ou ha'e rea& in this chapter) &o
!ou relate the a9o'e case*
1#:I. !ou -ere the union lea&er= -oul& !our 9eha'iour ha'e 9een &i@erent* I. !es= -hat -oul&
it 9e*
11:I. the ne-s is 9ro$en to Mahesh= ho- -oul& he react*
12:I. !ou -ere (i'in( a&'ice to the )hairan on this atter= -hat -oul& !ou recoen&*
INTERNATIONAL BUSINESS
,. What routes of globaliFation has the )ayor group chosen to go global? What other routes coul it
have ta!en?
1. What i$pei$ents are co$ing in the )ayor group(s way beco$ing a $aJor an active player in
international business?
2. Why is ')ae in Inia( not li!e in foreign $ar!ets? What can be one to erase the perception?
5. Why i Arvin )ills choose globaliFation as $aJor route to achieve growth when o$estic $ar!et
was huge?
6. *oe oes lifting of #ountry4wise 7uota regi$e( help Arvin )ills?
8. What lessons can other Inain business learn fro$ the e3perience of Arvin )ills?
9. What lessons can other )-#s learn fro$ the e3perience of )cDonal(s?
;. Aware of the foo habits of Inians, why i )cDonal(s err in $i3ing beef e3tract in the oil use
for fries?
<. *ow far has )cDonal(s succeee in strategiFing an $eeting local cultures an nees?
,=. Which of the theories of International trae can help Inian services proviers gain co$petitive
ege over their co$petitors?
,,. "ic! up so$e Inian services proviers. With the help of )ichael "orter(s ia$on, analyFe their
strengths an wea!nesses as active players in B"O.
,1. #o$pare this case with the case given at the beginning of this chapter. What si$ilarities an
issi$ilarities o you notice? Aour analysis shoul be base on the theories e3plaine in this
chapter.
,2. What is technology? *ow oes it iffer fro$ science?
,5. Describe the ifferent phases of technology $anage$ent?
,6. Bring out the i$pact of technology onH >a? Society, >b? 0cono$y, an
>c? A plant.
,8. What is technology transfer? What are the irections of such transfers?
,9. Bring out the stages in technology transfer.
,;. 03plain the issues involve in international technology transfers.
INTERNATIONAL &INANCIAL MANAGEMENT
Q:1) 1hat is e,chan(e rate &eterination an& .orecastin(*
Q:2) E,plain %nancial ana(eent in a (lo9al conte,t:
Q:") E,plain in &etail2
a) Accountin( iplications o. international acti'ities
9) Ta, iplications o. international acti'ities
Q:4) 1hat is .or-ar&s= s-aps an& interest +arit!*
Q:5) E,plain short<ter %nancial ana(eent in a ultinational corporation:
Q:A) E,plain lon(<ter 9orro-in( in the (lo9al capital ar$ets:
Q:B) 1hat are &i@erent currenc! options*
Q
) E,plain currenc! an& interest rate .utures:
Q:E) 1rite a &etaile& note on the .orei(n e,chan(e ar$et in In&ia
Q:1#) 1hat is 9alance o. pa!ent
LOGISTIC MANAGEMENT
CASE I
A CASE O@ ALPHA TELENET LIMITED
:est'%#s/
0. G'+e a c$'t'ca& a#a&"s's %6 t5e )$'+at'sat'%# %6 te&ec%m sect%$ '# I#!'a.A
2. H'.5&'.5t t5e sec$ets %6 sccess %6 A&)5a Te&e#et Lt!. '# te$ms %6 tec5#%&%.'ca& a!+a#ceme#ts a#!
se$+'ce )$%+'!e!A
CASE II
GEARINGB @OR GROWTH
:est'%#s/
0. C%mme#t %# t5e )st$eam a#! !%w#st$eam s))&" c5a'# )%$t'%#s %)e$at'#. '# t5e c%m)a#".
2. H%w 6a$ a$e t5e )&a#s t% 'm)$%+e t5e s))&" c5a'# e66'c'e#c" '# t5e c%m)a#" 6eas'b&eA
<. CI#te$#a& s))&" c5a'# at t5e c%m)a#" ca# be c5a$acte$'De! b" t5e &ac, %6 'tC. C%mme#t.
CASE III
INTELLIGENT MO9EMENTS/ ANYWHERE ANYTIME
:est'%#s/
0. W5at ma!e SCL a &ea!e$ '# t5e &%.'st'cs '#!st$"A
2. D'scss t5e st$ate.'es a!%)te! b" SCL 6%$ 'ts s$+'+a& '# t5e c%m)et't'+e sce#a$'%.
<. C%mme#t %# t5e c%#t$'bt'%#s %6 SCL t% s%c'et".
7. W5at ste)s t5e c%m)a#" s5%&! ta,e t% .&%ba&'De 'ts #etw%$, $eac5A
D'scss t5e st$ate.'es a!%)te! b" SCL 6%$ eE)a#s'%#.
CASE I9
LOGISTICS OUTSOURCING
:est'%#s/
0. A#a&"De t5e case '# +'ew %6 t5e &%.'st'cs %ts%$c'#. )$act'ces %6 t5e ISL.
2. D'scss t5e 'm)%$ta#ce %6 &%.'st'cs %ts%$c'#. w't5 $e6e$e#ce t% s))&" c5a'# ma#a.eme#t.
<. S..est st$ate.'es 6%$ 6$t5e$ st$e#.t5e#'#. t5e s))&" c5a'# %6 ISL.
7. T5e )a$t'c')a#tsFst!e#ts a$e eE)ecte! t% 5a+e a c&ea$ #!e$sta#!'#. %6 S))&" C5a'# a#! L%.'st'cs
Ma#a.eme#t c%#ce)ts.
=. T5e 'sses '#+%&+e! '# t5e case a$e Sa&es @%$ecast'#.; St$ate.'c S%$c'#.; Se&ect'%# %6 Wa$e5%s'#.
Se$+'ce P$%+'!e$; T$a#s)%$tat'%# M%!e a#! %t5e$ #a#ces '# L%.'st'cs Ma#a.eme#t.
MANAGERIAL ECONOMICS
CASE ' ( D!)#r In*i! Limie*+ Gro,in" Bi" !n* G-o)!-
1hat is the o9Lecti'e o. Da9ur* Is it pro%t a,iisation or (ro-th a,iisation* Discuss:
Do !ou thin$ the (ro-th o. Da9ur .ro a sall pharac! to a lar(e ultinational
copan! is an in&icator o. the a&'anta(es o. Loint stoc$ copan! a(ainst proprietorship .or*
Ela9orate:
CASE ' . IT In*#$r/+ C0e%1ere* Gro,0
Tr! to i&enti.! 'arious sta(es o. (ro-th o. IT in&ustr! on 9asis o. in.oration
(i'en in the case an& present a scenario .or the .uture:
Stu&! the ta9le (i'en: Appl! tren& proLection etho& on the %(ures an&
coent on the tren&:
)opute a " !ear o'in( a'era(e .orecast .or the !ears 1EEB<ED throu(h
2##"<#4:
CASE ' 2 O#$o#r%in" o In*i!+ 3!/ o &!$ Tr!%1
As one! costs -ill &ecrease &ue to &ecision to outsource huan resource=
soe real costs an& opportunit! costs a! sur.ace: 1hat coul& these 9e*
Ela9orate the e,ternal an& internal econoies o. scale as occurrin( to
)ontract )ounsel:
)an !ou see soe possi9ilit! o. econoies o. scope .ro the in.oration
(i'en in the case* Discuss:
CASE ' 4 In*i!n So%1 M!r1e+ Doe$ i E56-!in Per7e% Com6eiion8
9#e$ion$
1: Is stoc$ ar$et a (oo& e,aple o. per.ect copetition* Discuss:
2: I&enti.! the characteristics o. per.ect copetition in the stoc$ ar$et settin
": )an !ou %n& soe 9asic aspect o. per.ect copetition -hich is essentiall! a9sent in stoc$
ar$et*
CASE ' : T0e In*i!n A#*io M!r1e
9#e$ion$
1: 1hat aLor pricin( strate(ies ha'e 9een &iscusse& in the case* 8o- e@ecti'e these
strate(ies ha'e 9een in ensurin( success o. the copan!*
2: Is percei'e& 'alue pricin( the &oinant strate(! o. aLor pla!ers*
": 1hich pro&ucts ha'e reache& aturit! sta(e in au&io in&ustr!* Do !ou thin$ that pro&uct
9un&lin( can 9e e@ecti'el! use& .or prootin( sale o. these pro&ucts*
Marketing Management
CASE ( + TRUST TOOTHPASTE
9#e$ion$
1: 1hat ar$etin( strate(! shoul& 9e &esi(ne& 9! Mr: Sarin to 9e a9le
to achie'e the tar(ete& 5M ar$et share*
2: 8o- shoul& Deepa +ro&ucts 0+) 3t&: position Trust Re(ular an& Trust
Ni(ht to in&uce custoers to 9u! it* 1hat shoul& 9e the $e! 9ene%ts o.
their toothpastes*
": Shoul& the copan! price its pro&ucts econoicall!= or shoul& it
ai .or preiu pricin(*
CASE .+ THE CATERPILLAR TRACTOR COMPANY
Questions to be answered
1: 8o- iportant is ne- pro&uct &e'elopent to )aterpillar*
2: 1hat sources o. ne- pro&uct i&eas i(ht a copan! li$e caterpillar
use*
": E'aluate )AT as a 9ran& nae:
4: E'aluate each o. the .our points o. )T)Ns strate(!:
CASE 2+ ABC HANDLOOMS L*;
Questions2
1: 8o- &o !ou e,plain the present situation .ace& 9! the copan!*
2: 1as it a (oo& i&ea to enter into a three<!ear contract -ith the
)ooperati'e Societ!* 1h!*
": Is it possi9le to rene- the contract -ith the )ooperati'e Societ!* I. so=
ho-* Su((est a &etaile& pro(rae on a crash 9asis -ith the 9u&(et
constraint o. Rs: 5#= ##= ###:
CASE 4+ APEX ELECTRICAL COMPANY LTD;
9#e$ion$2
1: 1hat &ecision -oul& !ou ta$e i. !ou -ere in place o. Mr: Nathan*
2: Do !ou .eel the proposal o. a ne- su9<oOce is econoicall! Lusti%e&
a(ainst the state& polic! o. the copan!* I. !es= -h!* I. no= then ho- coul&
it 9e a&e Lusti%a9le*
WE ARE PRO9IDING CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS; PROJECT REPORTS
AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM /
NIPM
SMU / SYMBIOSIS / XAVIER / NIRM /
PSBM
ISM / IGNOU / IICT / ISBS / LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
a$a+'#!.ba#a,a$-.ma'&.c%m
)ar!eting $anage$ent
:est'%# / 1Eac5 (est'%# ca$$'es 03 ma$,s4
. C)ar!eting research is the !ey to the success of a co$pany.D Discuss the above state$ent, !eeping in view an
e3a$ple of the recent past where application of $ar!et research helpe in for$ulating the right $ar!eting
strategy.
. Ientify the avertising $eiu$ which is $ore effective in ter$s of cost an reach in relation to other $eia
available to the $ar!eter. Illustrate your responses with a specific avertising ca$paign.
. As the $ar!eting chief of a highly progressive herbal s!in care co$pany, poise to tap an penetrate the
south Inian $ar!et, what !in of $ar!eting organiFation you li!e to evolve?
. Aou are $ar!eting $anager of a $eiu$ siFe $anufacturing co$pany. The presient has Just $ae the
following state$ent PThe istribution activity is not a concern of the $ar!eting epart$ent. The function of
the $ar!eting epart$ent is to sell the prouct ... let be rest of the co$pany hanle prouction an
istribution.P
. Define the ter$ $ar!eting. Discuss the scope an appropriateness of $ar!eting function in satisfying hu$an
nees an wants. :iven suitable e3a$ples.
. Are inter$eiaries an their functions necessary aspects of $ar!eting channels? :ive reasons
CASE STUDY 123 MARGS4
An electronic gagets $anufacturing fir$ wante to $ar!et in Inia a s$all, han4hel
electronic instru$ent for $easuring bloo pressure at ho$e. The price of the instru$ent
was fi3e at aroun %s. 2=== a piece. Being a specialty prouct, it was perceive to have
only a li$ite clientele. As the fir$ ha no establishe channel of istribution, it ecie to
ta!e the irect4$ar!eting route. The prouct was uni7ue in the sense that it offere the
convenience of constant $onitoring of bloo pressure at ho$e, in office or anywhere,
without having to visit the octor. It coul save a lot of ti$e an inconvenience, especially
for busy professionals, e3ecutives, business$en an all those who ha a hectic wor!
scheule. Since it was a relatively e3pensive prouct, senior e3ecutives, professionals an
business$en above 56 years of age, having an inco$e of $ore than %s. ,6,=== per $onth
were e3pecte to be the prospective buyers. The fir$ aopte the following proceure for
ientifying an enlisting prospects.
In orer to prepare a col list, an avertise$ent of the prouct, along with a coupon, was
release in two leaing business newspapers in Bo$bay. Intereste iniviuals were as!e to
fill up the printe coupon an sen it to the fir$ within ,= ays to get a free boo!let on
$anage$ent of bloo pressure. "ersonal particulars relevant to ientifying the '7ualifying
prospects( Such as inco$e, age, profession, resiential aress an etails of any health4
relate proble$ were to be fille in the coupon. A $aJority of the people who respone were
foun to be suffering fro$ bloo pressure, obesity or heart4relate proble$s. A col list of
about 6,=== iniviuals was generate on the basis of fille4in coupons. This list was further
scrutiniFe an na$es of iniviuals below 5= years of age an those who i not fulfil the
inco$e criteria were roppe, as were the na$es of apparently non4serious responents who
$ight have sent the coupon $ore out of curiosity. The resiual list of about 2,6==
responents was treate as the hot list.
Another alternative to this newspaper a approach, as suggeste by the research agency was
to obtain a list of creit car holers fro$ repute ban!s such as A-N :rinlays Ban!,
#itiban!, #anara Ban!, State Ban! of Inia an Ban! of Baroa. The fir$ coul then have
sorte out the na$es of car holers who were above the age of 5= an occupie senior
e3ecutive positions in private or public organiFations. This woul have for$e the col list.
-e3t, the fir$ coul have sent a brochure an a personal letter to the$ offering to arrange a
free e$onstration of the prouct at their resiences. All those who respone woul have
for$e the hot list. *owever, this approach was not ta!en ue to so$e logistic proble$s. The
responents were then clustere into ifferent seg$ents on the basis of their health status H
those who ha only $il bloo pressure but no other proble$K those suffering fro$ obesity
an bloo pressure bothK those suffering fro$ bloo pressure an so$e cariac proble$K
those who ha bloo pressure an iabetes with or without so$e cariac proble$K an so on.
This atabase of all the liste people with their etaile health profiles helpe the fir$ in
ientifying specific nees of the responents.
:est'%#s /
vii. What ele$ents of pro$otion $i3 woul be $ore appropriate for the co$pany to
$ar!et bloo pressure instru$ents, an why?
viii. What shoul be the long run pro$otional strategy for the co$pany?
OPERATIONAL MANAGEMENT
1. In your Opinion, where is India on the trajetory o! the han"in" operations
#ana"e#ent !untion$ %isuss.
2. &ow are peop'e i#portant in an operations strate"y$ %isuss what needs to (e done in
your or"ani)ation and in India, in "enera'.
*. +uppose the a,era"e ost o! #aintenane !or a piee o! e-uip#ent is re'ated to its 'i!e
as !o''ows.
Period /ost, Rs. Period /ost, Rs.
1 01 2 2*1
2 21 3 221
* 41 4 *51
5 121 11 511
0 101 11 531
6 141 12 061
I! the purhase prie o! the new e-uip#ent is Rs.1,611, what is the opti#a' 'i!e o! the
e-uip#ent 7when rep'ae#ent with new e-uip#ent is done8$
7Assu#e that there is no sa',a"e ,a'ue. The !ir# uses 119 disount rate per period.8
5. Read throu"h the 'iterature and !ind out what :Tehno'o"y Assess#ent; is$ &ow is it
use!u' to operations #ana"e#ent$
0. <hat is or"ani)ationa' 'earnin"$ Is it i#portant !or -ua'ity$ %isuss.
6. &ow does one ensure that :jo( e,a'uation e,a'uates the jo( and not the #an;$
2. %isuss the i#portane o! trainin" in the onte=t o! jo( redesi"n.
3. :Group Tehno'o"y as app'ied to a operations syste# is a hu#an re'ations
tehno'o"y.; <ou'd you a"ree with this state#ent$ %isuss
4. +hou'd ost (e the pri#ary riterion in operations p'annin"$ E=p'ain.
11. <hat ro'e !or prodution and operations #ana"e#ent do you !oresee in another 10>21
years ti#e in India$
7RGANIPATI7NA3 /E8AVI7R
9#e$ion+
1: 1hat per.orance pro9les is the captain tr!in( to correct*
2: Kse the MARS o&el o. in&i'i&ual 9eha'ior an& per.orance to &ia(nose
the possi9le causes o. the unaccepta9le 9eha'ior:
": 8as the captain consi&ere& all possi9le solutions to the pro9le* I. not=
-hat else i(ht 9e &one*
9#e$ion+
1: I&enti.! the stressors in Qohn /rec$enri&(e;s li.e: 1hich ones coul& he ha'e
pre'ente&*
2: 1hat -ere the results o. the stress* 1oul& !ou consi&er these to 9e
t!pical to stress situations an& li.est!le choices Qohn a&e= or -as Qohn
/rec$enri&(e unluc$!*
": Assue !ou are a career coach retaine& 9! Qohn /rec$enri&(e to (ui&e
hi throu(h his ne,t &ecisions: 8o- -oul& !ou recoen& that Qohn o&i.! his
li.est!le an& 9eha'ior to re&uce stress* Shoul& he chan(e Lo9s* Do !ou 9elie'e
he is capa9le o. re&ucin( his stress alone* I. not= -here shoul& he see$ help*
CASE+ III T0e S0i66in" In*#$r/ A%%o#nin" Te!m
9#e$ion
1: 1hat t!pe o. tea -as .ore& here* 1as it necessar!= in !our opinion*
2: Kse the tea e@ecti'eness o&el in )hapter E an& relate& in.oration in
this chapter to i&enti.! the stren(ths an& -ea$nesses o. this tea;s
en'ironent= &esi(n= an& processes:
": Assuin( that these .our people ust continue to -or$ as a tea=
recoen& -a!s to ipro'e the tea;s e@ecti'eness:
9#e$ion+
1: I&enti.! the &i@erent con?ict episo&es that e,ist in this case: 1ho -as in
con?ict -ith -ho*
2: 1hat are the sources o. con?ict .or these con?ict inci&ents*
": 1hat con?ict ana(eent st!le0s) &i& 3apierre= the international tea=
an& Gushin use to resol'e these con?icts* 1hat st!le0s) -oul& ha'e -or$e& 9est
in the situation*
1: )ontrast 8illton;s earlier corporate culture -ith the eer(in( set o.
cultural 'alues:
2: )onsi&erin( the &iOcult! in chan(in( or(ani6ational culture= -h! &i&
8illton;s ana(eent see to 9e success.ul at this trans.oration*
": I&enti.! t-o other strate(ies that the cit! i(ht consi&er to rein.orce the
ne- set o. corporate 'alues:
ORGANI<ATIONAL BEHAVIOR
1: I&enti.! se'eral concepts an& characteristics .ro the %el& o.
or(ani6ational 9eha'ior that this case illustrates*
2: 1hat a&'ice can !ou (i'e Ton!* 8o- -oul& this a&'ice 9e
supporte& or tepere& 9! 9eha'ioral concepts an& processes*
": Is it possi9le to %n& an Ri&ealR place to -or$* E,plain:
1: 8o- success.ul &o !ou thin$ 8elen /o-ers;s ne- plan -ill 9e*
2:1hat challen(es &oes 8elen con.ront*
":I. !ou -ere 8elen;s consultant= -hat -oul& !ou a&'ise her to &o*
1: 1hat ista$es has Ale, alrea&! a&e in &e'elopin( a tea<
9ase& or(ani6ation*
2: I. Ale, -ere to call !ou in as a consultant= -hat -oul& !ou tell hi
to &o*
": Ksin( the or(ani6ation chart o. E'ans RV 1holesale Suppl! an&
Distri9ution= &escri9e ho- !ou -oul& put the eplo!ees to(ether in
teas:
1: 1hat si(ns o. stress -as 3arr! >iel& e,hi9itin(*
2: 8o- -as 3arr! >iel& tr!in( to cope -ith his stress* )an !ou
su((est ore e@ecti'e etho&s*
ORGANI<ATIONAL BEHAVIOR
,. What factors o you thin! attribute to SuraJ bhai(s success? Was he $erely QQin the
right place at the right ti$e((, or are there characteristics about hi$ that contribute to his
success?
1. *ow o you believe SuraJ bhai woul score on the Big +ive i$ensions of personality
>e3troversion, agreeableness, conscientiousness, e$otional stability, openness to
e3perience?? Which ones woul he score high on? Which ones $ight he score low on?
2. Do you believe that SuraJ bhai is high or low on core self4evaluations? On what
infor$ation i you base your ecision?
5. What infor$ation about SuraJ bhai suggests that he has a proactive personality?
.uestionsH
,? Of the three types of organiFational Justice, which one oes wor!place bullying
$ost closely rese$ble?
1? What aspects of $otivation $ight wor!place bullying reuce? +or e3a$ple, are
there li!ely to be effects on an e$ployee(s self4efficacy? If so, what $ight those effects
be?
2? If you were a victi$ of wor!place bullying, what steps woul you ta!e to try to
reuce its occurrence? What strategies woul be $ost effective? What strategies $ight
be ineffective? What woul you o if one of your colleagues was a victi$ of an abusive
supervisor?
5? What factors o you believe contribute to wor!place bullying? Are bullies a
prouct of the situation, or are they flawe personalities? What situations an what
personality factors $ight contribute to the presence of bullies?
.uestions
,? If praising e$ployees for oing a goo Job see$s to be a fairly easy an obvious
$otivational tools, why o you thin! co$panies an $anagers on(t often o it?
1? As a $anager, what steps woul you ta!e to $otivate your e$ployees after
observing the$ perfor$ well?
2? Are there any ownsies to giving e$ployees too $uch verbal praise? What $ight
these ownsies be an how coul you alleviate the$ as a $anager?
5? As a $anager, how woul you ensure that recognition given to e$ployees is
istribute fairly an Justly?
PRINCIPLE AND PRACTICE OG MANAGEMENT
#ase I .uestionsH
,. What were the reasons for the sin!ing of the vessels?
1. *ow coul they reorganiFe the businesses?
#ase II .uestionsH
,. Why i the co$$unication proble$ arise?
1. What o you suggest to prevent the co$$unication proble$
#ase III .uestionsH
,. *ow o you view the present frau caseH a hu$an failure or a syste$ failure?
1. What are the $ain issues in the case, an how can our present syste$ of control prevent
such frau?
2. *ow woul you $anage the situation on etection?
#ase I& .uestionsH
,. What infor$ation shoul )r. Bateef evelop to evaluate foreign $ar!ets?
1. Where shoul he loo! for this infor$ation?
2. Develop a fra$ewor! to help )r. Bateef ientify his best potential foreign $ar!ets.
#ase & .uestionsH
,. What alternatives are available to )r Abul?
1. Other than purchasing higher technology $achinery, in what ways $ight )r Abul
increase the effectiveness an efficiency of the yeing an stitching operations?
#ase &I .uestionsH
,. What are the $easures to be ta!en to avoi irect effect of heat?
1. Design a 7uality i$prove$ent process for the bearings co$pany.
.uestions
,. *ow woul you rate "resient :eorge W. Bush on the four characteristics outline
at the beginning of the case? *ow woul you contrast his reaction to *urricane Iatrina
with his reaction to the terrorist attac!s of Septe$ber ,,, 1==,? What o you thin! his
hanling of these two events says about his leaership?
1. Do you thin! leaers in other conte3ts >business(, sports, religious? e3hibit the
sa$e 7ualities of great or near4great /.S. presients?
2. Do you thin! being in the right place at the right ti$e coul influence presiential
greatness?
.uestions
,. Do you thin! iniviuals can learn e$pathy fro$ so$ething li!e a ,4$onth #I"
e3perience? 03plain why or why not.
1. *ow coul /"S(s #I" help the organiFation better $anage wor!4life conflicts?
2. *ow coul /"S(s #I" help the organiFation i$prove its response to iversity?
5. What negatives, if any, can you envision resulting fro$ #I"?
6. /"S has 1,5== $anagers. #I" inclues only 6= each year. *ow can the progra$
$a!e a ifference if it inclues only 1 percent of all $anagers? Does this suggest that
the progra$ is $ore public relations than $anage$ent training?
8. *ow can /"S Justify the cost of a progra$ li!e #I" if co$petitors li!e +e03, D*B,
an the /.S. "ostal Service on(t offer such progra$s? Does the progra$ increase costs
or reuce /"S profits?
Prin%i6-e$ !n* Pr!%i%e o7 M!n!"emen
Question 1 2< 8o- counication crises arise*
Question 2 2< 1hat +rincipal shoul& &o to cal &o-n the an(r! parents*
Question " 2< 8o- school -ill re(ain its reputation* 1hat ser'ices school shoul&
pro'i&e in or&er to aintain its reputation*
Question 1 < 1hat essa(e &i& the .oun&r! -or$ers an& the ne- en(ineer
con'e! to each other throu(h their non<'er9al 9eha'ior*
Question 2 < Mr: Vish-anath= the General Mana(er an& +resi&ent= -as not o.ten
present at the .oun&r!: 1hat coul& this non<'er9al 9eha'ior ean to the -or$ers
an& the ne- en(ineer*
Question ": 8o- coul& the en(ineer= the .oun&r! -or$ers an& Mr: Vish-anath 9e
ore e@ecti'e= 9oth 'er9all! an& non'er9all!*
Question 4: 1hat &o !ou su((est that the en(ineer shoul& &o= a.ter the hosin(
inci&ent*
9#e$ion$
Question 12< 1hat a&'anta(es -oul& accrue to )/S i. it 9ecoes a ore &i'erse
-or$place*
Question 22< 1here -oul& !ou ha'e place& )/S on the or(ani6ational &i'ersit!
continuu an& -here -oul& !ou place )/S no-* 1h!*
Question "2< 1hich approach 0es) to pluralis 9est sus up the &i'ersit! polic!
that is 9ein( &e'elope& at )/S* E,plain
Question 42< 8o- &o the attitu&es o. ana(eent at )/S as &epicte& in !our
case stu&! a@ect the copan!;s pro(ress to-ar& .orin( a ore &i'erse
-or$.orce* E,plain:
Questions
Question1: /ase& on this case= &e'elop (ui&elines .or ipro'in( counication
-ith each o. &i@erent sta$ehol&ers= throu(h 9etter listenin
Question 22< 1hat are the essentials .or the e@ecti'e counication*
Question "2< 1rite a9out McDonal& ar$etin( plan -hich the! ha'e ipleente&
.or the success*
Question 42< Do the S17T anal!sis o. .ollo-in(2<
• McDonal&
• >oo& In&ustr!
PRO&ESSIONAL COMMUNICATION
./0STIO-SH
,. What are the 7ualities of a goo leaer? In this case, how were they applie?
1. Which factors contribute to $otivate the troops to go ahea for such a ifficult tas! as
recovering a a$age vehicle fro$ such a ifficult an treacherous terrain an getting it
repaire in such a short ti$e?
2. Which incients inicate the i$portance of goo interpersonal relationships with Juniors,
peers an superiors an what is the i$portance of goo interpersonal relationships?
.uestionsH
,. Is it appropriate to have the $anager finish the chec!4out? Or, shoul the front es! agent
Just ta!e the heat?
1. Woul you have hanle the situation in the sa$e $anner?
2. What woul you have one ifferently?
5. #o$$unication i$prove$ent is re7uire for both of the parties involve or any one of
the$? Oustify your opinion.
:est'%#s /
,. Do you fin )r. Sinha(s responses to various 7uestions effective? :ive reasons for your
view on each answer given by )r. Sinha.
1. %ewrite the responses that you consier $ost effective to the above 7uestions in a Job
interview.
2. )r. Sinha has observe the nor$ of respectful behaviour an polite
conversation. But, o you thin! there is so$ething gone wrong in his case ? Account for
your general i$pression of )r. Sinha(s perfor$ance at the interview.
.uestionsH
,. Assu$e you are wor!ing as an operator at a call centre in Inia an are receiving irate
calls fro$ A$ericans an Booners. *ow woul you hanle such calls? #onceive a short
conversation between you an your client, an put it on paper.
1. CIeep your cool.D What oes this $ean in ter$ of conversation control?
2. Do you agree with the view that such abusive happenings on the telephone o not have
any i$pact on business? Oustify.
S))&" C5a'# Ma#a.eme#t
>a? Are the proble$s of $oving people significantly ifferent fro$ the proble$s of
$oving goos or Services?
>b? What are the benefits of public transport over private transport ? Shoul public
transport be encourage an, if so, how ?
>c? What are the benefits of iniegrate public transport syste$s ?
.uestionsH
>a? What, in your opinion, is the $aJor reason for the failure of IoF$o?
>b? Do you thin! that IoF$o pro$ise what its supply chain coul not bear? What coul
have prevente its shut4own?
.uestionsH
a? What is ABB(s strategy for goo supply chain )anage$ent?
b? :ive any two goals set up by ABB an list their i$plications on ABB.
c? What is the software being use at ABB? Apply that software to theoretical use
an e3plain.
? What is perfect orer in this case?
.uestionsH
a? What shoul be the basis for sharing benefits between +0)B an its suppliers?
b? C)anaging lea ti$e is $ore i$portant than reucing the inventory in a
supply #hainD. Defen the state$ent in the conte3t of +0)B.
c? 03plain the brief perfor$ance inicators at +0)B an its suppliers en.
? Bist at least four factors on which suppliers of +0)B nees to be evaluate.
. 6. PThere are $any possible structures for supply chain, but the si$plest view
has $aterials converging on an organisation through tiers of supplers an
proucts iverging through tiers of custo$ers.P 0laborate.
. 8. 0lobrate clearly the $eaning of PWorl4#lassP in Worl4#lass Supply #hain
)anage$ent >W#S#)?. What are the features of Worl4#lass #o$panies ? :ive
your answer highlighting ifferent characterisrtics pertaining to $anage$ent
level, 7uality control, operations@prouction an technological avances.
. 9. What are the essential lfferences in the Supply #hain )anage$ent of
"roucts vs. Services? Discuss the application of Supply #hain )anagernent
principles in +inancial Services.
%0TAIB )A-A:0)0-T
. ,GWhat is the ifference between Wholesaler an %etailer ?
. 14 Discuss the i$portance of Distribution -etwor!s ?
. 24 What !ins of infor$ation o retailer co$$unicate to custo$ers ?
03plain ?
. 5 GDiscuss local e3a$ple of retailer appealing to a $ass $ar!et , a
retailer appealing to a $ar!et seg$ent , an retailer appealing to $ultiple
seg$ent.?
. 6 What is retail an its role in $ar!eting ?
. 8 GWhat are the reason for e$ergency of supply chain $anage$ent ?
. 94 Shoul a s$all retailer plan a strategy ifferently fro$ a large
retailer? Why or why not? 03plain.
. ; 03plain the aspects ta!en into consieration while preparing
retail proposal.
. <Discuss the i$portance an $erits of %etail )ar!et in Inia.
. ,= Aou want to put up few hyper$ar!et either in State #apital or
)etropolitan #ities ? 03plain how will you assess the whole issue ?
. ,, 03plain the principal of retailing in the case of cusu$er
urable an +)#:s.?
. ,1 Describe the i$portance of retail )ar!eting ?
. ,2 CAvertise sell the prouctD Do you agree with this state$ent
? :ive reason for your answer an e3plain function perfor$ by
avertising ?
WE ARE PRO9IDING CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS; PROJECT
REPORTS
AND THESIS
ISBM / IIBMS / IIBM / ISMS /
KSBM / NIPM
SMU / SYMBIOSIS / XAVIER /
NIRM / PSBM
ISM / IGNOU / IICT / ISBS / LPU /
ISM&RC
MBA - EMBA - BMS - GDM - MIS -
MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
a$a+'#!.ba#a,a$-.ma'&.c%m
doc_379414859.docx
ISMS CASE STUDY SOLUTIONS.docx
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM /
NIPM
SMU / SYMBIOSIS / XAVIER / NIRM /
PSBM / NSBM / ISM / IGNOU / IICT / ISBS
/ LPU / ISM&RC / IC MIND / UPES /
NMIMS / HIMALAYAN
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!"s%&t'%#.'#
www.casest!"a#swe$s.'#
www.(est'%#a#swe$s.'#
www.%#&'#e)$%*ect$e)%$t.c%m
a$a+'#!.ba#a,a$-.ma'&.c%m
ADVERTISING MANAGEMENT
1) There are 4 questions in paper
2) All Questions are copulsor!
") Each question carries 2# Mar$s
A) De%ne A&'ertisin( )op!* +lease e,plain 'arious -a!s o. -ritin( print a&'ertisin(
cop! -ith e,aples*
/) Desi(n an AD capai(n .or a construction en(ineerin( copan!* 0Manu.acturers
o. construction pro&uct)*
)) 1rite short notes on2
12 )haracteristics o. the i&eal print a&'ertiseent
22 AIDA Mo&el
"2 Me&ial plannin( tools
42 AT3 4 /T3
52 A& a(enc! or(ani6ation structure
D) Illustrate positionin( stateent .or2
12 Maruti
22 Nira -ashin( po-&er
"2 /7S)8
42 8ar-ar& 9usiness school
52 Apples
I
SUBJECT/ Business Strategy
Case 0 123 Ma$,s4
'. What is the best option, in your view, for DD?
''. Analyse the SWOT factors the DD has.
'''. Why o you thin! that the propose alternative is the best
Case 2
A#swe$ t5e 6%&&%w'#. (est'%#s/
a4 What is SWOT Analysis? 17 Ma$,s4
b4 What are the strength of "T#? 17 Ma$,s4
c4 What are the wea!nesses of "T# for entering into the brane snac!s $ar!et? 17 Ma$,s4
!4 What !in of $ar!eting strategy was for$ulate an i$ple$ente for %ingo?
What else nee to be one by %ingo so as to enlarge its $ar!et? 18 ma$,s 4
'. What o you unerstan by the ter$ &ision? What is the ifference between '&ision( an ')ission(? What
vision Dr. Su!u$ar has at the ti$e of inheritance of Dey(s lab? *as it been
achieve?
''. +or growth what business strategy has been aopte by Dr. Su!u$ar?
'''.What is the $ar!eting strategy of Dr. Su!u$ar to overta!e its co$petitors?
'+. In your opinion what coul be the biggest wea!ness in Dr. Su!u$ar(s business strategy?
,. Ientify an iscuss briefly, the three the$es of strategy i$ple$entation of activating strategies, $anaging
change an achieving effectiveness in the case of Deepa! -itrite.
2. pic!ing up ata fro$ the case, e$onstrate how for$ulation an i$ple$entation of strategy are
interepenent
Business Communication
Questions:
1. Comment on the appropriateness of the sender’s tone to a customer.
2. Point out the old – fashioned phrases and expressions.
3. Rewrite the reply according to the principles of efective writing in business
Questions :
1. What is non – verbal communication ? Why do you suppose that this commercial relies
primarily on non-verbal communication between a young man and a gorgeous woman ? What types
of non – verbal communication are being used in this case ?
2. Would any of the non-verbal communications in this spot (ad) not work well in another
culture ?
3. What role does music play in this spot ? Who is the target market ?
4. Is the music at all distracting from the message ?
5. How else are radio stations advertised on TV ?
1. Analyse the reasons for Arvind Pandey’s dilemma.
2. Does Arvind Pandey really face a dilemma ?
3. In your view what should Arvind Pandey do ? Should he disclose it to his German Vice
President ?
1. Comment on the terms and conditions placed by the corporation.
2. What factors infuenced the computer company’s decision to accept the contract ?
3. Was it a win – win agreement ? Discuss ?
1. Do you fnd Mr. Sinha’s responses to various questions efective ? Give reasons for your view
on each answer given by Mr. Sinha.
2. Rewrite the responses that you consider most efective to the above questions in a job interview.
3. Mr. Sinha has observed the norm of respectful behaviour and polite conversation. But, do you
think there is something gone wrong in his case ? Account for your general impression of Mr.
Sinha’s performance at the interview.
BUSINESS MANAGEMENT
1. Discuss the various provisions WTO has made for the developing countries? Critically evaluate the
impact of WTO on the India.
2. Discuss the present status of technology in India and Indian business organization. Discuss the role of
technology in the development of India.
3. Briefy describe the process of formation of company according to the company law? Describe the various
modes of winding up of companies.
4. Describe the various approaches to international business. Discuss the reasons why organizations cross
borders. Discuss the impact of MNCs on the host country.
5. Explore and explain the cross-culture dimension of international personnel management.
6. Compile stock market data for a few specifc countries. Attempt a comparative trend analysis to throw
light on nation-specifc investment climate.
7. Would you accept the view that economic and non-economic variables interact each other on the domain
of business environment? Explain.
8. In what sense, is ‘India going global’? Develop some counter argument to conclude that it is a long way
for India to go really global
CONSUMER BEHA9IOUR
./0STIO-S
,. What oes the purchase of a prouct li!e -i!e $ean to Suner Singh?
1. What oes the story say about our society an the i$pact of $ar!eting on consu$er behavior?
2. 03plain how the above4$entione infor$ation is li!ely to benefit a $ar!eter?
5. Which of the above $entione types are li!ely to respon to sales pro$otion? 03plain.
6. A $anufacturer of personal care proucts in the pre$iu$ seg$ent starts fre7uent sales
pro$otions. What is li!ely to be the i$pact on the above4$entione types?
8. What is li!ely to be the ecision process in case of choosing an airline?
9. Woul this plan suggeste by the vice presient help in convincing the custo$ers to use Star
Airways? :ive your reasons.
;. *as Shobha ientifie the best target $ar!et for )ouse4%i? Why or why not?
<. Does Shobha have enough neee ata on consu$er behaviour? What type of consu$er research
shoul Shobha conuct?
,=. What type of avertising can influence consu$ers for this type of prouct?
,,. Discuss the nature of proble$>s? in this case?
,1. Suggest the !in of consu$er research neee?
,2. *ow shoul
len :low be positione@ repositione to bring about the esire change a$ongconsu$ers? :ive your reasons.
,. Why woul so$e consu$ers have high4involve$ent levels in learning about this sales pro$otion?
1 Is a level of 96 per cent co$prehension realistic a$ong those who beco$e aware of an a? Why or
why not?
1. Do you thin! such pro$otions are li!ely to influence the 7uality i$age of the retail store? 03plain.
#O-S/)0% B0*A&IO%
iv. Aou are the bran $anager of a new line of light weight autofocus, econo$ically price igital ca$eras.
Describe how an unerstaning of consu$er behaviour will help you in your seg$entation strategy an
pro$otion strategy. What are the consu$er behaviour variables that are crucial to your unerstaning of
this $ar!et ?
v. :illette, an establishe $ar!et leaer in shaving proucts, is planning a foray into s!in care proucts for
$en. *ow can the co$pany use sti$ulus generalisation to $ar!et these proucts ? #an instru$ental
conitioning also be applie in this $ar!eting situation ? *ow ?
vi. Aou have been as!e to avise a $ens wear apparel $anufacturer, to help the$ suitably seg$ent
their $ar!et an ientify the $ost appropriate target seg$ent. The
co$pany $anufactures both for$al an casual wear, an has a stylish, up$ar!et range. Aou want or to
apply the &ABSII typology to help the$ ientify
the target seg$ents. 03plain how woul you utilise this approach an which seg$ents woul be the $ost
appropriate for this $anufacturer ?
2. Discuss the co$ponents of an attitue. Ta!ing the e3a$ple of a consu$er enable purchase ecision,
e3plain what functions o attitues play in consu$er ecision $a!ing.
5. *ow as a $ar!eter of ho$e appliances, woul you use the !nowlege of post purchase evaluation by
consu$er, to ensure that your consu$ers o not e3perience any issonance ?
Describe the response strategies you will follow
6. C#onsu$ers are always right, but not alwaysD 4 Agree >or? Disagree, Support your argu$ents with an
e3a$ples
:est'%#
>a? What in your view are the consu$er behaviour variables that the
co$pany shoul stuy before rolling out its etaile $ar!eting effort ?
>b?Do you agree with the co$panyEs ientification of the college going
stuents as the $ost attractive seg$ent? If the reference was specifically
to the Inian $ar!et, which other seg$ent woul you suggest as being attractivefor
the co$pany.
>c?Avise the co$pany about appropriate
.pro$otional appeals to use for the prouct for the target seg$ent of collegestuent.
CONSUMER BEHA9IOR
1: In -hat -a!s is To!ota;s ne-<pro&uct &e'elopent s!ste &esi(ne& to ser'e custoers*
2: In -hat -a!s is To!ota;s anu.acturin( s!ste &esi(ne& to ser'e custoers*
": 8o- &oes To!ota personali6e its cars an& truc$s to eet in&i'i&ual consuer nee&s*
4: )onsi&er the e<ail capai(ns &iscusse& in the case: 1h! &o !ou thin$ these capai(ns
-ere success.ul* Discuss the attention processes that -ere at -or$: Do !ou see an!
potential &ra-9ac$s to this t!pe o. ar$etin(*
5: Durin( the 2### Super /o-l= A/) in'ite& 'ie-ers to 'isit its Enhance& TV -e9site: >ans
coul& pla! tri'ia= see repla!s= participate in polls an& chat roos= an& 'ie- pla!er
statistics: The site recei'e& an estiate& 1 illion hits: 1h!* >rae !our ans-er in ters
o. e,posure= attention= an& coprehension:
1: Thin$ a9out !our o-n 1e9 sur%n( patterns: 1rite &o-n the reasons !ou 'isit sites: 1hich
o. the ar$etin( strate(ies &iscusse& in the case &o !ou %n& ost 0an& least) in?uential*
1hat 9eha'iors are in'ol'e& in online (rocer! shoppin(* 8o- &oes online shoppin( copare -ith
tra&itional shoppin( in ters o. 9eha'ioral e@ort*
2: 1hat t!pes o. consuers are li$el! to 'alue online (rocer! shoppin( .ro +eapo&*
": 7'erall= -hat &o !ou thin$ a9out the i&ea o. online (rocer! shoppin(* 8o- &oes it
copare -ith sipl! eatin( in restaurants an& a'oi&in( (rocer! shoppin( an& coo$in(
alto(ether*
4: I&enti.! an& &iscuss soe o. the cultural eanin(s .or Son! possesse& 9! consuers in
!our countr!: Discuss ho- these cultural eanin( -ere &e'elope& an& ho- the! in?uence
consuers; 9eha'iors 0an& a@ect an& co(nition): 1hat is the role o. ar$etin( strate(ies
in creatin( an& aintainin( 0or o&i.!in() these cultural eanin(s*
5: It is o.ten state& that the -orl& is 9ecoin( saller 9ecause to&a! people counicate
relati'el! easil! across tie an& &istance: Discuss -hether that has 9een 9ene%cial .or
Son!: 1hat are soe ar$etin( challen(es it presents*
A: 1hat &o !ou thin$ a9out Son!;s tra&ition o. re(ion<speci%c or nation<speci%c ar$etin(*
1oul& Son! 9e 9etter ser'e& 9! -or$in( to create a ore uni.or (lo9al ia(e*
B: 1h! &o consuers pa! CD4 .or a +leasant )opan! &oll -hen the! can 9u! other &olls
uch ore cheapl! at retail stores*
D: )onsi&erin( one!= tie= co(niti'e acti'it!= an& 9eha'ioral e@ort costs= are +leasant
)opan! &olls ore or less costl! than &olls that can 9e purchase& at retail stores*
E: 1hat recoen&ations &o !ou ha'e .or +leasant )opan! to increase sales an& pro%ts*
CONSUMER BEHA9IOR
WE ARE PRO9IDING CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS; PROJECT REPORTS
AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM /
NIPM
SMU / SYMBIOSIS / XAVIER / NIRM /
PSBM
ISM / IGNOU / IICT / ISBS / LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
a$a+'#!.ba#a,a$-.ma'&.c%m
N%. 0
The slogan for the $ovie
Filla was CSiFe oes $atter.D Shoul this be the slogan for A$erica as well?)any $ar!eters see$ to believe so. The average serving siFe for a fountain rin! has gone fro$ ,1
ounces to 1= ounces. An inustry consultant e3plains that the 21 G ounce Big :ulp is so popular because
Cpeople li!e so$ething large in their hans. The large the better.D *aree(s )onster Burger, co$plete with
two beef patties an five pieces of bacon, weighs in at 82 gra$s of fat an $ore than <== calories.
#lothes have balloone as wellH Iic! wear $a!es wo$en(s Jeans with 5= G inch ia$eter legs. The
stanar for T& sets use to be ,< inchesK now it(s 21 inches. *ul!ing S/&s have replace tiny sports cars
as the status vehicle of the new $illenniu$. One consu$er psychologist theoriFes that consu$ing big
things is reassuringH CBarge things co$pensate for our vulnerability,D she says. CIt gives us insulation.
The feeling that we(re less li!ely to ie.D What(s up with our fascination with bigness? Is this a uni7uely
A$erican preference? Do you believe that Cbigger(s better?D Is this a soun $ar!eting strategy?
NO. 2
So$e ie4har fans were not please when the %olling Stones sol the tune CStart )e /pD for about L5
$illion to )icrosoft, which wante the classic song to pro$ote its winows <6 launch. The Beach Boys
sol C
o &ibrationsD to #abury Schweppes for its Sun!ist soft rin!, Steppenwolf offere its CBorn to beWilD to plug the )ercury #ougar, an even Bob Dylan sol CThe Ti$es They Are A4 #hanginD to #oopers M
Bybran >now calle price Waterhouse #oopers?. Other roc! legens have refuse to play the co$$ercial
ga$e, incluing Bruce Springsteen, the :rateful Dea, Be Neppelin, +leetwoo )ac, %.0.). an /1.
Accoring to /1(s $anager, C%oc!( n roll is the last vestige of inepenence. It is unignifie to put that
creative effort an har wor! to the isposal of a soft rin! or beer or car.D Singer -eil Aoung is especially
aa$ant about not selling outK in his song CThis -ote(s for you,D he croons, CAin(t singing for "epsi, ain(t
singing for #o!e, I on(t sing for noboy, $a!es $e loo! li!e a Jo!eD. What(s your ta!e on this issue? *ow
o you react when one of your favorite songs turns up in a co$$ercial? Is this use of nostalgia an
effective way to $ar!et a prouct? Why or why not?
NO. <
So$e $ar!et analysts see a shift in values a$ong young people. They clai$ that this generation has not
ha a lot of stability in their lives. They are fe up with superficial relationships, an are yearning for a
return to traition. This change is reflecte in attitues towar $arriage an fa$ily. One survey of 11 G
15 year ol wo$en foun that ;1 percent thought $otherhoo was the $ost i$portant Job in the worl.
Bries( $agaFine reports a swing towar traitional weings G ;= percent of bries toay are tossing
their garters. Day wal!s 9; percent of the$ own the aisle. So, what(s your ta!e on this? Are young
people inee returning to the value of their parents >or even their granparents?? *ow have these
changes influence your perspective on $arriage an fa$ily?
NO. 7
Does se3 sell? There(s certainly enough of it aroun, whether in print as, television co$$ercials, or on
Web sites. When &ictoria(s Secret broacast a provocative fashion show of s!i$py lingerie live on the Web
>after avertising the show on the Super Bowl? ,.6 $illion visitors chec!e out the site before it crashe
ue to an e3cessive nu$ber of hits. Of course, the retailer was ta!ing a ris! since by its own esti$ate <=
percent of its sales are fro$ wo$en. So$e of the$ i not li!e this isplay of s!in. One custo$er sai
she i not feel co$fortable watching the Super Bowl a with her boyfrienH CIt(s not that I($ offene by
itK it Just $a!es $e feel inferiorD.
"erhaps the appropriate 7uestion is not oes se3 sell, but shoul se3 sell? What are your feelings about
the blatant use of se3 to sell proucts? Do you thin! this tactic wor!s better when selling to $en than to
wo$en? Does e3posure to unbelievably attractive $en an wo$en $oels only $a!e the rest of us
Cnor$alD fol!s unhappy an insecure? /ner what conitions >if any? shoul se3 be use as a $ar!eting
strategy?
NO. =
-ew interactive tools are being introuce that allow surfers on sites such as lansen.co$ to view
apparel prouct selections on virtual $oels in full, 28= G egree rotational view. In so$e cases the
viewer can $oify the boies, face, s!in coloring, an the hairstyles of these $oels. In others, the
consu$er can proJect his or her own li!eness into the space by scanning a photo into a C$a!eoverD
progra$. Boo.co$ plans to offer G 24D pictures that can be rotate for close loo!s, even own to the
stitching on a sweater, as well as online $anne7uins that will incorporate photos of shoppers an $i$ic
voice patterns. &isit lansen.co$ or another site that offers a personaliFe $anne7uin. Surf aroun.
Try on so$e clothes. *ow was your e3perience G how helpful was this $anne7uin? When you shop for
clothes online, woul you rather see how they loo! on a boy with i$ensions the sa$e as yours, or on a
ifferent boy? What avice can give Web site esigners who are trying to personaliFe theses shopping
environ$ents by creating life G li!e $oels to guie you through the site
NO. >
%eligious sy$bolis$ increasingly is being use in avertising, even though so$e people obJect to this
practice. +or e3a$ple, a +rench &ol!swagen a for the relaunch of the
lf showe a $oern version ofthe Bast Supper with the tagline, CBet(s us reJoice, $y friens, for a new
lf has been born.D A group ofclergy in +rance sue the co$pany an the a ha to be re$ove fro$ ,=,=== billboars. One of the
bishops involve in the suit sai, CAvertising e3perts have tol us that as ai$ for the sacre in orer to
shoc!, because using se3 oes wor! any$ore.D Do you agree? Shoul religion be use to $ar!et
proucts? Do you fin this strategy effective or offensive? When an where is this appropriate, if at all?
NO. ?.
Boots with si3 G inch heels are the latest fashion rage a$ong young Oapanese wo$en. Several teens have
ie after tripping over their shoes an fracturing their s!ulls. *owever, followers of the style clai$ they
are willing to ris! twiste an!les, bro!en bones, bruise faces, an other angers associate with the
platfor$ shoes. One teenager sai, C I(ve fallen an twiste $y an!le $any ti$es, but they are so cute
that I won(t give the$ up until they go out of fashion.D )any consu$ers aroun the worl see$ to be
willing to suffer for the sa!e of fashion. Others argue that we are $erely pawns in the hans of esigners,
who conspire to force unwiely fashions own our throats. What o you thin! ? What is an what shoul
be the role of fashion in our society ? *ow i$portant is it for people to be in style ? What are the pros
an cons of !eeping up with the latest fashions ? Do you believe that we are at the $ercy of esigners.
CORPORATE LAW
1: 8o- is the price %,e& in a contract o. sale* I. price is not &eterine& 9! the parties= -hat
price= i. an!= is the 9u!er lia9le to pa!*
2: 7n -hat principles an& to -hat e,tent can a -i.e ple&(e her hus9an&;s cre&it 0i) -hile she
li'es -ith hi an& 0ii) -hile she li'es apart .ro hi:
": 1hen a ple&(er .ails to re&ee his ple&(e= -hat ri(hts &oes the ple&(ee ha'e in the
ple&(e*
4: 1hen the cheque shall 9e consi&ere& as &ishonoure& an& -hat are the consequences o.
the &ishonour o. the cheques*
5: FE'er! sharehol&er o. a copan! is also $no-n as a e9erG -hile e'er! e9er a!
not 9e $no-n as a sharehol&er:H )oent:
A: Discuss 9rie?! the pro'isions o. the )opanies Act in re(ar& to the appointent o. an&
reo'al &irectors:
B: FA contract cause& 9! ista$e is 'oi&:H Discuss .ull! the stateent:
D: Discuss the le(al aspects o. Ilia9ilit! o. an a(ent .or acts o. su9<a(ent:;
E: 1hat copanies a! &ispense -ith the use o. the -or& I3iite&; as part o. their nae=
e'en thou(h the! are liite& copanies*
1#:FA copan! cannot 9e part! to a contract 9e.ore it has coe into e,istence:H J Discuss:
11:1ho is eli(i9le to 9ecoe a e9er o. a societ!* 8o- is e9ership acquire&*
12:Kn&er -hat circustances can the or&er o. attachent o. propert! 9e passe& 9! the )o<
operati'e )ourt* 1hat are the po-ers o. sale -here an attachent o. propert! has 9een
or&ere&*
1"
an a inor 9e a&itte& to partnership* I. so= -hat -ill 9e the ri(hts an& lia9ilities &urin( his inorit! an& a.ter he has attaine& aLorit!*
E-BUSINESS SYSTEM
i. What do you understand by the E-Business strategy implementation across an organization’s
value chain?
ii. What are the rationale and benefits associated with e-commerce
iii. initiatives in an automobile company?
What are the Channel conflict arising from e-business initiative
Issues
. !a"ing out the facts of the case # Bring out the importance of a customer-focused e-business strategy
in the hospitality industry.
$. Establish the role of %! in integrating different business processes to ma"e them more customer-
oriented based on your understanding of the case.
Issues
. Bring out the facts of the case.
$. %dentify the various E-business initiatives.
&. What are the strategies an organization to focus in order to e'cel in the E-business.
(. )part from the facts provided in the case# what other initiatives you can pro*ect "eeping in mind the
success of an organization towards E-business.
ISSUES
+, Why does -ell treat its sta"eholders in a socially and ethically responsible manner?
+$, %n your opinion# which of -ell’s strategies ma"es the most impact on the environment? E'plain
your answer.
+&, E'plain the importance of the .Energy /tar0 programme for consumers and businesses.
E-COMMERCE MANAGEMENT
1uestion 2
.What do you feel are the reasons for 3rs 4apoor above statement?
&. E'plain the advantages and disadvantages of ordering the products online.
(. 5se the Web site Evaluation 3odel and evaluate a couple of Web sites. Compare the
results of the two evaluations.
6. Compute an overall score to each of the sites along with reasons.
7. E'plain pac"et switching
8. 9ow does pac"et switching differ from a switched networ".
:. -raw a simple diagram of hardware# networ" and software facilities utilized when an e-shop is
accessed from a home ;C.
<. =ist the facilities available on the web.
7. >or each stage of the business trade cycle# list the stage specific advantages and
disadvantages of using E-%.
8. What problems might be encountered in the above case with the implementation of E-%?
:. E-% is typically applied to trade e'changes# orders# invoices etc but it can also be used for
non-trade purposes. /uggest how E-% might be used in this case?
6. E'plain the reasons for 3r )pte holding the above views.
7. E'plain what you mean by %nternet ban"ing?
8. What do you feel are the advantages and disadvantages of E-Ban"ing?
:. 9ow can the problems in %nternet ban"ing be resolved?
Environmen M!n!"emen
1: FEn'ironental la-; is the nee& o. the hourH: )oent usin( suita9le e,aples:
2: 1hat is the use o. con&uctin( En'ironental Ipact assessent 0EIA) * Discuss 9rie?! on its
assessent:
": 1hich are the aLor in&ustries that contri9ute to in&ustrial pollution * Anal!6e:
4: Su((est a plan o. action .or the NG7 Non<Go'ernent or(ani6ation to increase the a-areness
.or S+)A
0Societ! .or +re'ention o. )ruelt! to Anials):
5: E,plain En'ironental Mana(eent s!ste 0EMS) an& IS7 14### stan&ar&s:
A: 8o- the copanies control their pollution pro9les e@ecti'el!*
B: F>)o<la9ellin( an& Green +rocureentH J e,plain the eetin( an& also ho- it help the
in&ustries
protect the en'ironent:
D: 1hat &oes the ter F1aste treatentH ean* 1h! is treatent iportant:
H#m!n Re$o#r%e M!n!"emen
,. 0$ployee referral is the best approach to recruit$ent .What is your view?
1. Why has Pfun at wor!P been profitable at *itech?
2. 03plain why the revise perfor$ance appraisal syste$ at Wellstar *ospital is $ore efficient?
5. Do you thin! the perfor$ance appraisal syste$ at Wellstar is aligne with its corporate profile an
appropriate for all levels of e$ployees?
6. #onsiering accreitation re7uire$ents which focus on e$ployee evelop$ent an eucation, what are
your suggestions for changes in the perfor$ance appraisal for$at?
8. *ow far o you agree with the $anage$ent that perfor$ance appraisal shoul be iscontinue?
9. If you were the *% $anager, how woul you tac!le the situation?
;. What $oifications woul you suggest in the perfor$ance appraisal syste$ of the co$pany
<. +ro$ the iscussion of Job analysis infor$ation an Job esign, what actions woul you reco$$en to
*% epart$ent?
,=. :iven the proble$s associate with the secon shift, what ifferences woul you loo! for between first
shift an secon shift wor!ers?
,,. Since the #anaian wor!ers ha consierable e3perience with the e7uip$ent but the wor!ers
particularly in secon shelf in BraFil ha very little e3perience, what i$plications o you see for the
Job esign?
,1. What woul you o if you were )r. Ihaitan?
,2. *ow o you thin! the co$pany got into a situation li!e this in the first place?
Hma# Res%$ce Ma#a.eme#t
1: 1oul& Enterprise;s approach huan resource ana(eent -or$ in other in&ustries*
2: Does Enterprise .ace an! ris$s .ro its huan resource strate(!*
": 1oul& !ou -ant to -or$ .or Enterprise* 1h! or -h! not*
4: 8o- rele'ant are the concepts o. copetencies to the Lo9s in a chic$en<processin( plant*
5: 8o- i(ht !ou tr! to ipro'e the Lo9s in a chic$en<processin( plant*
A: Are &irt!= &an(erous= an& unpleasant Lo9s an ine'ita9le part o. an! econo!*
B: /ut ho- shoul& he see it throu(h*
D: Do !ou thin$ that the /an(alore<9ase& copan! ha& practise& participati'e ana(eent*
E: I. !our ans-er is !es= -ith -hat etho& o. participation 0!ou ha'e rea& in this chapter) &o
!ou relate the a9o'e case*
1#:I. !ou -ere the union lea&er= -oul& !our 9eha'iour ha'e 9een &i@erent* I. !es= -hat -oul&
it 9e*
11:I. the ne-s is 9ro$en to Mahesh= ho- -oul& he react*
12:I. !ou -ere (i'in( a&'ice to the )hairan on this atter= -hat -oul& !ou recoen&*
INTERNATIONAL BUSINESS
,. What routes of globaliFation has the )ayor group chosen to go global? What other routes coul it
have ta!en?
1. What i$pei$ents are co$ing in the )ayor group(s way beco$ing a $aJor an active player in
international business?
2. Why is ')ae in Inia( not li!e in foreign $ar!ets? What can be one to erase the perception?
5. Why i Arvin )ills choose globaliFation as $aJor route to achieve growth when o$estic $ar!et
was huge?
6. *oe oes lifting of #ountry4wise 7uota regi$e( help Arvin )ills?
8. What lessons can other Inain business learn fro$ the e3perience of Arvin )ills?
9. What lessons can other )-#s learn fro$ the e3perience of )cDonal(s?
;. Aware of the foo habits of Inians, why i )cDonal(s err in $i3ing beef e3tract in the oil use
for fries?
<. *ow far has )cDonal(s succeee in strategiFing an $eeting local cultures an nees?
,=. Which of the theories of International trae can help Inian services proviers gain co$petitive
ege over their co$petitors?
,,. "ic! up so$e Inian services proviers. With the help of )ichael "orter(s ia$on, analyFe their
strengths an wea!nesses as active players in B"O.
,1. #o$pare this case with the case given at the beginning of this chapter. What si$ilarities an
issi$ilarities o you notice? Aour analysis shoul be base on the theories e3plaine in this
chapter.
,2. What is technology? *ow oes it iffer fro$ science?
,5. Describe the ifferent phases of technology $anage$ent?
,6. Bring out the i$pact of technology onH >a? Society, >b? 0cono$y, an
>c? A plant.
,8. What is technology transfer? What are the irections of such transfers?
,9. Bring out the stages in technology transfer.
,;. 03plain the issues involve in international technology transfers.
INTERNATIONAL &INANCIAL MANAGEMENT
Q:1) 1hat is e,chan(e rate &eterination an& .orecastin(*
Q:2) E,plain %nancial ana(eent in a (lo9al conte,t:
Q:") E,plain in &etail2
a) Accountin( iplications o. international acti'ities
9) Ta, iplications o. international acti'ities
Q:4) 1hat is .or-ar&s= s-aps an& interest +arit!*
Q:5) E,plain short<ter %nancial ana(eent in a ultinational corporation:
Q:A) E,plain lon(<ter 9orro-in( in the (lo9al capital ar$ets:
Q:B) 1hat are &i@erent currenc! options*
Q
) E,plain currenc! an& interest rate .utures:Q:E) 1rite a &etaile& note on the .orei(n e,chan(e ar$et in In&ia
Q:1#) 1hat is 9alance o. pa!ent
LOGISTIC MANAGEMENT
CASE I
A CASE O@ ALPHA TELENET LIMITED
:est'%#s/
0. G'+e a c$'t'ca& a#a&"s's %6 t5e )$'+at'sat'%# %6 te&ec%m sect%$ '# I#!'a.A
2. H'.5&'.5t t5e sec$ets %6 sccess %6 A&)5a Te&e#et Lt!. '# te$ms %6 tec5#%&%.'ca& a!+a#ceme#ts a#!
se$+'ce )$%+'!e!A
CASE II
GEARINGB @OR GROWTH
:est'%#s/
0. C%mme#t %# t5e )st$eam a#! !%w#st$eam s))&" c5a'# )%$t'%#s %)e$at'#. '# t5e c%m)a#".
2. H%w 6a$ a$e t5e )&a#s t% 'm)$%+e t5e s))&" c5a'# e66'c'e#c" '# t5e c%m)a#" 6eas'b&eA
<. CI#te$#a& s))&" c5a'# at t5e c%m)a#" ca# be c5a$acte$'De! b" t5e &ac, %6 'tC. C%mme#t.
CASE III
INTELLIGENT MO9EMENTS/ ANYWHERE ANYTIME
:est'%#s/
0. W5at ma!e SCL a &ea!e$ '# t5e &%.'st'cs '#!st$"A
2. D'scss t5e st$ate.'es a!%)te! b" SCL 6%$ 'ts s$+'+a& '# t5e c%m)et't'+e sce#a$'%.
<. C%mme#t %# t5e c%#t$'bt'%#s %6 SCL t% s%c'et".
7. W5at ste)s t5e c%m)a#" s5%&! ta,e t% .&%ba&'De 'ts #etw%$, $eac5A
D'scss t5e st$ate.'es a!%)te! b" SCL 6%$ eE)a#s'%#.
CASE I9
LOGISTICS OUTSOURCING
:est'%#s/
0. A#a&"De t5e case '# +'ew %6 t5e &%.'st'cs %ts%$c'#. )$act'ces %6 t5e ISL.
2. D'scss t5e 'm)%$ta#ce %6 &%.'st'cs %ts%$c'#. w't5 $e6e$e#ce t% s))&" c5a'# ma#a.eme#t.
<. S..est st$ate.'es 6%$ 6$t5e$ st$e#.t5e#'#. t5e s))&" c5a'# %6 ISL.
7. T5e )a$t'c')a#tsFst!e#ts a$e eE)ecte! t% 5a+e a c&ea$ #!e$sta#!'#. %6 S))&" C5a'# a#! L%.'st'cs
Ma#a.eme#t c%#ce)ts.
=. T5e 'sses '#+%&+e! '# t5e case a$e Sa&es @%$ecast'#.; St$ate.'c S%$c'#.; Se&ect'%# %6 Wa$e5%s'#.
Se$+'ce P$%+'!e$; T$a#s)%$tat'%# M%!e a#! %t5e$ #a#ces '# L%.'st'cs Ma#a.eme#t.
MANAGERIAL ECONOMICS
CASE ' ( D!)#r In*i! Limie*+ Gro,in" Bi" !n* G-o)!-
1hat is the o9Lecti'e o. Da9ur* Is it pro%t a,iisation or (ro-th a,iisation* Discuss:
Do !ou thin$ the (ro-th o. Da9ur .ro a sall pharac! to a lar(e ultinational
copan! is an in&icator o. the a&'anta(es o. Loint stoc$ copan! a(ainst proprietorship .or*
Ela9orate:
CASE ' . IT In*#$r/+ C0e%1ere* Gro,0
Tr! to i&enti.! 'arious sta(es o. (ro-th o. IT in&ustr! on 9asis o. in.oration
(i'en in the case an& present a scenario .or the .uture:
Stu&! the ta9le (i'en: Appl! tren& proLection etho& on the %(ures an&
coent on the tren&:
)opute a " !ear o'in( a'era(e .orecast .or the !ears 1EEB<ED throu(h
2##"<#4:
CASE ' 2 O#$o#r%in" o In*i!+ 3!/ o &!$ Tr!%1
As one! costs -ill &ecrease &ue to &ecision to outsource huan resource=
soe real costs an& opportunit! costs a! sur.ace: 1hat coul& these 9e*
Ela9orate the e,ternal an& internal econoies o. scale as occurrin( to
)ontract )ounsel:
)an !ou see soe possi9ilit! o. econoies o. scope .ro the in.oration
(i'en in the case* Discuss:
CASE ' 4 In*i!n So%1 M!r1e+ Doe$ i E56-!in Per7e% Com6eiion8
9#e$ion$
1: Is stoc$ ar$et a (oo& e,aple o. per.ect copetition* Discuss:
2: I&enti.! the characteristics o. per.ect copetition in the stoc$ ar$et settin
": )an !ou %n& soe 9asic aspect o. per.ect copetition -hich is essentiall! a9sent in stoc$
ar$et*
CASE ' : T0e In*i!n A#*io M!r1e
9#e$ion$
1: 1hat aLor pricin( strate(ies ha'e 9een &iscusse& in the case* 8o- e@ecti'e these
strate(ies ha'e 9een in ensurin( success o. the copan!*
2: Is percei'e& 'alue pricin( the &oinant strate(! o. aLor pla!ers*
": 1hich pro&ucts ha'e reache& aturit! sta(e in au&io in&ustr!* Do !ou thin$ that pro&uct
9un&lin( can 9e e@ecti'el! use& .or prootin( sale o. these pro&ucts*
Marketing Management
CASE ( + TRUST TOOTHPASTE
9#e$ion$
1: 1hat ar$etin( strate(! shoul& 9e &esi(ne& 9! Mr: Sarin to 9e a9le
to achie'e the tar(ete& 5M ar$et share*
2: 8o- shoul& Deepa +ro&ucts 0+) 3t&: position Trust Re(ular an& Trust
Ni(ht to in&uce custoers to 9u! it* 1hat shoul& 9e the $e! 9ene%ts o.
their toothpastes*
": Shoul& the copan! price its pro&ucts econoicall!= or shoul& it
ai .or preiu pricin(*
CASE .+ THE CATERPILLAR TRACTOR COMPANY
Questions to be answered
1: 8o- iportant is ne- pro&uct &e'elopent to )aterpillar*
2: 1hat sources o. ne- pro&uct i&eas i(ht a copan! li$e caterpillar
use*
": E'aluate )AT as a 9ran& nae:
4: E'aluate each o. the .our points o. )T)Ns strate(!:
CASE 2+ ABC HANDLOOMS L*;
Questions2
1: 8o- &o !ou e,plain the present situation .ace& 9! the copan!*
2: 1as it a (oo& i&ea to enter into a three<!ear contract -ith the
)ooperati'e Societ!* 1h!*
": Is it possi9le to rene- the contract -ith the )ooperati'e Societ!* I. so=
ho-* Su((est a &etaile& pro(rae on a crash 9asis -ith the 9u&(et
constraint o. Rs: 5#= ##= ###:
CASE 4+ APEX ELECTRICAL COMPANY LTD;
9#e$ion$2
1: 1hat &ecision -oul& !ou ta$e i. !ou -ere in place o. Mr: Nathan*
2: Do !ou .eel the proposal o. a ne- su9<oOce is econoicall! Lusti%e&
a(ainst the state& polic! o. the copan!* I. !es= -h!* I. no= then ho- coul&
it 9e a&e Lusti%a9le*
WE ARE PRO9IDING CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS; PROJECT REPORTS
AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM /
NIPM
SMU / SYMBIOSIS / XAVIER / NIRM /
PSBM
ISM / IGNOU / IICT / ISBS / LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
a$a+'#!.ba#a,a$-.ma'&.c%m
)ar!eting $anage$ent
:est'%# / 1Eac5 (est'%# ca$$'es 03 ma$,s4
. C)ar!eting research is the !ey to the success of a co$pany.D Discuss the above state$ent, !eeping in view an
e3a$ple of the recent past where application of $ar!et research helpe in for$ulating the right $ar!eting
strategy.
. Ientify the avertising $eiu$ which is $ore effective in ter$s of cost an reach in relation to other $eia
available to the $ar!eter. Illustrate your responses with a specific avertising ca$paign.
. As the $ar!eting chief of a highly progressive herbal s!in care co$pany, poise to tap an penetrate the
south Inian $ar!et, what !in of $ar!eting organiFation you li!e to evolve?
. Aou are $ar!eting $anager of a $eiu$ siFe $anufacturing co$pany. The presient has Just $ae the
following state$ent PThe istribution activity is not a concern of the $ar!eting epart$ent. The function of
the $ar!eting epart$ent is to sell the prouct ... let be rest of the co$pany hanle prouction an
istribution.P
. Define the ter$ $ar!eting. Discuss the scope an appropriateness of $ar!eting function in satisfying hu$an
nees an wants. :iven suitable e3a$ples.
. Are inter$eiaries an their functions necessary aspects of $ar!eting channels? :ive reasons
CASE STUDY 123 MARGS4
An electronic gagets $anufacturing fir$ wante to $ar!et in Inia a s$all, han4hel
electronic instru$ent for $easuring bloo pressure at ho$e. The price of the instru$ent
was fi3e at aroun %s. 2=== a piece. Being a specialty prouct, it was perceive to have
only a li$ite clientele. As the fir$ ha no establishe channel of istribution, it ecie to
ta!e the irect4$ar!eting route. The prouct was uni7ue in the sense that it offere the
convenience of constant $onitoring of bloo pressure at ho$e, in office or anywhere,
without having to visit the octor. It coul save a lot of ti$e an inconvenience, especially
for busy professionals, e3ecutives, business$en an all those who ha a hectic wor!
scheule. Since it was a relatively e3pensive prouct, senior e3ecutives, professionals an
business$en above 56 years of age, having an inco$e of $ore than %s. ,6,=== per $onth
were e3pecte to be the prospective buyers. The fir$ aopte the following proceure for
ientifying an enlisting prospects.
In orer to prepare a col list, an avertise$ent of the prouct, along with a coupon, was
release in two leaing business newspapers in Bo$bay. Intereste iniviuals were as!e to
fill up the printe coupon an sen it to the fir$ within ,= ays to get a free boo!let on
$anage$ent of bloo pressure. "ersonal particulars relevant to ientifying the '7ualifying
prospects( Such as inco$e, age, profession, resiential aress an etails of any health4
relate proble$ were to be fille in the coupon. A $aJority of the people who respone were
foun to be suffering fro$ bloo pressure, obesity or heart4relate proble$s. A col list of
about 6,=== iniviuals was generate on the basis of fille4in coupons. This list was further
scrutiniFe an na$es of iniviuals below 5= years of age an those who i not fulfil the
inco$e criteria were roppe, as were the na$es of apparently non4serious responents who
$ight have sent the coupon $ore out of curiosity. The resiual list of about 2,6==
responents was treate as the hot list.
Another alternative to this newspaper a approach, as suggeste by the research agency was
to obtain a list of creit car holers fro$ repute ban!s such as A-N :rinlays Ban!,
#itiban!, #anara Ban!, State Ban! of Inia an Ban! of Baroa. The fir$ coul then have
sorte out the na$es of car holers who were above the age of 5= an occupie senior
e3ecutive positions in private or public organiFations. This woul have for$e the col list.
-e3t, the fir$ coul have sent a brochure an a personal letter to the$ offering to arrange a
free e$onstration of the prouct at their resiences. All those who respone woul have
for$e the hot list. *owever, this approach was not ta!en ue to so$e logistic proble$s. The
responents were then clustere into ifferent seg$ents on the basis of their health status H
those who ha only $il bloo pressure but no other proble$K those suffering fro$ obesity
an bloo pressure bothK those suffering fro$ bloo pressure an so$e cariac proble$K
those who ha bloo pressure an iabetes with or without so$e cariac proble$K an so on.
This atabase of all the liste people with their etaile health profiles helpe the fir$ in
ientifying specific nees of the responents.
:est'%#s /
vii. What ele$ents of pro$otion $i3 woul be $ore appropriate for the co$pany to
$ar!et bloo pressure instru$ents, an why?
viii. What shoul be the long run pro$otional strategy for the co$pany?
OPERATIONAL MANAGEMENT
1. In your Opinion, where is India on the trajetory o! the han"in" operations
#ana"e#ent !untion$ %isuss.
2. &ow are peop'e i#portant in an operations strate"y$ %isuss what needs to (e done in
your or"ani)ation and in India, in "enera'.
*. +uppose the a,era"e ost o! #aintenane !or a piee o! e-uip#ent is re'ated to its 'i!e
as !o''ows.
Period /ost, Rs. Period /ost, Rs.
1 01 2 2*1
2 21 3 221
* 41 4 *51
5 121 11 511
0 101 11 531
6 141 12 061
I! the purhase prie o! the new e-uip#ent is Rs.1,611, what is the opti#a' 'i!e o! the
e-uip#ent 7when rep'ae#ent with new e-uip#ent is done8$
7Assu#e that there is no sa',a"e ,a'ue. The !ir# uses 119 disount rate per period.8
5. Read throu"h the 'iterature and !ind out what :Tehno'o"y Assess#ent; is$ &ow is it
use!u' to operations #ana"e#ent$
0. <hat is or"ani)ationa' 'earnin"$ Is it i#portant !or -ua'ity$ %isuss.
6. &ow does one ensure that :jo( e,a'uation e,a'uates the jo( and not the #an;$
2. %isuss the i#portane o! trainin" in the onte=t o! jo( redesi"n.
3. :Group Tehno'o"y as app'ied to a operations syste# is a hu#an re'ations
tehno'o"y.; <ou'd you a"ree with this state#ent$ %isuss
4. +hou'd ost (e the pri#ary riterion in operations p'annin"$ E=p'ain.
11. <hat ro'e !or prodution and operations #ana"e#ent do you !oresee in another 10>21
years ti#e in India$
7RGANIPATI7NA3 /E8AVI7R
9#e$ion+
1: 1hat per.orance pro9les is the captain tr!in( to correct*
2: Kse the MARS o&el o. in&i'i&ual 9eha'ior an& per.orance to &ia(nose
the possi9le causes o. the unaccepta9le 9eha'ior:
": 8as the captain consi&ere& all possi9le solutions to the pro9le* I. not=
-hat else i(ht 9e &one*
9#e$ion+
1: I&enti.! the stressors in Qohn /rec$enri&(e;s li.e: 1hich ones coul& he ha'e
pre'ente&*
2: 1hat -ere the results o. the stress* 1oul& !ou consi&er these to 9e
t!pical to stress situations an& li.est!le choices Qohn a&e= or -as Qohn
/rec$enri&(e unluc$!*
": Assue !ou are a career coach retaine& 9! Qohn /rec$enri&(e to (ui&e
hi throu(h his ne,t &ecisions: 8o- -oul& !ou recoen& that Qohn o&i.! his
li.est!le an& 9eha'ior to re&uce stress* Shoul& he chan(e Lo9s* Do !ou 9elie'e
he is capa9le o. re&ucin( his stress alone* I. not= -here shoul& he see$ help*
CASE+ III T0e S0i66in" In*#$r/ A%%o#nin" Te!m
9#e$ion
1: 1hat t!pe o. tea -as .ore& here* 1as it necessar!= in !our opinion*
2: Kse the tea e@ecti'eness o&el in )hapter E an& relate& in.oration in
this chapter to i&enti.! the stren(ths an& -ea$nesses o. this tea;s
en'ironent= &esi(n= an& processes:
": Assuin( that these .our people ust continue to -or$ as a tea=
recoen& -a!s to ipro'e the tea;s e@ecti'eness:
9#e$ion+
1: I&enti.! the &i@erent con?ict episo&es that e,ist in this case: 1ho -as in
con?ict -ith -ho*
2: 1hat are the sources o. con?ict .or these con?ict inci&ents*
": 1hat con?ict ana(eent st!le0s) &i& 3apierre= the international tea=
an& Gushin use to resol'e these con?icts* 1hat st!le0s) -oul& ha'e -or$e& 9est
in the situation*
1: )ontrast 8illton;s earlier corporate culture -ith the eer(in( set o.
cultural 'alues:
2: )onsi&erin( the &iOcult! in chan(in( or(ani6ational culture= -h! &i&
8illton;s ana(eent see to 9e success.ul at this trans.oration*
": I&enti.! t-o other strate(ies that the cit! i(ht consi&er to rein.orce the
ne- set o. corporate 'alues:
ORGANI<ATIONAL BEHAVIOR
1: I&enti.! se'eral concepts an& characteristics .ro the %el& o.
or(ani6ational 9eha'ior that this case illustrates*
2: 1hat a&'ice can !ou (i'e Ton!* 8o- -oul& this a&'ice 9e
supporte& or tepere& 9! 9eha'ioral concepts an& processes*
": Is it possi9le to %n& an Ri&ealR place to -or$* E,plain:
1: 8o- success.ul &o !ou thin$ 8elen /o-ers;s ne- plan -ill 9e*
2:1hat challen(es &oes 8elen con.ront*
":I. !ou -ere 8elen;s consultant= -hat -oul& !ou a&'ise her to &o*
1: 1hat ista$es has Ale, alrea&! a&e in &e'elopin( a tea<
9ase& or(ani6ation*
2: I. Ale, -ere to call !ou in as a consultant= -hat -oul& !ou tell hi
to &o*
": Ksin( the or(ani6ation chart o. E'ans RV 1holesale Suppl! an&
Distri9ution= &escri9e ho- !ou -oul& put the eplo!ees to(ether in
teas:
1: 1hat si(ns o. stress -as 3arr! >iel& e,hi9itin(*
2: 8o- -as 3arr! >iel& tr!in( to cope -ith his stress* )an !ou
su((est ore e@ecti'e etho&s*
ORGANI<ATIONAL BEHAVIOR
,. What factors o you thin! attribute to SuraJ bhai(s success? Was he $erely QQin the
right place at the right ti$e((, or are there characteristics about hi$ that contribute to his
success?
1. *ow o you believe SuraJ bhai woul score on the Big +ive i$ensions of personality
>e3troversion, agreeableness, conscientiousness, e$otional stability, openness to
e3perience?? Which ones woul he score high on? Which ones $ight he score low on?
2. Do you believe that SuraJ bhai is high or low on core self4evaluations? On what
infor$ation i you base your ecision?
5. What infor$ation about SuraJ bhai suggests that he has a proactive personality?
.uestionsH
,? Of the three types of organiFational Justice, which one oes wor!place bullying
$ost closely rese$ble?
1? What aspects of $otivation $ight wor!place bullying reuce? +or e3a$ple, are
there li!ely to be effects on an e$ployee(s self4efficacy? If so, what $ight those effects
be?
2? If you were a victi$ of wor!place bullying, what steps woul you ta!e to try to
reuce its occurrence? What strategies woul be $ost effective? What strategies $ight
be ineffective? What woul you o if one of your colleagues was a victi$ of an abusive
supervisor?
5? What factors o you believe contribute to wor!place bullying? Are bullies a
prouct of the situation, or are they flawe personalities? What situations an what
personality factors $ight contribute to the presence of bullies?
.uestions
,? If praising e$ployees for oing a goo Job see$s to be a fairly easy an obvious
$otivational tools, why o you thin! co$panies an $anagers on(t often o it?
1? As a $anager, what steps woul you ta!e to $otivate your e$ployees after
observing the$ perfor$ well?
2? Are there any ownsies to giving e$ployees too $uch verbal praise? What $ight
these ownsies be an how coul you alleviate the$ as a $anager?
5? As a $anager, how woul you ensure that recognition given to e$ployees is
istribute fairly an Justly?
PRINCIPLE AND PRACTICE OG MANAGEMENT
#ase I .uestionsH
,. What were the reasons for the sin!ing of the vessels?
1. *ow coul they reorganiFe the businesses?
#ase II .uestionsH
,. Why i the co$$unication proble$ arise?
1. What o you suggest to prevent the co$$unication proble$
#ase III .uestionsH
,. *ow o you view the present frau caseH a hu$an failure or a syste$ failure?
1. What are the $ain issues in the case, an how can our present syste$ of control prevent
such frau?
2. *ow woul you $anage the situation on etection?
#ase I& .uestionsH
,. What infor$ation shoul )r. Bateef evelop to evaluate foreign $ar!ets?
1. Where shoul he loo! for this infor$ation?
2. Develop a fra$ewor! to help )r. Bateef ientify his best potential foreign $ar!ets.
#ase & .uestionsH
,. What alternatives are available to )r Abul?
1. Other than purchasing higher technology $achinery, in what ways $ight )r Abul
increase the effectiveness an efficiency of the yeing an stitching operations?
#ase &I .uestionsH
,. What are the $easures to be ta!en to avoi irect effect of heat?
1. Design a 7uality i$prove$ent process for the bearings co$pany.
.uestions
,. *ow woul you rate "resient :eorge W. Bush on the four characteristics outline
at the beginning of the case? *ow woul you contrast his reaction to *urricane Iatrina
with his reaction to the terrorist attac!s of Septe$ber ,,, 1==,? What o you thin! his
hanling of these two events says about his leaership?
1. Do you thin! leaers in other conte3ts >business(, sports, religious? e3hibit the
sa$e 7ualities of great or near4great /.S. presients?
2. Do you thin! being in the right place at the right ti$e coul influence presiential
greatness?
.uestions
,. Do you thin! iniviuals can learn e$pathy fro$ so$ething li!e a ,4$onth #I"
e3perience? 03plain why or why not.
1. *ow coul /"S(s #I" help the organiFation better $anage wor!4life conflicts?
2. *ow coul /"S(s #I" help the organiFation i$prove its response to iversity?
5. What negatives, if any, can you envision resulting fro$ #I"?
6. /"S has 1,5== $anagers. #I" inclues only 6= each year. *ow can the progra$
$a!e a ifference if it inclues only 1 percent of all $anagers? Does this suggest that
the progra$ is $ore public relations than $anage$ent training?
8. *ow can /"S Justify the cost of a progra$ li!e #I" if co$petitors li!e +e03, D*B,
an the /.S. "ostal Service on(t offer such progra$s? Does the progra$ increase costs
or reuce /"S profits?
Prin%i6-e$ !n* Pr!%i%e o7 M!n!"emen
Question 1 2< 8o- counication crises arise*
Question 2 2< 1hat +rincipal shoul& &o to cal &o-n the an(r! parents*
Question " 2< 8o- school -ill re(ain its reputation* 1hat ser'ices school shoul&
pro'i&e in or&er to aintain its reputation*
Question 1 < 1hat essa(e &i& the .oun&r! -or$ers an& the ne- en(ineer
con'e! to each other throu(h their non<'er9al 9eha'ior*
Question 2 < Mr: Vish-anath= the General Mana(er an& +resi&ent= -as not o.ten
present at the .oun&r!: 1hat coul& this non<'er9al 9eha'ior ean to the -or$ers
an& the ne- en(ineer*
Question ": 8o- coul& the en(ineer= the .oun&r! -or$ers an& Mr: Vish-anath 9e
ore e@ecti'e= 9oth 'er9all! an& non'er9all!*
Question 4: 1hat &o !ou su((est that the en(ineer shoul& &o= a.ter the hosin(
inci&ent*
9#e$ion$
Question 12< 1hat a&'anta(es -oul& accrue to )/S i. it 9ecoes a ore &i'erse
-or$place*
Question 22< 1here -oul& !ou ha'e place& )/S on the or(ani6ational &i'ersit!
continuu an& -here -oul& !ou place )/S no-* 1h!*
Question "2< 1hich approach 0es) to pluralis 9est sus up the &i'ersit! polic!
that is 9ein( &e'elope& at )/S* E,plain
Question 42< 8o- &o the attitu&es o. ana(eent at )/S as &epicte& in !our
case stu&! a@ect the copan!;s pro(ress to-ar& .orin( a ore &i'erse
-or$.orce* E,plain:
Questions
Question1: /ase& on this case= &e'elop (ui&elines .or ipro'in( counication
-ith each o. &i@erent sta$ehol&ers= throu(h 9etter listenin
Question 22< 1hat are the essentials .or the e@ecti'e counication*
Question "2< 1rite a9out McDonal& ar$etin( plan -hich the! ha'e ipleente&
.or the success*
Question 42< Do the S17T anal!sis o. .ollo-in(2<
• McDonal&
• >oo& In&ustr!
PRO&ESSIONAL COMMUNICATION
./0STIO-SH
,. What are the 7ualities of a goo leaer? In this case, how were they applie?
1. Which factors contribute to $otivate the troops to go ahea for such a ifficult tas! as
recovering a a$age vehicle fro$ such a ifficult an treacherous terrain an getting it
repaire in such a short ti$e?
2. Which incients inicate the i$portance of goo interpersonal relationships with Juniors,
peers an superiors an what is the i$portance of goo interpersonal relationships?
.uestionsH
,. Is it appropriate to have the $anager finish the chec!4out? Or, shoul the front es! agent
Just ta!e the heat?
1. Woul you have hanle the situation in the sa$e $anner?
2. What woul you have one ifferently?
5. #o$$unication i$prove$ent is re7uire for both of the parties involve or any one of
the$? Oustify your opinion.
:est'%#s /
,. Do you fin )r. Sinha(s responses to various 7uestions effective? :ive reasons for your
view on each answer given by )r. Sinha.
1. %ewrite the responses that you consier $ost effective to the above 7uestions in a Job
interview.
2. )r. Sinha has observe the nor$ of respectful behaviour an polite
conversation. But, o you thin! there is so$ething gone wrong in his case ? Account for
your general i$pression of )r. Sinha(s perfor$ance at the interview.
.uestionsH
,. Assu$e you are wor!ing as an operator at a call centre in Inia an are receiving irate
calls fro$ A$ericans an Booners. *ow woul you hanle such calls? #onceive a short
conversation between you an your client, an put it on paper.
1. CIeep your cool.D What oes this $ean in ter$ of conversation control?
2. Do you agree with the view that such abusive happenings on the telephone o not have
any i$pact on business? Oustify.
S))&" C5a'# Ma#a.eme#t
>a? Are the proble$s of $oving people significantly ifferent fro$ the proble$s of
$oving goos or Services?
>b? What are the benefits of public transport over private transport ? Shoul public
transport be encourage an, if so, how ?
>c? What are the benefits of iniegrate public transport syste$s ?
.uestionsH
>a? What, in your opinion, is the $aJor reason for the failure of IoF$o?
>b? Do you thin! that IoF$o pro$ise what its supply chain coul not bear? What coul
have prevente its shut4own?
.uestionsH
a? What is ABB(s strategy for goo supply chain )anage$ent?
b? :ive any two goals set up by ABB an list their i$plications on ABB.
c? What is the software being use at ABB? Apply that software to theoretical use
an e3plain.
? What is perfect orer in this case?
.uestionsH
a? What shoul be the basis for sharing benefits between +0)B an its suppliers?
b? C)anaging lea ti$e is $ore i$portant than reucing the inventory in a
supply #hainD. Defen the state$ent in the conte3t of +0)B.
c? 03plain the brief perfor$ance inicators at +0)B an its suppliers en.
? Bist at least four factors on which suppliers of +0)B nees to be evaluate.
. 6. PThere are $any possible structures for supply chain, but the si$plest view
has $aterials converging on an organisation through tiers of supplers an
proucts iverging through tiers of custo$ers.P 0laborate.
. 8. 0lobrate clearly the $eaning of PWorl4#lassP in Worl4#lass Supply #hain
)anage$ent >W#S#)?. What are the features of Worl4#lass #o$panies ? :ive
your answer highlighting ifferent characterisrtics pertaining to $anage$ent
level, 7uality control, operations@prouction an technological avances.
. 9. What are the essential lfferences in the Supply #hain )anage$ent of
"roucts vs. Services? Discuss the application of Supply #hain )anagernent
principles in +inancial Services.
%0TAIB )A-A:0)0-T
. ,GWhat is the ifference between Wholesaler an %etailer ?
. 14 Discuss the i$portance of Distribution -etwor!s ?
. 24 What !ins of infor$ation o retailer co$$unicate to custo$ers ?
03plain ?
. 5 GDiscuss local e3a$ple of retailer appealing to a $ass $ar!et , a
retailer appealing to a $ar!et seg$ent , an retailer appealing to $ultiple
seg$ent.?
. 6 What is retail an its role in $ar!eting ?
. 8 GWhat are the reason for e$ergency of supply chain $anage$ent ?
. 94 Shoul a s$all retailer plan a strategy ifferently fro$ a large
retailer? Why or why not? 03plain.
. ; 03plain the aspects ta!en into consieration while preparing
retail proposal.
. <Discuss the i$portance an $erits of %etail )ar!et in Inia.
. ,= Aou want to put up few hyper$ar!et either in State #apital or
)etropolitan #ities ? 03plain how will you assess the whole issue ?
. ,, 03plain the principal of retailing in the case of cusu$er
urable an +)#:s.?
. ,1 Describe the i$portance of retail )ar!eting ?
. ,2 CAvertise sell the prouctD Do you agree with this state$ent
? :ive reason for your answer an e3plain function perfor$ by
avertising ?
WE ARE PRO9IDING CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS; PROJECT
REPORTS
AND THESIS
ISBM / IIBMS / IIBM / ISMS /
KSBM / NIPM
SMU / SYMBIOSIS / XAVIER /
NIRM / PSBM
ISM / IGNOU / IICT / ISBS / LPU /
ISM&RC
MBA - EMBA - BMS - GDM - MIS -
MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
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