MBA Assignment Question Bank

8/18/2019 MBA Assignment Question Bank

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B2B Marketing

Q1. As a manufacturer of CCTV camera, prepare Segmentation, Targeting &

Positioning strategy for the same. (10 Mars!

Ans" #uy this so$ution

Q%. An automoi$e component 'M manufacturing a$ternators has appointe)

your a)*ertising agency to )esign the promotiona$ strategy for their pro)uct. +ou

are reuire) to prepare a mareting communication campaign & se$ect

appropriate me)ia *ehic$e for the same eeping in min) the target au)ience. (10

Mars!

Q-. ea) the fo$$o/ing Case & so$*e the uestions gi*en"

niue Chemica$s is current$y in the usiness in #%# segment & are in*o$*e) in

mareting & se$$ing chemica$s an) euipments that are reuire) for c$eaning in

the hospita$ity in)ustry.Their maor c$iente$e comprises of 2 star & - star hote$s, restaurants, hospita$s &

corporate.

The Managing 3irector of the company is current$y facing a cha$$enge of

sustaining the c$ients as there is cut throat competition.

'ne of the maor & $oya$ c$ients (4+5 !of niue Chemica$s in the hote$ in)ustry

has )iscontinue) purchase of supp$ies from them as a competitor has

approache) 4+5 & has offere) a$$ the supp$ies at a thro/ a/ay price as

compare) to /hat niue Chemica$s offers.

There /as no communication from 4+5 regar)ing this change. Since there /ere

no or)ers from 4+5, niue Chemica$s approache) 4+5 & got the

communication that they ha*e change) the *en)or.

Questions"

a. Suggest strategy /hich shou$) e a)opte) y niue Chemica$s to acuire

usiness from 4+5. (2 Mars!

. ecommen) a promotiona$ strategy to e a)opte) y niue Chemica$s in

genera$. (2 Mars!

Brand Management


Q1. 6ame any - ran)s /hich you e$ie*e ha*e achie*e) #ran) esonance.

7p$ain ho/ these ran)s ha*e succee)e) in /inning o*er hea)s an) hearts of

their customers (10 Mars!

Q%. Comment on any three ran) $ogo changes recent$y )one. 8hy an) /hen

shou$) any ran) change its $ogo9 (10 Mars!

Q-. Patana$i Ayur*e) has een a surprise an) a fast gro/ing entrant in the fie$)

of :MC; Pro)ucts. #eginning /ith Ayur*e)ic me)icines it has increase) its

footprint into consumer goo)s inc$u)ing e*en pacage) noo)$es an) iscuits.


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. =o/ can competitors race the ons$aught of Patana$i in their respecti*e

categories9 (2 Mars!

Business Ethics, Governance & Risk


Q1. Mr. Ahay Sharma, M.3. :resh 3rins >t)., /as $ooing at the ?A3

Punch$ine@ create) y his pro)uct manager oin Singh. =e /as taen aac y

the c$aim that their ne/ pro)uct ?Vita$mi7@ energy )rin is ?The finest fitness

p$an for hea$th B rea$ fruit an) no sugar.@ oin Singh, the pro)uct manager, /as

$itt$e uneasy /hen ase) y his M.3. as to ho/ /e can c$aim ?:inest hea$th p$an

)rin@ /hen they no/ that there are preser*ati*es an) permissi*e foo) co$ours.

oin )efen)e) y saying that a$$ cream an) cosmetics a)*ertisements, a$so

mae simi$ar c$aims as a /ay of communicating )ominance of their ran)s. 8hat

ethica$ a)*ice you /i$$ gi*e to Mr. Ahay Sharma to )e*e$op a persuasi*e

a)*ertisement, /ithout compromising on the ethica$ aspects of commercia$a)*ertising9 (10 Mars!

Q%. A*antia, a top gra)uate from ;eorgeto/n in Socia$ Sciences, has app$ie) to

S/ir$ Sha)es >t). for a management position. The C' /as uestione) y other

pane$ memers after the inter*ie/ regar)ing the necessity to hire A*antia, as

she is a $ac /oman /ith unp$easant persona$ity. #ut ecause of her

outstan)ing aca)emic recor)s, the C' /ants to se$ect her. 3o you thin it is

ethica$ to hire A*antia9 8hy or 8hy not9

Q-. ohit Tanea /as a human resource manager reporting to the Presi)ent of

=uman esource Management, of a mu$tinationa$ company. 'ne of his tass /as

to a)minister the psychometric test an) maintain the assessment profi$es of a$$

senior e7ecuti*es. The 7ecuti*e Committee of the #oar) of 3irectors )eci)e) to

start the succession p$anning process an) hence reueste) for a summarie)

profi$e on each senior e7ecuti*e. ohit Tanea ase) the consu$ting firm /ho ha)

carrie) out the origina$ assessment to prepare the summary as it /ou$) he$p to

a*oi) misinterpretation. The consu$ting firm prepare) the summaries an) sent

them to the Presi)ent of =uman esource Management for re*ie/. The presi)ent

han)e) them to ohit Tanea, /ho /as to compi$e an) prepare the fina$ report

for the 7ecuti*e Committee. #ut, the ne7t /ee, some re*ise) summaries came

from the Presi)ent. =e ha) ma)e maor changes to the consu$tantsD summaries.

'n one summary, for e7amp$e, the Presi)ent ha) a$tere) ?high potentia$@ to ?$o/

potentia$@. ohit /as shoce) at the changes. The mo)ifications *io$ate) his

sense of ethics, ut he /as frightene) that y uestioning them, his o an)

future can get in trou$e.

a! 8hat /ou$) you ha*e )one if you /ere ohit9 8hy9 (2 Mars!

! Ef the emp$oyees get to no/ aout the entire case /hat /ou$) e its impact

on the organiation an) its emp$oyees9 (2 Mars!

Business LawAns" #uy this so$ution

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Q1! Miss Sh/eta starte) a ne/ usiness of grocery. She get an or)er from Mr.

Varun to )e$i*er certain pro)ucts, ut rest of the information $ie time, p$ace etc.

of )e$i*ery /ere not communicate) y Mr. Varun. There are certain ru$es /hich

e*ery uyer an) se$$er shou$) fo$$o/ so as to comp$ete the process of )e$i*ery of

goo)s. 3iscuss, those ru$es of )e$i*ery of goo)s, (/ith e7amp$e for each ru$e!,

/hich oth ha*e to eep in min), as per the Sa$es of ;oo)s Act 1F-0. (10

mars!

Q%! ?A contract is not *a$i) un$ess an) unti$ a$$ the essentia$ e$ements necessary

to mae a *a$i) contract are not present@. $aorate. (10 mars!

Q-! +ou purchase) a ne/ ran), first han), >; refrigerator costing s G0000

from Ammar Sa$es. >ater you came to no/ that the refrigerator is not a fresh

piece ut instea) a reno*ate), an o$) refrigerator recon)itione) as ne/ one.

E. As a consumer, )iscuss the rights you /i$$ ha*e, as per the Consumer

protection Act 1FGH. (2 Mars!EE. Ef you /ant to $o)ge a comp$aint )iscuss ho/ an) /here to fi$e a comp$aint9

(2 Mars !

Business Statistics


Q1. 7p$ain the ca$cu$ation an) uti$ity of stan)ar) )e*iation an) stan)ar) score

(5! /ith an e7amp$e for each. (10 mars!

Q%. The stu)ent scores in an e7amination are %2, -0, -2, -H, I0, II, IH, 2I, HI,

J2, H2, H0, G0, G2, F0, F2, IH, 20, H2, 20. The )ai$y pocet money (in s.! for

the same stu)ents (respecti*e$y! are 100, 1%0, 1%2, 120, 120, 120, 120, %00,

%00, 120, %00, %20, -00, %20, 200, %20, -00, 200, I00, 200.

:in) the fo$$o/ing" PearsonDs Corre$ation coefficient, egression of scores on

pocet money, egression of pocet money on scores. (10 mars!

Q-. (a! 7p$ain #ayesD Theorem /ith an e7amp$e. Es it app$ica$e in case of

in)epen)ent e*ents9 (2 mars!

Q-. (! T/o car)s /ere )ra/n, /ithout rep$acement, from a pac of 2% car)s.

8hat is the proai$ity that they are oth Aces9 8hat is the proai$ity for the

same case if the car)s /ere )ra/n /ith rep$acement9

Business Statistics


Q1. 3ifferentiate et/een corre$ation an) regression. 7p$ain /ith suita$e

e7amp$e using )ata. (10 Mars!

Q%. +ou /ant to fin) a measure of centra$ ten)ency for income of persons /ho

ha*e oar)e) a particu$ar train on a particu$ar )ate at the originating station.

8hat measure /i$$ you use an) /hy9 8hat measure /i$$ you choose for

)ispersion an) /hy9 (10 mars!

Q- A!" 3istinguish et/een in)epen)ence of e*ents an) mutua$ e7c$usi*ity of

e*ents /ith the he$p of e7amp$e. (2 mars!



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Q- #!" En ho/ many /ays can the $etters of the /or) ?MA3AM@ e rearrange)9

(2 mars!

Capital Market and ort!olio Management


Q1. An in*estor in*ests his fun)s in ratio of J"- in assets A an) # respecti*e$y.

;i*en the fo$$o/ing information ca$cu$ate the e7pecte) return, *ariance an)

stan)ar) )e*iation of the t/o asset portfo$io. (IK-K-L10 mars!

a! 7pecte) return of asset A is 12

! 7pecte) return of asset # is F

c! Stan)ar) )e*iation of asset A is %0

)! Stan)ar) )e*iation of asset # is 10

e! Co*ariance of asset A an) # is 0.00%2

Q%. The rates of return on the security of company 4+5 an) maret portfo$io for

I perio)s are gi*en e$o/"Perio) eturn of Security 4+5 eturn on Maret Portfo$io

1 %2 %1

% %1 1F

- 1G %0

I 1% 1G

2 10 12

Ca$cu$ate the #eta of the stoc 4+5. (10 mars!

Q-. S#E an) =3:C are t/o mutua$ fun)s. S#E has oser*e) return of 1% an)

fun) =3:C has oser*e) return of 12. =3:C has a eta of 0.G an) S#E has aeta of 1.2.

The respecti*e stan)ar) )e*iations are 1H of S#E an) %0 of =3:C. The mean

return for maret in)e7 is 11, /hi$e the risfree return is 10.

a! Ca$cu$ate Treynor ratio for each of the fun)s (2 mars!

! Ca$cu$ate the Sharpe ratio for each of the fun)s (2 mars!

Commercial Banking S"stem and Role o! RB#


Q1. Monitoring of a)*ances shou$) e )one in pre )isursa$ stage an) post

)isursa$ stage to a*oi) $oans ecoming 6PA. M , the $iui)ity position of a an is measure) on an ongoing asis

using structura$ $iui)ity statement. #e$o/ is the structura$ $iui)ity statement of

a an. Ca$cu$ate cumu$ati*e surp$us or )eficit of fun)s as a of tota$ outf$o/.

(;ap, cumu$ati*e ;ap an) of ;ap on Tota$ outf$o/!

esi)ua$ Maturity profi$e of assets an) $iai$ities (Maturity $a))er!



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Q-. Ca$cu$ate 8oring capita$ /ith the gi*en )etai$s

a! #y 'perating Cyc$e Metho) (2 mars!

3ata gi*en"

• Procurement of ra/ materia$" -0 )ays

• Con*ersionNprocess time" %0 )ays• A*erage time of ho$)ing of finishe) goo)s" 10 )ays

• A*erage co$$ection perio) " H0 )ays

• Tota$ operating e7penses per annum " s.H0 $acs

• Tota$ turno*er per annum " s.J0 $acs

! #y 3ra/ing Po/er Metho). (2 mars!

$ata given%

• Va$ue of pai) stoc L I $acs

• Margin on stoc L %2

• Va$ue of Semifinishe) goo)s L I $ahs

• Margin on semi finishe) goo)s L 20• Va$ue of :inishe) goo)s L I $ahs

• Margin on finishe) goo)s L %2

• Va$ue of #oo 3ets L I $ahs

• Margin on oo )ets L 20

Compensations and Bene!its


1. Et is a$/ays etter to )esign a compensation an) enefits program as per the

stan)ar)s in the in)ustry. ?Con)ucting a sur*ey /ithout gi*ing )ue

consi)erations to pre$iminary factors is un)erestimation of sur*ey too$@ Comment

(10 mars!

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%. App$ication of information techno$ogy to usiness functions is the current

tren). 3iscuss the *ariant of Management Enformation System /hich can e

use) for emp$oyee enefits program. A$so point out the re$ationship. (10 Mars!

-. +ou are an esta$ishe) p$ayer in the Cement in)ustry of En)ia since $ast 12

years. +ou are p$anning to re*ise the compensation program of your company to

retain the est ta$ent in your organiation. :or the same you )eci)e to e*a$uate

the re$ati*e /orth of the os performe). En this acgroun), ans/er the

fo$$o/ing uestions.

a. =o/ /ou$) you go aout con)ucting the o e*a$uation process in your

company9 (2 mars!

. 3o you thin it is going to e a cha$$enge to con)uct o e*a$uation program9

Ef yes, /hat /i$$ e the cha$$enges9 (2 mars!

Consumer BehaviourAns" #uy this so$ution

Q1. 7p$ain in rief /hat consumer research is an) e7p$ain in )etai$ consumer

research process (10 Mars!

Q%. 8hy )o you thin app$ications of consumer #eha*iour in Mareting are

crucia$ for mareters9 7p$ain /ith an e7amp$e. (10 Mars!

Q-a! Chinese company /ou$) $ie to enter En)ian maret /ith their $o/ cost

/ashing machine. 8or out a comp$ete maret research uestionnaire to get the

primary )ata. (2 Mars!

! ;i*e your recommen)ation to the Chinese company ase) on a*ai$ai$ity of

secon)ary )ata. (2 Mar!

Consumer Behaviour


Q1" En)ian :MC; company ha*ing goo) range of /e$$ esta$ishe) ran)s in

En)ia, )eci)e) to $aunch pacage) )ifferent fruit uices in En)ian maret, you as

a ran) manager, he$p the company in )eci)ing the process of segmentation to

$aunch ran)e) fruit uice in En)ian maret. (10 Mars!

Q%" 'ne of the American :ast :oo) chain company sho/ing interest in entering

En)ian maret, you as their hea) of mareting he$p them in the process of

entering En)ian maret $ooing into En)ian cu$ture. +ou nee) to respon)s to this

uestion /ith specific points, eeping in min) En)ian consumers an) their

cu$ture.

Q-" 'ne of the $argest internationa$ ran) of Ece cream company intereste) in

entering En)ian maret, you as a hea) of Mareting prepare"

a! 8hat in) of maret research you /ou$) $ie to con)uct an) /hy9 ;i*e your

$ogica$ e7p$anation (2 Mars!

! Prepare an uestionnaire to con)uct maret sur*ey to gather primary )atafrom the maret (2 Mars!



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Corporate inance


1. +our company /ants to tae enefit of a su))en opportunity to mae

a))itiona$ re*enue. +our company /ants 20 >acs for the same . Mr#, the finance

manager of the corporate suggests that it is etter to arrange finance from short

term sources rather than from $ong term sources . State the short term sources

of finance a*ai$a$e in the maret for arran)ing the fun) (10 Mars!

%. P >t) is a company manufacturing /ater purifiers The annua$ )eman) for the

pro)uct in the En)ia maret is %20000 units. The cost of ho$)ing per unit of

/ater purifier is s100. A$so the or)ering cost per or)er is s 200. (10 Mars!

Ca$cu$ate"

a. 'Q

. Tota$ 'r)ering Cost p.a

Q -! The Capita$ structure of A$fa rothers >t), is as un)er

uity share capita$ 100 >acs

10 3eentures 20 >acs

The sa$es for the year %012 are 1 >ac unitsO s 20p.u

A$so , the *aria$e cost p.u is %0 of sa$es

s12 >acs is the fi7e) operating cost .

;i*en the Encome ta7 rate as I0

Ca$cu$ate thea! :inancia$ >e*erage (2 Mars !

! Comine) $e*erages (2 Mars !

Corporate inance


Q1! The information aout A$fa >t) is as un)er (10 Mars!

1. Sa$es I0 >acs

%. Varia$e cost is 1% >acs

-. :i7e) Cost is 10 >acs

I. 10000, uity shares of s 100each

2. 10000, 12 3eentures of s %00 each

H. :i7e) 'perating cost 10 $acs

J. Corporate income ta7 rate is I0

Ca$cu$ate the fo$$o/ing, (/rite formu$a /here e*er necessary!

a! #ET

! PS

c! :inancia$ >e*erage

)! 'perating $e*erage

e! Comine) $e*erage

SolutionAns" #uy this so$ution

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Q%! 3& ; is an M6C, operating in the En)ian marets as /e$$ as in the

internationa$ marets. The company is p$anning to enter into a ne/ *enture

aroa) thus /i$$ reuire a goo) amount of fun). The finance manager of 3& ; is

p$anning to arrange $ong term finance from the internationa$ maret .7p$ain the

sources a*ai$a$e to get the finance from the internationa$ maret. (10 Mars!

Solution%


Q-! Suppose you in*est s100000 to)ay for a fi*e year term p$an an) recei*es F

annua$ compoun) interest.

a! =o/ much amount /ou$) you ha*e after fi*e years9 (2 Mars!

! =o/ much interest on interest /ou$) you ha*e earne) )uring the fi*e years9

(2 Mars!Ans" #uy this so$ution

Cost and Management 'ccounting


Q1. 7p$ain the concept of esponsii$ity Accounting /ith its Centre. (10 Mars!

Q%. A factory manufacturing se/ing machines has the capacity to pro)uce 200

machines per annum. The margina$ (*aria$e cost! of each machine is s. %00

an) each machine is so$) for s. %20. :i7e) o*erhea)s are s. 1%,000 per

annum. Ca$cu$ate the rea e*en points for output an) sa$es an) sho/ /hat

profit /i$$ resu$t if output is F0 of capacity. (10 Mars!

Q-. 7p$ain the fo$$o/ing"

a. 3ifferentiate et/een" (2 Mars!

i. 'pportunity Cost & Actua$ Costs

ii. =istorica$ Cost an) ep$acement Cost

. A$$ocation of correct factory o*erhea)s is important for each of the functions N

)epartments. >ist )o/n the *arious metho)s /hich are use) for co)ification of

o*erhea)s Costs. (2 Mars!

Custom Shipping and #nsurance


Q1" ahu$ an) Associates importe) goo)s an) processe) the customs c$earance.

=o/e*er, the customs has not accepte) the *a$ue )ec$are) y the importer for

assessing the )uty. The goo)s are stuc in the customs an) any )e$ay in

c$earance /i$$ incur )emurrages.


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consignment imme)iate$y to a*oi) )emurrages an) /hat type of assessment he

can opt for an) un)er /hich section of Customs Act 1FH%. (10 mars!

Q%" Ape7 Corporation has importe) one consignment. At the time of c$earance,

the company foun) that a fe/ items got tota$$y )amage) an) a fe/ got

)eteriorate). Ape7 Corporation cannot use these items an) refuse) to pay )uty

on the same. TV of the a*erage

customer. (2 mars!

Q-! +ou are the Sa$es Manager of a Pharma company & nee) to train your sa$es

staff aout Sa$es :orce Automation /hich has een recent$y intro)uce) into the

company. 8hich aspects of app$ication areas /ou$) you high$ight in your training

program9 (2 mars!Customer Relationship Management



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Q1. +ou are the Chief Mareting 'fficer of an Air$ine ran) in En)ia. ecent$y a

sustantia$ chun of your customers are shifting their $oya$ty to/ar)s a ri*a$

Air$ine ran). 8hat /i$$ you )o to pre*ent customer )efections & maintain their

$oya$ty /ith your Air$ine ran)9 (10 Mars!

Q%. +ou are the =ea) of a Pri*ate =ospita$, name$y e$ia$e =ospita$D & $ate$y, it

has een reporte) to you that your hospita$ is maing $osses in comparison to

your competitor hospita$ operating in your area. 8hat steps /i$$ you un)ertae

to turnaroun) the fortunes of your =ospita$9 =o/ /i$$ CM he$p you in this

effort9 (10 Mars!

Q-. A! An a*erage customer has ought your ran)e) e/e$s tit$e) as ?oya$

En)ia@ for 2 years & then stops for H months. '*er 2 years, your a*eragecustomer has ma)e G purchases. +ou ha*e earne) a profit per unit of s.10,000.

8hat is the $ifetime of the customer9 A$so Ca$cu$ate the >TV of the a*erage

customer. (2 mars!

Q- #! +ou are the Sa$es Manager of a Me)ica$ )e*ices company & nee) to train

your sa$es staff aout Sa$es :orce Automation /hich has een recent$y

intro)uce) into the company. 8hich aspects of app$ication areas /ou$) you

high$ight in your training program9 (2 mars!

e(commerce and C")er laws


Q1" En)iaRs moi$e commerce maret cou$) a$$oon to 1F i$$ion y %01F, up

G20 percent from its current sie of % i$$ion. 8hat are the current opportunities

an) cha$$enges that most of the En)ian mcommerce companies face9 8ith

respect to moi$e retai$ing /hat measures are companies $ie Amaon, :$ipart,

an) Snap)ea$ taing in or)er to gain competiti*e a)*antage9 (10 mars!

Q%" En)i*i)ua$s re*ea$ a $ot of )ata aout themse$*es on *arious socia$

net/oring sites. =o/ )o you thin mareters can use this information

constructi*e$y9 ;i*e an e7amp$e to support your ans/er.8ith pri*acy in min),

/hat tips can you offer for re)ucing an in)i*i)ua$Ds )igita$ footprints on their

persona$ computers an)Nor on$ine9 (10 mars!

Q-" The rise of emp$oyeeo/ne) )e*ices an) #ring +our '/n 3e*ice (#+'3!

programs, /hich encompasses simi$ar #ring +our '/n Techno$ogy (#+'T!, #ring

+our '/n Phone (#+'P! an) #ring +our '/n PC (#+'PC! initiati*es in the

/orp$ace ha*e )ramatica$$y transforme) ho/ companies can (or canDt! contro$

the riss of these )e*ices. A$$ of them ha*e e*o$*e) to empo/er /orforces

through the soca$$e) Rconsumerisation of ETR. '*er the years, emp$oyees ha*ecome to e7pect their )e*ices to e un)er $itt$e or no scrutiny from their



11/37

emp$oyer. At the same time, many maor moi$e operating systems are )esigne)

in a /ay that restricts the *isii$ity an) enforceai$ity of an enterpriseDs security

capai$ities.

a! 8hat are the potentia$ threats that an organiation can face from the )e*ices

that emp$oyees carry9 (2 mars!

! 8hat are certain measures that organiations can tae to mitigate these

threats9 (2 mars!

Enterprise Resource lanning


Q1! #usiness Process eengineering (#P! transforms the /ay organiations

carry out their processes an) sustantia$$y pro*i)es them /ith gains. This can e

seen in many cases such as =a$$mar Car)s, Taco #e$$, Capita$ =o$)ing, an) #e$$

At$antic to name a fe/. =a$$mar use) the theories of #P to re)efine the

process of $aunching ne/ car) i)eas in the maret. Their e7isting pro)uct cyc$etime /as three years, /hereas their management /ante) to re)uce it to one

year, eeping the $e*e$ of maret )ynamism in min). Much to their surprise,

=a$$marDs management rea$ie) that most of the time taen to pro)uce a car)

/as spent on )esigning it. E)ea )e*e$opment consume) the most time,

manpo/er efforts an) money, contrary to managementDs e$ief that printing an)

pro)uction re/or consume) most time perio). To a))ress the issues of /aste)

time an) to spur creati*ity, the company groupe) together peop$e /ho

pre*ious$y ha) een separate) y )iscip$ines, )epartments, f$oors, e*en

ui$)ings. The upshot" =a$$marRs integrate) teams of artists, /riters, mareters,

an) pro)uction peop$e pushe) ne/ $ines out /ithin a year.

;i*e t/o e7amp$es of En)ian companies that ha*e successfu$$y imp$emente) #P

practices /ithin their organiation. 8hat are the cha$$enges that these

organiations face) )uring #P9 (10 mars!

Q%! Consi)er you are the o/ner of a Soft/are company an) a estaurant Chain

has approache) you to )e*e$op an P system for their restaurants. >ist )o/n

a$$ the reuirements that the restaurant o/ner /ou$) ha*e mentione) to you for

the system to e )esigne). A$so as a Soft/are so$ution pro*i)er /hat a$$

mo)u$es an) su mo)u$es /ou$) you recommen) the chain to imp$ement an)

/hy9 (10 mars!

Q-! +ou ha*e een appointe) as a consu$tant to he$p in the imp$ementation of

an P pacage in a $ea)ing :MC; company /ith the fo$$o/ing characteristics.

The company is mu$ti$ocation, mu$tipro)uct /ith operations in En)ia an) aroa).

The top management team /ou$) $ie to e7p$ore )ep$oying P, mo*ing a/ay

from $egacy an) stan)a$one systems to an e7pertise /i)e integrate) system. The

management is a/are of the importance of P in the current competiti*e

scenario an) is een to imp$ement systems. Mareting )epartment is een to

imp$ement P as they e$ie*e it /i$$ gi*e them competiti*e a)*antage. :inance

)epartment is facing cha$$enge in terms of contro$s an) comp$iance )ue to $egacysystems. Manufacturing function is facing issues in terms of effecti*e operations



12/37

)ue to $egacy an) manua$ systems. Ser*ice )epartment is facing cha$$enges in

managing customer comp$aints. Supp$y chain function is ha*ing cha$$enges in

managing the supp$y chain )ue to nona*ai$ai$ity of right information at the

right time.

a! As a consu$tant, e$aorate on the steps that you /ou$) suggest to tae for

effecti*e imp$ementation of the P pacage (2 mars!

! =o/ /i$$ you he$p to a))ress the issues re$ate) to change management /hich

may arise )ue to the transition from $egacy to P systems9 (2 mars!

Enterprise Resource lanning


Q1. 8hat are the reasons for the fai$ure of an P imp$ementation. ;i*e an

e7amp$e to support your ans/er.(10 mars!

Q%. Me)i/a*e )rugs $imite) is operating in the pharmaceutica$ in)ustry /ith a

numer of )rug formu$ations in the form of ta$ets, capsu$es, po/)er an) syrup.

These )rugs are a*ai$a$e to the patients on prescriptions of registere)

practitioners on$y. #esi)es, the company has some o*er the counter pro)ucts

that are a*ai$a$e to any person /ithout prescriptions. The company marets its

pro)ucts through a net/or of /ho$esa$ers, /ho in turn ha*e their retai$er

net/or. The company is fin)ing it )ifficu$t to maintain the in*entory of the ra/

materia$s, stocs that it has at its )isposa$. The $egacy stan)a$one systems mae

it )ifficu$t for the systems to integrate /ith the other )epartments, as a resu$t

the systems fai$ to capture the rea$ maret scenario. En or)er to stream$ine its

operations to achie*e efficiency, the company is is p$anning to in*est in an P

system. As a consu$tant, suggest /hich three mo)u$es you /ou$) recommen)

the company to imp$ement to a))ress the current nee). (10 mars!

Q-. En the mi)1FG0s, nite) Parce$ Ser*ice, Enc. (PS! /as strugg$ing for

maret share /ith a re$ati*e ne/comer to the shipping in)ustry, :e)era$ 7press

(:e) 7.!. After on$y 10 years in usiness, :e) 7 /as emerging as a formi)a$e

p$ayer $arge$y )ue to the companyDs cu$ture of emracing techno$ogy as a

strategic competiti*e a)*antage in impro*ing efficiency an) customer ser*ice. En

contrast, PS stu)ie) their processes an) emp$oye) $ess technica$ changes (e.g.,

re)ucing physica$ motions in han)$ing o7es! to sha*e time off their )e$i*eries.

:e) 7 starte) as an air freight company an) PS as a truc )e$i*ery company

ut the t/o increasing$y )esire) maret shares in otherDs core usiness.PS

face) the typica$ cha$$enges of any shipping company. They ne/ that shipping

errors )ue to /rong a))ress or $oa)ing the o7 on the /rong truc /ere

e7pensi*e an) time consuming. rrors happene) freuent$y on systems that

reuire) manua$ )ata entry, an) mu$tip$e systems reuire) re)un)ant processes

to uti$ie the )ata. Much of the pro)uct PS han)$es $oos simi$ar, /hich a$$o/sfor picing errors. PSD phoneincustomer ser*ice recei*e) an o*er/he$ming



13/37

numer of phone inuiries each )ay that reuire) timean) cost Bconsuming

processes to $ocate appro7imate pacage status. They ha) a$so i)entifie) the

Enternet an) integrate) techno$ogy as g$oa$ usiness )ri*ers of the future. Et

/as at this time that PS )eci)e) to in*est hea*i$y in techno$ogy to )ri*e

gro/th. PS first i)entifie) their interna$ competencies an) assets an) $ooe) for

areas that cou$) e impro*e) through a Strengths, 8eanesses, 'pportunities

an) Threats (S8'T! ana$ysis. They foun) that they ha) an e7tensi*e

infrastructure an) e7pertise in transportation. PS ne7t e7amine) such e7terna$

factors as their customers, the emerging usiness maretp$ace, an) the

competition. Tra)itiona$ ric an) mortar an) emerging eusiness a$$ ha)

simi$ar reuirements" integrate) information an) rea$ time connecti*ity. Their

customers )esire) the po/er to uy, se$$ an) research on their o/n terms not

/here an) /hen usiness )ictate). Et /as c$ear that PS nee)e) to ri)ge the

gap et/een physica$ pro)uct or ser*ices an) access to e$ectronic information.

PS )e*e$ope) an action p$an that /ou$) e focuse) on the customer an)ena$e) y techno$ogy. They offere) a ne/ *ariety of ser*ices integrate) /ith

core transportation functions to mae PS an in*a$ua$e part of the customerDs

usiness. They chose to centra$ie )ata in one of the t/o $arge )ata centers (i.e.

hus of their ET p$atform.! Entegration is the cornerstone of PSDs success. Since

going puic in 1FFF, PS has acuire) more than -0 other companies. They

ha*e more than -H00 ET staff /ith t/o )ata centers in Mah/ah, 6 an) At$anta,

;A. PS has more than 1I mainframes,%J22 mi)range computers , %H0,000

persona$ computers an) H%00 ser*ers. Accor)ing to the CE' of PS ?8e ha*enDt

ma)e (these acuisitions! to gain maret share. Enstea) /eD*e ma)e them for

*ery strategic (techno$ogy ! reasons. ach time, PS integrates o$) an) ne/

ser*ices to ass *a$ue to the )e$i*ery chain. The ET )epartment at PS /as a

critica$ ena$er an) trie) to integrate the systems from a usiness perspecti*e.

They insta$$e) a coup$e of )ifferent P mo)u$es from 'rac$e " one for the =

functions an) another for financia$s. #y imp$ementing the P PS sa*e) a

tremen)ous amount of money for the goo)s an) ser*ices purchase) from

hun)ere)s of $ocations roun) the g$oe. En a))ition, the PS $ogistics net/or,

/hich is *ery e7tensi*e, is rigorous ecause it /as ui$t on /e$$)efine)

techno$ogica$ stan)ar)s. 8hen PS a))s ne/ app$ications, therefore, they fit

into the rest of their interconnecte) ET infrastructure, /hich )oesnDt to$erate

e7cessi*e /aste. PS maes sure that a$$ the techno$ogy fits in nice$y o*er their

architecture. En genera$, t/o factors ha*e contriute) to the successfu$

integration of techno$ogy at PS" a corporate cu$ture of open communication an)

commitment to training. PS no/ integrates information from more than H0,000

/esites /ith more than J.% mi$$ion customers maing on$ine tracing reuests

)ai$y.The sophisticate) PS ET p$atform offers such ne/ softare as Pacage

:$o/1%, /hich i)entifies the pacages that shou$) e $oa)e) on the )e$i*ery

truc first, secon) an) so on, so that the first )e$i*eries are in the rear of the

truc. Another soft/are ser*ice is Tra)e 3irect1%, /hich a$$o/s retai$ers, )otcom

sites, an) other enterprises to trac the status of oth sma$$ pacages an) $argefreight aroun) the g$oe through a sing$e 8ease) system. Management is


14/37

a$so committe) to training /hene*er ne/ techno$ogy is intro)uce) an) to

pro*i)ing an en*ironment /herea $$ emp$oyees can contriute i)eas for

impro*ement. :rom the customers stan)point system integration trans$ates to

etter ser*ices re$ate) to pacage shipping an) tracing that can e easi$y

accesse) from the PS /esite, or y using soft/are pro*i)e) y PS. Ef an

incorrect ip co)e is entere), an error message prohiits the user from

continuing the process.The system pro*i)es ?smart@)ata (e.g., i)entifying rura$

a))resses that may re/uire e7tra )e$i*ery time an) a$$o/ing the users to change

options!. Et is possi$e to sa*e a )ataase of shipping a))resses to autofi$$ fie$)s

for freuent recei*ers. The PS integrate) system p$atform pro*i)es rea$time

communication $ins et/een pacages shippe) ecause the tracing numer

)ate an) status are imme)iate$y recor)e).A c$ientDs cusomter ser*ice cou$)

respon) to an inuiry instantaneous$y instea) of ha*ing ot acuire a tracing

numer manua$$y from shipping, trace the pacage an) ca$ the cusomer ac.

This puts the po/et )irect$y in the customerDs han)s. PS is the mo)e$ forsuccessfu$ integration of a$$ the in)ustries.

a. 8hat are some of the system integration cha$$enges face) y PS9 (2 mars!

. 3iscuss the a)*antages of systems integration for PS customers. (2 mars!

Essentials o! *RM


Q1! aat /ors as an Assistant Manager in a retai$ out$et, of $ate it is seen that

his performance is much $o/ as compare) to his ear$ier recor). The = manager

/as *ery concerne) aout the same an) /ante) to )o a o ana$ysis for this

particu$ar profi$e. 8hich a$$ metho) can the = manager use for co$$ecting o

ana$ysis )ata9 3iscuss any one. (10 mars!

Q%! +ou are the = hea) of a manufacturing company, a se$ection proce)ure for

ne/ management trainees is to e p$anne) using assessment centre techniue.

8hich a$$ metho)s of assessment centre techniue can e use) for the se$ection9

$aorate any t/o. (10 mars!

Q-! Ananya oine) as an officer in a Pri*ate sector an through her campus

se$ection. She /as in high spirits /hi$e oining countryDs one of the $ea)ing

ans. She ha) e7pecte) a $ot of cha$$enge in the /or /hereas a$$ she /as

assigne) to )o in the first si7 months /as the /or of a cashier. 8hen ca$$e) for

a si7 months re*ie/ she communicate) her concern to the #ranch manager /ho

then shifte) her to the fore7 )epartment.

1. 8hich approach to o )esign has een use) y the #ranch manager here9

7p$ain (2 Mars!

%. 8hat are the other approaches to o )esign /hich can e use)9 7p$ain (2

Mars!

E+port #mport rocedures and $ocumentation




15/37

Q1! M S ngineering importe) a consignment on CE: asis. The e7porter has

sent a$$ )ocuments on time to M S ngineering. =o/e*er the c$earing )ept of the

company has forgotten to fi$e the i$$ of entry /ithin the stipu$ate) time. =o/ )o

you propose to c$ear this goo)s from the customs y gi*ing the )etai$s of

stipu$ate) time to custom c$ear, inc$u)ing auction p$an of customs for unc$eare)

goo)s (10 mars!

Q%! Paresh Tra)ing has importe) a consignment on :'# asis. The consignment

has een c$eare) y Paresh Tra)ing an) /as taen to their /arehouse. As it /as

:'#, the importer co*ere) the insurance of the cargo from origin port to

)estination port. The *ehic$e met /ith an acci)ent enroute /arehouse from the

port. The importer fi$e) the insurance c$aim an) the same got reecte). P$ease

e7p$ain the reason for reection of c$aim an) the pre*enti*e measures to e

taen y the importer for their future consignments (10 mars!

Q-! An importer, /ho is )oing the tra)ing of importe) items, has importe) high

*a$ue cargo ase) on the or)ers recei*e) from his c$ients. Accor)ing$y the

consignment /as on the /ay to Mumai 6ha*a She*a port. =o/e*er, a fe/

c$ients su))en$y cance$$e) the or)ers )ue to poor maret con)itions. The

importer, /as not in a position to force them to tae the consignment. The

importer )oes not ha*e sufficient fun)s to pay the )uty to c$ear the

consignment. A$so he has to $oo out for ne/ customers to se$$ the e7cess stoc.

=e has approache) you for a so$ution to c$ear this.

a. P$ease e7p$ain the metho) to c$ear this consignment /ithout payment of )uty

ti$$ he impro*es his financia$ con)itions. (2 mars!

. Can he e7port the unso$) cargo to any other country9 Ef yes, /hat is the

proce)ure to e7port from on) an) /hat shou$) e the in*oice *a$ue9 (2 mars!

inancial 'ccounting and 'nal"sis


Q1! :o$$o/ing information is a*ai$a$e in respect of =ar)in 3eman) >t). Prepare

Cash f$o/ statement As per AS-. (10 Mars!

6et profit for the year 220000

3epreciation 100000

>oss on sa$e of machinery 20000

3ecrease in stoc H0000

Encrease in cre)itors J0000

epayment of short term $oan 100000

Purchase of ui$)ing 200000

Sa$e of machinery 120000

Enterest recei*e) %H000

>oan taen for fi*e year perio) GI2000

Enterest pai) I2000

Q %! Apra >imite) is a retai$er of p$astic ugs. Et has se*era$ retai$ stores acrossthe nation. ach city has more than one retai$ store an) has a centra$



16/37

/arehouse, from /here the goo)s are )e$i*ere) to each retai$ store of the city,

as an) /hen or)er is p$ace) y the cityDs store on the cityDs centra$ /arehouse

.Apra >imite) sees your a)*ice on ho/ to ca$cu$ate the cost of in*entories in

)ifferent stores as on #a$ance sheet )ate. :or one of the fast mo*ing item, in the

in*entory , he pro*i)es /ith the fo$$o/ing )etai$ (10 Mars!

Particu$ars s

A*erage A)ministrati*e cost per unit 10

A*erage purchase price per unit 120

A*erage transportation cost per unit

charge) y the supp$ier

2

A*erage $ease rent (of the retai$ store !

per unit

G

A*erage transportation cost per unit

charge) y the $oca$ transporter for

transporting the goo)s from the cityDs

centra$ /arehouse

J

A*erage cost per unit to )e$i*er the unit

to the customer

%

A)*ise Apra >imite) on /hat cost shou$) e inc$u)e) in the ?cost of the item@ to

e use) as for the *a$uation of the stoc he$) as on the a$ance sheet )ate.

Q-! Suppose you are one of the in*estors intereste) in no/ing the performance

of P & ;. 3iscuss,

a! The ratios /hich /i$$ you stu)y to ana$yse the financia$ position an)

performance of the company. (2 Mars!

! Suppose, if you )onDt perform the ratio ana$ysis e7ercise /hat can e the

conseuences. (2 Mars!

inancial 'ccounting and 'nal"sis


Q1" The fo$$o/ing transactions occurre) )uring the month for circ$e $t), pass a$$

the necessary ourna$ entries as at the month en) an) gi*e the necessary

narration for the same (10 Mars!



17/37

Q%! A$fa >t) is operating in )ifferent geographica$ areas as /e$$ as is se$$ing fi*e

)ifferent pro)ucts in the maret. 3iscuss ho/, as per AS1J on Segmentreporting, a particu$ar component of an entity is usiness segment or a

geographica$ segment /i$$ e )eci)e). (10 Mars!

Q-! Suppose you /ant to measure profitai$ity of a concern as you /ant to

in*est s 10 $acs, /hich you recei*e from your father in >a/ as a gift .3iscuss

a! any of the ten profitai$ity ratios an) (2 Mars!

! a$so )iscuss /hat re$ationship these ratios in)icates . (2 Mars!

inancial #nstitutions and Markets


1. En)ia is poise) for a stea)y gro/th. The ne/ go*ernment has intro)uce)many ne/ initiati*es in or)er to put En)ia on the /or$) map. P$ease )iscuss in

)etai$ as to /hat these ne/ initiati*es are an) /hat is their impact on En)ian

financia$ system9 (10 Mars!

%. 3escrie the *arious metho)s of issuing securities in the Primary Maret.

P$ease thro/ $ight on the ro$e of Primary Maret. (10 Mars!

- A! Mr. #hasar is an in*estor. Et is important for in*estors to un)erstan) the

prospects for interest rate mo*es ecause as an in*estor he *a$ues a $ot his

in*estments. 8hat are the factors that affects interest rates9 (2 Mars!

- #! M & A >t) /ants to in*est in the )eri*ati*e maret. 3iscuss aout

)eri*ati*es an) the characteristics of 3eri*ati*es9 (2 Mars!



18/37

#ndias oreign -rade


Q1. =o/ )oes #a$ance of Payment affect a countryDs economy9 8hat precaution

a )e*e$oping country shou$) tae to contro$ any ima$ances in economies. (10

Mars!

Q%. 8hat are En)iaDs maor cha$$enges for 8T' negotiations9 8hat accor)ing to

you shou$) e En)iaDs internationa$ position as a )e*e$oping nation9 (10 Mars!

Q-. ecent$y the ;o*ernment has een asing foreign in*estors to in*est in

En)ia thru :3ENoint Ventures, Strategic Partners etc. As a foreign in*estor

intereste) in entering En)ian maret, /hat Enternationa$ Parameters you /i$$

eep in min) to in*est9 $aorate /ith ans/er on the fo$$o/ing"

(a! :3E incenti*es, such as, ta7ation $a/s (2 Mars!

(! 'pportunity to ui$) g$oa$ supp$y chain, such as a manufacturing )estination

an) catering to other Asian Countries. (2 Mars!#ndustrial Relations and La)our Laws


Q1. 3iscuss the oecti*es an) i)eo$ogies of E6TC, AETC an) #MS. =igh$ight

the simi$arities an) )ifferences et/een the functioning sty$es of these unions.

(10 mars!

Q%. 7p$ain the grie*ance han)$ing proce)ure as per En)ustria$ 3isputes Act. (10

mars!

Q-. A /ormen respon)ent in this case /as appointe) as an accountant in the

appe$$antcompany. Et /as sumitte) on eha$f of the appe$ant that the

respon)ent /as not a /orman as per the Act, /hich e7c$u)e) any person /ho

is /oring in manageria$ or a)ministrati*e capacity. En fact, the respon)ent

himse$f in his rep$y efore the >aour Court ha) a)mitte) that he /as han)$ing

an) )ea$ing /ith other companies a$so an) /as gi*en one scooter /ith fue$,

therefore he /as )ischarging )uty of manageria$ nature. Et /as sumitte) y the

appe$$ant that the respon)ent /as not entit$e) to ac /ages ecause he ha)

fai$e) to pro*e that he /as not engage) in gainfu$ /or )uring the entire perio).

=o/e*er, fin)ings ase) on e*i)ence imp$ie) that no manageria$ functions has

een assigne) to him an) this prompte) >aour Court to pass an a/ar) in

fa*our of the /orman. =o/e*er, mo)ification /as ma)e in the a/ar) of ac

/ages y re)ucing it y %2. The app$icant company /as aggrie*e) against

such or)er passe) y >aour Court.The Court consi)ere) the sumissions of the

parties an) peruse) the reasons gi*en in the a/ar) as /e$$ as in the impugne)

or)er. Et /as a$so consi)ere) that it /as an un)ispute) fact that the respon)ent,

/ho /as a)mitte)$y appointe) on the post of accountant, /as assigne) the )uty

of rea$isation of amounts from other companies an) for that purpose he /as

pro*i)e) /ith a scooter an) fue$

a! 8hich Act can e app$ie) to the case9 3o you thin that any manageria$

function has een asigne) to the respon)ent9 (2 mars!



19/37

! Shou$) the Court interfere /ith the impugne) or)er of re)ucing the ac

/ages y %2 y the >aour Court9 (2 mars!

#n!ormation S"stems !or Managers


Q1. Consi)er you are the o/ner of a soft/are company an) a restaurant chain

has approache) you to )e*e$op a soft/are for their restaurant. :rom the

restaurant o/nerDs perspecti*e /hat are the inputs that you /i$$ pro*i)e to the

soft/are )e*e$oper. As a )e*e$oper /hat are the steps that you /i$$ un)ertae to

)e*e$op the soft/are to ensure its success. $aorate on the steps in )etai$. (10

mars!

Q%. anpharma )rugs $imite) is operating in the pharmaceutica$ in)ustry /ith a

numer of )rug formu$ations in the form of ta$ets, capsu$es, po/)er an) syrup.

These )rugs are a*ai$a$e to the patients on prescriptions of registere)

practitioners on$y. #esi)es, the company has some o*er the counter pro)uctsthat are a*ai$a$e to any person /ithout prescriptions. The company marets its

pro)ucts through a net/or of /ho$esa$ers, /ho in turn ha*e their retai$er

net/or. The company is fin)ing it )ifficu$t to maintain the in*entory of the ra/

materia$s, stocs that it has at its )isposa$. The $egacy stan)a$one systems mae

it )ifficu$t for the systems of )ifferent )epartments to integrate /ith the other

)epartments, as a resu$t the systems fai$ to capture the rea$ maret scenario. En

or)er to stream$ine its operations to achie*e efficiency, the company is p$anning

to in*est in an P system. =o/ /ou$) this he$p the company in achie*ing its

oecti*es9 8hat are the riss in imp$ementing the same9 (10 mars!

Q-. 5ara is the f$agship ran) of the Spanish retai$ group, in En)ite7, one of the

superstars in the fashion retai$ in)ustry in the recent years. En%002, En)ite7

reporte) %1 percent sa$es gro/th to G.21 i$$ion. That puts En)ite7 ahea) of

=&M, the /or$) $ea)ing pur*eyor of cheapchic appare$, /hich poste)

J.GJi$$ion in sa$es. 5ara has more than 1000 stores in -1 countries. The

fashion in)ustry is a specia$ in)ustry. The pro)ucts they )ea$ /ith are high$y

perisha$e, an) they are suscepti$e to seasons gross margin is meaning$ess if

the pro)uct )oes not se$$ as p$anne). :or many retai$ers, -2 to I0 percent of the

tota$ merchan)ise eing so$) at hefty )iscount is uite the norm. 5ara

contriutes aroun) G0 percent of group sa$es y concentrating on three /inning

formu$as on /hich to ase its fresh fashions" short$ea) time, $o/er uantities,

an) more sty$es. 8ith an inhouse )esign team ase) in >a Coruna, Spain, an) a

tight$y contro$$e) factory an) a )istriution net/or, the company says it can

tae a )esign from )ra/ing oar) to store she$f in ust t/o /ees. That $ets 5ara

intro)uce ne/ items e*ery /ee, /hich eeps customers coming ac again an)

again to chec out the $atest sty$es. 8ith ne/ sty$es eing )e*e$ope) an)

intro)uce) freuent$y each sty$e /ou$) pro*i)e on$y aroun) %0000-00000 of

retai$ sa$es, a far $o/er figure than those other retai$ers or ran)s, an) certain$y

not ?costefficient@ in terms of )esign an) pro)uct )e*e$opment cost. Moreo*er,

5araDs success is a$$ the more surprising ecause at $east ha$f of its factories arein urope, /here ages are many times higher than those in Asia an) Africa. To



20/37

maintain its uic in*entory turno*er, ho/e*er, the company must re)uce

shipping time to a minimum. The fastfashion approach a$so he$ps 5ara re)uce

its e7posure to fashion fau7 pas. The company pro)uce atches of c$othing in

such sma$$ uantities that e*en if it rings out a )esign, that no one /i$$ uy,

/hich happene) )uring an unseasona$y /arm autumn in %00-, it can cut its

$osses uic$y an) mo*e on to another tren). This higher cost of pro)uct

)e*e$opment ho/e*er, is o*ious$y more than a)euate$y compensate) y

higher rea$ie) margins. The resu$t is that 5ara )iscounts on$y aout 1G percent

of its pro)uct, /hich is rough$y ha$f the $e*e$ of competitors. Enformation an)

communications techno$ogy is at the heart of 5araDs usiness supp$y chain.

5araDs uic response to the maret, an) its high spee) from )esign ta$e to

store she$f are ena$e) through four critica$ information re$ate) areas.:irst,

constant co$$ection of information on customer nee)s. Tren) information f$o/s

)ai$y, an) is in turn fe) into the )ataase at the companyDs hea) office. 5ara

outfits its store c$ers /ith han)he$) computers to recor) sa$es an) customercomments, an) then integrates the co$$ecte) )ata /ith )esign, manufacturing,

an) )istriution functions. 3esigners chec the )ataase for these )ispatches as

/e$$ as )ai$y sa$es numers, using the information to create ne/ $ines an) to

mo)ify e7isting ones. Thus, )esigners ha*e access to rea$time information /hen

)eci)ing /ith the commercia$ team on the faric, cut, an) price points of a ne/

garment. As a resu$t, the company can spot tren)s ear$y on a rather critica$

uantity in fashion re$ating an) a)ust stoc accor)ing$y /ithin )ays.The secon)

is stan)ar)iation of pro)uct information. 3ifferent or incomp$ete specifications

an) *arying pro)uct information a*ai$ai$ity norma$$y a)) se*era$ /ees to a

typica$ retai$erDs pro)uct )esign an) appro*a$ process. 5ara, ho/e*er, store) the

pro)uct information /ith common )efinitions, a$$o/ing it to prepare )esigns

uic$y an) accurate$y, /ith c$earcut manufacturing instructions.The thir) is

pro)uct an) in*entory management. Ets in*entory management system is a$e

to manage thousan)s of faric an) trim specifications, )esign specifications, an)

physica$ in*entory /hich gi*es 5araDs team the capai$ity to )esign a garment

/ith a*ai$a$e stocs, rather than ha*ing to or)er materia$ an) /ait for it to

arri*e.5araDs )istriution management approach is its fina$ a)*antage. Ets state

oftheart )istriution faci$ity functions /ith minima$ human inter*ention.

Appro7imate$y %00 i$ometers of un)ergroun) tracs mo*e merchan)ie from

5araDs manufacturing p$ants to the I00 p$us chutes that ensures that each or)er

reaches it right )estination. 'ptica$ rea)ing )e*ices sort out an) )istriute more

than H0,000 items of c$othing an hour. 5araDs merchan)ise )oes not /aste time

/aiting for human sorting.

Source" Moti/a$$a, >u*ai, an) effrey Thompson. nterprise Systems for

Management. =ar$o/" Pearson )ucation, %01I. Print.

a. 3iscuss the ro$e of 5araDs SCM system. Suggest ho/ it can e impro*e). (2

mars!

. 3iscuss the ro$e of SCM in retai$ in)ustry as mentione) in the case. (2 mars!

#ntegrated Marketing Communication


21/37

Q1. 7p$ain *arious types of 'ut of =ome (''=! Me)ia /ith e7amp$es. 7p$ain

minimum t/o e7amp$e of each ''= Me)ia. A$so, gi*e e7amp$e of fai$ure of ''=

Me)ia y companies. 7p$ain your e7amp$e in )etai$. (10 Mars!

Q%.Prepare a ong Term Strategy P$an. (2 Mars!

#nternational inance

Q1! 8hat is Enternationa$ :inanceD. 7p$ain the nee) & Emportance of

?Enternationa$ :inance@ from the point of *ie/ of Country, Corporate an)

En)i*i)ua$. (10 Mars!

Q%! 8hat are the 3eri*ati*es use) in :ore7 Maret. 7p$ain (10 Mars!

Q-! 7p$ain the ro$e p$aye) y CP3C H00 for >C an) :MAN:3AE for

presentation of 3ocuments et/een the #ans an) Corporate for Enternationa$

Tra)e Sett$ement.

a! 3ocumentary Cre)it un)er CP3C H00 (2 Mars!

! :MAN:3AE pro*isions for presentation of e7portNimport )ocuments (2Mars!



22/37

#nternational Logistics and Suppl" Chain Management


Q1. 8hat are the maor Cargo re$ate) )ocuments for e7ports9 #rief$y )escrie

the specific information they are use) for in an e7port process. (10 Mars!

Q%. 8hat )o you un)erstan) y Mu$timo)a$ Transportation9 7p$ain /hat are the

maor mo)es of transportation N $ogistics use) in your organiation. (10 Mars!

Q-. Accor)ing to you ho/ has the use of Enformation Techno$ogy impacte)

Enternationa$ >ogistics in your company. 7p$ain your ans/er on the fo$$o/ing

parameters.

(a! The interna$ ET function in your companyNorganiation. (2 Mars!

(! The e7terna$ ET function /hen you are )ea$ing /ith outsi)e maret Nstae

ho$)ers. (2 Mars!#nternational Marketing


Q1. MNs


23/37


Q1. 8ith maority of the pro)ucts an) ser*ices a*ai$a$e on$ine to the consumers

to)ay, organiations are facing the issues of a))ressing the nee)s of maing the

correct pro)ucts an) ser*ices a*ai$a$e to the consumers in a time$y manner.

;i*e e7amp$es of any t/o first mi$e $ogistics pro*i)er startups that ha*e he$pe)

organiations a))ress these issues. (10 mars!

Q%. 8ith the he$p of the fo$$o/ing )ecision )omains of $ocation, /arehousing,

in*entory an) transportation e7p$ain ho/ any one En)ian organiation (e.g. #ig

#aar, Shoppers Stop or any other! manages its $ogistics operations. (10

mars!

Q-. M&M is a top retai$er in En)ia. 8ith its rapi) in*entory turnaroun) time, its

e7isting paperase) manua$ system pro*e) to e cumersome as *o$umeincrease) in the companyDs )istriution centers. 8orers charge) /ith )ata

co$$ection fi$$e) numerous or)ers per )ay at a fast pace, /hich increase) the ris

of human error *ery ear$y in the supp$y chain. Sa$es managers a$so rushe)

et/een offices an) )istriution centers to chec stocN)e$i*ery status, taing

their focus a/ay from sa$es an) customer ser*ice. An) /arehouse contro$$ers

spent e7tra time on manua$ ooeeping to ensure )ata accuracy. The company

recognie) the )irect impact these inefficient usiness processes /ere ha*ing on

sa$es, customer ser*ice an) pro)ucti*ity. As a resu$t, M&M in*este) an)

impro*e) their /arehouse management system using moi$e computing

techno$ogy.

a. 8hat are the a)*antages that a company can accrue /ith the insta$$ation of

moi$e computing )e*ices9 (2 mars!

. 8hat are the enefits of 8arehouse management systems9 (2 mars!

Management -heor" and ractice


Q1" There ha*e een arguments in fa*or of management as an art, management

as a science or management as a profession. 8hat is management accor)ing to

you9 +ou are not a$$o/e) to tae a stan) that says that management is

comination of art, science an) profession. (10 mars!

Q%" +ou ha*e starte) a usiness organiation /hich aims at opening up a chain

of $aun)ries across the city of Mumai. 7p$ain ho/ you /ou$) use information

techno$ogy in your usiness. (10 mars!

Q-" +ou o/n a retai$ store ha*ing out$ets a$$ o*er En)ia. +ou ha*e starte) facing

tough competition from on$ine retai$ companies, not on$y from En)ia ut a$so

from aroa). 6o/, you are p$anning to mae a strategic shift in the maor

functions of your usiness organiations for /hich you /i$$ ha*e to mae strong)ecisions in your company. En this acgroun), ans/er the fo$$o/ing uestions.



24/37

a! 8hat /i$$ e the premises on the asis of /hich you /i$$ mae these strong

)ecisions9 (2 mars!

! 3o you thin it is possi$e for a )ecision maer to e tota$$y rationa$ in the

process of )ecision maing9 (2 mars!

Manpower lanning Recruitment and Selection


Q1. Pritam /ors for a soft/are firm ut is huge$y in*o$*e) /ith )ifferent 6;'Ds

/hich /or for the e)ucation of un)erpri*i$ege) i)s. =e has p$ans for $ea*ing

his present o an) /oring fu$$ time for these i)s either y oining a 6;' or

starting up his o/n. 8hat )o you thin his Career Anchor is9 3iscuss the same

a$ong /ith t/o more career anchors /hich peop$e cou$) ha*e. (10 Mars!

Q%. ura$ #an P*t >t) is a pri*ate an /here you ha*e een appointe) as a =

hea). >ooing at the current scenario you fee$ that #a$ance score car) can eintro)uce) to appraise in)i*i)ua$ emp$oyees as /e$$ as the ranch itse$f. +ou

ha*e to con*ince the management to a)opt #a$ance score car) y e7p$aining a$$

the four ua)rants of it. 3iscuss (10 Mars!

Q-. ea)y So$utions is a manufacturing firm /hich is rate) *ery high in

emp$oyee satisfaction sur*ey. Et is sai) that since career p$anning is practice) in

the organiation /hich he$ps the emp$oyee remain moti*ate) an) hence the high

satisfaction $e*e$. 3iscuss"

a. Career p$anning an) the entire process (2 Mars!

. 3iscuss the enefits /hich ea)y so$utions as /e$$ as the emp$oyees /oring

there cou$) reap. (2 Mars!

Marketing Management


Q1. 7p$ain the IPDs of Mareting Mi7 /ith reference to any moi$e of your

choice. (10 Mars!

Q%. Assume you /ant start a ne/ company /hich /i$$ se$$ shoes to the higher

mi))$e c$ass consumer of En)ia. 8hat e$ements of e7terna$ en*ironment that you

/i$$ nee) to stu)y efore you start the usiness9 7p$ain /ith reference to the

shoe in)ustry. (10 Mars!

Q-. +ou ha*e een appointe) as a Mareting Manager /ith a company that

manufactures efrigerator. The company se$$s refrigerator in a$$ the metro cities

of En)ia. The company no/ p$ans to e7ten) the pro)uct $ine /ith the $aunch of

8ashing Machine.

a! +ou ha*e een ase) to )eci)e the #ran) 6ame, Pro)uct uniue features,

pricing, )istriution an) promotion for the ne/ /ashing machine. 7p$ain /ith

reason. (2 Mars!

! +ou ha*e een ase) to )esign the Segmentation, Targeting an) Positioning

for the 6e/ 8ashing Machine. (2 Mars!Marketing Research



25/37


1. +ou /ant to un)erstan) the customerDs e7perience in a hote$ an) /ant to use

ua$itati*e research metho)o$ogy. 7p$ain any four metho)s a*ai$a$e for

ua$itati*e research. (10 mars!

%. A company is p$anning to )o research on ne/ )eo)orant targeting youth. They

/ant you to )o the samp$ing of un)ergra)uate stu)ents in Mumai. =o/ /i$$

you ensure ran)omness in the process of samp$ing9 (10 mars!

-. +ou /ant to no/ /hether the )eman) of a particu$ar mo)e$ of shampoo

ran) is )epen)ent on age an)Nor income.

a. 3esign a suita$e uestionnaire. (2 mars!

. ustify the categories in age an) income. (2 mars!

Marketing Strateg"


Q1. Prepare a S8'T ana$ysis for any company of your choice. A$so, e$aorate on

the points mentione) in S8'T. (10 Mars!

Q%. MNs Smart an) #eautifu$ is an Enternationa$ c$othing company ha*ing its

presence in 1- countries, it p$ans to se$$ ran)e) c$othes in En)ian Maret. The

company hires you to stu)y the maret for ne/ #usiness. 7p$ain competiti*e

ana$ysis using Michae$ PorterDs :i*e :orces Mo)e$ in this case. (10 Mars!

Q-. MNs Parampara se$$s t/o types of Soap in En)ian Maret i.e. Suah an)

Sa*era. Suah is a maret $ea)er from $ast 10 years, ut recent$y is facing tough

competition /ith ne/ competitors. Suah is so$) at $o/er price an) that is one of

the prime reasons that they ha*e ma7imum maret share.

Sa*era has een the $aunche) as a Maret cha$$enger to gi*e competition to ne/

pro)ucts from competitors.

a! 8hich maret $ea)er strategy you /i$$ a)opt for Suah #ran)9 7p$ain in

)etai$. (2 Mars!

! 8hich maret cha$$enger strategy you /i$$ a)opt for Sa*era #ran)9 7p$ain in

)etai$. (2 Mars!

.perations Management


Q1" 8ith the recent a)*ent of the soca$$e) Chinese ma)e cheaper pro)ucts,

there is a $ot of strategic pressure on esta$ishe) companies to compete /ith

these cheaper sustitutes as /e$$ as maintain ua$ity at the same time. A$so

there is a recent tren) amongst consumers for first copyN )up$icates of

ran)e) pro)ucts. 8hy )o you thin that these so ca$$e) Chinese

manufacturers are a$e to mae pro)ucts cheaper than most a*ai$a$e9 A$so

ho/ )o you thin can competing an) maintaining ua$ity e achie*a$e for

companies for origina$ ran)e) pro)ucts $ie Ca)ury, ayan, etc to tac$e the

other )up$icate pro)ucts9 (10 Mars!

http://distpub.in/index.php/cPath/35_81/http://distpub.in/index.php/cPath/35_81/http://distpub.in/index.php/cPath/35_81/http://distpub.in/index.php/cPath/35_81/http://distpub.in/index.php/cPath/35_81/http://distpub.in/index.php/cPath/35_81/


26/37

Q%" >ist )o/n rief$y the *arious in*entory management techniues pre*a$ent in

the in)ustry. 3iscuss ho/ some of these techniues /ou$) e app$ica$e to a

Me)ica$ Store in effecti*e management of their in*entories, i.e me)ica$ supp$ies.

(10 Mars!

Q-" A#C >t) is a $ea)ing corporate in En)ia in the Te7ti$es. After an e7tensi*e

research y their Mareting )epartment they foun) out they shou$) )i*ersify into

:oo)s e*erages. The top management )eci)e) to get in the manufacturing of

a coconut f$a*oure) soft )rin an) a coconut f$a*oure) mi$ ase) )rin.

Pumping capita$ in the *enture into the usiness is not a maor concern for the

company as they ha*e many regu$ar in*estors on han). The company /ou$) $ie

to ha*e a maor presence /ith a pan En)ia )istriution net/or.

a! 3o you thin the i)ea of getting into the usiness of a coconut f$a*oure)

)rins a feasi$e usinessNpro)uct on for a te7ti$e manufacturing company9 ;i*e

your *ie/s /ith reasons. (2 Mars!! Assuming that the usiness i)ea /ou$) ha*e a *ery encouraging response,

suggest a suita$e p$ant $ocation to set up the e*erage manufacturing. ;i*e

reasons for the same. (2 Mars!



Q1. 3iscuss the *arious >ega$ an) n*ironmenta$ Essues face) y the /e$$no/n

Tata Motors /ith reference to their p$ant set up in 8est #enga$. 8hat Tata

Motors or any such company shou$) ha*e )one to a*oi) such issues.

Q%. 3iscuss in rief the *arious techniue to achie*e Tota$ Qua$ity management.

A$so )iscuss ho/ /i$$ the concepts of Si7 Sigma an) 2S metho)o$ogy e

app$ica$e an) imp$emente) in a =ospita$N Me)ica$ faci$ity. 3iscuss /ith an

e7amp$e if any possi$e.

Q-. A#C >t) is a startup *enture y a fe/ young entrepreneurs. They /ant to

start a moi$e foo) *an to e $ocate) outsi)eN near a schoo$N co$$ege. They ha*e

)eci)e) to start the setup in a customie) *ehic$e of a sie simi$ar to that of a

mini truc. As a management consu$tant, p$ease a)*ice them on the fo$$o/ing

ueries that they ha*e.

a! 8hat shou$) e their typica$ menu on offer e9 ;i*e reasons. (Consi)er that

the items on offer shou$) not e too many consi)ering that on$y -I peop$e /i$$

e managing the usiness!. ;i*e an appro7imate i$$ of materia$ for the items

$iste) on the menu. (2 mars!

! Shou$) they e offering the item /ith an option of (i! eing ser*e) on the

spot an)N or (ii! in prepace) form an) a$so at /hat times /ou$) the same e

on offer. 3iscuss this /ith reference to any in*entory mo)e$ concept that you

must ha*e stu)ie). (2 mars!





27/37

Q1. 3iscuss the *arious >ega$ an) n*ironmenta$ Essues face) y the /e$$no/n

Tata Motors /ith reference to their p$ant set up in 8est #enga$. 8hat Tata

Motors or any such company shou$) ha*e )one to a*oi) such issues. (10 mars!

Q%. 3iscuss in rief the *arious techniue to achie*e Tota$ Qua$ity management.

A$so )iscuss ho/ /i$$ the concepts of Si7 Sigma an) 2S metho)o$ogy e

app$ica$e an) imp$emente) in a =ospita$N Me)ica$ faci$ity. 3iscuss /ith an

e7amp$e if any possi$e. (10 mars!

Q-. A#C >t) is a startup *enture y a fe/ young entrepreneurs. They /ant to

start a moi$e foo) *an to e $ocate) outsi)eN near a schoo$N co$$ege. They ha*e

)eci)e) to start the setup in a customie) *ehic$e of a sie simi$ar to that of a

mini truc. As a management consu$tant, p$ease a)*ice them on the fo$$o/ing

ueries that they ha*e.

a! 8hat shou$) e their typica$ menu on offer e9 ;i*e reasons. (Consi)er thatthe items on offer shou$) not e too many consi)ering that on$y -I peop$e /i$$

e managing the usiness!. ;i*e an appro7imate i$$ of materia$ for the items

$iste) on the menu. (2 mars!

! Shou$) they e offering the item /ith an option of (i! eing ser*e) on the

spot an)N or (ii! in prepace) form an) a$so at /hat times /ou$) the same e

on offer. 3iscuss this /ith reference to any in*entory mo)e$ concept that you

must ha*e stu)ie). (2 mars!

.rganisation Culture


Q1. Et is sai) that 'rganisationa$ cu$ture cannot e ui$t in a sing$e )ay, it starts

from the inception of the organisation an) eeps on e*o$*ing throughout. The

effort of the top management is paramount for )e*e$oping an organiationDs

cu$ture. #ase) on the statement )iscuss the step in*o$*e) in the creation of a

cu$ture. (10 Mars!

Q%. 8i$$iam 'uchi, a management professor /ho )e*e$ope) theory 5 /hich is

sai) to e the hyri) of the /estern management system & astern

management system (specifica$$y apanese! focuses that the effecti*eness of

any organiation )epen)s upon the $e*e$ of humanism present. Critica$$y

e*a$uate the ao*e statement y gi*ing a c$ear )escription of its features. (10

Mars!

Q-. +ou ha*e recent$y oine) an organiation as the VP'perations. 8ithin a

short span of time you see that the emp$oyees /or in si$os an) )o not

communicate much /ith each other. +ou /ant to ring a change in or)er to ha*e

a c$ose nitte) team an) increase the pro)ucti*ity

a. =o/ /ou$) you ring in such a change9 (2 Mars!

. 8hat /ou$) e the ro$e of communication in change9 (2 Mars!.rganisational -heor" structure and $esign



28/37


Q1. Cu$ture is sai) to e the essence of an organisation an) it (cu$ture! is

esta$ishe) in )ifferent $e*e$s. En or)er to un)erstan) the cu$ture of any

organisation /e shou$) e /e$$ a/are of the $e*e$s of the 'rganisationa$ cu$ture.

3iscuss the cogniti*e $e*e$s of the organiationa$ cu$ture to *a$i)ate the

statement. (10 Mars!

Q%. am oine) the purchase )epartment of a construction firm in %000 /hen a$$

the operations /ere )one manua$$y. 6o/ the company is a)opting a ne/

soft/are /hich /i$$ ease the process, sa*e time an) re)uce errors. am is

resistant of using ne/ soft/are for the purchase )epartment, he fin)s it to e a

hass$e. 3iscuss in )etai$ /hat cou$) e the proa$e reasons of amDs resistance

to change9 (10 Mars!

Q-. 'rganiations are often compare) to a system since here a$so /e ha*e

)ifferent components /ho are some /ay or the other re$ate) to each other an)

in or)er to achie*e organisationDs oecti*e they ha*e to interact. #ase) on this

statement )iscuss

a. The )ifferent components of the organiation (2 Mars!

. The e$ements of Ms.


29/37

functione) as a fami$y run usiness an) )i) not ha*e an = )epartment ti$$

%01I. Mohan


30/37

/e$$ as most of the sutass. #y the time the first meeting of the proect too

p$ace, Co$in fe$t more secure aout the contro$ an) )irection of the proect than

he ha) at the eginning of any of this pre*ious proects. =e ha) specifica$$y

)efine) the oecti*es an) tass for each team memer an) ha) assigne)

comp$etion )ate for each tas. =e ha) e*en ma)e up in)i*i)ua$ contracts for

each team memer to sign as an in)ication of their commitment to comp$etion of

the assigne) tass as per sche)u$e )ates. The meeting /ent *ery smooth$y, /ith

a$most no comments from team memers. *eryone pice) up a copy of his or

her contract an) /ent off to /or on the proect. Co$in /as ecstatic aout the

success of the proect.

a. 3o you thin Co$in /ou$) fee$ the same /ay si7 /ees from no/9 ustify your

ans/er. (2 Mars!

. Compare his approach /ith the pre*ious one. (2 Mars!

Services Marketing


Q1" An internationa$$y acc$aime) Sa$on has set up its ser*ices at the /e$$no/n

2star hote$ an) has een operating for the past si7 months satisfactori$y. Et

offers asic sa$on ser*ices to oth ma$e an) fema$e c$ients in separate sections.

Et has a stea)y f$o/ of regu$ar customers, /a$ins, hote$ guests an) specia$

customers. Et no/ /ants to )e*e$op an) )esign, ne/ offerings a))ing to the

asic ser*ices it offers. These ne/ ser*ices that are to e a))e) /i$$ ha*e to e

tai$or ma)e to suit the /eather, sin type, hair type etc. To create the ne/

offering the team comprises of mareting manager (that is you!, a financia$

manager an) an aesthetician. 8hat /i$$ e your suggestions to create the

ser*ice concept an) pacage esi)es $ue printing the ser*ice offering9 10

MarsW

Q%" #aersEnnD has een recent$y starte) y a gra)uate chef. Et aes assorte)

caes. The array of goo)ies it offers is assorte) caes, seasona$ caes an)

assorte) rea)s n piasD. 'n some )ays the o/ner foun) that certain pro)ucts

so$) more /hi$e )uring certain months seasona$ pro)ucts sa$es /ere high. 8hi$e,

some festi*e months egg pro)ucts so$) more an) fe/ )ays egg$ess pro)ucts

/ere purchase) more. As a stu)ent of mareting ho/ /i$$ you stream$ine (a! the

)eman) an) supp$y mismatch (! manage capacity of caes, seasona$ caes an)

rea)s n pias, put in or)er the systems an) process /hi$e )oing this crafting a

ser*ice en*ironment for the pro)ucts of #aersEnnD9 10 marsW

Q-. Case$et

The rea$ estate roa) has een )im$y $it for the past year. 'ne $oo at the rea$

estate report sho/s statistics or numer )onDt $ie. The )eman) for housing has

seen a )ip an) the sector has s$uggish sa$es.

The sector is p$ague) /ith numer of cha$$enges such as, raising fun)s for rea$

estate proectDs, :oreign 3irect En*estments (:3EDs! has seen a )ecrease in $astfinancia$ year. Enput cost ha*e risen )ue to inf$ation, financing cost ha) increase)



31/37

for )e*e$opers hence prices ha*e gone ao*e uyerDs range resu$ting numer of

unso$) units, /i)e gap in )eman) an) supp$y for economica$$y affor)a$e homes.

The in)ustry nee)s to ha*e a $oo eyon) the ET an) ETS sector for commercia$

office spaces, specu$ation in $an) an) property prices, $an) encroachment, $ac

of regu$ations comine) /ith $ac of transparency a))ing to the gro/ing

concerns. The *a$ue chain of this sector is sprea) o*er - to 2 years an) four

components such as conceptua$isation, p$anning & )esign, )e*e$opment an)

han)o*er an) maintenance. As sai), - to 2 years )epen)ing on sie, sca$e,

$ocation an) type of )e*e$opment. The strength of the sector is in its

transformation of uran $an)scape, gro/th of sector therey supporting high

economic gro/th, regu$atory an) ta7 reforms, rising )isposa$e incomes an)

uraniation. The gro/th of the sector /i$$ ring *isi$e transformation $ie

increase) sca$e, )e*e$opment of ne/ operating mo)e$s ($easing an) renta$s!,

intro)ucing corporate, ne/ regu$ations, a)*ancement in techno$ogy an) ne/er

fun)ing sources as /e$$ as ne/ pro)uct offering.A$ong /ith the strengths an) cha$$enges the ui$)ers an) rea$tors ha*e to

grapp$e /ith the e7pectations of the staeho$)ers an) go*ernment. En *ie/ this,

)iscuss an) )eate on

Q- (i! As a part of the #ui$)ers Mareting TeamD )iscuss the financia$ scenario of

ea$ state sectorNin)ustry9 (2mars!

Q- (ii! :rom the perspecti*e of internationa$ rea$tors gauge the economic

scenario of the En)ian ea$ state sector9 (2mars!

Social Media Marketing and 0e) 'nal"tics

1. +ou /ant to start socia$ me)ia mareting for your company )ea$ing in oos.

8hat are your options in pricing strategies9 (10 mars!

%. +ou ha*e starte) ana$ying your mareting )ata from the /e using a too$

such as ;oog$e Ana$ytics. 7p$ain /hat metrics cou$) you use9 (10 mars!

-. Ans/er in rief"

A! 3ifferentiate et/een offsite an) onsite /e ana$ytics, gi*ing one e7amp$e

of each. (2 Mars!

#! =o/ is S' )one using ;oog$e 8emaster9 (2 mars!

Strategic Cost Management


Question 1" 3ue to increase) )eman), the management of Sch/eppes

#e*erage Company is consi)ering to purchase a ne/ euipment to increase the

pro)uction an) re*enues. The usefu$ $ife of the euipment is 10 years an) the

companyDs ma7imum )esire) payac perio) is I years. The inf$o/ an) outf$o/

of cash associate) /ith the ne/ euipment is gi*en e$o/"



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euire)" Shou$) Sch/eppes #e*erage Company purchase the ne/ euipment9

se payac metho) for your ans/er.

Question %" 3uring a recent Management meeting, a ne/$y recruite) trainee

referre) to a too$ ca$$e) #a$ance Scorecar)D. The team got e7cite) an) ase) the

trainee to rief$y e7p$ain /hat #a$ance Scorecar) is9 +ou eing the ne/ trainee

thus e7pecte) to )iscuss /hat #a$ance Scorecar)D is9

Question -(a! M an) M Co. >t). has freuent pro)uction shut)o/ns )uring the$ast fe/ months, $ea)ing to huge financia$ $osses. 3uring the meeting $ast month

the 'perations 3irector has pointe) out that $ac of maintenance has resu$te) in

this situation. The P$ant Encharge has ase) your he$p. P$ease )iscuss in rief

the types of Maintenance to a*oi) such a situation. (2 Mars!

Question -(! A *enture capita$ist is p$anning to in*est in a start up /ith a

promising returns ut /ith a $ong gestation perio). =o/e*er he is concerne) if

he /i$$ e a$e to reco*er his money in short time frame. Someone has

suggeste) to use Payac as a criteria to e*a$uate the proposa$. 3iscuss in rief

the a)*antages of Payac Perio) criteria as a techniue of e*a$uating

in*estment proposa$. (2 Mars!

Strategic inancial Management


Question 1" A company nee)s s.1% $acs for a ne/ factory /hich /ou$) yie$) an

#ET of s. %00,000 annua$$y. The company e$ie*es in ma7imiing the earnings

per share to enhance shareho$)er *a$ue. Et is consi)ering the possii$ity of

issuing euity shares p$us raising a )et of s.%00,000, s.H00,000 ors.1,000,000. The current maret price of the shares is s.I0 per share /hich is



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e7pecte) to )rop to s.%2 per share if the orro/ings /ere to e7cee)

s.J20,000.

Cost of orro/ings is as un)er"

pto s.%20,000 10 p.a

#et/een s.%20,001 an) s.H%2,000 1I p.a

#eyon) s.H%2,000 1H p.a

Ta7 rate is 20. 8or out the PS that /i$$ meet the oecti*e of the

management. (10 Mars!

Question %" 3iscuss in rief the Princip$es of Capita$ #u)geting. (10 Mars!

Question -" (a! 3uring the $ast fe/ years, Mergers & Acuisitions ha*e ecome apreferre) route to ha*e inorganic gro/th B some ha*e succee)e) /hereas some

ha*e fai$e). Various reasons ha*e een put forth as an argument to ustify M&A

as a route to gro/th. #rief$y )iscuss the reasons ehin) M & A.

(2 Mars!

Question -(!" 3i*i)en)s ha*e een a great source of price manipu$ation in the

stoc marets, especia$$y one time ig )i*i)en)s push the share price through

the roof. =o/e*er, MM has a )ifferent opinion maing )i*i)en) irre$e*ant. 8hat

are the assumptions of MM hypothesis of irre$e*ance of )i*i)en)s.

(2 Mars!

Strategic Management


Q1. As C' of a company, ho/ /i$$ you e7p$ain to your emp$oyees the ?6ee) of

;$oa$iation@9 7p$ain /hat /i$$ e the maor Cha$$enges your Company /i$$ face

if it )eci)e to go ;$oa$. (10 Mars!

Q%. #rief$y e7p$ain the effect of the Mc ea) Component. 8hat /i$$ e your strategy as a C' for the

fo$$o/ing9

(a! =o/ /ou$) you han)$e crisis an) staeho$)ers )uring the anne) perio)9 (2

Mars!

(! 8hat $ong term strategic changes /i$$ you $ie to ring in your company,

from the $earning from the inci)ent9 (2 Mars!

Suppl" Chain Management




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Q1. ?A)*ancements in techno$ogy ha*e $e) to the sophistication in Supp$y

Chains@. Mention t/o e7amp$es of organiations that ha*e achie*e) this. (10

mars!

Q%. ?En mo)ern retai$ing it is the supp$y chains that compete rather than

companies.@ Support this statement y gi*ing t/o e7amp$es of supp$y chains in

the En)ian conte7t. (10 mars!

Q-. 8ith the epu$ic 3ay aroun) the corner, #ig #aaar has announce) ?Sase

Saste 3in@ offer /herein it is offering pro)ucts at roc ottom prices. Tempte)

y the attracti*e prices, Mr. Pan)it )eci)es to stop o*er at #ig #aaar out$et

efore going ac home. 8hen he arri*es at the out$et, he )isco*ers too many

appea$ing )ea$s, an) as a resu$t shops much more than /hat he /ou$) ha*e

e7pecte). 8hen #ig #aaar $aunche) this scheme in %00H, they so$) goo)s

/orth s. %H0 mi$$ion. ncourage) y the response, they ran the scheme for

three )ays in %00J. 3uring this three )ay perio), appro7imate$y si7 mi$$ion

peop$e *isite) the stores. The I- out$ets of #ig #aaar so$) goo)s /orth s. 1.%2i$$ion. A tota$ of 10G thousan) e) sheets, -0,000 ce$$ phones an) 11,000

pieces of appare$ /ere so$). There /ere reports that the company ha) to shut

)o/n many of the out$ets as they ha) not anticipate) the customer response

an) the stocs of se*era$ popu$ar items ha) een e7hauste). Pre)icting the

)eman) for such schemes is a$/ays a tricy o.

a. =o/ )o you thin #ig #aaar can forecast etter to a*oi) stocouts in this

case9 (2 mars!

. 3o firms that forecast correct$y re$y on crossfunctiona$ as /e$$ as cross

organiationa$ trust9 (/ith supp$iers an) )istriutors! ;i*e an e7amp$e to

support your ans/er. (2 mars!

-a+ation 1 $irect & #ndirect


Q1. As a ta7 a)*isor, e7p$ain the *arious )e)uctions a*ai$a$e to an En)i*i)ua$

uNs G0 of the Encome ta7 Act. (10 Mars!

Q%. Ascertain the hea) of ta7ai$ity of the incomes an) gi*e reasons for the

same (10 Mars!

• 3i*i)en) of s.GI,000 recei*e) y Mr. aa from an En)ian company.

•

>ease rent of *acant p$ot of $an) of s.2%,%00 recei*e) y Mr.


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• :ees of s 1,I2,000 recei*e) from one of the c$ient for /inning a case in

Encome ta7.• Enterest of s.-,200 recei*e) on refun) from ta7 authorities

Q-. 7p$ain the fo$$o/ing"

a. The )efinition of Encome is not restricte) to the Actua$ Encome recei*e) or

accrue) )uring the pre*ious years ut goes eyon) an) inc$u)es 3eeme)

Encome a$so. 7p$ain the same /ith suita$e e7amp$es. (2 Mars!

. 7p$ain the importance of :'M C, :'M 3, :'M 1 an) :'M : un)er the

Centra$ Sa$es Ta7 Act. (2 Mars!

-a+ation ( $irect and #ndirect


Q1. Mr A suffere) hea*y $osses in the pre*ious year un)er the hea) of #usiness

profession as /e$$ as in the share maret. As a consu$tant, a)*ise him theprocess of Carry :or/ar) an) Set 'ff of >osses in Suseuent years. (10 Mars!

Q%. As a ta7 a)*isor, e7p$ain the *arious e7emptions a*ai$a$e to Sa$arie)

En)i*i)ua$ uNs 10 of the Encome Ta7 Act. (10 Mars!

Q-. So$*e the fo$$o/ing"

a. aesh a #ritish 6ationa$ is a esi)ent & 'r)inary resi)ent in En)ia )uring the

pre*ious year %01- 1I. =e o/ns a house in >on)on, /hich he has $et out at

10000 ;#P per month. The municipa$ ta7es pai) to the Municipa$ Corporation is

G000 ;#P )uring the pre*ious year %01-1I. The *a$ue of one ;#P in En)ian

upees to e taen is G%.20.

Compute the ta7a$e Encome of aesh for Assessment year %01I12 (2 Mars!

. ?The )efinition of capita$ asset )oes not inc$u)e the stoc in tra)e, persona$

effects of mo*a$e nature, agricu$ture $an) situate) in any part of En)ia@. 8hat is

your opinion on the ao*e mentione) statement9 $aorate. (2 Mars!

-otal ualit" Management


Q1a. ;i*en e$o/ is the acti*ity cost per annum for a sma$$ pro)uction unit.

Ca$cu$ate the cost on *arious ua$ity cost c$assification on the tota$ cost. State

your oser*ation an) comment on the areas of impro*ements. (2 Mars!

3esign engineering s 22,000

3isposa$ of reecte) materia$s 1H0,000

:inishe) goo)s inspection 1I0,000

Materia$s inspection J0,000

Pre*enti*e maintenance G0,000

Processing customer returns 120,000

3isposing of scrap 1F2,000Assessing *en)or ua$ity I2,000



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e/or -G0,000

8arranty /or %%2,000

Tota$ acti*ity cost s1,200,000

. En your opinion shou$) the organiation spen) more on cost of goo) ua$ity or

cost of poor ua$ity9 7p$ain /ith reasonsNe7amp$es. (2 Mars!

Q%. a. Choose a pro$ems in your /or area an) e7p$ain ho/ you /i$$ use cause

an) effect )iagram to i)entify the causes for the pro$em. (e.g. pro$ems can e

high asenteeism, $o/ pro)ucti*ity, increase in acci)ent rates etc.! (2 Mars!

. 3ra/ a f$o/ chart for maing tea /hich in*o$*es the fo$$o/ing acti*ates an)

)ecisions. .

a. #oi$ /ater . A)) tea $ea*es c. oi$ for 2 min ). fi$ter e. A)) mi$ (if reuire)!

f. a)) sugar (if reuire)! g. pour in the cup (2 Mars!

Q-.a. +ou are appointe) the Management epresentati*e of your organiation to

imp$ement ES' F001. 7p$ain the steps you /i$$ tae to successfu$$y get the ES'

certification for your organiation. (2 Mars!

. T/o ES' certifie) organiation mae same pro)uct, /i$$ they ha*e same

pro)uct ua$ity9 7p$ain your ans/er.

'dvanced Suppl" Chain Management


Q1. The oecti*e of supp$y chain management (SCM! is to remo*e time an)

cost from supp$y chains, impro*ing profitai$ity an)Nor competiti*eness. Most

app$ications an) enefits ha*e resu$te) from a$$iances et/een $arge retai$ers

an) $arge pacage) goo)s *en)ors. :irmsie imp$ications are important. 8hi$e

sma$$ an) mi)sie) gro/ers may fin) the cost to e high the inno*ation of

$ogistics pro*i)e) y outsi)e supp$iers is an a$ternati*e. 3iscuss specific

app$ications of SCM in the pro)uce in)ustry, /ith emphasis on factors such as

perishai$ity an) pro)uction *ariai$ity. 7p$ain ho/ to incorporate outsourcing

into your usiness. (10 mars!

Q%. An automoi$e manufacturing companyDs p$anning consi)ers the tota$

numer of cars p$anne) for the in)i*i)ua$ mo)e$s, co$ours, or options /hich

resu$ts often in high in*entory an) cost of pro)uction. As they are una$e to

match supp$y an) )eman), p$anning proposes to use aggregate p$anning.=o/ )o

you thin aggregate p$anning can he$p them9 8hat are the options for situations

in /hich )eman) nee)s to e increase) in or)er to match capacity9 (10 mars!

Q- a. 'nce the maeoruyD )ecision has een ma)e, e7p$ain the ne7t step to

)eci)e on sourcing. (2 mars!

Q- . The past fe/ years ha*e /itnesse) the rapi) gro/th in usiness process

outsourcing, to areas such as manufacturing an) pro)uct )esign. The goa$ then

/as often $arge$y restricte) to achie*ing operationa$ efficiencies. 3o you thin



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that organiations shou$) no/ mo*e from ?tactica$@ to ?strategic outsourcing9

7p$ain /ith reasons an) e7amp$es (2 mars!

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