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(DEMB11)

EXECUTIVE M.B.A. DEGREE EXAMINATION, JUNE - 2014

First and Second Years

Paper - XI : Business Policy and Strategic Management

Time : 3 Hours Maximum Marks : 75

Section - A (3 x 5 = 15)

Answer any Three of the following

1) a) Strategic control

b) Intensive strategy

c) Internal security

d) Corporate Planning

e) Turn-around management

f) Strategic dissonance

Section - B (3 x 15 = 45)


2) In what way strategic planning is different from operational planning.

3) The key to successful implementation of strategy is effective leadership�. comment.

4) When is a company likely to choose related diversification and unrelated diversification.

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5) Do you agree with suggestion that soon all industries will need to evaluate global envi-ronments?

6) How can a firm identify core and distinctive competencies

7) Discuss the significance of portfolio analysis in the face of globalisation.

Section - C (15 )

Compulsory

8) Viswanath, an employee of National Telephone Corporation, was an ambitious young man

who wanted to set up his own business. While working in the telephone corporation, he used

to take orders from fellow employees for steel ward-robes. He executed the orders by

working as a commission agent for a ward-robe manufacturing company and could clearly

see the huge profits that the company was making.

Along with an engineer friend, who had considerable experience in marketing, Viswanath set

up a structural fabrication unit. Since, both the partners in this new fabrication unit were not

sure of themselves, they did not want to resign from their present job, In the initial stages, the

production manager of the steel fabrication unit was left to family members and trusted

friends none of whom had any experience in this business.

To increase their business, Viswanath offered his product on hire purchase scheme. The

consumer could pay 10% of the price in the beginning and the remaining amount in 15

monthly instalments. The product was priced to obtain a return of 40 percent per annum.

Viswanathan and his friend could get plenty of orders for the steel ward-robes and structural

steel fabrication. Since, they were busy working in their present factories and collecting

orders they could not spend any time in their steel fabrication unit.

Very soon they found that they were not able to meet the delivery schedules for the orders

which they had taken. They employed more persons to increase production. Within a short

time, to their surprise, most of their products were returned by the consumers due to poor

quality and they were not getting large orders as before. Alarmed at this trend, they started a

quality control drive, which annoyed the workers who argued that the fault was in the quality

of raw materials and not in the workmanship. By then, the number of orders on hand was

virtually zero.

As finished but unsaleable poor quality products mounted in their stores, there was a severe

cash flow problem. The creditors who had supplied steel sheets and anbles to Viswanath were

pressing for money. As there was not enough cash, they could not pay the creditors nor could

they pay the rent and the wages of their employees. Very soon, they had to close their unit

and sell away their product as scrap material to pay for wages and creditors. In the process,

Viswanath and his friend lost Rs.20000 each in one year.

i) Discuss why things went wrong with Viswanath�s business?;

ii) What management functions did he neglect; and

iii) How should he had approached the business of setting up of a steel fabrication unit?

(DEMB12)


(First and Second Years)

Paper - XII : INTERNATIONAL BUSINESS


Section - A (3 x 5 = 15)


1) a) Principles of absolute advantage

b) FTA

c) Multilateral agreement

d) Seven Tigers of Asia

e) LDCS

f) Object of IMF

Section - B (3 x 15 = 45)


2) What are the factors to be considered by MNCs in strategic planning?

3) How do you design an appropriate structure of management in international business?

4) Enumerate HRM problems faced by MNCs.

5) Elucidate the tools used in negotiations.

6) State the factors that influence multinational corporate culture.

7) Bring out the role of WTO in international business.

Section - C (15 )

Compulsory

8) The P & G Company is an American based company producing and marketing FMCG

products across India. Its competitors are HUL, Tata Chemicals, Godrej, etc. Of late due to

cut throat competition all these companies have reduced the prices of their product to the

maximum extent. Their market share has been eroded due to new competition that rose due to

the competition among these established players in the market. Now the company wants to

have tie-up with local manufactures and produce finished products in India, as the cost labor

and raw materials is cheaper, and export them to SAARC countries as the export to these

countries are free from trade barriers.

Questions:

a) Prepare list of agreements to be entered into with various parties to do this business;

and

b) What negotiations have to be undertaken for production and logistics?

(DEMB13)


(First and Second Year)

Paper - XIII : MANAGEMENT INFORMATION SYSTEMS


Section - A (3 x 5 = 15)


1) a) Time sharing

b) SQL

c) LAN

d) Character multiplexing

e) Data mining

f) Machine language

Section - B (3 x 15 = 45)


2) Explain the conceptual foundations of MIS.

3) What are the considerations in the development of systems?

4) State the stages in system development life cycle.

5) Discuss the trend in information technology.

6) What are the components of DBMS?

7) State the significance of information resource management.

Section - C (15)

Compulsory 8) We reach Nock in San Francisco�s lower Haight after dark. Once inside, our pupils

madly dilate as we try to catch the dynamics of this small, dark Cenozoic cave trimmed in

airplane fuselage and grunge-clad patronage. Most don�t take any notice; except a

Medusalike young man sporting the stubby remnants of the recently shorn dreadlocks who

rises from a floor cushion and extends his hand for a shake. He is Sirdystic, a hacker with

whom I�d had only E-mail contact until now.

��Cool place,�� I offer.

��Yup.�� He gives a wry smile. ��Cyber-Flintstones.��

Soon, seven of us are slugging down room-tempera-ture Guinnesses, which I�m buying.

They all belong to the Cult of the Dead Cow.a 13-year-old, in-your-face hacking group

whose members are young, rebellious, brilliant, and fed up with a mountain of perceived

persecutions. They�re misunderstood ��white hat�� good guys. Clueless federal agents are

dogging them for no good reason. Privacy. Free speech. You get the picture.

But what they really hate is Microsoft Corporation, which, in the past year, has become

the greatest of hacking targets. ��We bring all these huge, gaping holes to their attention, and

they don�t listen,�� bellows Deth Veggie, a mammoth 24-year-old with rock-star looks.

Microsoft, they say, is more interested in marketing new systems than in securing them.

Microsoft is breeding �dumbed-up�� systems administrators who are so reliant on friendly,

point-and-click interfaces that they fail to set basic security settings. Microsoft they say,

hasn�t learned from past mistakes made-and patched-in the Unix operating system.

��When we find a hole, we share that exploit with the rest of the world-and it takes

Microsoft a long, long time to respond,�� says 22-year-old Tweetfish.

Hackers have posted the source code and techniques of myriad attacks against

Microsoft products on World Wide Web sites and bullets in boards. They�ve got the tools to

crack passwords on NT and Windows 95 operating systems. and the techniques to grab those

passwords from LAN Manager. Hackers know how to drop an ActiveX security level from

high to none, essentially helping themselves to anything on the machine and the network it�s

connected to.

And the list goes on. Why Microsoft? \Why NT? First Microsoft is the biggest dog on the porch. Run, no

less, by the richest guy on the planet. That�s irresistible to many hackers. Also, compared

with Unix which has been hacked and patched ad nausearn, NT makes for an exciting new

plyaground.

In addition, Windows NT is quickly infiltering the enterprise. Microsoft is shipping

more than 100,000 units of NT Version 4.0 every month. According to The Sentry Group, 85

percent of businesses and government agencies in the United States will use Windows NT as

a desktop platform by next year.

In NT 5.0, Microsoft will introduce a three-tiered security architecture. MIT-developed

RCF Kerberos authentication will replace the LAN Manager setup that hackers find so

inviting. In addition, crypto-key infrastructure will be included to support digital certificates

that authenticate users who access the system remotely. Moreover, in NT 5.0, data encryption

will be supported, and administrators will have a central point from which to issue certificates

and access controls.

Microsoft also maintains an electronic-mail address ([email protected]) to which

anybody can send information about vulnerabilities. In addition, the company employs about

300 engineers who work only on security. And they listen to both hackers and customers,

according to.Ed Muth, NT product manager. ��We have demanding customers like banks and

defense agencies who are not shy about telling us their security desires,�� he says.

��That�s a bunch of marketing crock.�� Veggie says. �We try to contact Microsoft, and

we always get the brush.��

In any event, the bottom line is that the security problems most hackers ferret out aren�t

having a serious effect on Microsoft�s ability to do business. Corporate America doesn�t seem

too spooked about Microsoft security, given the speed at which they are deploying Windows

NT. And that just keeps the hackers hacking away.

Questions: i) Why are hackers like the Cult of the Dead Cow hacking into Windows NT? ii) What is Microsoft doing about hacking and the security of Windows NT? iii) Is hacking by the cult of the dead cow and other ��white hat�� hackers ethical? Why or why not?

mailto:([email protected])

(DEMBA1)

Executive M.B.A. DEGREE EXAMINATION, JUNE - 2014


GROUP : A - MARKETING

Paper - I : SALES & ADVERTISING MANAGEMENT


Section - A

Answer any Three of the following (3 × 5 = 15)

1) a) Sales process

b) Communication skills

c) Selection of sales men

d) Sales effort

e) Advertising copy

f) Media selection

Section - B


2) Explain the techniques of sales forecasting.

3) What promotion strategy would be more appropriate for an effective promotion.

4) Describe different methods of fixing sales quotas.

5) How do you determine the advertisability of a product?

6) Describe the training, evaluating and supervising of sales men.

7) Elucidate the relation ship between sales distribution management.

Section - C

Compulsory (15) 8) Opportunity is always knocking, goes a splinter thought of the popular aphorism. The trick is

to open the door every time it knocks.

For confectionery major Parle Products Ltd., the findings of a recent study conducted by A C

Nielsen afforded the perfect opportunity to set up an interface with Indian consumers and

speak to them about the popularity of flagship glucose biscuit brand, Parle-G. An opportunity

that Parle Products and Everest Integrated Communications - the agency handling the Parle-G

account - grabbed with both hands. The result ? A five-commercial �testimonial� campaign

that underlines the findings of the A C Nielsen study: that Parle-G has emerged as the world�s

largest-selling biscuit brand.

A cursory look at the commercials, just to get a hang of the campaign. The first commercial

(�boarding school�) is about this girl recounting her first experience of boarding school. She

talks about the anguish that comes from leaving a big, well-knit family, the alien atmosphere

of the boarding school, the tears of distress... �Phir Maine papa ke diye hue jhole ko khola,�

she says. �Pata hai usme -kya tha ? Parle-G.. Wahi pehchaani khushboo, wahi swaad. Aisa

laga jaise main ghar par baithke Parle-G kha rahi hoon...� The spot ends with the voiceover:

�Barson se apna sa swaad. Parle-G.�

The second ad (�exam�) is about a man harking back to the �all-night study plans� that he and

his friends used to chalk out while preparing for their examinations. The plans, of course,

stayed as plans, with the friends rarely ever burning the midnight oil. �Raat bhar chai pee, raat

bhar Parle-G khaayaa, thodi si padhai kar li... aur exams hamesha achhe beet gaye,� he shrugs

and smiles. �Soye dimaag ko jagaaye, Parle-G,� informs the voiceover.

Ad three (�college�) has this boy narrating the story of how he gave the very desirable �Tina�

a lift from college one rainy day. It turns out that fussy Tina was prone to a bit of whining,

while our narrator was rather stretched for money. �Meri jeb mein woh das ka phata hua note!

Usse paise mangta? Tchk...� the ego kicks in. The �solution presents itself in the form of a

roadside dhaba. �Ek cutting chai, ek Parle-G. Uska to mood ban gaya, yaar...� the boy says,

thrilled. �No fuzool, paisa vasool, Parle-G,� the voiceover chuckles.

The remaining two ads (�school� and �train journey�) are about a mother talking about her son

tendering excuses for not having his lunch in school, and about a woman recalling a train

journey where Parle-G helped assuage hunger when the train was left stranded in The middle

of nowhere. All five commercials end with the slug, �Parle-G. Duniya ka sabse zyaada

biknewala biscuit.� (For the records, as per ORG figures. Parle - G enjoys a 69-percent share

of the domestic glucose biscuit market, pegged at close to 2.7 lakh tonnes per annum. Closest

competitor Britannia Tiger has a 24 percent market share.)

Questions:

a) Which one of these commercials drive one of the propositions from among taste,

nutrition, meal substitution, mental development/alertness, and affordability/value-for-

money?

b) Why these commercials have featured real consumers rather than celebrities? and

c) How does this campaign project Parle G biscuits as a �world champion�?

(DEMBA 2)

M.B.A. DEGREE EXAMINATION, MAY - 2014


Group - A : MARKETING Paper - II : Services Marketing & CRM


Section - A (3 × 5 = 15)


1) a) Concept of service.

b) Brand image.

c) Service vision.

d) Service mapping.

e) Genesis of CRM.

f) Features of e-CRM.

Section - B (3 × 15 = 45)


2) �Capacity and demand management is a major challenge for service firms�. Discuss.

3) What are the challenges faced in the marketing of services?

4) Discuss the reasons for the growth of services in India.

5) Bring out evolution of CRM and its cycle.

6) Describe the market potential CRM in India.

7) What are the issues relating to advertising, branding and packaging of services?

Section - C (15)

Compulsory

8) In the intense competition of the airline industry in the 1990s, providing service will no

doubt be the key to success. Carriers have lost billions of dollars in recent years and

desperately need to raise fares. Some airlines executives believe that improved service will

make higher fares more acceptable to customers. So rather than competing on price, airline

companies are focusing on service. Nobody does that better than British Airways, named in

an annual Euromoney magazine poll of business travelers as the airline providing the best

service.

British Airways has come a long way. In 1982 it lost $1 billion, an industry record.

When Colin Marshall took over as CEO in early 1983, the airline was an industry

laughingstock. Comedians referred to it, know by its initials BA, as �Bloody Awful�.

Employees morale had hit rock bottom : thousands of employees had been laid off, and those

remaining were embarrassed to work for the world�s worst airline. Marshall�s first challenge

was to restore pride. To send a clear message to both employees and potential customers, he

ordered newly designed uniforms for all personnel. The planes were repainted with bright

stripes and the motto �To fly, to serve�.

To make sure the airline lived up to its new motto. Marshall launched a major campaign

to change employees� attitude toward service. He surmised that many passengers, especially

business travelers, wanted better service. He therefore required all employees to participate in

a two-day seminar. �Putting People First�, which put the airline employees in the role of

customers. In the seminar, employees discussed some of their own experiences with poor

service.

Immediately, British Airways worked to overcome obvious problems, such as

uninteresting food, poor cabin service and insufficient legrrom. But Marshall also scrutinized

the less obvious. For example, because research had shown that passengers like to be called

by name, BA employees spent several months observing passengers on flights from London

to Glasgow and Manchester. The airline�s customer satisfaction scores went up

approximately 60 percent when ticket agents addressed passengers by name. From then on,

BA agents were expected to call customers by name whenever they could. Employees fluent

in several languages were placed at London�s heathrow Airport to help passengers. BA set up

booths at JFK Airport in New York City so that passengers could videotape comments about

BA service. Finally, the airline changed flight schedules according to customer�s

convenience.

British Airways also revamped its Concorde flights. Marshall decided to use BA�s

seven Concordes, which were losing money, to symbolize a revitalized airline. The firm

redecorated the planes and raised fares substantially, to levels 30 percent higher than first-

class fares on conventional jets. Since the Concorde can cross the Atlantic Ocean in half the

time it takes other jets, BA focused it advertising on the importance of time to business

travelers. As a result, BA�s Concorde flights achieved over 60 percent occupancy - the

breakeven point - on transatlantic routes.

Next, British Airways invested $40 million to improve first-class service. The airline

redesigned cabin interiors and put a video terminal at each seat. A new wine cellar offers an

improved selection; menus allow first-class passenger to eat when they wish.

In discussing service, British Airways CEO Marshall recalls the famous Twentieth

Century Limited, the train that ran from New York to Chicago. Conductors would pay

passengers $ 1 for every minute the train was late, no matter who or what was to blame. Air

traffic delays and weather problems would make it next to impossible for airlines to make the

same offer. But, as Marshall says, �We could promise to make the delays completely painless

with concentrated service attention. Think how many customers you could acquire for life if

and when the guarantee is cheerfully, quickly and easily paid�.

The improvements at British Airways have drawn the attention of managers from other

airlines and other service industries. The change have also turned the company around. In

1991, profits at British Airways were at an industry high of $496 million. It average revenue

per passenger, $396, was among the best in the industry. In terms of passengers carried and

passenger miles flown. British Airways has become the largest international airline in the

world.

British Airways would like to provide its much-lauded service to passengers throughout

the world. In July 1992, it finalized an agreement with USAir to form a transatlantic alliance.

But it withdrew its $ 750 million bid for 44 percent of USAir as it became clear that the

U.S.Government would not approve the deal. The proposed deal resulted in protests from

major U.S. airlines which claimed the British would have a huge head start to becoming the

first global airline. British Airways� second bid of $300 million for 19.9 percent of USAir

was approved in March 1993. Together, the two carriers will serve 339 cities in 71 countries.

Questions :

i) Why was it critical for CEO Colin Marshall to change employees� attitudes toward

service?; and

ii) How did British Airways use research to help serve customers better?

(DEMBA 3)



GROUP A - MARKETING

Paper - III : RURAL AND RETAIL MARKETING


Section - A

Answer any Three of the following. (3 × 5 = 15)

1) a) Message design

b) Rural advertising

c) Site Analysis

d) Chain Stores

e) Internet Selling

f) Launching new product in rural markets. .

Section - B


2) Discuss the scope and significance of rural marketing.

3) Explain rural buying models with examples.

4) Enumerate product strategy with rural orientation.

5) Describe price changes and modifications in rural marketing.

6) What are the services rendered by retailers?

7) What are the considerations while formulating retail marketing mix?

Section - C

Compulsory (15)

8) The problem of retail store location is significant and falls into the category of long-range

planning It entails a multiplicity of technological, economic behavioral dimensions. The

problem of selecting a proper store location calls for a detailed study of the cost aspects as

well as behavioral aspects. The data that are required for a location study should be collected

from a variety of sources, including Government, local municipalities, transportation

Authorities etc.

It entails consideration of the technology of the process, behavior of potential

employees and the economic impact of location. Such planning obviously represents a major

effort.

Questions :

i) If you were the operations manager, justify the effort? and

ii) Effectiveness, efficiency, productivity and profitability are affected by retail store

decision Comment.

(DEMBA 4)



GROUP A - MARKETING

Paper - IV : Consumer Behaviour and Marketing Research


Section - A


1) a) Ultimate consumer.

b) Reference group

c) Consumer decision making.

d) Nature of marketing research.

e) Testing of hypothesis.

f) Likert�s five point scale technique.

Section - B


2) Design marketing research on plan for the development of a new product.

3) How do you prepare research design for a marketing problem known to you?

4) Compare and contrast cognitive and emotional model of consumer decision making.

5) What is the relevance of motivation to consumer behaviour?

6) Describe the relationship between perception and consumer behaviour.

7) Critically examine any one model of consumer behaviour known to you

Section - C

Compulsory. (15)

8) Although most of you probably did not grow up with plastic slip covers over the living room

couch and/or the dining room chairs, many Americans did plastic slip covers which first

appeared in Chicagoin the mid 1950s and spread quickly to New York, are designed to

protect fabric of a chair or so for will still permitting consumers to see the cloth and its

design. With plastic Slipcovers, Someone�s head learning on the back of a fabric chair will

not stain the fabric nor will the colour of some one�s new teams come off on the couch.

Although many people who grew up with plastic slip covers in their homes like to make fun

of this fact, these same individuals were glad that in couch or chair had plastic slip covers

when try, in this youth, spilled milk or soda on the furniture.

Over the years, plastic slip covers have under gone a member of product improvements.

The use of the thinner-gauge plastic has made the material more supply,cloth bindings have

been replaced with clear bindings and nylon thread has been substituted for cotton thread.

Question :

Which social class or classes, would you expect to be the primary purchasers of plastic slip

covers?

(DEMBA 5) EXECUTIVE M.B.A. DEGREE EXAMINATION, JUNE - 2014


GROUP A - Marketing

Paper V � GLOBAL MARKETING


SECTION � A


1) a) Domestic vs international marketing

b) Scanning of world environment

c) Product extension and adaptation

d) Counter trade

e) International trade fairs

f) Export information system

SECTION - B


2) Describe the mode of transportation in international marketing

3) How is domestic marketing research different from international market research?

4) State the institutions established to promote international marketing.

5) Examine the EXIM policy of India

6) Bring out the features of international economic environment

7) Enumerate the mechanism available to monitor the global marketing effort.

SECTION - C

(COMPULSORY) (15)

8) Solar Marketing (Ltd) : Solar Marketing Ltd. is a marketing organization specialised in

domestic appliances. The company has agencies of several manufacturers and has planned its

sales offices in all major cities of India. The company is an example of marketing success,

demonstrate and market their product through impressive sales offices of the company. Solar

Marketing Ltd. has acquired a certain good image in the market. The company is very

particular in selecting new products for selling through its own outlets.

A young scientist approached Solar Marketing Ltd. with a prototype of a solar cooking

oven and sought the company's assistance in marketing the product. The company has to take

a decision whether to take up the product in the first place and secondly how to organize the

efforts for its successful introduction in the Indian Market.

The young scientist has claimed that he has developed a process of manufacturing

cheap parabolic reflector and it could heat the water to a boiling point with in half an hour.

The oven has a capacity of 3 to 5 litres and can cook any kind of food. The operations of the

cooking vessel like stirring etc. are difficult. It is also necessary to change the angle as sun

rises in the sky. The oven would take more time to reach at boiling point of water with

intermittent clouds. It would, however, not reach 100° C if the sky is clouded continuously

though thingly.

The sales price of the oven would be Rs. 1,600 and if used for 4 hrs a day it could effect

a saving of Rs. 1,000 worth of fuel every year. The company now wonders how it should go

about marketing this product. Promotion of the product is another problem to be considered.

Questions :

i) What would be your decisions in respect of accepting this product for marketing

through Solar Marketing (Ltd)?

ii) Design a detailed plan for introducing this product in the Indian Market; and.

iii) Would it be better to start in city or on the rural side?

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