INTERNATIONAL BUSINESS
COURSE : Total Marks : 80
N.B. : 1) All questions carry equal marks.
2) All questions are compulsory.
Q1) What is the Nature of international Business? (10 Marks)
Q2) Define a business environments. Evaluate critically the role of political
environment in international business? (10 Marks)
Q3) Define International strategic management and explain its nature and features? (10 Marks)
Q4) Analyze the environmental factor which affect international marketing. (10 Marks)
Q5) What are trade barriers? Explain tariff and non tariff barriers. (10 Marks)
Q6) What do you mean by international marketing strategies? Explain in brief the
factors to be considered in formulating marketing strategies. (10 Marks)
Q7) What are the factors that influence the choice of suitable channel for export
Marketing? (10 Marks)
Q8) What are the major elements of marketing mix? Discuss the role of 4Ps in
marketing. (10 Marks)
GLOBAL BUSINESS ENVIRONMENT
COURSE : Total Marks : 80
Attempt any 8 question (10 marks each)
1) What are the elements of business environment?
2) Discuss and comment on the Industrial policy Resolution 1948.
3) Write a brief note on M.R.T.P Act.
4) What are the social responsibilities of business towards the community?
5) Point out the basic objectives of Investment.
6) Briefly state the guidelines of SEBI for the 'Rights Issue".
7) Enumerate the problems faced by small scale units.
8) Write short notes on MNCs.
9) Discuss the social environment of business.
10) Critically analyse the industrial licensing policy of India.
11) What is meant by social audit? Trace its evolution growth.
12) Discuss the role of SIDBI and NABARD in the promotion and development of SSI units.
13) Is foreign capital a necessary evil? Outline the features of Government policy towards foreign
capital.
14) Bring out the importance and different aspects of “Portfolio management'.
15) Explain the different environment affecting the business.
16) Discuss how political factors affect Business Environment.
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
WARE HOUSE MANAGEMENT
MARKS :80
Q.1} If you are in charge of an warehousing department what steps you will take to understand, its
basic and formulate and structure? (10 Marks)
Q.2} “Haphazard’ inventory management is great cost. How will you take care of:- (10 Marks)
(i) FMCG Goods
(ii) Perishable Goods
(iii) White Goods
Q.3} As an auditor what will recommend for:- (10 Marks)
(i) Unaccounted good
(ii) In process losses
Q.4} Enumerate five major steps to put Management Control System for:- (10 Marks)
(i) In flow material
(ii) Scrap Materials
(iii) Issue and receipt of material
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
2
Q.5} You have a diversified team to undertake stock what suggestions/rules you will put to them
for:- (10 Marks)
(i) RM
(ii) PM
(iii) WIP (Work in Progress)
Q.6) Enumerate the cost involved in selling in scrap material. (10 Marks)
Q.7) Give guidance to your coy to monitor/control inventory there IT Methodology. (10 Marks)
Q.8) Give your perception on spare part management so that your CEO, accepts the idea.
Textile management.
Q1) Give a brief on History of clothing and textiles . With the help of following Examples ?
a) Prehistoric development.
b) Industrial revolution.
Q2) Write short not on the History of fashion design. Covering the following topics ?
a) Couture beginnings.
b) Early twentieth century.
c) Between the Wars .
d) Mid-twentieth century.
e) Late twentieth century.
f) History of Western fashion.
Q3) What Is technical textile explain in brief ?
Q4) Explain the following Sources and types of textile’s ?
a) Animal textiles.
b) Plant textiles.
c) Mineral textiles.
d) Synthetic textiles.
Q5) Explain each of the following Production methods ?
a) Hand processing: yarn formation .
b) Wool .
c) Flax .
d) Machine Processing: yarn
formation .
e) Cotton .
f) Cotton Gin .
g) Picking .
h) Carding .
i) Combining the Slivers .
j) Spinning .
k) Plying .
l) Yucca .
m) Leaf to Rolag.
n) Hand Processing- Fabric
Formation.
o) Knitting .
p) Crochet .
q) Lace .
r) Weaving .
s) Loom .
t) Process.
u) Machine processing: fabric
formation .
v) Knitting .
w) Lace .
x) Weaving.
y) Decoration Dyeing .
z) Bleaching .
aa) Embroidery.
Q6) Explain the following treatment’s for textile’s?
a) Embroidery.
b) Resist dyeing.
c) Tie-dye.
d) Batik.
e) Woodblock printing.
f) Bleaching.
g) Starching.
h) Waterproofing.
Q7) Explain the Timeline of clothing and textiles technology?
Q8) Explain how to Care for Fabric Investment’s?
Q9) Explain the below types of Fiber’s in detail?
a) Mineral fibers
b) Polymer fibers
c) Micro fibers
Q10) Give a brief description on Textile technology. With the help of the given examples. Spinning
covers blow room, carding, draw frame comber, speed frame,
ring frame, winding, fiber testing, yarn testing etc?
Q1) Give a brief on History of clothing and textiles . With the help of following Examples ?
a) Prehistoric development.
b) Industrial revolution.
Q2) Write short not on the History of fashion design. Covering the following topics ?
a) Couture beginnings.
b) Early twentieth century.
c) Between the Wars .
d) Mid-twentieth century.
e) Late twentieth century.
f) History of Western fashion.
Q3) What Is technical textile explain in brief ?
Q4) Explain the following Sources and types of textile’s ?
a) Animal textiles.
b) Plant textiles.
c) Mineral textiles.
d) Synthetic textiles.
Q5) Explain each of the following Production methods ?
a) Hand processing: yarn formation .
b) Wool .
c) Flax .
d) Machine Processing: yarn
formation .
e) Cotton .
f) Cotton Gin .
g) Picking .
h) Carding .
i) Combining the Slivers .
j) Spinning .
k) Plying .
l) Yucca .
m) Leaf to Rolag.
n) Hand Processing- Fabric
Formation.
o) Knitting .
p) Crochet .
q) Lace .
r) Weaving .
s) Loom .
t) Process.
u) Machine processing: fabric
formation .
v) Knitting .
w) Lace .
x) Weaving.
y) Decoration Dyeing .
z) Bleaching .
aa) Embroidery.
Q6) Explain the following treatment’s for textile’s?
a) Embroidery.
b) Resist dyeing.
c) Tie-dye.
d) Batik.
e) Woodblock printing.
f) Bleaching.
g) Starching.
h) Waterproofing.
Q7) Explain the Timeline of clothing and textiles technology?
Q8) Explain how to Care for Fabric Investment’s?
Q9) Explain the below types of Fiber’s in detail?
a) Mineral fibers
b) Polymer fibers
c) Micro fibers
Q10) Give a brief description on Textile technology. With the help of the given examples. Spinning
covers blow room, carding, draw frame comber, speed frame,
ring frame, winding, fiber testing, yarn testing etc?
PACKAGING MANAGEMENT
Attempt any four cases
All cases carries equal marks
Case No 1 Stretchable Tape
3Mâ€TMs Scotch Brand TM Stretchable Tape (ST) is a 4 or 6 mil Linear Low
Density Polyethylene (LLDPE) backing with a solvent less adhesive. ST is a load
stabilization product which can provide reductions in raw materials and waste
disposal costs while maintaining a stable, breathable load. ST utilizes 3Mâ€TM5
patented Stretch Release adhesive technology which will not damage high intensity
graphic boxes.
3Mâ€TMs Scotch Brand TM Stretchable Tape was tested and proven to conform, by
an
Independent Testing Facility, to ASTM D4 169--Standard Practice for Performance
Testing of Shipping Containers and Systems.
Background
A meat packing house was packing 48 to 50 lb. of hams into a 10” high box. These
boxes were interlock stacked 7 layers high on a 40” x 48” pallet. They were using
stretch film and corner boards to stabilize the load for transport to an off site blast
freezer. At the blast freezer the stretch film and corner boards were removed to
improve cold air flow to the hams and reduce freezing time. After the blast freezer,
the pallet was rewrapped with stretch film and corner boards and sent to distribution
warehousing.
The reason the meat packer is investigating ST is to reduce raw material cost,
application cost, and waste disposal cost.
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
Waste and Cost Savings
3M†TMs Stretchable Tape (ST), #8886, was used to stabilize the pallet loads of
hams after final packaging. Because ST allowed air flow through the pallet load, it
is not required to be removed during the blast freezer process. The average amount
of stretch film per pallet load was 15.7 oz. Because each pallet was wrapped twice,
the total amount of stretch film used was 31.4 oz. The same pallet configuration
needed only an average of 3.3 oz. of ST for the entire freezing and shipping process
This was a reduction of 28.1 oz. of LLDPE that requires disposal. In addition the
raw material cost savings for the customer was 42.5 percent per pallet load. By
using ST, additional savings in labor were realized by elimination of the second
application of stretch film.
Issues to be analysed
1. Facts of the case.
2. Discuss how proper packaging leads to Waste cutting and Cost Saving.
Case No 2 Packaging Redesign
Background
Ciscoâ€TMs Small Office/Home Office (SOHO) products were traditionally shipped
in a corrugated container with a combination of Polyethylene and Polyurethane
foam cushioning. Not only was the pack composed of three different materials, it
was also difficult and time consuming to assemble.
In March of 1995 a new product was added to the SOHO line. The new product did
not fit into the existing package system. An opportunity arose to redesign the pack
based on the following criteria. A system called Korrvu packaging System was
formalized.
1. The new pack would have to accommodate all 4 products
2. The new pack would have to be easier to assemble
3. The new pack should be less expensive
4. The new pack should use less material
Solution
By implementing the Korrvu Packaging system on the SOHO product line, all four
criteria were met in the following manner:
The new pack would have to accommodate all 4 products.. The design of the
package allows all 4 products to fit into the same Korrvu insert. This also allows for
the same shipping carton and accessory kit carton to be used across products.
The new pack would have to be easier to assemble. The old pack required a RELF
mailer and corrugated accessory insert to be assembled. The accessories were
difficult to place in the insert and the mailer was time consuming to close and tape.
The foam inserts required removal of tear-outs to accommodate the various
products. Total pack out time was around 90 seconds.
The new package is considerably easier to assemble. The products are now shipped
in an RSC which is easier to assemble as compatible with automatic taping
equipment. The accessory was changed to a RETT mailer. The mailer comes into
Cisco pre-assembled and stuffed with the generic components of the accessory kits.
The Korrvu insert is easy to fold and place in the RSC. Total pack out time is now
35 seconds.
The new pack should be less expensive. The old package system cost $4.48 per
10,000. The new systems costs $2.20 per 10,000. Cisco typically ships between
20,000 and 30,000 SOHO units per month for a monthly average cost savings of
$57,000.
The new pack should use less material. The old pack was made up of two
corrugated components, one polyethylene component and one polyurethane
component.
The new pack is made up of three corrugated components. The Korrvu component
has polyurethane film adhere to corrugated but is still curb-side recyclable and is
RESY certified.
Both packs weigh about 1100 grams each, but the new pack contains no foam, takes
up less space volumetrically and is more easily recycled.
Conclusion
The successes achieved with the redesign of Ciscoâ€TMs SOHO product line
packaging show that companies can develop packaging systems that meet what
appear to be a diverse set of criteria. In this particular case, the main objectives
were to develop a single pack that could be used for a variety of products and
simply the pack out process. While pursuing these goals it became apparent that
substantial cost savings could be realized along with a reduction in the amount of
packaging materials used.
Issues to be analysed
1. Facts of the case.
2. Analyze how the new Packaging system was different from that of the old
system.
Case No 3 Reusable packagin2 for Videotapes
Through packaging innovation, 3Mâ€TMs Audio and Video Products Division has
created enormous industry interest in it†TMs new bulk videotape logistical shipping
container, the 3M Reusable Pak. This new container eliminates the cardboard,
plastic, and foam waste associated with other packaging methods. The 3M Reusable
Pak not only reduces waste and disposal fees, it has saved millions of dollars in
material costs and eliminated over 1.4 million cubic feet of waste from entering area
landfills and incinerators.
Background
As a leading producer of bulk videotape for the film duplication and packaging
industry, 3M was looking into videotape packaging when the Audio Video
Duplicator Association approached 3M and requested help in finding ways to
reduce packaging waste. Previous shipments of videotape in the “pancake” format
lead to the creation of 1 cubic foot of waste for every 8 pancakes shipped. The same
waste stream inflated custornerâ€TMs labor costs by increasing the handling expense
for both incoming shipments and waste disposal. In addition the previous packaging
involved 11 different components to create a standard package for the shipment of 8
pancakes. Because of the complexity of the packaging, 3M incurred increased
expense for both labor and material. As the need to redesign the packaging became
evident, a survey demonstrated that 3M customers rated recyclables, reusability,
environmental impacts and low cost equally when considering package design.
Creating a healthier environment and bottom line became the important fuel for the
challenge of a better package design.
Solution
3M created an innovative patented solution that eliminates all dunnage, reduces the
number of packaging components to 2, saves labor costs and eliminates any
material from entering the waste stream. In this case, the annual 1.4 million cubic
feet of waste is eliminated. The solution involves the use of two identical panels,
blow molded out of HDPE in an interdigitated format that allows for
interchangeability. Each panel collapses to create a stack ratio of 3 to 1 allowing for
the return shipment and reuse by 3M to be economically feasible. Through the
simplicity of the 2 piece design and use of non fiber material, customerâ€TMs
handling costs were also significantly reduced by making the containers safe for
transport directly into clean rooms. In some instances, all hand contact can be
eliminated for additional customer productivity enhancement. The success created
by the 3M Reusable Pak has created significant opportunities for a new system in
logistical packaging. These systems will incorporate design efforts that begin with
the customerá€TMs design process and eliminate dunnage, create better unitized
loads, add enhanced ergonomic designs and increase efficiency. All of which add
money to the bottom line.
Issues to be analysed
1. Facts of the case.
2. Analyze the solution innovated by 3M.
3. What would be your innovative input if given a chance?
Case No 4 Recycling of Steel Drum
In June 1991, Fred Honerkamp, Manger of Corporate Packaging for Dow Corning,
the worldâ€TMs largest manufacturer of silicone products, was asked by his
President to get the company out of steel drums within two years. After doing
substantial research, Mr. Honerkamp determined that a shift to other packaging
would be problematic and require significant up-front expense, about 95 percent of
fiber drums are disposed of in landfills and generally do not degrade, and plastic
drums occasionally have compatibility and reuse problems.
Mr. Honerkamp concluded that the apparent problem with steel drums was the lack
of a coherent, company-wide program to guarantee the collection, transport,
cleaning and reuse or recycling of the firmâ€TMs steel drums.
In January 1992, Dow Coming teamed up with a large manufacturer of steel drums,
Van Leer Containers, to establish the Dow Coming Steel Drum Recycling Program.
The program utilizes a network of about 15 reconditioning firms located throughout
the United States, all of which are audited annually by Van Leer or Dow Coming.
The tens of thousands of steel drums (all of which are 18 gauge, i.e., 1.2 mm, steel
throughout) shipped annually by the firm are collected by a participating
reconditioner. The drums, which must be RCRA-empty prior to collection (i.e.,
“drip dry), are then cleaned, refurbished as needed, painted, tested and reused.
Drums that are not capable of being reused are cleaned, crushed and recycled into
new steel products.
According to Mr. Honerkamp, the program has been extremely successful. It diverts
drums from landfills, thus avoiding solid waste problems; conserves substantial
amounts of energy and natural resources by using containers that are capable of
making multiple trips prior to recycling; reduces potential environmental liability
for the company by insuring that all of the firmâ€TMs silicon drums are handled by
reliable reconditioning companies; and, raises considerably customer satisfaction by
guaranteeing that emptied industrial containers are handled efficiently.
Most importantly, the program saves money for Dow Corning and its customers.
Firms can specify a single drum design type, new or reconditioned, which is
commonly available in the market. Handling and storage problems are, therefore,
greatly reduced. Customers share in the savings because they can be certain the
drums are collected at little or no cost, and handled in an environmentally sound
manner.
Issues to he analysed
1. Facts of the case.
2. Discuss how did Mr Fred Honerkamp dealt with the problem posed by the
president Dow Corning.
3. Describe the Dow Corning Steel Drum Recycling Program and its effectiveness.
Case No 5 Re cycling Pallets
Background
Since 1943, Dole Fresh Vegetables (DOLE) and its subsidiaries have been leaders
and innovators in agriculture, and are credited with developing many technological
advances in the industry. Dole markets more than 40 fresh vegetables, shipping
throughout North America and the world. A division of Dole Food Co., Inc. Dole
Fresh Vegetables has approximately 4,000 employees.
As a leader in the community, DOLE is very proud of its recycling
accomplishments, having won the WRAP Award four times, in 1993, 1994, 1996,
1997. In 1996 the company earned a special WRAP of the Year Award given for its
outstanding achievements in waste prevention, recycling, buying recycled products,
and promoting waste reduction awareness. In 1992 DOLE won the Salinas Business
Recycling Award commendation for waste reduction.
Success story
DOLE purchases over 1.2 million pallets per year (1,165,296) for use in shipping
various commodities. DOLE operates year round, shipping from the Salinas Valley
in the summer and from Yuma, Arizona in the winter. Over the last few years
DOLE has saved thousands of dollars by recycling pallets. In just the past 12
months DOLE has saved over $226,800 by recycling more than 100,000 pallets.
Dole and the Valley Pallet Company have developed an excellent working
relationship. Valley Pallet handles all of Doles’ pallet recycling, including standard
or odd-sized pallets, and even including the broken pieces of wood. This year
Valley Pallet is coming out with a new product made from some of these broken
pieces of wood. They chip the wood and are turning it into garden ground cover and
erosion protection. The finished product can be colored with an environmentally
friendly substance to resemble redwood bark. The larger size wood chips are burned
for electricity in the Mendoda area.
This is a great success story! But success stories don’t happen overnight.. They can
only happen with the persistent and creative efforts of a company as a whole, no
matter what size.
Issues to be analysed
1. Describe the success story of DOLE in your own way.
2. What is the learning element according to you from the Story.
FASHION MANAGEMENT
Total Marks : 80
Instructions
1) All Questions are compulsory.
2) Figures to the right indicate full marks.
Q.1) Explain the feature and Nature of the apparel Manufacturer? (12 Marks)
Q.2) What does a Designer does in the Process of the Business Design? (12 Marks)
Q.3) List out the Sources of Inspiration to the Designer? (12 Marks)
Q.4) Explain the Process of Designing a Successful Garment? (12 Marks)
Q.5) Discuss in the brief the Different kinds if trims and their uses? (12 Marks)
Q.6) Write Short Notes (Any Four) (20 Marks)
(a) Fabricating Line
(b) Specialty Design – Children Wear
(c) Specialty Design – Men’s Wear
(d) Apparels – Tops and Coats
(e) Apparels – Skirts and Dresses
(f) Apparels – Sports Wear and Pants
Export Management.
N. B.: 1) Attempt all Questions
Q1) Decribe the theory of international trade and commercial policy (5 Marks)
Q2) Explain the below term’s of trade in brief. (5 Marks)
a) Barriers
b) Strategic
c) Traffics
d) Subsides
Q3) Explain the Pro’s and con’s of export and free trade? (5 Marks)
Q4) Give a short note on Export Promotion ? Explain the following ? (5 Marks)
1. Print Media (Export Directories, Journals, Magazines etc.)
2. Electronic Media (TV. Radio, etc.)
3. Internet (Search Engines, Business Directories)
4. Other Media (Trade Fairs)
Q5) Give a short note on targeted trade barriers? (5 Marks)
Q6) Describe Service barriers that regulate international (5 Marks)
data flow and foreign data processing?
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
Q7) Explain Lack of intellectual property protection? (5 Marks)
Q8) Decsribe iimport policies such as tariffs, quantitative restrictions, (5 Marks)
import licensing, and customs barriers ?
Q9) Brief Testing, labeling, and certification with an unnecessarily (5 Marks)
restrictive application of standards
Q10) What are Export subsidies that offer export financing on (5 Marks)
preferential terms and displace U.S. exports in third-country markets?
Q11) Write about the Impact to the economy of a country with (5 Marks)
the tariff imposed on it?
Q12) what is Export Control Classification Number? (5 Marks)
Q13) Give a short note on managing Export Controls contact list? (5 Marks)
Q14) what are Export subsidies (trade promotion)? (5 Marks)
Q15) Describe India’s export trade with the help of the following points? (10 Marks)
a) Historical perspective.
b) Trends
c) Composition of exports
d) Traditional and non-traditional exports
e) Direction of export trade
f) Principle products of export
g) Services
h) Tourism
i) Software and I.T enabled services
Q16) Explain in brief India’s export potential . (Marks 10)
With the help of following points?
a) Categories of export
b) India’s export potential by 2020
c) Export potential in agricultural products, processed foods, marine products, textiles, gem &
Jewellery, leather.
d) BPO
Q17) Explain International marketing with the help of following points?
a) Marketing Process
b) International Trade
c) Marketing strategy/Plan
d) New product planning for export marketers
e) Needs and importance
f) Designing products for export
g) Product positioning in overseas market
h) Concept of marketing mix
i) Agent, selection and appointment
N. B.: 1) Attempt all Questions
Q1) Decribe the theory of international trade and commercial policy (5 Marks)
Q2) Explain the below term’s of trade in brief. (5 Marks)
a) Barriers
b) Strategic
c) Traffics
d) Subsides
Q3) Explain the Pro’s and con’s of export and free trade? (5 Marks)
Q4) Give a short note on Export Promotion ? Explain the following ? (5 Marks)
1. Print Media (Export Directories, Journals, Magazines etc.)
2. Electronic Media (TV. Radio, etc.)
3. Internet (Search Engines, Business Directories)
4. Other Media (Trade Fairs)
Q5) Give a short note on targeted trade barriers? (5 Marks)
Q6) Describe Service barriers that regulate international (5 Marks)
data flow and foreign data processing?
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
Q7) Explain Lack of intellectual property protection? (5 Marks)
Q8) Decsribe iimport policies such as tariffs, quantitative restrictions, (5 Marks)
import licensing, and customs barriers ?
Q9) Brief Testing, labeling, and certification with an unnecessarily (5 Marks)
restrictive application of standards
Q10) What are Export subsidies that offer export financing on (5 Marks)
preferential terms and displace U.S. exports in third-country markets?
Q11) Write about the Impact to the economy of a country with (5 Marks)
the tariff imposed on it?
Q12) what is Export Control Classification Number? (5 Marks)
Q13) Give a short note on managing Export Controls contact list? (5 Marks)
Q14) what are Export subsidies (trade promotion)? (5 Marks)
Q15) Describe India’s export trade with the help of the following points? (10 Marks)
a) Historical perspective.
b) Trends
c) Composition of exports
d) Traditional and non-traditional exports
e) Direction of export trade
f) Principle products of export
g) Services
h) Tourism
i) Software and I.T enabled services
Q16) Explain in brief India’s export potential . (Marks 10)
With the help of following points?
a) Categories of export
b) India’s export potential by 2020
c) Export potential in agricultural products, processed foods, marine products, textiles, gem &
Jewellery, leather.
d) BPO
Q17) Explain International marketing with the help of following points?
a) Marketing Process
b) International Trade
c) Marketing strategy/Plan
d) New product planning for export marketers
e) Needs and importance
f) Designing products for export
g) Product positioning in overseas market
h) Concept of marketing mix
i) Agent, selection and appointment
EDUCATIONAL MANAGEMENT
CASE STUDY : 1
Management is an universal phenomenon. All organizations – business, political,
cultural or social are involved in management because it is the management which helps
and directs the various efforts towards a definite purpose.
The phrase ‘Management is what managers do’ occurs widely, suggesting the difficulty
of defining management, the shifting nature of definitions, and the connection of
managerial practices with the existence of a managerial cadre or class.
Question :
1) Explain the characteristics of management in terms of science?
2) Discuss the term Management as an art?
3) Discuss the term Management as profession?
4) Explain the three aspects of a process management?
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
CASE STUDY : 2
Education is the provision of a series of learning experiences to students in order to
impart knowledge, attitude and skills with the ultimate aim of making them productive
members of the society.
Thus, the various aspects of education management indicate curriculum planning and
development. Curriculum management, and curriculum ideology. In order to put into
practice, the dimensions of education as curriculum transaction, the management of the
entire process of education becomes inevitable.
Question :
1) Explain the meaning and definition of educational management?
2) Explain the needs of educational management?
3) Describe the objectives of educational management?
4) Explain the functions of educational management?
CASE STUDY : 3
Performance Appraisal is also known as merit-rating. It is one of the oldest and most
universal practices of management. It refers to all the formal procedures used in
working organization to evaluate the personalities, contribution and potential of group
members.
More recently emphasis used to be on the evaluation of merits of an individual his worth
as a person. The approach resulted in an appraisal system in which the employee’s
merits like initiative, dependability, personality etc. were compared with others and
ranked or rated.
Performance Appraisal actively involve employees in understanding what is expected of
them. By setting agreed objectives and later reviewing the results each employee is
responsible for his or her own performance.
Question :
1) Explain the term Performance Appraisal?
2) State the objectives of Performance Appraisal?
3) Explain the need for Performance Appraisal?
4) Explain the criteria for Performance Appraisal?
CASE STUDY : 4
Organizational Management is fundamental to creating an environment that supports
continuous improvement of individuals and their organizations to better provide for the
communities they serve.
Every organization needs a leader with a clear understanding of the issues facing their
organization and is prepared to implement them while maintaining operational
functions, developing employee skills and managing human resources.
Question :
1) Define the Organizational structure?
2) Explain the Organizational process?
3) Explain the managerial environment in an organization?
4) Explain the term employee skills?
SAP CONSULTANCY
1. What are the differences between system fresh and client fresh?
2. What is the difference Between Role and Profile?
3. What is the process of dialog program from first to last?
4. How can one use Bar codes in Sap-script?
5. Answer the following set of questions
a) What is MANUE field in NAST table?
b) What is its purpose?
c) What for it is used in SAP Script?
d) How can we use that field in our own driver program?
e) Where Standard Driver programs reside?
f) What is the t code & path for finding the standard driver programs?
6.What are client dependant objects in ABAP or SAP?
7.How do we debug sap script?
8.What are the diff types of dispatcher in SAP?
9. How you will send mail from one SAP system to other SAP system?
10.Is it possible to link R/3 projects to the MS Project? Explain
CONSUMER BEHAVIOR
2 | P a g e
CASE 1 (20 Marks)
Sports marketing strategy: A consumer behavior case analysis in China. Marketing research that
targets consumers' influences and financial implications is a worthwhile sports marketing effort. To
implement effective marketing strategies in a specific country, it is pertinent to understand consumer
behavior in that country. In this paper, 11 major findings related to the unique behavior, attitudes, and
buying patterns of Chinese sports consumers are highlighted. From the results of questionnaires
administered to 2,155 mainland Chinese consumers in 10 selected cities, different economic, social,
and personal factors in the China's environment are determined. The marketing implications of the
Chinese culture and lifestyle are also discussed.
With a quarter of the world's population and a fast-growing economy, China is rapidly turning into
one of the busiest market centers in the world. Sports marketing has the potential to emerge not only
as an effective vehicle in imitating the development of the Chinese economy, it also affects the
Chinese culture and lifestyle.
Since sports marketing in China has not been analyzed or researched, it is appropriate to study the
consumer as well as general financial implications. A look at American success in sports marketing
will be helpful. However, implementing such strategies in China creates special considerations
because of the existence of cultural and economic differences between the two countries. This study
attempts to identify the proper marketing strategies in China through an analysis of Chinese
consumers' behavior, attitudes, and buying patterns.
METHODOLOGY
The methodology used in this study consisted of exploratory research of interviewing managers of
retail outlets, secondary research of literature review, and primary research of a total of 4,000
questionnaires distributed in 10 selected cities (Beijing, Chendu, Guangzhou, Nanjing, Qindao,
Shanghai, Shenzhen, Tianjin, Xian, and Xiamen) in China. Questionnaires were administered to a
judgmental quota sample and assigned to one of four age groups with equal males and females. The
rate of response was 53.9%; 2,155 questionnaires were returned.
The analysis of the data include editing, coding, analyzing coded observations, and interpreting
results for solutions to the research problems. Tabulations and measures of central tendency were
used to describe the distribution of characteristics in the subject population. Crosstabulation and chi
square statistics were also used to show relationships between consumer segments.
SURVEY FINDINGS
Eleven major factors affecting consumer purchasing emerged from the questionnaire data analysis: 1.
purchasing reasons; 2. purchasing experience evaluation; 3. income level relative to the expense
level; 4. type of sporting goods purchased; 5. product factors affecting purchasing; 6. people
influencing consumer purchasing; 7. sources of information about where and how to purchase;8.
influence of advertisements; 9. brands consumers prefer; 10. where goods purchased; and 11. time
spent in sports.
Purchasing Reasons: The major reason why people purchased sports products was "for exercise."
Purchasing Experience Evaluation: Approximately half of the respondents indicated that their
purchasing experience was "positive."
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Income Level Relative to the Expenses Level: The Chinese consumers' income levels range from less
than $173 U.S. per year to over $863 U.S. a year. The middle income level accounted for 72% of the
respondents.
However, most respondents indicated they spent "less than $40 U.S. per year" on the purchase of
sporting goods.
Type of Sporting Goods Purchased: "Shoes" were the No. 1 favorite type of sporting goods for
Chinese consumers. Females tended to purchase apparel; males were more likely to purchase all type
of sporting goods.
Product Factors Affecting Purchasing: "Quality," "style," and "price" were the three most important
factors influencing purchasing decisions. People Influencing Consumer.
Purchasing: "Boy-and-girlfriend" had the most important influence in the decision process. "Parents"
had the least important influence.
Sources of Information About Where and How to Purchase: The major information channel for
Chinese consumers was their "going to a shopping mall" experience.
Influence of Advertisements: Of those responding to the survey, more than half said they either
"occasionally" or "rarely" believe advertisements.
Brands Consumers Prefer: Adidas, Asics, Nike, and Reebok were identified by the Chinese
consumers.
Where Goods Purchased: Most of those surveyed purchased their sporting goods from either "a
sporting goods store" or "a department store."
Time Spent in Sports Activities: Almost 90% of the Chinese consumers spent "less than 5 hours a
week" participating in sports activities. However, three meaningful findings emerged: 1) those who
participated "less than 5 hours per week" in sports activities spent more money purchasing sports
products than those who participated "over 5 hours" per week in sports activities; 2) those in the
income level of "$402 to $863 U.S." spent more time participating in sports activities; 3) young
adults and "unmarried" persons spent more time per week participating in activities than those who
were "married" or elderly.
DISCUSSION ON CONSUMER INFLUENCES
The following discussion focuses on economic, social, and personal influences. These three
categories have unique Chinese environmental and cultural meanings and thus need to be considered
when engaging in marketing in China.
Economic Factors: Unlike the past, when most income was spent on basic necessities such as food
and clothing, the current Chinese consumer spends more money on entertainment and durable goods.
However, the general tendency of the Chinese consumer to have stronger purchasing power and the
fact that their buying decisions reflect creative purchasing beyond bare necessities are not reflected in
sports marketing. It could be concluded that not all Chinese consumers are willing to spend a certain
percent of their income on sports products. This phenomenon can be explained either by consumers'
lack of sufficient income or too high a price for sports products. On the other hand, however, a great
potential exits for marketers who appeal to the Chinese consumers with creative strategies. Those
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who know desires and needs in specific areas, while being sensitive to economic restraints, may
capture a slumbering Chinese market.
Social and Culture Factors: With the implementation of an "open-door policy" in China, the lifestyle
of the Chinese people changes constantly. Several social and cultural trends may stimulate marketers
to be optimistic about Chinese consumers.
„h The most important trend is growing fitness consciousness. No matter the gender, age,
occupation, and education of those surveyed, all tend to tie their purchase of sports products
with exercise and entertainment.
„h A second trend the survey revealed is a movement toward use of sports products for casual
reasons. Chinese consumers are embracing a more casual and health-conscious lifestyle.
„h There is a growing consumer preference for international products. The Chinese people,
especially the younger generation, are very fond of wearing and using brand name sporting
goods from around the world. Owning high grade sporting goods seems to be a symbol of
wealth and a new fashion for those young consumers.
The social and culture trends just discussed will lead to different pricing, promotional, and
distributional strategies. Since marketing principles are applicable throughout the international arena,
what has proved successful in the American market could basically be transferred and applied to the
China market.
However, to implement a successful marketing strategy in China, several environmental differences
must be taken into account:
1) "Shopping on Sundays" is a hobby for Chinese consumers. Marketers should create an
attractive shopping environment in a prestigious shopping center.
2) Chinese consumers believe what they see rather than what they hear. They know that some
imitation products exist in the market, and dishonesty in advertising is publicized. Marketers
should increase their image by eliminating imitation products and dishonesty advertising.
3) Although consumers' attitudes toward the international sports products are positive, devotion
or loyalty to brands is subject to rapid change. Marketers should have a strategy to keep
consumers' loyalty.
4) Non athletes have greater purchasing power than most athletes or sportspersons. Nonathletes
buy sporting goods either to impress others or simply because their friends have those items.
Marketers should consider how to design sports product with attractive sports features.
5) The type of sporting goods desired by the older and younger generations is widely dissimilar.
And a large gap exists between the desire to purchase and the ability to purchase sporting
goods. It causes problems of bringing the right products to the right person and establishing
an appropriate price policy.
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6) The purchasing decision of Chinese consumers is heavily influenced by social values and the
social environment. Marketers should establish an educational program to either match or
lead a social value.
Personal Factors: Because of recent social changes, Chinese consumers have learned much from
other cultures. They are more independent and more knowledgeable about commerce and business.
There are at least three particular changes which may create opportunities for marketers:
1) The nuclear family has become the baic economic unit, and it has more power to make
purchasing decisions. With the implementation of the "one child per family" policy in China,
the nuclear family, consisting of parents with one child, has replaced the traditional clan
family which consisted of two or more generations living as one family.
2) Chinese wives are viewed as decision makers for goods purchased in families. Since wives
control family finances, it is important to target wives.
3) Individuals who live in the urban locations have stronger purchasing power. The Chinese
government predicts that by the end of 1995, people in large urban areas will increase to
30% of the population. This modernization movement will undoubtedly create business
opportunities.
Questions
Discuss the various factor which influences consumer behavior in china?
What should be the target market and what can be the marketing strategy?
CASE - 2 (20 Marks)
Consumer behavior: yesterday, today, and tomorrow
THE ECONOMIC PARADIGM
The 1940s view of the consumer in the marketplace was rooted in economic theory. Most scholars of
economics probably still hold to the theory of Economic Man. In this paradigm, purchasing decisions
are the result of largely "rational" and conscious economic calculations. The individual buyer seeks to
spend his income on those goods that will deliver the most utility (satisfaction) according to his tastes
and relative prices. This is a normative rather than a descriptive model of behavior, because logical
norms are provided for buyers who want to be "rational."
The model suggests useful behavioral hypotheses, such as: (a) the lower the price of the product, the
higher the sales; (b) the lower the price of substitute products, the lower their sales; (c) the lower the
price of complementary products, the higher their sales, provided they are not "inferior" goods; and
(d) the higher the promotional expenditures the higher the sales. In striving to meet these hypotheses,
consumers are not only assumed to be aware of all available alternatives in the marketplace; they are
also assumed to be able to rationally rank order the available alternatives by preferences. This is the
case of perfect information in the marketplace and unlimited ability of tile consumer.
In applying these assumptions to actual consumption, several problems became apparent. First of all,
consumers do not have perfect information in the marketplace. Second, they do not all have the same
information about the existing alternatives or attributes of known alternatives. instead, each consumer
has fragmented knowledge of his or her own set of known alternatives; as a result, consumers can not
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always rank a set of alternatives available to them. In addition, preferences often violate utility
theory, because different people prefer different styles, have different tastes, and hence make choices
built on preferences rather than objective information such as price.
Problems arise with applying economic theories to gifts. Increasing the price of goods may actually
make them more desirable, defying basic economic theory. Hence, inverted demand curves reflect
products where increasing prices stimulate increasing sales. Perfume is a perfect example of this type
of good. Most perfume or cologne is bought as a gift, and the connotations of bringing home a $2
bottle of cologne or a $50 bottle for a loved one are implicit. A relationship may not last upon receipt
of the cheaper good. Hence the economic model ignores the fundamental question of how product
and brand preferences are formed.
THE IRRATIONAL CONSUMER
After becoming aware that goods have "hidden meaning," scholars of consumer behavior in the
1950s took to the notion of the consumer as an irrational, impulsive decision maker. Consumers were
seen as passive, open, and vulnerable to external influences. This position was an obvious reaction to
the "economic man" and also represented a time when business schools were developing. Earlier,
faculty trained in economics were the first to be hired, but in the 1950s psychologists were added to
the payroll. Their insights from Freud to Maslow, from personality to motivation theory, seemed ever
so relevant to our study of the consumer.
The two major psychological theories underlying this era were the Pavlovian learning model and the
Freudian psychoanalytic model. The Pavlovian model is based on four central concepts-those of
drive, cue, response, and reinforcement. Drive or motives can be primary, such as hunger and sex, or
secondary, such as fear. A drive is very general and impels a particular response only in relation to a
particular configuration of cues. The Pavlovian model emphasizes the desirability of repetition in
advertising. Repetition fights the tendency for learned responses to weaken in the absence of practice
and provides reinforcement.
The model also provides guidelines for copy strategy. To be effective as a cue, an advertisement must
arouse strong drives in the person. For candy bars, it may be hunger; for safety belts, fear; for hair
tonics, sex; for automobiles, status.
In the Freudian psychoanalytic model, the guilt or shame man feels toward his sexual urges causes
him to repress them from his consciousness. Through rationalization and sublimation, these urges are
denied or become transmuted into socially approved expressions. These urges are never eliminated or
under perfect control and they emerge in dreams, in slips of the tongue, or in neurotic or obsessive
behavior.
Because of these urges, the consumer's motivations for behavior are not obvious or deeply
understood. As a result, Freudian psychology gave consumer behavior the tool of in-depth
interviewing to get at the motives and symbols behind a purchase. If a consumer is asked why lie
purchased an expensive foreign sports car, he may reply that he likes its maneuverability and its
looks. At a deeper level he may have purchased the car to impress others, or to feel young again. At a
still deeper level, lie may be purchasing the sports car to achieve substitute gratification for
unsatisfied sexual strivings.
Other Freudian consumer research findings included men wanting their cigars to be odoriferous to
prove they were masculine, and women being very serious when baking cakes because unconsciously
they were going through the symbolic act of birth. These theories were certainly more interesting
reading than the graphs and curves of economics.
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One major study of this era (Haire 1950) found that when a shopping list included instant coffee
rather than drip grind, the owner of the list was perceived to be a very different person. The owner of
the list with instant coffee was lazy, a poor planner, a spendthrift, and a bad wife. Meanwhile, the
owner of the list with drip coffee was perceived to be thrifty and a good wife. Fortunately a
replication of this study was done in 1970 and housewives were no longer judged by their coffee
(Wilkie 1986). However, Haire's study provided good insight to the fact that products have meaning
and significance that go far beyond the physical attributes of the products themselves. Furthermore,
these hidden values were thought to be a major influence on consumer decisions. To tap into the
consumers' hidden motives for purchase, more indirect methods of data gathering were necessary.
Toward the end of the 1950s an empirical article started to throw doubt on the heavy reliance on
psychological perspectives. A study by Evans (1959) sought to determine the personality
characteristics of Ford versus Chevrolet owners. In the 1950s these were the major automobile
manufacturers. Wider choice and Japanese imports did not exist. If the differences between the cars
were not major, the train of thought was that the personality of the owner must be significantly
different and motivate the consumer to buy one brand or the other. A carefully controlled survey of
personality characteristics of 1,600 owners of Fords and Chevrolets showed no major significant
differences in personality characteristics of the car owners. The importance of this line of behavioral
research to consumer products was questioned. By this time, in the early and mid-1960s, business
schools were producing their own scholars and faculty. Researchers were trained by business schools
rather than only economics and psychology departments. Researchers of consumer behavior gained
from this marriage of economics and psychology and began to develop their own theories of the
consumer.
THE PROBLEM SOLVER
In the 1960s John Kennedy became president of the United States and gave the consumer elevated
status. In his message to Congress on March 15, 1962, he put forth the Consumer Bill of Rights
(1963) as a social contract between business and society. Government was tile ultimate guarantor of
these rights, which included the right to safety, the right to be informed, the right to choose, and the
right to be heard (redress). The government took Kennedy seriously and began an activist role
The marketplace was becoming more diversified. The concept of market segmentation became even
more important. Goods that the consumer ted were now being produced, rather than just the goods
the manufacturer wanted to make. Choice prevailed for the consumer, and the consumer was
recognized by the highest official in the country. Consumers had the right to he informed and
protected.
The government poured millions of dollars into departments whose goal was to make sure the
consumer had access to information. The Federal Trade Commission flourished. Labels were put on
products listing all ingredients. Advertising was regulated and measured; if it was misleading, then
corrective advertising was necessary. Information was in great supply to the consumer. Ralph Nader,
with his book Unsafe At Any Speed, emerged as the hero of the 1970s, taking on corporate giants in
the name of the little man. Consumerism was everywhere.
As a result of this environment, consumer behavior researchers started to see the consumer as a
"cognitive man." The irrational psychotic purchaser of the 1950s and early 1960s was left behind.
The consumer was now a problem solver. He or she was receptive to products or services that
consciously met his or her needs. Consumers were thought to actively search for information about
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the products and services they bought. Consumer Reports was born. Consumers were seen as striving
to make the best decisions possible given their limitations.
However, consumer researchers told us that even though consumers are given information, they often
fail to use it to make decisions. In an initial experiment (Jacoby, Speller, and Kohn 1974) and a
follow-up (Scammon 1975), consumers were given objective product information concerning several
brands available in the marketplace. The results of the first study showed that consumers felt better
about their brand selections with more information, but actually made poorer choices. The study by
Scammon corrected for weaknesses in the original study but still found that recall of product
attributes decreased with increasing information. Consumers were still limited by the extent of their
knowledge about the marketplace and their capacity to store information about the marketplace in
short-term memory. Miller's (1956) rule of seven plus or minus two) pieces of information as
cognitive capacity held for the consumer.
The information in the marketplace was not organized for the ease of the consumer. Unit pricing was
fine, but comparing prices across brands and sizes for products was quite a challenge. Only when unit
prices were posted on one sheet in a simple linear manner by decreasing prices across all sizes and
brands did the consumers shift in their decision making toward lower-priced brands. You can imagine
the national brand manufacturer's enthusiasm toward presentation of this information at point of
purchase.
The overriding conclusion of consumer research in the 1970s was that people can only attend to
limited information at one point in time. The consumers' existing skills, habits, reflexes, values, and
goals shape the way they search and use information to make their decisions. The 1970s told us that
consumers' skills were limited, but at the same time the number of choices available to the consumer
kept increasing. More and more choices became available in the 1980s.
THE COGNITIVE MISER
Today's consumer uses decision-making skills originally developed in the 1970s, but the 1980s
consumer went farther than just recognizing man's cognitive limitations. Researchers have labelled
the low-involvement decision maker (or cognitive miser) as unable or unwilling to engage in
extensive decision-making activities in many cases and settle instead for "satisfactory" decisions
(Olshavsky and Granbois 1979). There is too much choice and not enough discretionary time to
engage in extended cognitive effort for purchases. Instead the consumer develops rules of thumb or
heuristics to simplify purchase behavior. An in-store study showed that consumers go through almost
no brand price comparison behavior (Hoyer 1984). Rules such as "buy the cheapest," "buy name
brands," or "buy what my friend bought" give the consumer a satisfactory choice in the marketplace
that supplants an optimal choice. This is a very adaptive and rational course for the consumer to have
taken in the 1980s, given the cluttered choice environment with little time for decision making and
virtually no support in information handling. The cost of thinking was recognized as a limiting factor
in processing choices.
The 1980s brought a focus on business and conservatism, and many came to feel that governmental
regulation was more of a hindrance than a help. This was expressed in the election of Ronald Reagan.
As quickly as Kennedy had made the consumer important, Reagan made him unimportant. With
strokes of a pen, the FTC experienced a sharp reduction in its budget and influence. Whole
departments set up by the government to service the consumer were abandoned. Consumer programs
developed for the 1970s folded.
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The 1980s were for business. This focus was a result of several factors. First, the "baby boomer
bulge" had a greater number of people for a smaller number of jobs. In the early 1970s a college
graduate decided what job to take, or perhaps a trip to Europe, then work. In the early 1980s the
concern was for getting any job at all. The economy was slow and competition was stiff. Business
looked to the MBA to turn companies around. The student was serious and conservative due to the
competitive environment. Business and engineering were in; the humanities were out. The
marketplace became more competitive, more diversified. Deregulation prevailed.
Too many goods cluttered too many store shelves for the consumer. For example, the average number
of products in supermarkets soared from 13,000 in 1981 to 21,000 in 1987. There are said to he 400
different brands of beer available to the American beer drinker. A new car purchaser might have 300
different types of cars and light trucks, domestic and imported, to choose from.
Along with the "over choice" and market diversity of the 1980s came decreased leisure time for the
consumer, not more leisure time as predicted in the 1940s. The number of free hours a person
possesses decreased from four to one since the 1970s. The reason for this is that the average time
spent at work has increased seven to eight hours a week since 1978 (Stern 1987). More than 50
percent of all women are working, so household duties are done after 6 p.m. or on weekends. Single
working mothers have virtually no free time and can't take care of all they want to do. This scenario
has led to a demand for convenience products and convenience shopping. Home catalogs, home TV
shopping, home computer shopping, and home shopping parties are part of this easier access to goods
that will prevail in the 1990s. The efficiency of in-home shopping, especially through direct
marketing, is exemplified by the fact that American Express sold 7 percent of all the luggage bought
in the U.S. by sending mailings to affluent cardholders whose charge records showed they spent
heavily on travel-related merchandise.
This the cognitive miser of the 1980s is a product of decreased time for shopping decisions and
increased choice in the marketplace. It is an adaptive strategy to suit the decision-making
environment.
THE COLLECTIVE BUYER OF THE 1990s
The focus on individual decision processes for personal purchase of products and services will be
replaced by a more collective decision-making style during the 1990s. This will be caused by the
changing cultural patterns of North America combined with the decrease in purchasing power of the
individual consumer. The culture of North America is changing due to: (1) the rapid increase in the
percent of elderly people who are neither healthy nor wealthy; (2) the aging of the baby boomers,
causing a shift in values and needs; and (3) increased immigration from Asian cultures with high
birth rates to offset the North American decline in population. All three categories of this cultural
shift will have to rely on joint decisions for purchase of goods and services, since goods and services
will be shifting to a collective consumption style rather than individual consumption in the North
American marketplace.
Individuals will combine households in an increasing rate to make life more affordable. The evidence
that this joint living may be a trend for the future is exemplified by the fact that 6.2 percent of all
employed people are working two jobs, mainly to meet living expenses. When the economy turns
down these extra jobs will not be available, and people will have to decrease their standard of living
to meet day-to-day expenses. More unmarried people will share apartments, more single-parent
families will couple up, and more children will live at home longer. Thus, more people will be
sharing consumer goods just due to living arrangements. Also, through the changing face of North
American consumers, the marketplace will continue to change and supply more and more services for
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these groups. The changing face of the consumer will alter the marketplace and the mode of decision
making.
Much has been written about the marketing opportunities for the senior segment. Right now
approximately 7.3 percent of the population is over 65. By the year 2000, this group will increase by
20 percent, making it the fastest-growing segment of our population. This is one reason why
marketers focus on the elderly. However, this group is not all that wealthy or all that healthy. It is
estimated that 80 percent of people over 65 have chronic health problems, and 16 percent have severe
physical problems. One in five Americans over the age of 85 resides in a nursing home.
The Baby Boomers
A full one-third of the population is bulging at middle age. In the year 2000 they will be 36 to 54
years old and at the middle of peak earnings. They are important to our view of consumer behavior
because they will head 44 percent of all households and still account for a majority of purchasing
power. Due to the conflicting structure of the population versus the corporate culture, there will be
less moving around among this group, and they will be more stable in their jobs. Hence, their values
and attitudes will change dramatically to reflect this stability. The collective decision-making style
will be based on their stable environment.
Questions
Discuss as to how the consumer behavior has evolved post 1950?
CASE - 3 (20 Marks)
Consumer behaviour: Men still major decision-makers
In India, men continue to dominate.
Even today, only 16 per cent of Indian professionals are women. Therefore, consumer decisionmaking
in all areas -- ranging from what cars to buy to what clothes manufacturers to patronize -- is
dictated by men when it comes to the most upscale market segment in India.
'Horizon 2003', a study by BBC World, BBC's 24-hour international news and information channel,
using the latest census as a base, gives some startling insights into the attitudes and activities of
India's leading consumers and decision makers.
The research, conducted by market research agency NFO-MBL across six top metros and profiling
380,000 people, will greatly help media planners, agencies and advertisers to understand this
particular horizon professional.
Life insurance was found to be the biggest financial investment for most Indians, followed by the
stock markets.
Washing machines were the most desirable consumer durable products, followed by cars and desktop
computers.
Forty-two per cent of the respondents owned a mobile phone, of which 52 per cent had a Nokia, and
42 per cent of these subscribed to AirTel cellular service.
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For example, more than half of the people surveyed (56 per cent) felt that it was all right to give or
take bribes to get their work done. A slightly smaller number (40 per cent) thought it perfectly
acceptable 'to make money through underhand means/deals.'
Who decides
Self Spouse Joint Family Elders Children
Buying a house 25% 5.8% 20.8% 30.1% 14% 0.4%
Child's marriage 7.7% 5.9% 21.8% 18.7% 11.5% 4%
Own marriage 20.4% 2.5% 6.2% 22.4% 29.7% 0.9%
Child's education 15.1% 6.6% 34% 12.5% 5.6% 4.6%
Taking a loan 31.4% 5% 24.3% 18.1% 9.2% 0.6%
Fixing monthly budget 24.2% 10.3% 33.3% 18.5% 11.2% 0.6%
Buying entertainment durables, like TVs 21.4% 8.2% 33.4% 26.7% 7.4% 1.6%
Buying durables like washing machines 19.3% 10.7% 33.3% 26.2% 8.2% 1%
Deciding on holiday destinations 20.6% 6.1% 28.4% 31.8% 4.5% 5.6%
"It is very difficult to survey this group by using traditional methods," says Jeremy Nye, BBC
World's head of research, in the study. "However, it is important to know the tastes of these
professionals who will be shaping India's destiny."
Adds Dezma De Melo, research manager, BBC World: "All the individuals in this class are rather
alike. They have similar opinions, attitudes and beliefs."
The study showed the emergence of certain definite trends in the area of just who decides what. For
example, the person in question seemed to play a major role in deciding the monthly budget or
whether to take a loan, but when it came to deciding whom he should marry, it was still the older
people in the family who played a key role.
Both, the husband and the wife jointly decided on issues like the marriage of progeny. In a majority
of cases, the whole family got together to decide what kind of house to buy where to go for a holiday.
Alcohol consumption habits indicated that 25 per cent drank alcohol, of which 72 per cent were beer
drinkers. Most executives drank at bars and pubs, while self-employed professionals drank at friends'
homes. Businessmen preferred parties to have a drink or two at.
The research has an entire section focusing on travellers as a separate target audience. This is the first
time that anyone has studied consumer behaviour in this area in such depth.
The study tries to understand the travelling habits -- such as the mode of transport, kind of holidays,
choice of place and media consumption while travelling -- which will be different from normal
household viewership.
The survey sets forth several interesting findings in this area. Sixty per cent people take a holiday in
India, while 5 per cent take a holiday abroad. Eighteen per cent travel on business within India, while
8 per cent travel on business abroad at least once in a year.
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As for international holidays taken in the last one year, people from Mumbai (30 per cent), Bangalore
(35 per cent) and Hyderabad (26 per cent) preferred travelling to the United States, while 35 per cent
from Kolkata and 41 per cent from Chennai travelled to Singapore.
A quarter of the respondents from Delhi went to Nepal for a holiday.
Among domestic business travellers, Jet Airways (60 per cent) is the preferred airline, followed by
India Airlines (53 per cent) and Sahara Airlines (20 per cent). For domestic leisure travel, Jet
Airways and Indian Airlines enjoy an equal share.
Among international leisure destinations, Singapore is the favourite with 23 per cent respondents,
followed by 22 per cent opting to visit the US. International business travellers prefer the US (24 per
cent) followed by Singapore (23 per cent) and the United Kingdom (13 per cent).
Interestingly, people in the six metros surveyed seemed to show entirely different tastes in watching
television. The average number of channels watched was five and an average of 100 minutes of
television is watched a day, with 30 minutes devoted to news.
News and Sports are the most preferred programme genres, followed by general entertainment.
However, 29 per cent of the respondents in Delhi preferred News channels, while only 14 per cent of
those surveyed in Bangalore preferred News. Bangaloreans prefer watching Sports with a high of 34
per cent.
"We look forward to Horizon 2003 being a tool for advertisers and planners to get a better
understanding of this upscale, influential audience. We have been able to offer better solutions on the
channel to advertisers based on the learning of this upmarket audience," Seema Mohapatra, head of
advertising sales for BBC World, says.
The survey also found that 95 per cent of the professionals were proud to be Indians, while 75 per
cent believed risks are worth taking.
Questions
Q1) With reference to case above ,define the terms below,and justify how they influence
consumer behaviour?
Cultural and Cross-Cultural Influences
Subculture and Social Class
Reference Groups and Family
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CASE-4 (20 Marks)
After its successful launch of local classifieds, Admanya, India¡¦s leading consumer internet portal
today announced the launch of a free classifieds matrimony service for its users .Based on user
suggestions and requests, Admanya realized the needs of people in India who are extremely busy yet
believe in the traditional way of matchmaking. With its network across 500 cities in India, this new
functionality of Admanya will also help people from smaller cities in their search for life partners.
Ranjana, a 26 year old software professional from Bangalore says, "Admanya has always been
coming up with surprises. With our busy and hectic schedule this is indeed a welcome surprise for us,
seeking a simple platform for matrimonial alliances."
Mr. Jaydeep Bhattacharjee, the founder and CEO of Admanya says, "People in India have always
been rooted in tradition and religious beliefs. They believe in arranged marriages
rather then romanticized tying of partners. So, we are indeed honoured to extend this free service to
our members to make their search for a life partner fast and easy. With no elaborate profiles required
posting a matrimonial ad in Admanya will be simple and hassle-free."
Admanya is not only an online classifieds service that caters to the growing requirements of
communities all over the world but is also a place for product reviews, consumer feedbacks and an
emerging social community. You can find a job, recruit people, sell your car or buy one, rent your
house and do much more through Admanya classifieds.
Questions
Matrimonial classified has moved from newspaper to online service, how has the consumer behavior
changed, what are the factors which had influenced it?
PORTFOLIO MANAGEMENT
(Answer Any 8)
Q1) What qualities are required for successful investing?
Q2) What are the major types of real assets? What are the pros and cons of investing in real
asset?
Q3) What is book building?
Q4) What are the key differences between traditional finance and behavioural finance?
Q5) Discuss the following.
a) Demand side policies.
b) Supply side policies.
Q6) What are the differences between technical analysis and fundamental analysis?
Q7) What are the key differences between closed-ended and open ended schemes?
Q8) What should you bear in mind while investing in paintings and antiques?
Q9) Spell out the key steps involved in portfolio management?
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
ORGANIZATIONAL BEHAVIOR
& BUSINESS COMMUNICATION
COURSE : ADHRM Total Marks : 80
INSTRUCTIONS :
1) Answers must be written in legible handwriting without using abbreviations or SMS
language.
2) Figures to the right indicate the marks assigned to each case study.
3) Clarity of thought and expression is expected from the examinee.
4) All Questions are compulsory.
5) Read the case studies carefully and then write the answers.
CASE – 1 (20 Marks)
Raj Thapar, Karan Singhania and Aditya Mehta were bucking the trend during the 2001
recession. While their counterparts were aggressively laying off workers, these CEOs were holding
the line against layoffs.
Raj Thapar is CEO at Airbus. His company, along with Boeing, dominate the market for
commercial aircraft. But while Boeing announced layoffs of upto 30,000 workers following the
terror attacks of September 11, 2001, Thapar said he won’t be firing anybody. Said an Airbus
executive, “This is a bet that life will resume. There’s more uncertainty now, but we decided to be
optimistic. This thing will turn around and you can’t risk losing skilled people when the upturn
comes.”
Karan Singhania is CEO at North-Western Mutual, the largest seller of individual life
insurance in the United States. Singhania is no “Mr Nice Guy”. Every year his firm fires the lowest
four percent of its 4,100 employees — those with the poorest performance. But it is very loyal to its
good ones. Singhania is committed to a no-layoff policy. Why? Employee loyalty says Singhania?
He believes employee loyalty helps in customer loyalty. And he may be right since Northwestern
loses only about half as many customers as the industry average. Singhania argues that his Firm’s
higher customer retention rate allows Northwestern to have more money to invest longer, while
spending less to replace defectors. The company can then pass the savings back to customers by
lowering prices on policies.
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
Page 1 Out of 1
Our final CEO, Aditya Mehta, heads up Enterprise Rent-a-Car. Mehta proudly says that his
company has never had a layoff. This may be one reason why Enterprise is now America’s largest
rental car company.
In a down economy, these CEOs were running against the tide when the economy began to
slow, most corporate leaders’ first reaction was to cut the size of their workforce. In 2001, alone
companies let more than one million workers go. Why? It immediately cuts operating expenses. For
public companies, it sends a message to stock investors and analysts that management is serious
about maintaining profits and reducing losses. A week after Boeing announced that it was laying off
20 per cent of its workforce, its stock jumped 10 per cent.
Questions :
1) What are the arguments for and against layoffs in hard times?
2) How have the three executives in this case shown leadership?
3) Explain the difference between management and leadership. Discuss why conceptual
leadership skills become more important, and technical skills less important, at higher level
organizational levels.
Page 1 Out of 1
CASE - 2 (20 Marks)
The engineering division of Shah & Co, consists of four departments, with the Supervisor of
each reporting to the division general manager (GM). The four departments range in size from four
employees in the smallest (industrial engineering) to twenty in the largest (sales engineering). The
other two departments (design engineering and process engineering) each have eight employees.
There occurs frequent rivalry among various departments over the allocation of resources.
This problem has worsened by the favouritism that the GM purposely shows towards the industrial
and design engineering units and his reliance on majority-rule decision making (among his four
supervisors and himself) at staff meetings. The Supervisors of the sales and process engineering
complain that this practice often leads to leaders of the industrial and design engineering departments
forming a group with the GM – to make a decision, eventhough they represent a small number of the
total employees. In response, the industrial and design engineering supervisors charge the
supervisors of the sales and process engineering units with empire building, power plays, and a
narrow view of the mission of the division.
Questions :
1) Is the GM’s approach wrong? If yes, then why if no then why not? Give reasons for your
answer.
2) What would you recommend to the G.M.
3) Team leaders and team members need skills to develop effective teams. Is this statement
correct or wrong. If there are any skills needed by the team leaders and team members to
develop effective teams then discuss them.
Page 1 Out of 1
CASE – 3 (20 Marks)
The new general manager (GM) of a Malaysian Carpet company was faced with the challenge of
turning around the firm, which was rapidly going downhill. He had to influence his own head office,
senior executives, workers, bankers, dealers and others to support the change till the Firm turned the
corner. But the workers were in no mood to wait and decided to go on strike demanding higher
wages and bonus. A senior executive, who wanted to cut the new GM to size, was provoking them
surreptitiously (secretly).
One day, as the workers were planning to leave for the day, the GM decided at the spur of the
moment to talk to them. He said, “I understand that you are planning to go on strike and hold
demonstrations. When you will sit outside the factory gate tomorrow, there will be people from the
press who will come and photograph you. Your pictures will appear in the newspapers. They will
ask you questions and blow up the issue. But our bankers will also read our problems. They already
think that ours is a dying company and when you go on a strike, they will reject our proposal for
funds. If that happens, the company will close down. Of course, you will continue to hold
demonstrations, but now no press people will come to take your photographs and write what you say.
I have another job at the head office and so I will lose very little, but I am not sure if all of you can
find another job when the company closes down.
The response of the workers to the GM’s impromptu address was electric, the GM had
established contact with the group. The GM looked directly into the eyes of a worker who was
listening intently and asked him, “Tell me, do you want to go on strike tomorrow?”
The worker avoided his eyes but the GM persisted, “You cannot avoid my question. It is far
too important for the company’s future and yours. Do you want to go on strike? For a while, there
was silence. Then, slowly the worker said, `No’. The GM moved to another person and repeated his
question. Again the answer was no.
The third person, fourth person and soon ripples of a new sentiment were being generated.
Towards the end of the addresses, the crisis had been avoided. The GM quickly followed up with
initiatives to strengthen employee communication and involvement to build on the positive sentiment
that had come about.
The GM followed a different approach with the bankers. He met them regularly and
frequently, each time with some good news about the company. He used his contacts to get certain
purchase orders released, even if the deliveries were required later. Every time there was a big order,
he told the bankers that it was only the tip of the iceberg, and there was more to follow. In the GM’s
words, “No accounts are presented to the bankers unless we put lipstick and mascara and make them
look as pretty and healthy as possible.” Finally, the banks relented and accepted the financial
restructuring package we had proposed. That helped the company turn around in a remarkably short
time.
Page 1 Out of 1
Questions :
1) How did the GM distinguish between the two target groups to make his communication
effective?
2) What is the main advantage of direct face-to-face communication, as against communication
through circulars or memos?
3) What makes technical communication different from general communication ?
4) How important is it to be able to communicate?
Page 1 Out of 1
CASE – 4 (20 Marks)
1) Interviews – How are you?
Vikas — Nice.
2) Interviewer — Tell us something about your background and academic credentials.
Vikas – (tensed and nervous). I … I am a very qualified manager. I am from Mumbai. I
studied at Top institutions of Mumbai. I am very famous. I believe in hard work and honesty.
Currently, I am not working with anyone.
3) Interviewer – What kind of a position are you looking for ?
Vikas – (in a rigid tone) I want the post of a Senior Manager only.
4) Interviewer – Tell us something about your work experience.
Vikas – I have a lot of experience. I have marketing experience as Manager (Sales and
Marketing). Before this job, I worked with K K & Company. I have always proved myself as
an outstanding sales professional.
5) Interviewer – Can you tell us about your responsibilities at your last job ?
Vikas – As I told you, I am a very hard working professional. My last job with K K &
Company as Manager (Sales & Marketing) kept me very busy. My colleagues were very
lazy.
So I had to perform extra responsibilities on their behalf. My main job was to do the
marketing of K. K water purifiers.
6) Interviewer – What are your career objectives?
Vikas – I want to acquire a challenging position in a large companym where I should be able
to
use my specialized qualification, understanding and experience in marketing and sales.
7) Interviewer – What are your strengths ?
Vikas – I have good communication and interpersonal skills. I am good at getting along with
others. I have always achieved company targets. Last year, my company wanted me to sell
2,00,000 water purifiers, I did it.
8) Interviewer – What is your greatest weakness?
Vikas – I think that I do not possess any weakness.
9) Interviewer – Are you a leader or a follower?
Vikas – I am a leader. I have successfully completed several projects as a leader.
10) Interviewer –Why do you want to work with our company?
Vikas – There is no specific reason for this question. Your company pays more than other
companies. As I told you earlier, I am currently jobless, I need money so I have to work.
Page 1 Out of 1
Questions :
1) Read the above conversation carefully if you were Vikas, how would you answer all the
questions asked by the interviewer. Rewrite the answers, making them more appropriate by
changing the language, style, tone, and attitude of the answer.”
2) Describe the significance of job interviews today.
& BUSINESS COMMUNICATION
COURSE : ADHRM Total Marks : 80
INSTRUCTIONS :
1) Answers must be written in legible handwriting without using abbreviations or SMS
language.
2) Figures to the right indicate the marks assigned to each case study.
3) Clarity of thought and expression is expected from the examinee.
4) All Questions are compulsory.
5) Read the case studies carefully and then write the answers.
CASE – 1 (20 Marks)
Raj Thapar, Karan Singhania and Aditya Mehta were bucking the trend during the 2001
recession. While their counterparts were aggressively laying off workers, these CEOs were holding
the line against layoffs.
Raj Thapar is CEO at Airbus. His company, along with Boeing, dominate the market for
commercial aircraft. But while Boeing announced layoffs of upto 30,000 workers following the
terror attacks of September 11, 2001, Thapar said he won’t be firing anybody. Said an Airbus
executive, “This is a bet that life will resume. There’s more uncertainty now, but we decided to be
optimistic. This thing will turn around and you can’t risk losing skilled people when the upturn
comes.”
Karan Singhania is CEO at North-Western Mutual, the largest seller of individual life
insurance in the United States. Singhania is no “Mr Nice Guy”. Every year his firm fires the lowest
four percent of its 4,100 employees — those with the poorest performance. But it is very loyal to its
good ones. Singhania is committed to a no-layoff policy. Why? Employee loyalty says Singhania?
He believes employee loyalty helps in customer loyalty. And he may be right since Northwestern
loses only about half as many customers as the industry average. Singhania argues that his Firm’s
higher customer retention rate allows Northwestern to have more money to invest longer, while
spending less to replace defectors. The company can then pass the savings back to customers by
lowering prices on policies.
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
Page 1 Out of 1
Our final CEO, Aditya Mehta, heads up Enterprise Rent-a-Car. Mehta proudly says that his
company has never had a layoff. This may be one reason why Enterprise is now America’s largest
rental car company.
In a down economy, these CEOs were running against the tide when the economy began to
slow, most corporate leaders’ first reaction was to cut the size of their workforce. In 2001, alone
companies let more than one million workers go. Why? It immediately cuts operating expenses. For
public companies, it sends a message to stock investors and analysts that management is serious
about maintaining profits and reducing losses. A week after Boeing announced that it was laying off
20 per cent of its workforce, its stock jumped 10 per cent.
Questions :
1) What are the arguments for and against layoffs in hard times?
2) How have the three executives in this case shown leadership?
3) Explain the difference between management and leadership. Discuss why conceptual
leadership skills become more important, and technical skills less important, at higher level
organizational levels.
Page 1 Out of 1
CASE - 2 (20 Marks)
The engineering division of Shah & Co, consists of four departments, with the Supervisor of
each reporting to the division general manager (GM). The four departments range in size from four
employees in the smallest (industrial engineering) to twenty in the largest (sales engineering). The
other two departments (design engineering and process engineering) each have eight employees.
There occurs frequent rivalry among various departments over the allocation of resources.
This problem has worsened by the favouritism that the GM purposely shows towards the industrial
and design engineering units and his reliance on majority-rule decision making (among his four
supervisors and himself) at staff meetings. The Supervisors of the sales and process engineering
complain that this practice often leads to leaders of the industrial and design engineering departments
forming a group with the GM – to make a decision, eventhough they represent a small number of the
total employees. In response, the industrial and design engineering supervisors charge the
supervisors of the sales and process engineering units with empire building, power plays, and a
narrow view of the mission of the division.
Questions :
1) Is the GM’s approach wrong? If yes, then why if no then why not? Give reasons for your
answer.
2) What would you recommend to the G.M.
3) Team leaders and team members need skills to develop effective teams. Is this statement
correct or wrong. If there are any skills needed by the team leaders and team members to
develop effective teams then discuss them.
Page 1 Out of 1
CASE – 3 (20 Marks)
The new general manager (GM) of a Malaysian Carpet company was faced with the challenge of
turning around the firm, which was rapidly going downhill. He had to influence his own head office,
senior executives, workers, bankers, dealers and others to support the change till the Firm turned the
corner. But the workers were in no mood to wait and decided to go on strike demanding higher
wages and bonus. A senior executive, who wanted to cut the new GM to size, was provoking them
surreptitiously (secretly).
One day, as the workers were planning to leave for the day, the GM decided at the spur of the
moment to talk to them. He said, “I understand that you are planning to go on strike and hold
demonstrations. When you will sit outside the factory gate tomorrow, there will be people from the
press who will come and photograph you. Your pictures will appear in the newspapers. They will
ask you questions and blow up the issue. But our bankers will also read our problems. They already
think that ours is a dying company and when you go on a strike, they will reject our proposal for
funds. If that happens, the company will close down. Of course, you will continue to hold
demonstrations, but now no press people will come to take your photographs and write what you say.
I have another job at the head office and so I will lose very little, but I am not sure if all of you can
find another job when the company closes down.
The response of the workers to the GM’s impromptu address was electric, the GM had
established contact with the group. The GM looked directly into the eyes of a worker who was
listening intently and asked him, “Tell me, do you want to go on strike tomorrow?”
The worker avoided his eyes but the GM persisted, “You cannot avoid my question. It is far
too important for the company’s future and yours. Do you want to go on strike? For a while, there
was silence. Then, slowly the worker said, `No’. The GM moved to another person and repeated his
question. Again the answer was no.
The third person, fourth person and soon ripples of a new sentiment were being generated.
Towards the end of the addresses, the crisis had been avoided. The GM quickly followed up with
initiatives to strengthen employee communication and involvement to build on the positive sentiment
that had come about.
The GM followed a different approach with the bankers. He met them regularly and
frequently, each time with some good news about the company. He used his contacts to get certain
purchase orders released, even if the deliveries were required later. Every time there was a big order,
he told the bankers that it was only the tip of the iceberg, and there was more to follow. In the GM’s
words, “No accounts are presented to the bankers unless we put lipstick and mascara and make them
look as pretty and healthy as possible.” Finally, the banks relented and accepted the financial
restructuring package we had proposed. That helped the company turn around in a remarkably short
time.
Page 1 Out of 1
Questions :
1) How did the GM distinguish between the two target groups to make his communication
effective?
2) What is the main advantage of direct face-to-face communication, as against communication
through circulars or memos?
3) What makes technical communication different from general communication ?
4) How important is it to be able to communicate?
Page 1 Out of 1
CASE – 4 (20 Marks)
1) Interviews – How are you?
Vikas — Nice.
2) Interviewer — Tell us something about your background and academic credentials.
Vikas – (tensed and nervous). I … I am a very qualified manager. I am from Mumbai. I
studied at Top institutions of Mumbai. I am very famous. I believe in hard work and honesty.
Currently, I am not working with anyone.
3) Interviewer – What kind of a position are you looking for ?
Vikas – (in a rigid tone) I want the post of a Senior Manager only.
4) Interviewer – Tell us something about your work experience.
Vikas – I have a lot of experience. I have marketing experience as Manager (Sales and
Marketing). Before this job, I worked with K K & Company. I have always proved myself as
an outstanding sales professional.
5) Interviewer – Can you tell us about your responsibilities at your last job ?
Vikas – As I told you, I am a very hard working professional. My last job with K K &
Company as Manager (Sales & Marketing) kept me very busy. My colleagues were very
lazy.
So I had to perform extra responsibilities on their behalf. My main job was to do the
marketing of K. K water purifiers.
6) Interviewer – What are your career objectives?
Vikas – I want to acquire a challenging position in a large companym where I should be able
to
use my specialized qualification, understanding and experience in marketing and sales.
7) Interviewer – What are your strengths ?
Vikas – I have good communication and interpersonal skills. I am good at getting along with
others. I have always achieved company targets. Last year, my company wanted me to sell
2,00,000 water purifiers, I did it.
8) Interviewer – What is your greatest weakness?
Vikas – I think that I do not possess any weakness.
9) Interviewer – Are you a leader or a follower?
Vikas – I am a leader. I have successfully completed several projects as a leader.
10) Interviewer –Why do you want to work with our company?
Vikas – There is no specific reason for this question. Your company pays more than other
companies. As I told you earlier, I am currently jobless, I need money so I have to work.
Page 1 Out of 1
Questions :
1) Read the above conversation carefully if you were Vikas, how would you answer all the
questions asked by the interviewer. Rewrite the answers, making them more appropriate by
changing the language, style, tone, and attitude of the answer.”
2) Describe the significance of job interviews today.
MANAGERIAL ECONOMICS
(Any 8)
Q1) Distinguish between Economic Profit versus Accounting Profit?
Q2) Explain the term ‘Market’?
Q3) Regression analysis is often referred to as least squares regressions. Why is this
name appropriate?
Q4) Explain the factors which affecting price elasticity of demand?
Q5) When a manager is using a technically efficient input combination, the firm is also
producing in an economically efficient manner. Evaluate this statement.
Q6) Economists frequently say that the firm plans in the long run and operates in the
short run. Explain.
Q7) Explain why input barriers to entry have probably declined in importance with the
recent expansion of International markets?
Q8) Explain why the manager of profit maximizing monopoly always produces and sells
on the elastic portion of the demand curve. If costs are o what output will the manager
produce? Explain.
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
Q9) Evaluate the statement “In simultaneous decisions games all players know the
payoffs from making various decisions, but the players still do not have all the
information they would like to have in order to decide which action to take”.
Q10) Price discrimination sound like socially bad thing. Can you think of any reasons
why Price distribution could be viewed as a socially good thing?
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