(DEMB11) Total No. of Questions : 8] [Total No. of Pages : 02

EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY – 2016

First and Second Years

BUSINESS POLICY & STRATEGIC MANAGEMENT

Time : 3 Hours Maximum Marks: 70

SECTION-A (3 × 5 = 15)

Answer Any Three of the following

Q1) a) Corporate strategy.

b) Corporate Policy.

c) Environmental analysis.

d) Internal corporate analysis.

e) Cost analysis

f) SWOT analysis.

SECTION-B (3 × 15 = 45)

Answer any Three of the following

Q2) Explain the 7-S framework.

Q3) What is strategic Management? Explain its objectives.

Q4) What is marketing strategy? Explain types of marketing strategy.

Q5) Explain the role and functions of Board of directors.

Q6) Differentiate between mergers and acquisitions.

Q7) Discuss in brief strategic alternatives and its element.

(DEMB11)

SECTION-C (10)

Compulsory

Q8) Case study:

In May 2001, Abbey National, the UK’s second largest mortgage bank,

accelerated its advance into financial services for the wealthy with a £ 106

million deal to buy the up-market telephone banking arm of Robert

Fleming.

The deal boosted Abbey’s share of accounts belonging to affluent clients to

16 per cent of the market, allowing it to steal a march on rivals also trying

to grab new business in this profitable sector.

The new businesses added 1,10,000 customers to Abbey’s existing 26,000

clients with an annual income of £30,000 to £1,00,000 The deal

significantly accelerated Abbey’s stated plan to achieve this level of

market share within three years.

The week before HSBC and Merrill Lynch announced a £700 million joint

venture to enter the same market. Barclays had developed a premier

banking service, giving it 17 per cent of accounts for moderate to high

earners.

Before the takeover of Robert Fleming, Abbey National had 3 per cent of

the ‘mass affluent’ market. The takeover increased abbey National’s

market share to 14 per cent. Most of the new business was made up of

customers’ primary accounts, which banks covet for potential cross sales

of other products to clients.

Questions:

a) Why is the ‘mass affluent’ market so attractive for businesses operating

in the financial services market?

b) What do you see as being Abbey National’s main objective with regard

to this market?

c) How do the takeover strategies help it to achieve this objective?

d) What do you see as being the risks involved in this strategy?

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(DEMB12) Total No. of Questions : 8] [Total No. of Pages : 03

EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY – 2016

First and Second Years

INTERNATIONAL BUSINESS

Time : 3 Hours Maximum Marks: 70

SECTION-A (3 × 5 = 15)

Answer Any Three of the following

Q1) a) Trends in political system.

b) Sustainability

c) “Unfriendly” countries.

d) NAFTA.

e) Customs agencies.

f) Multilateral Agreements.

SECTION-B (3 × 15 = 45)

Answer Any Three of the following

Q2) Why international business differs from domestic business? Explain.

Q3) Briefly explain about trade pattern theories.

Q4) What is export strategy? How do you design an export strategy for an MNC?

Q5) Enumerate the government influence on world trade.

Q6) What are the strategic functions of International HRM?

Q7) Explain the role of negotiated agreements in international business.

(DEMB12)

SECTION-C (10)

Compulsory

Q8) Case study:

BHEL is India’s largest engineering and manufacturing enterprise,

operation in the energy sector, employing more than 42000 people.

Established in 1956, it has established its presence in the heavy electrical

equipments industry nationally as well as globally. BHEL is one of the

navaratnas (lit. nine gems) among the public sector enterprises in India. Its

vision is to be a world class enterprise committed to enhancing stakeholder

value. Its mission statement is : to be an Indian multinational engineering

enterprise providing total business solutions through quality products,

systems, and services in the fields of energy, industry, transportation,

infrastructure, and other potential areas.

BHEL is a huge organization, manufacturing over 180 products

categorized into 30major product groups, catering to the core sectors of

power generation and transmission, industry, transportation,

telecommunications and renewable energy. It has 14 manufacturing

divisions, four power sector regional centers, over 100 project sites, eight

service centers and 18 regional offices. It acquires technology form

abroad and develops its own technology at its research and development

centers. The operations of BHEL are organized into three business sectors

of power, industry and overseas business. Besides the business sector

departments, there are the corporate functional departments of engineering

and R&D, human resource development, finance and corporate

planning and development.

BHEL turn over hit an all-time high of Rs.18,739 crore, registering a

growth of 29%, while net profit increased by 44% to touch Rs. 2, 415 crore

in 2006-07. The company has a comfortable order book position of Rs.55,

000 crore for 2007-08 and beyond. The company booked export orders

worth Rs. 1,093 crore in 2006-07. It is looking forward to US$10billion

exports by 2012 from the present US$ 4 billion. The capital investment

plan of BHEL for the 11th

National Plan period envisages an investment of

Rs. 3,200 crore, mainly to enhance its manufacturing capacity from 10000

MW to 15,000 MW.

(DEMB12)

BHEL has formulated a five-year strategic plan with the aim of achieving a

sustainable profitable growth, targeting at a turnover of Rs. 45, 000 crore

by 2012. The strategy is driven by a combination of organic and inorganic

growth. Organic growth is planned through capacity and capability

enhancement, designed to leverage the company’s core areas of power,

supported by the industry, transmission, exports and spares and services

businesses. For the purpose of inorganic growth, BHEL plans to pursue

mergers and acquisition and joint ventures and grow operations both in

domestic and export markets.

BHEL is involved in several strategic business initiatives at present for

internationalization. These include targeting the export markets,

positioning itself as a reputed engineering, procurement and construction

(EPC) contractor globally and looking for opportunities for overseas joint

ventures.

Despite its impressive performance, BHEL is unable to fulfill the

requirements for power equipment in the country. The demand for power

has been exceeding the growth and availability. There are serious concerns

about energy shortages owing inadequate generation and transmission, as

well as inefficiencies in the power sector. There seems to be an

undercurrent conflict between the two governmental ministries of power

and heavy industries. BHEL operates administratively under the Ministry

of Heavy Industries, but supplies mainly to the power sector that is under

the Ministry of Power.

Questions:

a) BHEL is mainly formulating and implementing concentration strategies

nationally as well as globally, in the power equipment sector. Do you

think it should broaden the scope of its strategies to include integration or

diversification? Why?

b) Suppose BHEL plans to diversify its business. What areas should it

diversify into? Give reasons to justify your choice.

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(DEMB13) Total No. of Questions : 8] [Total No. of Pages : 02

EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY – 2016

First and Second Years

MANAGEMENT INFORMATION SYSTEMS

Time : 3 Hours Maximum Marks: 70

SECTION-A (3 × 5 = 15)

Answer Any Three of the following

Q1) a) Types of decisions.

b) Critical success factor method.

c) Asynchronous and synchronous transmission.

d) Multi programming and multiprocessing.

e) Embedded SQL.

f) Database design.

SECTION-B (3 × 15 = 45)

Answer Any Three of the following

Q2) Describe the structure of information systems. Explain stage growth hypothesis.

Q3) Discuss information resource assessment process. Explain the steps in MIS design/development process.

Q4) Describe the phases in system development lifecycle. Describe the various activities in system implementation.

Q5) Elucidate the trends in information technology. Describe hardware and software requirements of computer networks.

(DEMB13)

Q6) Describe the motivation for data base approach. What is the effect of normalization on data base storage and its performance? Explain query processing with suitable examples.

Q7) Discuss the aspects of information technology and policy making with special reference to Caribbean community.

SECTION-C (10)

(Compulsory)

Q8) Case study

The federal government is held back by entrenched bureaucracies so

improvements and progress come rather slowly. A number of problems

plague the Is departments of federal agencies. Federal IS projects are often

out of date by the time they are completed. The bidding process for

projects is too long and complicated. For example, companies that are not

awarded a contract may appeal the decision to a number of groups and

agencies. The appeals process is so lengthy that by the time it is completed

the contract specifications have been become obsolete. Finally good IS

personnel are hard to find. Loss salaries and a high turnover rate cause

talented people to seek non-government jobs.

What are some information resource management policies that might help

to streamline the government’s IS functions?

� � �

(DEMBA1) Total No. of Questions : 8] [Total No. of Pages : 02

EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY – 2016

First and Second Years

A-MARKETING

Sales & Advertising Management

Time : 3 Hours Maximum Marks: 70

SECTION-A (3 × 5 = 15)

Answer Any Three of the following

Q1) a) Personal selling.

b) Training the sales force

c) Forecasting.

d) Advertising.

e) Marketing communication process.

f) Tele marketing.

SECTION-B (3 × 15 = 45)

Answer Any Three of the following

Q2) What is sales management? Explain the scope of sales management.

Q3) Briefly explain about various training methods required by sales personnel.

Q4) What is sales planning? Explain the process of sales planning.

Q5) What is the importance of media in sales promotion?

Q6) Briefly explain about marketing communication process.

Q7) How do you develop an advertising plan for a new product? Explain.

(DEMBA1)

SECTION-C (10)

Compulsory

Q8) Case study:

In a white toothpaste market Colgate is the undisputed market leader with

virtually no threat from any other brands. There are many brands in the

market place that have been trying to ribble at the market share of Colgate

but with little or nil success. Some of the brands such as Macleans and

Forhan’s which tried to dislodge Colgate in the part are not in the

reckoning today. Balsara’s promise toothpaste, which was introduced as

the only toothpaste with time tested clove oil, was, hugely successful in

garnering a 2 digit market share but could, not hold on to it, only Balsara’s

product management team knows why have they frittered away such a

unique competitive advantages.

For the past 2 years two brands Pepsodent for the white toothpaste market

and Close-up for the gel formation have been trying to snatch market share

from Colgate. Pepsodent advertisement deliver the message that it can

check the growth of germs in the mouth and that too for long hours at a

stretch Close-up is fighting on competitive advertisement and sales

promotions. Colgate does not wish to be dragged into retaliatory

advertisements. They feel that message, “Meri big shakthi, meri big

suaksha has started sinking with distant second in the market. Colgate does

no believe in the price war. In view of the above situations help colgate to

formulate marketing strategies to effectively counter competition.

Questions:

a) What positioning strategy has Pepsodent taken.

b) Formulate marketing strategy for Colgate.

� � �

(DEMBA 2)

Total No. of Questions : 8] [Total No. of Pages : 03

EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY - 2016

First and Second years

A-MARKETING

Services Marketing & CRM

Time : 03 Hours Maximum Marks : 70

SECTION - A (3×5=15)

Answer any three of the following

Q1) a) Customer Relationship Management.

b) Service Management Trinity.

c) Advertising.

d) Relationship Marketing.

e) Quality Models.

f) Service vision.

SECTION - B (3×15=45)

Answer any three of the following

Q2) Explain briefly the goods and services marketing.

Q3) What are the marketing challenges involved in service business?

Q4) Discuss the origin and growth of services marketing.

Q5) Describe the classification of services.

Q6) Discuss the evolution of CRM and its type.

Q7) Write a short note on CRM cycle.

(DEMBA 2)

SECTION - C (10)

Compulsory

Q8) Case study:

Sheena had worked for the same Fortune 500 company for most

15 years. Although the company had gone through some tough times,

things were starting to turn around. Customer orders were up, and quality

and productivity had improved dramatically from what they had been only

a few years earlier due company wide quality improvement program. So, it

comes as a real shock to Sheena and about 400 of her co-workers when

they were suddenly terminated following the new CEOs decision to

downsize the company. After recovering from the initial shock, Sheena

tried to find employment elsewhere. Despite her efforts, after eight months

of searching she was no closer to finding a job than the day she started.

Her funds were being depleted and she was getting more discouraged.

There was one bright spot, though; She was able to bring in a little money

by mowing lawns for her neighbours. She got involved quite by chance

when she heard one neighbor remark that now that his children were on

their own, nobody was around to cut the grass. Almost jokingly, Sheena

asked him how much he’d be willing to pay. Soon Sheena was mowing the

lawns of five neighbors. Other neighbors wanted her to work on their

lawns but she didn’t feel that she could spare any more time from her job

search.

However, as the rejection letters began to pile up, Sheena knew

she had to make an important decision in her life. On a rainy Tuesday

morning, she decided to go into business for herself taking care of

(DEMBA 2)

neighborhood lawns. She was relieved to give up the stress of job hunting,

and she was excited about the prospects of being her own boss. But she

was also fearful of being completely on her own. Nevertheless, Sheena was

determined to make a go of it. At first, business was a little slow, but Once

people realized Sheena was available, many asked her to take care of their

lawns. Some people were simply glad to turn- the work over her; others

switched from professional lawn care services. By the end of her first year

in business, Sheena knew she could earn a living this way. She also

performed other services such as fertilizing lawns, weeding gardens, and

trimming shrubbery. Business became so good that Sheena hired two

parttime workers to assist her and, even then, she believed she could

expand further if she wanted to.

Questions;

a) In what ways are Sheena’s customers most likely to judge the quality of her lawn care services.

b) Sheena is the operations manager of her business. Discuss her responsibilities in daily business aspects.

(DEMBA3) Total No. of Questions : 8] [Total No. of Pages : 03

EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY – 2016

First and Second Years

A-MARKETING

Rural & Retail Marketing

Time : 3 Hours Maximum Marks: 70

SECTION - A

Answer Any THREE questions (3 × 5 = 15)

Q1) a) Retail market.

b) Consumer satisfaction.

c) Pricing decisions.

d) Distribution process.

e) Retail life cycle.

f) Retail pricing.

SECTION - B

Answer any THREE of the following (3 × 15 = 45)

Q2) What is the importance of rural marketing?

Q3) Write about the process of product development in rural markets.

Q4) Explain the relation between traditional media and current opportunities.

Q5) What are the participants in rural distribution processes?

Q6) What is retail marketing? Explain the functions of retailer.

Q7) Write an essay on current position of retail markets in India.

(DEMBA3)

SECTION - C

Compulsory (10)

Q8) Case Study

Rural Mothers do not recognize a serious diarrhoeal problem as soon it

occurs though the disease kills some 4000 young children in India every

day.

The study sponsored by the United Nations International Children’s

Educational Fund (UNICEF) at the request of the Union Government

revealed the following:

The Mothers usually recognize the disease only when the child has

passed 4-5 loose motions in the course of a day. And she gets concerned

enough to act only when the frequency increases to six (or) seven such

motions.

Rural Mother has a strong inclination to see medical treatment for the

child hit by diarrhoea.

Though a wide array of medicines, pills and even injections were

prescribed only six percent of patients received oral Rehydration Therapy

(ORT).

On an average Mothers spent about Rs.38/- on treatment for a single

diarrhoea episode.

(DEMBA3)

Dehydration is more noticed than understood. Even those who perceive

loss of fluid believe it be a case of non-absorption of water that was

ingested instead of net loss of fluids from the body.

Home based fluids, if promoted, or likely to be accepted by most mothers

as a proper responds to childhood diarrhoea. Since rice, sugar (or) gur is

available in 75-83% of all rural households, it is possible to successfully

promote the use of home based fluids.

Mothers, however, have reservations about adding sugar and salt to

certain types of fluids and water. Glucose water and rice water emerged

as the favoured fluids. It therefore suggests, that communication

strategies be designed to reach the mother so that she recognize a single

loose motion as an indication of a potentially serious problem at act

promptly giving her child extra fluids to drink.

Questions:

a) What does the case suggest to rural marketers, particularly to

pharmaceutical companies and the Government?

b) What kind of promotion activities can you suggest to Pharma

companies? To Government?

� � �

(DEMBA4) Total No. of Questions : 8] [Total No. of Pages : 04

EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY - 2016

First and Second Years

A- MARKETING

Consumer Behaviour and Marketing Research

Time : 03 Hours Maximum Marks : 70

SECTION - A

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

Q1) a) Customer Satisfaction.

b) Reference groups.

c) Marketing research.

d) Marketing communication.

e) Research plan.

f) Survey Research.

SECTION – B

Answer any THREE of the following (3 × 15 = 45)

Q2) Explain the concept and need for consumer behaviour.

Q3) Enumerate the role of reference groups and family influence on consumer

behaviour.

Q4) Explain the process of consumer decision making.

Q5) Explain the nature and scope of marketing research.

(DEMBA4)

Q6) What is research process? Explain the steps in research process.

Q7) What are the research instruments for collecting primary data?

SECTION - C

Compulsory (10)

Q8) Case Study

CHILDREN : THE FINAL FRONTIER ……….. FOR CELL PHONES

What do Nokia, Samsung, Motorola, and Walt Disney Co. have in

common? They all market cell phones to children worldwide. With the

adult markets for cell phones quickly saturating over 65% of Indians

have cell phones. The industry is looking to other segments because the

growth market for cell phone industry in the near future is children and

even teens, ages 13 to 19 or even younger. Many in the industry targeting

at high school and plus two children’s as the final frontier if phone

manufacturers are to continue to grow already parents are giving

children as young as 10 years old their own cell phones. In early 2005, a

host of companies released phones aimed at the younger market. Macro-

max, Sony Ericson and G-five mobile all released models in bright

colors, often featuring graphics of favorite characters such as music,

games, animations and SMS. They designed these phones for smaller

hands and many lack traditional keypads. Parents could program what the

phones do, control incoming and outgoing calls, and prepay minutes.

(DEMBA4)

But do children’s really need a cell phone? There are many child

advocates who say that they do not. Some critics claim that cell phone

makers have declared “open season” on children with their aggressive

marketing tactics. Many are even petitioning Indian Government to

investigate this hot marketing trend. The cell phone companies defend

their actions. Many have released statements saying that they don’t

market their products even the kid-friendly ones of children, but rather to

their parents. Disney said it developed as a service to address the needs of

a family audience, and that its products and services will be available for

all members of the family including adults. Marketers claim that

they are simply answering the demands of the consumers for services

such as five-key, parent-programmable G-five. Of course, children want

cell phones because they’re cool, because their friends have them, and

because they want to be more grown-up. In fact, many tweens reject the

kiddie versions and demand real adult-style cell phones.

Coolness and prestige alone are usually not good enough for parents to

give in and buy one of the gadgets for their kids. However, the marketers

position the phones to Mom and Dad on a different basis. the phones

provide an extra layer of security to anxious parents who want to be able

to locate their kids at all times. Many of the children’s phones offer GPS

tracking as well as all the parental control features. When parents are not

convinced that the increased ability to stay connected with their children

enhances safety, the purchase decision is simple” Suddenly, you’re not an

(DEMBA4)

overindulgent parent,” says Margret C.Campbell, marketing professor at

the University of Colorado. Whether due to safety concerns or simply

because parents are giving in to their kids’ demands, the efforts of cell

phone marketers appear to be paying off. Already, 16% of children ages

13-19 and 6% of children ages 8-12 carry cell phones. If companies can

get younger children in the habit of using phones, the kids will probably

be consumers for life. Whether or not this is a good thing is still open to

debate.

Questions:

a) When it comes to cell phones for kids, who are the customer? Discuss

the dynamics of the decisions to buy a cell phone for your young

child.

b) How to current trends in the family life cycle affect the marketing of

cell phones to children? Can be this segment targeted directly?

� � �

(DEMBA5) Total No. of Questions : 8] [Total No. of Pages : 03

EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY – 2016

First and Second Years

A-MARKETING

Global Marketing

Time : 3 Hours Maximum Marks: 70

SECTION - A

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

Q1) a) Scope of International Marketing.

b) International Political Marketing.

c) Export documentation.

d) Import Policy.

e) International distribution policy.

f) International Market Research.

SECTION - B

Answer any Three of the following (3 × 15 = 45)

Q2) Explain the scope and size of International Markets.

Q3) Discuss the concept of International Marketing. Explain its conceptual

framework.

Q4) How does the External Environment affect the International Marketing?

(DEMBA5)

Q5) Enumerate the policy formulation and procedural aspects of International

Marketing.

Q6) Explain the stages in the process of import trade.

Q7) Explain different dimensions of international Marketing Planning.

SECTION - C

Compulsory (10)

Q8) Case Study

Prefabricated houses are not new. Some well-known mail-order retailers

started selling such house, in the United States decades ago. One

advantage of this type of housing is quick assembly – only a few days are

needed. Another buying incentive is lower price due to man production.

There another advantage of the assembly – line approach; better quality

control. The major disadvantage is, of course the product’s image there is

no prestige in living in a prefab house and the uniform look does not

enhance consumer perception. Although Man Production has generally

negative connotation, it does not appreciably hurt such durables as

refrigerators, automobiles and sound equipment. Yes, for housing the

negative image is quite overwhelming.

In Japan, where land and housing costs are outrageous, prefab houses

area I necessity to many. One Japanese firm that has acquired technical

know how in manufacturing prefab houses is Misawa Homes. One of its

(DEMBA5)

popular designs is House 55.I this model has ten capsules, requiring five

large “containers” for transportation. The model’s advantage is that rough

assembly can be accomplished in just two hours. Another strength is its

price – 20 percent lower than conventional prefab houses and 30 percent

less than wood houses. The model was exhibited at trade fairs in Europe

and received a great deal of Interest, Encouraged. Misawa Homes wanted

to export its House 55 houses to Europe and the United States.

Questions:

a) Do you think that such prefab houses as House 55 can gain consumer

acceptance in the U.S. and Europe?

b) What should be Misawa’s strategy to enter overseas markets with the

product?

� � �