IIBM Institute of Business
Management
Semester-1 Examination Paper MM.100
Human Resource Management
Section A: Objective Type (30
marks)
•
This
section consists of Multiple Choices & Short Notes type questions
•
Answer
all the questions.
•
Part
one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1) Name the
program which makes supervisor more alert, as it is his responsibility to rate
his Subordinates
1.
Periodic appraisal
2. Yearly appraisal
3. Monthly appraisal
4. Weekly appraisal
2) The HRD
programmes fail due
1.
Crime factor
2.
Social justice
3. Inflation
4.
Poverty
3) Name the
recruitment process which is said to be a costly affair
1.
Internal
2.
External
3.
International
4.
National
4) In
resent times, which department and head of the same usually initiates the
manpower plan.
1.
Operation department
2. production department
3.
H R department
4. Logistics department
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5) The job
evaluation programme once installed must be continued on a ________ basis.
1.
Permanent
2. Unplanned
3.
Planned
4. Daily
6) The
process of 360 Degree appraisal is broken into two stages - planning and
_________.
1.
Succession
2. Implementation
3.
Non planning
4. Action planning
7) Human
resource management is responsible for getting the best people, training and
providing mechanism to achieve organization ____________.
1.
Goal
2. Target
3.
loss
4. profit
8) The
process of analyzing jobs from which job descriptions are developed are called
________.
1.
Company analysis
2. Job Analysis
3.
Appraisal
4. Job enrichment
9) Which is
not the method of performance appraisal ?
1. Straight
ranking method
2. Grading
method
3. Group
Appraisal
4. Circle
Method
10) MBO
Means
1. Management
by Operation
2. Management
by Organization
3. Management
by Objectives
4. All the
above
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Part Two:
Q. 1
Explain the importance of Career Planning in industry.
Q. 2
Explain the nature of Human Resource Development. Examine its scope and nature.
Q. 3
Discuss the various Methods of Performance Appraisals?
Q. 4 Explain On-Job and Off Job Training.
END OF SECTION A
Section B: Caselets (40 marks)
•
This
section consists of Caselets.
•
Answer
all the questions.
•
Each
caselet carries 20 marks.
•
Detailed
information should form the part of your answer (Word limit 200-250 words).
Caselet 1
India
Tele Linkages (ITL) was one of the pioneers to enter the telecom business in
India in the private sector. India T.L. was the only company to have brand
recognition with its popular Tulip range of telephones. ITL had restructured
itself into a multi product/ service group by diversifying into other telecom
and non-telecom services like healthcare too. Its service venture included
Chennai operations, ITL cellular and the cellular licensee in Andhra territory.
After distributing different areas among different groups of companies, ITL
also ventured into manufacturing of transmission equipments. In fact, ITL was
the first company to get ISO 9002 accreditation in India. In the year 2000, it
entered into a tie-up with LDC Telecom, Oman to manufacture SDH, digital
control multiplier and some network access products. The company registered
total sales of RS. 76 crores in 1995-96, a 22% growth over previous year’s
figure of Rs.62.4 crores. The net profit was Rs. 9.14 crores, a growth of 67.7%
over the previous year’s figure of Rs. 5.45 crores. ITL had forged an alliance
with the global giant German Telecom for a complete range of office automation
products. The company had started distributing ISDN handsets and terminal
adapters. The company had also set up a joint venture with Tkahami Ltd., Japan
to manufacture pagers.ITL had chosen a strategy of building brands whether it
was Tulip in telephone instruments or Spacetel in cellular services. As the
third step in the growth of India Tele linkages, it was granted license to
provide basic telephone services in telecom circle of the state of Tamil Nadu
by the Ministry of Communications, Government of India on April 18, 1998. On
August 4, 1999 India Tele Linkages set up its first private line at Coimbatore
with its head office at Chennai and five regional offices at Bangalore,
Hyderabad, Bhuwaneshwar, Trivandram and Coimbatore. Initially, the company was
the only private player and did not perceive any threat from the sole player in
public sector. It had managed to get a net customer base of more than 1 lakh in
the state of Tamil Nadu alone. Now, in the quickly expanding telecom sector new
players were entering in the industry and some of them were well established,
widely diversified and financially secure companies.
The
various functional areas of ITL were: Operations, sales and Marketing,
Technical, Finance and Accounts, Human Resources, IT, Materials, Limited
mobility and quantity. The company
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had
a very tall structure (Appendix I) wherein there were 14 levels with the first
9 level at every regional office and the other corporate level positions were
at the corporate head office. The Coimbatore region was headed by Kamal Kumar,
a 56 year old engineer from an army background who had taken VRS from the army
to join the corporate sector. He had joined India Teletel after a short stint
at Moray Enterprise as a branch head. ITL at Coimbatore had the departments of
operations, sales, marketing, technical, finance and accounts which were headed
by HOD of manager level. Human resources was headed by Rakesh Sharma, Deputy
Manager- HR, a 34 year old MBA with HR specialization. He was with the company
since 1997 and reported to regional head, Kamal Kumar at Coimbatore and Sushil
Kumar, Manager HR corporate office, Chennai. The Coimbatore office had hardcore
(technical) functions with employees in the average age 29 years and
representing all parts of the country. The male-female ratio was 90:10.ITL
requited people on the basis of employee’s suitability vis-à-vis the job
requirement or competencies required to do the job effectively. A detailed
competency mapping exercise was undertaken for all the positions and each
individual’s competencies were identified and mapped against the desirable
ones. All this was document in the Role Description Directory, listing
individual’s job responsibilities (KRAs) competencies needed, performance areas
and measurement parameters. This exercise was done rigorously and updated at
regular intervals. For this, the company would hire some international
consultancy firm every time. Individual employee’s performance, irrespective of
the level was monitored and feedback was given on the basis of the task assigned
(as per individual’s KRAs) and task completed (measurement parameters). For
middle and higher levels, the feedback was given after every six months and for
junior levels it was given quarterly. This formed an essential part of the
Annual Performance Appraisal System. 360-degree appraisal system was followed
for the higher levels, whereas for lower levels it did not apply. The data
generated out of this exercise was solely used for the employee development.
The promotion in the company was performance-based. The high performers were
identified and given fast track career growth in the company. The performance
assessment was an exhaustive process to be carried out in five steps. The first
step was that an individual would fill in the self-assessment from followed by
his rating by his HOD on the five point scale in terms of outstanding, very
good, good, average, below average. In the third step, the employee after
discussing with his HOD, would sign the form and it was then sent to a
normalization committee which was constituted of HODs of all the departments.
The committee would ensure that the disagreements would be settled while
maintaining the bell curve in performance reports. The decision of the
committee was passed on the HR. The last step was releasing of promotional/
increment letters. In order to motivate employees for higher performance,
Performance Linked Incentive (PLI) were also introduced. The PLI parameters
with the corresponding weightage factors were decided at the beginning of the
year and depending upon the fulfillment of the target set in the PLI
parameters, rewards for good work done (monthly), performer of the quarter
(POQ), CEO performer of the award was given to the employees to recognize their
contribution towards the growth of the organization. For good work done, two
lunch coupons worth Rs. 50 were given to people from every functional area and
for performer of the year, Rs. 1500/- was given to people from every functional
area and for performer of the year, Rs. 10,000/- was awarded which could be
given to just two or three people in the whole organization.
The company had also introduced a
unique 6-sigma system to encourage creative and innovative culture in the
organization. The employees would register their suggestions on daily, weekly
and monthly basis and earn credit points for each suggestion if accepted and
implemented. These points were accumulated in the sigma system and the person
earning the highest number of points in the mid-term evaluation would be
awarded a cash prize of Rs.30,000/-.In addition to this, salary benchmarking
was also done after two years to reduce disparity between the existing salary
structure of the company and the salary structure of the leading companies in
the telecom industry after reviewing the figures that would appear in the
business bulletins. The company had n also introduced the accident insurance,
personal insurance, benevolent fund for the employee’s family in case of
natural death, insurance for spouse and family members, subject to the limit of
designation
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and
the premium being reimbursed by the company. The company also had the practice
of celebrating birthdays, monthly fun days and breakfast meetings for the
employees. For employees’ wives, there was Teletel Wives Welfare Association
that would arrange tours, meals, Porting, get-togethers and various contents to
build a culture in the organization, wherein fun would be an intrinsic part
while not losing the business head’s wives. All the expenses were borne by the
company.ITL company had a strong belief in continuous employee development and
therefore, gave a lot emphasis on training every focus. The President, who
would be CEO’s wife, headed this association and all secretaries were regional
employee was required undergo at least 11 Mondays training in a year in the key
result area. Training needs assessment and evaluation of training effectiveness
were also the important components of the training program. An individual was
required to fill in the need assessment from himself and performance assessment
was also taken into consideration while nominating an employee for training.
There was a CEO development program too, at top management levels. Technical
training was conducted in-house whereas for behavioral training, external
consultants were hired. The company had a tie-up with three international
agencies for EDPs in quality and motivation. It gave weightage to various
customer touch points and identified and framed specific training modules. The
company had also framed a policy of conducting open-house at various levels.
The CEO was supposed to have it once in six months at different regional
offices, the Vice President once in three months and the Regional Head once in
a month. Mostly, this exercise could not be rigorously followed due to hectic
schedules of the managers. Kamal Kumar, the Regional Head and Rakesh Sharma HRD
head at Coimbatore felt that the company had open culture as they followed an
open door communication policy. Moreover, low panel walls and open cabins would
further help the employees to have free and informal interactions. In spite of
this the company had a very high employee turnover. There was poaching from
other players in the fast growing telecommunication industry. Rakesh Sharma
attributed this turnover to the lucrative packages offered by their competitors
and Kamal Kumar was losing sleep over the loss of trained employees to the
competitors. The competitors being well diversified and financially sound could
bear the burnt of losses whereas India Teletel could not afford loss.
1. How far do you think that that HR strategies
are in alignment with the corporate strategy of the company?
2.
Had you been Kamal
Kumar, what steps would you to minimize the employee turnover?
Caselet 2
Dr. K.K. Chauhan was basically a
research scholar and master in his field. He had a dream of becoming an
entrepreneur. His dream came true in 1966 when he started a small pharmaceutical
bulk drug-manufacturing unit named Kusum laboratories at Industrial Estate of
Indore (M.P.), India. Soon, other renowned scientists and scientists and
scholars in the area of chemistry joined him. The team researched and developed
better and economic ways to manufacture bulk drugs like, Niacinamide,
Thiacetazone, Isoniazid, Probenecid and Chloroquine Phosphate.The products of
Kusum laboratories, by virtue of its quality and price became very popular and
soon the list of customers included big brands like Bayer, Merck & others.
The company grew in name, fame and size and very soon had a workforce of about
40 workers, 9 chemists and a factory manager to look after the production. The
high demand and completion of process called for 24 hours running of the
factory and thus it was run in three shifts giving an output of 3.5 metric tons
per month. The workers were treated as family members and Dr. Chauhan
personally used to enquire about the welfare of the workers. The
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laboratory
increased in size day-by-day and new departments like administration, accounts,
stores and personal were formed. This changed the entire scenario and by 1987,
the factory had a production workforce of 60 workers, 12 chemists and a factory
manager giving a production of 60 MT/annum.
From the year 1996 to 1998, Kusum
laboratories had come a long way. Things had changed at all levels and Dr.
Chauhan was no execution. His earlier modest thinking that he was only a part
of the institution’s success had now yielded to an arrogant belief that success
was due to him alone. This myopic vision started reflecting in the output of
the organization and the production level stopped improving. To improve the
production, the personnel manager appointed a few musclemen to supervise the
workers. This increased the production, but the joy was short-lived. Soon the
musclemen recognized their importance and the focus shifted from obtaining
planned production to self-attention. The workers were busy in favoring their
supervisors and completely distracted from the work they were hired for. The
situation started deteriorating in all departments and as a result the company
was sold to ASV labs in 1988.ASV took an aggressive stand fired the so-called
supervisors, but paid little attention towards the workers. Though the fear of
musclemen was no longer there but the workers felt themselves neglected and
de-motivated and thus, the production did not improve over 10MT/ month, and the
company was taken over by KBCL in September 1994. KBCL was a renowned name
Indian pharmaceutical industry and was the brand leader in a couple of
formulations. It had multilocational production facilities with
state-of-the-art plants at Aurangabad, Mahad, Dombivali, and Ratlam.KBCL was
brand leader in Chloroquine Phosphate formulations in India and their in house
requirement was more than the production output. The entry of China into bulk
drugs however changed the equations. The cost of imported Chloroquine Phosphate
was quite low and the competitors started using imported raw material in their
formulations instead of buying indigenous material, giving them a leverage of
price. To defend the brand position with limitations in increasing price in the
market, KBCL had no choice but to reduce the cost of production of its
Chloroquine or to use imported raw material. The top management had a
brainstorming session on whether to continue production at Indore or to close
the unit. After much deliberations, Suyash Modi, Vice President of Aurangabad
plant was given the responsibility to head the Indore unit. Suyash immediately
worked on modifying the processes and upgraded the plant. However, Suyash
realized very soon that he would not be able to achieve the production goals
with de-motivated workers. He announced various welfare programs for the
workers like wage hike, in-house inter-department contests, acknowledging the
ideas and contributions of workers etc. This slightly motivated the workers,
and they started responding by increasing the production from 10 MT/ month to
36 MT/month. Plant Supervisor Syriac was wondering why the workers, in spite of
so many announcements, were not responding the way he envisaged. Suyash asked
Syriac to have patience. He said that let the workers feel that the new team
was their well-wisher and did not have the sole motto of profit. The workers
though listening to Suyash, still had their reservations in believing him.
Suyash continued practicing what he preached. He welcomed suggestions and ideas
from the workers and also started converting ideas into projects asking the
ideas generator to become the leader, choose a team of his choice and complete
the projects. On successful completion of the project the impact of the project
was evaluated and then local or multi-location implementation was done. He
began acknowledging the successful efforts and ideas of the workers by
classifying the ideas according their importance in five categories ranging
from one star to five star. Then, according to their weightage and
applicability, single star idea got a cash price of Rs. 75/- per head and five
star idea was rewarded with a cash price of Rs. 500/- per head and a dinner
along with his family with the M.D.Suyash also introduced Total Quality
Management (TQM) and started appraising the production batches on the
parameters of yield and quality. The standards were laid down and targets were
given on a monthly basis. He then announced that extra production than the
standardized yield would be evaluated at 60% of manufacturing cost. The
evaluated money then would be divided equally amongst the entire staff from
workers to the Vice President, provided the assigned targets were achieved.
This had a tremendous positive effect on the thinking process of the workers.
This not only increased accountability and involvement, but also integrated the
entire team. The wastages and manufacturing losses were dramatically
controlled.
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KBCL
now was not an organization with departments but a unified team working for a
common goal. When asked about the success, Suyash commented that workers and
management in KBCL were not two different levels but they were a synergistic
combination. This was obvious from the yield which had touched the unbelievable
records of 70 MT/month. This made KBCL the world’s largest Chloroquine
phosphate manufacturing unit. 60% of in-house production was being used for
domestic market and the company began exporting the rest to South Africa,
Pakistan, CIS, and the Gulf countries.
1.
What
additional compensation and reward system would you suggest apart from the ones
mentioned in the case?
2.
If
you had been in the place of Suyash, what measures would have recommended
overcoming the Chinese threat?
END OF SECTION B
Section C: Applied Theory (30
marks)
•
This
section consists of Long Questions.
•
Answer
all the questions.
•
Each
question carries 15 marks.
•
Detailed
information should form the part of your answer (Word limit 150-200 words).
1)
What is
manpower planning? Explain the various steps involved in the manpower planning.
Discuss its objectives.
2)
What are
Quality Circles? Examine the process involved in Quality Circles and evaluate
the advantages and disadvantages of quality circles.
IIBM Institute of Business
Management
Semester-1 Examination Paper MM.100
Managerial Economics
Section A: Objective Type (30
marks)
•
This
section consists of multiple choice questions and Short notes.
•
Answer
all the questions.
•
Part
one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part one:
Multiple choices:
1)
Economists
have classified input as
a.
Timeless
b.
landless
c.
labourless
d.
all
the above
2)
∑Pi=………where Pi is the probability of
certain task.
a.
Not
defined
b.
1
c.
0
d.
It
will depend on the number of Pi values we are taking
for summation.
3)
Slope
at x=2 for the given curve y=3x3+2x be
a.
26
b.
38
c.
36
d.
18
4)
For
a vertical demand curve the elasticity will be
a.
0
b.
1
c.
Between
0 and 1
d.
∞
5)
The
difference between price and average variable cost is defined as
a.
Loss
contribution
b.
Profit
contribution
c.
Expectations
d.
Market
contribution
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6)
For
an industry with ‘n’ firms the total equilibrium o/p for a Cournot oligopoly
with Q0 as o/p from perfect competitive
market, is given by
a.
Q0(n+1)/n
b.
Q0n/(n+1)
c.
(n+1)n/Q0
d.
(n+1)/(nQ0)
7)
Game
theory was designed
a.
To
create situation where individual and organization have conflicting objectives
for competitive growth.
b.
To
create situation where organization and organization have conflicting
objectives
c.
To
evaluate the condition of the market
d.
To
evaluate situations where individual and organization have conflicting
objectives.
8)
The
firms may be able to escape from ‘Prisoner’s Dilemma’ if the action is
a.
Repetitive
b.
Non
repetitive
c.
Sequential
d.
No
dependence on the type of action
9)
Which
is not the Property of Indifference curve
a.
Convex
to the origin
b.
Have
positive slope
c.
Indicate
lower level of satisfaction
d.
Do
not intersect nor are they tangent to one another
10) Standard deviation is
a measure of
a.
Sink
of price
b.
Rise
of price
c.
Slope
of demand curve
d.
Risk
Part Two:
1.
Define ‘Arc Elasticity’.
2.
Explain
the law of ‘Diminishing marginal returns’.
3.
What
is ‘Prisoner’s Dilemma’, a non cooperative game?
4.
What is ‘Third degree Discrimation’?
END OF SECTION A
IIBM Institute of Business Management
Section B: Caselets (40 marks)
•
This
section consists of Caselets.
•
Answer
all the questions.
•
Each
caselet carries 20 marks.
•
Detailed
information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
Mukand
Limited, suffered a heavy setback during the first half of 1996
(April-September), on account of the sluggishness in the international and
domestic markets. Further, the heavy interest burden and the depressed rupee in
terms of the dollar put pressure on the bottomline. It is interesting to see
whether the Company will maintain the growth rate achieved during the year
1995-96 in the year 1996-97 and pay the same dividend to its shareholders.
Considering the financial results for the first half, the continuation of the
liquidity crunch as well as the adverse market conditions will have an impact
on the working. It will be difficult for the Company management to announce the
same returns to the equity holders on an increased equity capital during the
year 1996-97.The net profit of the Company dropped by 40 percent to Rs 9.64
crores for the half year ending September 30, 1996, from Rs 16.11 crores owing
to the planned production cuts as well as the higher finance costs. The sales
also declined by nearly 14 percent to Rs 417.21 crores from Rs 483.33 crores
earlier. The lower sales helped the Company save on its operational costs by
nearly one percent. The interest costs, however, were higher at Rs 28.30 crores
(Rs 24.41 crores) which led to the gross profit dipping by 22.34 percent to Rs
18.56 crores (Rs 23.90 crores).The Company made a marginally higher
depreciation provision of Rs 8.92 crores (Rs 7.79 crores) but, like the earlier
period, did not make the tax provisions and the tax liability would be
determined at the end of the year.
The turnover of the steel plant
had reduced due to the sluggishness in the international and domestic markets.
The massive increase in the power tariff, increase in the cost of inputs and
the relatively higher interest rates put further pressure on the profit
margins. The Company has now decided to curtail the production of the low
margin products to improve its profitability. The performance of the MKL for
the 12-months period that ended in March 1996, was also the Company managed to
record a 21.56 per cent improvement in turnover at Rs 109.25 crores. The
contributions from the steel foundry of the company, the machine building and
the machine tools division were almost stagnant. The high operational costs,
the increasing costs of the imported inputs, the depreciation of the India
rupee and other incremental cost of the imported inputs, the depreciation of
the operational level. The operating margins dipped from 9.73 percent to 8.8
percent. The net profit at Rs 44.09 crores increased by 25 percent compared
with Rs 35.15 crores for the corresponding 12 months last year. The sales value
of the rolled products was Rs 743.70 crores as against Rs 597 crores in the
previous year. The output of the rolled products for the year 1995-96 was 212698
tonnes as against the output of the previous year, of 197651 tonnes, the
increase being mainly on account of the larger production from the wire rod
mill.
The sales of the steel foundry
during the year 1995-96 were Rs 45.6 crores as against Rs 33.4 crores in the
previous year. The production of steel and alloy casting was 8657 tonnes as
against 7767 tonnes in the previous year. The capacity utilization continued to
be low due to the stoppage of direct purchases of bogies and couplers by the
Indian Railways. According to the new policy, the Railways has started
procuring complete wagons stock from the wagon builders who have started
placing the placing the orders for bogies and couplers in the latter part of
the year. The exports-direct, indirect
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and
deemed of the Company and the other income in foreign exchange were worth Rs
160.9 crores as against Rs 84 crores in the year 1994-95 an increase of 90
percent. The company had set an export target of Rs 125 crores, and surpassed
it by 28 percent. The foreign exchange outgo during the year 1995-96 was Rs
227.3 crores compared to Rs 213 crores in the previous year to Rs 66.4 crores
during the year on account of a substantial increase in the exports and import
substitutions. During the year 1995-96, loans and advances of the Mukand have
also increased by about 66.73 percent. It has given loans worth Rs 15.25 to its
two subsidiaries, Mukand Global Finance and Mukand McNaily Wellman. MKL has
also taken a credit of Rs 29.50 crores, which is yet to be received for the
part sale of its property in Kurla, for which the Company is involved in a
dispute with the Brihanmumbai Municipal Corporation (BMC). Besides, it has Rs
6.1 crores locked up in the Bombay Forgings a company which has been referred
to the BIFR.
According to the rehabilitation
scheme drawn up by the BIFR, Mukand is required to fund the sick unit for a
gross amount of Rs 7.5 crores, which, interestingly, cannot be recovered
without the approval of some of the financial institutions. At the last Annual
General Meeting, the promoters of Mukand have sought an idenfinite extension
from the Board of the Company to make the balance payment of Rs 41.26 crores on
the 22.59 lakh preferential shares issued to them in the year 1994. The last
date for making the payment was August 1996. The extension sought was due to
the falling prices of the Company scrips in the stock market and the tight
liquidity situation faced by the promoters. The company made a private
placement of the equity shares, chiefly to the foreign institutional investors
in late 1994 to garner over Rs 100 crores. To neutralize the equity dilution
from the private placement, the company issued 22.59 lakhs warrants to the
prompters, which were to be converted into the fully paid up shares of Rs 10
each by August 1996, at a premium of Rs 233.50 per share. The steep fall in the
share price of the company in the last six months and the huge difference
created thereby between the allotment price of Rs 243.50 per share and the
market price seem to have precipitated the decision by the promoters.
Mukand was also in talks with
some Japanese Companies for equity and technical know how participation in the
1.25 million tonne Karnataka Steel project. Mukand will hold 25 to 30 percent
equity in the Joint Venture Company implementing this project. For the future,
a lack of captive raw material sources could continue to put pressure on the
margins. Besides, the spinning off the Machine Building Division could also
result in lower revenues for the financial year 1996-97.
1.
Are
the problems faced by the Company periodic in nature, and when would the bad
period over the problems cease to persist?
2. Is there a case for shifting the business focus from
the Indian market to export to foreign countries?
3.
Is
there a case for restructuring and the business process re-engineering so that
certain problems and its impact are under control?
4.
What
would you recommend as a mission and goal to the Company?
Caselet 2
The
high cost of television receivers is mainly due to scale of production and cost
of the input raw materials. The degree of automation and efficiency and
technology are additional factors which determine the cost of components. In
India, the input materials are subject to very high customers duties. Because
of the split up of licences presumably with a view to avoiding a monopoly
situation, the scale of operation are far lower in India than in countries
overseas. Small volume of production has engendered the use of manual
techniques of production which pushes up costs.
IIBM Institute of Business Management
Though
wages may be comparatively lower in India than in Western countries, the
industry in India is plagued with lower productivity, labour unrest and power
shortage. These factors push up the cost substantially. The electronic
components industry, in general, and the picture tube industry, in particular,
will need protection by way of import duties. The protection being given to the
electronic components industry is in no way different from the treatment
according to other engineering industry. It would be impossible to grow in
India an indigenous electronic components industry without protection unless
all inputs are available at international prices and unless production is
geared to international levels of operation. As electronic components are the
building blocks of the electronics industry, such growth should be nurtured. A
51-cm TV receiver is available in the Western markets at about US $90. The cost
of components in a set would be of the order of US $60, including the cost of
the picture tube. Balance of US $30 covers assembly, testing, marketing,
financing and profit. In India, the build-up of the costs is as follows: Price
of components including the picture tube (Rs. 1,285 + Rs. 80 towards freight
and mortality) = Rs. 1,365,00; cost of manufacture and marketing including
profit Rs. 235.00; Dealer’s commission is Rs. 200; Excise on Rs. 1,600 is Rs.
84; Sales Tax (10 percent ) is Rs. 184.40; total Rs. 2,072.40. This represents
the cheaper model available today. In Western countries the cost of assembly,
testing, financing and profit. Including dealer’s commission, amount to only US
$30 or approximately Rs. 250. The cost of similar operation in India escalates
to Rs. 435 in spite of the so-called cheap labour. A cost comparison of
components available to the television industry in India as against what
television manufacturers in Western countries are able to obtain is given in
the Table below:
CASES AND SHORT CASES
|
Item
|
Western
|
Indian
|
|
|
|
|
Difference
|
|
|
|
|
|
Prices
|
prices
|
|
|
|
|
|
|
Rs.
|
Rs.
|
|
|
|
|
|
|
|
Picture Tube
|
$18.00 (Rs. 162.00)
|
405.00
|
243.00
|
|
|
Tuner
|
$ 4.00
|
(Rs. 36.00)
|
125.00
|
89.00
|
|
Cabinet
|
$ 5.00
|
(Rs. 45.00)
|
125.00
|
80.00
|
|
Deflection Components
|
$ 3.50 (Rs.31.50)
|
100.00
|
68.50
|
|
|
Semi-conductors
|
$ 6.00
|
(Rs. 54.00)
|
250.00
|
195600
|
|
Passive components
|
$
20.00
|
(Rs. 180.00)
|
180.00
|
-
|
|
Other components
|
$ 8.00
|
(Rs. 72.00)
|
100.00
|
28.00
|
|
|
|
|
|
|
|
Total
|
$
64.00
|
(Rs. 580.50)
|
1,285.00
|
704.50
|
|
|
|
|
|
|
Notes: 1. Assumed US $ 1
=Rs.9.
2. Accessories like antenna and
installation are extra and cost nearly Rs. 200 in India.
IIBM Institute of Business Management
It will be seen that apart from
the picture tube the other components are also expensive.
A mass produced
plastic cabinet will be available in western countries to the TV receivers
industry at about US $ 5 whereas a wooden cabinet produced in India costs as
much as Rs. 125. There is a feeling that as the wooden cabinets are made by the
small-scale industry, it would be advisable to stick to this approach. Cost
reduction would be difficult with such approaches. Again, in the case of tuners
and deflection components, the Indian price is nearly 3 to 4 times the price of
similar components available overseas. Semi-conductors are also expensive.
Therefore, it is stated that it would not be appropriate to single out the
picture tube as the main culprit leading to the high cost of components for a
television set. It would be necessary to look at the cost structure of the
electronic components industry in general for the answer. It should be possible
to product a moulded cabinet in India provided all the manufacturers join
together as a consortium set up the necessary facilities or an MNC who has
considerable experience in the field is asked to produce the cabinets for
supply to the rest of the industry. If we stick to the wooden cabinet, it may
protect the small-scale industry at the expense of the consumers. Unless the
scales of operations for the other components increase and unless input raw
materials are made available at international prices, it would be difficult for
the electronic components industry to bring down the price to international
level.
One may argue why a high cost
electronic components industry should be supported in India, and take the view
that it may be advisable to import the components. The suggestion may be valid
when we are flush with foreign exchange. The situation was quite different a
few years back. In any case, for the healthy growth of the electronics industry
it is essential that the building bricks-electronic components – are made in
the country. Industry’s attempt should be towards a policy which enables
components to be made economically and it is essential that all steps are taken
to look into the difficulties of the electronic components industry and remedy
the same. The glass shell for the picture tube is being imported and the
current c.i.f. price is about Rs. 80. An import duty of 75 percent pushes up
the cost to Rs. 140. Taking damage in transit into account, the price per glass
shell comes to Rs. 150. There is a freight element of Rs. 23 in the c.i.f. cost
of Rs. 80. Duty is payable on freight and the element of freight cost plus duty
amounts to Rs. 40 out of the total cost of Rs. 150.
1.
How
long can an industry sustain on protection?
2.
What
is the impact of incidental services like assembly, testing, marketing, etc. on
the total cost?
3.
Would
you agree to the suggestion for a complete changeover to wooden cabinet?
4.
Would
it be desirable to import the components rather than make them in India?
END
OF SECTION B
IIBM Institute of Business Management
Section C: Applied Theory (30
marks)
•
This
section consists of Long Questions.
•
Answer
all the questions.
•
Each
question carries 15 marks.
•
Detailed
information should form the part of your answer (Word limit 150 to 200 words).
1)
Free
trade promotes a mutually profitable regional division of labour, greatly
enhances the potential real national product of all nations and makes possible
higher standards of living all
over the globe.”Explain and
critically examine the statements.
2)
What role does a
decision tree play in business decision-making? Illustrate the choice between
two investment projects with help of a decision tree assuming hypothetical
conditions about the states of nature, probability distribution, and
corresponding pay-offs.
IIBM Institute of Business
Management
Semester-1 Examination Paper MM.100
Marketing Management
Section A: Objective Type (30
marks)
•
This
section consists of Multiple choice questions and Short Notes type questions.
•
Answer
all the questions.
•
Part
one questions carry 1 mark each & Part Two questions carry 4 marks each.
Part one :
Multiple choices:
1.
FICCI
stands for
a)
Federation of Indian
Chamber of Commerce and Industry
b)
Federation of
International Chamber of Commerce and Industry
c)
Federation of Indian
Chamber of Cost and Inventory
d)
Federation of International Chamber of
Cost and Inventory
2.
Market ________ is more prevalent than Mass marketing
a)
place
b)
Segmentation
c)
Circle
d)
Area
3.
What is product concept?
a) Detailed summery about the product
b)
Detailed version of idea
stated in consumer terms
c) product that satisfy consumer demand
d)
Consumer's perception of
an actual product
4.
Economists call all human resources as
a) Hands
b)
Labor
c) Employees
d)
Employers
5.
A centralized inventory means
a) Slow delivery to customer
b) Fast delivery to customers
c)
Building and stocking one
warehouse
d) Item store
IIBM Institute of Business Management
6.
________ of physical
distribution activities increases it's productivity as well as of manufacturer.
a)
Termination
b) Automation
c)
Distribution
d) Maximization
7.
What involves review of projected sales, costs and profits.
a)
Business Report
b) Business analysis
c)
corporate statistics
d) Sales Budget Report
8.
Product means the ________ and services the company offers the
target market.
a) Items
b)
Goods
c) Machines
d)
power
9.
Customers are brand, style and type conscious when buying
________ products.
a)
Special
b) Basic
c)
Consumer
d) Inferior
10.
Product, price, place and ___________are the 4p's of marketing
a) Prestige
b)
Percentage
c) Peace
d)
promotion
Part Two:
1.
Write
a note on importance of consumer Behavior for a business firm?
2.
Define
the term price?
3.
Distinguish
between Marketing Concept and selling Concept?
4.
What
are the new trends in advertisement?
IIBM Institute of Business Management
5.
Explain
the following :
a)
Socio
–culture environment
b)
Marketing
environment interface.
END OF SECTION A
Section B: Caselets (40 marks)
•
This
section consists of Caselets.
•
Answer
all the questions.
•
Each
caselet carries 20 marks.
•
Detailed
information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
NBC
Industries had pioneered the battery technology in India for over 75 years. It
was formally known as NBC Chloride Industries, a subsidary of FKS, U.S. It had
been a leader in packaged power technology and was India’s largest storage
battery company with internationally reputed brands. Till 1995, NSC’s major
brand Suraksha had been the market leader in the automotive segment but was a
niche player in the segment. Fifty percent of its sales came from OEM and only
fifteen percent came from the replacement sales. The remaining thirty five
percent came from industries, motorbikes and exports. NBC was forced to follow
the downturn in the automotive sector. It was increasingly felt that the
company needs to expand its market base and in an effort to do so, it decided
to increase its penetration in the industrial segment. It went in for a
technical collaboration with a leading industrial battery manufacturer, whose
brand Pickwick, enjoyed a dominant market share in the industrial segment. It
also acquired the production capacity of Pickwick. Thus, after the technical
collaboration Pickwick which was a competing brand became a partner brand for
Suraksha. Another advantage of industrial segment was that they were generally
high capacity batteries, which gave higher profit margins to the firm. The
technical collaboration , required NBC to sell the industrial batteries under
the brand name of Pickwick. Since, NBC was able to capture a good market share
in industrial market.
Product
The
NBC had a product range covering a capacity of 2.5 Ah to 15,000 Ah. Using the
latest technology, NBC now manufactured industrial battery for power, telecom,
computer industries, railways, mining and defence. Suraksha and Pickwick were
the major brands of the firm and catered to both the automotive and the
industrial segment. The industrial segment had been showing growth and NBC had
capitalized on this growth. The total turnover of NBC was 30 crores. Suraksha,
NBC’s original brand, enjoyed an image of reliability and trustworthiness
while, Pickwick continued to enjoy its heritage of being a Japanese brand.
IIBM Institute of Business Management
Pricing
As
the two brands were technically identical, the company policy was to keep the
MRP for both the same but the margin to the dealer for Pickwick was five
percent more.
Distribution
After
the technical collaboration, the company had four regional officers and twenty
five branch officers. Currently, Pickwick had 1000 authorised and 500
sub-dealers. Suraksha on the other hand, had 1500 authorised dealers and 700
sub-dealers . Battery up to 20 Ah were sold through the dealer network and
those upto 20 Ah and more were sold directly by the product managers (Exhibit
1). Thus a branch office took care of the industrial batteries upto 200Ah
capacity and the replacement market of the automotive segment. For the
automotive sales, the company had separate sales personal for Pickwick and
Suraksha as the volume were generally very large. The same sales personal
handled industrial sales of both Pickwick and Suraksha.
Consumer
The
buyer of battery was generally known to be loyal to the brand in the
replacement market but in the industrial sales a committee took the purchase
decision and therefore there was a time lag between inquiry and purchase. The
NBC policy was generally not to convert the Pickwick users to Suraksha unless
the demanded brand was not in stock. There were times when the branch manager would
push Suraksha when his opinion was sought as it offered more profit to the
company.
Competition
In
the industrial segment NBC was facing competition from its unbranded imported
products as well as the Indian manufacturers. Anti dumping duties were put on
imported products but batteries from SAARC countries like Bangladesh and
Thailand continued to enter the Indian markets. The unbranded batteries were
forty percent cheaper and were maintenance free and offered tough competition
to the branded products but gave no guarantee. Ajay Bhandari had recently
joined NBC company as the branch manager at Nagpur. He was reviewing the
monthly sales report for Suraksha and Pickwick batteries. He found that the
Pickwicks sales were slipping continuously while, sales of Suraksha remained
constant and this pattern seemed to be similar nationally. Taking concern of the
matter, chief executive officer (marketing) had called for a meeting of all the
branch managers and regional managers to evaluate the reasons for the same and
call for their suggestions. Ajay Bhandari knew that the two brands have to be
promoted simultaneously as it was evident that the sales of Suraksha brand
increased at the cost of Pickwick and achieving the Pickwick target was going
to be difficult.
After a lot of pondering,,
Bhandari put forth the following alternatives in the meeting.
•
Separate
executives should sell the brands even in the industrial segment. This would
increase the overhead cost but the commitment to one brand may help the sales
executive to sell the product more convincingly.
•
Secondly,
the two brands should be positioned differently in the industrial market and
thus, ensuring that they were not competing with each other in the market and
no selling efforts were wasted. Although, this needed to be taken up the
regional level because two similar brands in the same segment appeared meaningless.
IIBM Institute of Business Management
•
Promotion
could be used to create perceptual difference between the brands but this would
require substantial promotional expenditure over a long period before any thing
could be achieved.
1.
Do
you feel that Suraksha is cannibalising the Pickwick Brand?
2.
What
are the problems generally faced by the companies going for multibranding?
Caselet 2
Rajesh
Kasliwal, a young and dynamic entrepreneur was born in 1956. He was a medical
graduate from M.G.M medical College, Indore. He hailed from a business class
family and had his private practice as a physician, but a thought kept on
tormenting his mind, to enhance the diagnosis services. Thus , Kasliwal started
a diagnostic centre with a small set up in 1980. To grow further, he started
Apollo Medical Investigation Centre in Late 80s’. The center had an immaculate
track record of delivering the best in diagnostics. Rajesh realized that Indore
market needs a state-of-the-art diagnostics center and thus, Vishesh Diagnostic
Solutions came into existence in August 2003 and was located in the heart of
the city near Geeta Bhawan, Indore (M.P). the objectives of the centre was to
enhance the quality of patient care. Kasliwal always believed in providing best
quality services for which he imported a Multislices CT Scanner, a highly
advanced MRI Machine and Colour
|
Doppler’s.
The centre had a tie-up with leading doctors of the city who visited the
centre
|
from time
|
|||
|
to
time to treat the patients of O.P.D. prices were not based on updation rather
|
it was based on
|
|||
|
information
provided by the examiners. The centre
|
had collaboration
with
|
Sahayata, an
|
NGO, to
|
|
|
tap
the price sensitive customer who were given
|
50% reduction in the price. The
|
marketing
|
||
|
executives
with a graduate degree and experience in Pharmacy interacted
|
with doctors, hospitals,
|
|||
|
banks
and insurance companies, and informed them
|
about the latest services
rendered by the centre,
|
|||
|
the
PR executives interacted with the Top Executives/Corporate Heads regarding
their health check-
|
||||
|
ups.
The diagnostic centre included good
seating space, well-designed interiors,
|
good
|
cafeteria,
|
||
|
centrally
air conditioned floors, high level of cleanliness, which evoked the
customers’ feelings. The
|
||||
management
emphasized on happiness of the clients, confidence and reliability of the
customers and the doctors and believed in providing the ultimate solutions.
Vishesh Diagnostic Solutions had six departments, which included Radiology,
Mammography, Sonography, Dispatch and Customer Care Cell . Each department had
their own process owner, who briefed the patients about the various tests and
procedures. The centre believed in maintaining the punctuality by delivering
reports on time. By this time the Centre had reached a turnover of Rs.
4,86,45,865 crores and the customer base had increased from 25 to 200 customers
per day. Rajesh Kasliwal was never complacent with whatever he had achieved. He
had decided to diversify into the hospital business with a world class Operation
Theatre, Intensive Care Unit, Special Ward that would include Trauma Section,
Nephrology section and General Ward.
Rajesh Kasliwal, a 48 year old,
enterprising, and dynamic entrepreneur was born in 1956. He was a medical
graduate from M.G.M Medical College, Indore. He hailed from a business class
family, which dealt in the business of scientific equipments. In a company like
India there were
|
diagnostic
centres But a need was felt for a
|
complete centre, which would
provide ultimate
|
|
solutions
to the ailments. The initial step in this
|
direction
was taken up by Pioneer Laboratories in the
|
|
year
1950, but it had a limited set up for the
|
requirement of the patients
with the changing time.
|
Rajesh
Kasliwal had his private practice as a physician but the idea of enhancing the
diagnostic services to centre to the needs of his patients constantly occupied
his mind. Thus, with the zeal to do something in the field of diagnosis,
Kasliwal started a diagnostic centre with a small set-up in 1980 at Chetak
Centre near RNT Marg, Indore (Madhya Pradesh).
IIBM Institute of Business Management
To grow further in this field, he
shifted his investigation centre at Palasia Square, a centrally located
commercial place in late 80s’ by the name Apollo Medical Investigation Centre.
This departed from the traditional of all pathology labs by bringing a CT
Scanner first time in the Indore city. The centre was promoted by the
undisputed leaders the very best in diagnostics. It enjoyed an enviable
position in the industry and had been the front-runner on technology
absorption. By this time, the Indian market saw a revolution in diagnostic
business, as hospitals in Indore began to using more on the basic hospital
facilities pertaining to patients, rather than the diagnostic aspect.This was
the time when Rajesh realized that Indore market needed a state-of-the-art
diagnostic centre, and it motivated him to survey the hospitals and diagnostic
centres within the country as well as abroad. With an aim to provide complete
diagnostic solutions and to resolve diagnostic dilemma, Vishesh Diagnostic
Solutions came into existence in August 203, spreading over 3,4000 sq. feet an
independent four storied building, the largest stand alone diagnostic facility
in the country. It was created with the vision “On what matters most, were
patient and the diagnosis”. This was supported by intelligent technology,
increased speed and innovative applications and the year April 2006, they came
up with an OPD division.
Profile
Vishesh
Diagnostic Solutions, a project of Rs. 32 crores was an initiative to brought
in the latest medical technologies and breakthrough in the field of diagnostics
in Indore. The principal aim of the centre was to provide single window
solutions for investigations ranging from simple pathological tests to complex
imaging problems combining multiple devices. It was ensured that every
delivered service met the clinical needs in the most perfect fashion. The
objective of Vishesh Diagnostic Solutions was to enhance the quality of patient
care. The state-of-the art technology worked in synergy with global expertise
for accurate and timely diagnosis. Its promoter always believed in professional
ethics and values. It recognized and appreciated the attitude that a noble
professional must posses i.e. an attitude of care and concern. The virtue of management
was reflected even in a routine procedure by a paramedic or examination by a
specialist.
Product
Rajesh
Kasliwal always believed in providing best quality services for which he
imported a Multislices CT Scanner, which was the third in the country and had
the facility of navigating the human body at 38 slices per second, a highly
advanced MRI Machine which was among very few machines in the country. With the
capability of conducting all routine MRI studies in virtually no time, the
machine also facilitated special investigations like MR Spectroscopy, MRI
Angiographies and high quality Abdominal and Pelvic Imaging. Two types of
colour Doppler’s were brought to Vishesh, one was Radiology Colour Doppler and
the other was Accuson Sequoia, one of the best Cardiac Colour Doppler available
internationally. It was very powerful and highly useful in the case of obese
patients. For various routine tests, special tests and hormonal studies Vishesh
Diagnostic Solutions, had a well equipped and advanced pathology lab, which was
constituted of auto-analyzers, automatic cell counter, elisa readers and
numerous other equipments.
Place
The
Diagnostic Centre was located in the heart of the city near Geeta Bhawan A.B
Road Indore (M.P). The place was near the Medical College and surrounded by
leading hospitals like Suyash hospital, CHL Apollo, M.Y Hospital, Gokuldas
Hospital, S N G Hospital, to name a few. This enabled better accessibility and
connectivity to the center. In order to reach the customer at the earliest and
provided them prompt services the centre provided the patients with a mobile
van.
IIBM Institute of Business Management
Promotion
To
reach the customer better, Vishesh diagnostics solutions organized various
camps on nominal basis like Mammography check-up on Women’s Day, Lipid Profile
check-up on World Heart Day, free health check-up for children in association
with Nai Duniya, a Hindi daily newspaper, wheres the mothers educated about
obesity related ailments and remedial measures. Apart from this the centre
conducted CME’s (Continue Medical Education) programmes for doctors by its
Radiologists who provided knowledge about new equipments and facilities. The
doctors were invited to these programmes according to their specializations
after every fifteen days. The centre had a tie-up with leading doctors of the
city who visited the centre from time to time to treat the pre-registered
patients of O.P.D. For such programmes the patient paid Rs.30/- per check-up
and the Centre paid the doctor Rs. 50/- per visit.
Price
Vishesh
Diagnostics Solutions followed a competitive pricing strategy, because in a
service industry it is difficult to price a product against the industry norms.
Prices were not based on updation rather it was based om information provided
by the examiners. They followed two types of pricing strategies; one helped in
building business volumes and was cost effective, the other was customized
according to the information provided. Apart from that, Vishesh Diagnostics
Solutions used innovative patient centric approach and a solution based
approach for general health checkups, which included disease specific, organ
specific and individual specific packages, which was value-based (Annexure 1).
The centre had collaboration with Sahayata, an NGO, to tap the price sensitive
customer base and was given 50% reduction in the price of the various services.
This helped in bringing volumes as this customer base comprised of 35% of the
total clientele.
People
Vishesh
interactions, an autonomous body promoted interactive intelligence in imaging,
a unique gesture they envisaged right forum of discussion and deliberations
among experts, specialists and academicians, who adored innovation. The varied
packages introduced by the centre comprised of categories of people right from
senior citizens to children, from housewives to working women, from employees
to self-employed professionals, from stressed out individuals to physically
healthy ones. The centre also believed that employee satisfaction would lead to
customer satisfaction therefore, marketing executives who had a graduate degree
and experience preferably in Pharmacy,
|
were
selected and thereafter
|
they were imparted
|
with a minimum of six months on
the job training.
|
|
The training programmes
|
were manned
by
|
highly qualified, trained and dedicated team of
|
professionals.
The executives interacted with doctors, hospitals, banks like Canara Bank,
Union bank and State Bank of Indore and insurance companies like Max New York
Life, Aviva, ING Vyasya etc. and informed them about the latest services
rendered by the centre once a month or fifteen days, depending upon the
customer profile. The PR executives on other hand, directly interacted with the
Top-Executives/Corporate Heads regarding the executive health check-ups, which
included annual health check-ups and pre-employment check-ups.
Physical Evidence
The
basic characteristic of service is that it is insurmountable in nature. The
centre had made special efforts to create ambience in which the customers felt
comfortable and relaxed. In order to make the services reachable to the
customers the various amenities were supported by promotional material and
brochures. The diagnostic centre included good seating space, well designed
interiors inclusive of proper signage boards, appearance of the people,
designed service facilities, good cafeteria, pleasantly
IIBM Institute of Business Management
decorated
corridors, centrally air conditioned floors, high level of cleanliness,
abundant parking space, evoking the customers’ feelings. It also enhanced
credibility perception and increased satisfaction with the service experience.
The management emphasized on happiness of the clients, confidence and
reliability of the customers and the doctors and believed in providing the
ultimate solutions.
Process
Vishesh
Diagnostic Solutions had six departments which included Radiology, Mammography,
Sonography, Pathology, Dispatch and Customer Care Cell. As services are
intangible in nature therefore, the centre gave special attention to the
patients. In the front office, the process owner received the customers and
treated them as their guests. After the preliminary formalities the process
owner escorted the patients to the respective departments. Each department had
their own process owner, i.e department’s coordinators who briefed the patients
about the various testes and procedures besides carrying on the diagnostics tests.
The process owner later on took the patient to the dispatch department where he
was briefed about the date and the time when he could receive the reports. The
centre believed in maintaining the punctuality by delivering reports on time.
Future Ahead
By
this time the Centre had reached a turnover of Rs. 4, 86,45,865 crores and the
customer base had increased from 25 to 20 customers per day within a three year
span. However, it was felt that 60% of the machines were under-utilized as the
doctors were unaware of the advanced technology. According to Kamlesh Pare, CEO
of Vishesh Diagnostic Solutions, Rajesh Kasliwal was never complacent with
whatever he had achieved. With his maverick temper of moving ahead and with
eagerness to do something different, he had decided to diversify into the
hospital business with a world class Operation Theatre, Intensive Care unit,
special Ward that would include Trauma Section, Nephrology section, and General
ward with Auto Clave Construction, which would enable proper maintenance. In
order to provide exclusive patient care services, doctors would also be called
from across the globe.
1.
What
were the various strategies adopted by Vishesh Diagnostic Center. Discuss them
in light of seven Ps of service marketing.
2.
What
do you understand by service quality; explain what parameters of service
quality are listed in the case?
3.
How
would you visualize the success of Vishesh Diagnostic Centre after
diversification?
4.
If
you were Rajesh Kasliwal what necessary steps you would have taken to enhance
the performance of the Centre?
END
OF SECTION B
IIBM Institute of Business Management
Section C: Applied Theory (30
marks)
•
This
section consists of Long Questions.
•
Answer
all the questions.
•
Each
question carries 15 marks.
•
Detailed
information should form the part of your answer (Word limit 150-200 words).
1)
What
is meant by sales promotion? Describe briefly the various methods of sales
promotional tools used by business organizations to boost the sales. Explain
any four methods of sales promotion?
2)
Write
notes on the fowling :
a)
Explain right to safety.
b)
What is right to consumer protection?
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