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INTERNAL ASSIGNMENT APPLICABLE FOR DECEMBER 2025
EXAMINATION
Business Analytics
Q1 A retail chain is preparing to launch a new analytics dashboard to
monitor sales performance. While compiling the sales dataset, the analyst
notices that several entries in the 'delivery amount' column are missing due to
data entry errors and system glitches. The dataset will be used to generate
visualisations for management decision-making. The analyst must select and
apply the most suitable imputation method to fill in the missing values,
ensuring that the resulting analysis accurately reflects business performance
and is not skewed by the chosen technique. Given the scenario, how should the
business analyst apply appropriate imputation methods to handle missing
delivery amounts in the sales dataset, and what considerations should guide the
choice between mean, median, and mode imputation for this retail context?
Q2 (A) After applying statistical inference, Mehta E-Commerce identified
several factors—such as product quality, delivery speed, and customer support—that
significantly impact customer satisfaction. The company must now decide how to allocate
resources to address these areas, considering limited budgets and competing business
objectives. Assess the strategic implications of resource allocation decisions made
by Mehta E-Commerce after identifying statistically significant factors affecting
customer satisfaction. How should management weigh the statistical significance
of these factors against business priorities, operational constraints, and potential
unintended consequences when justifying investments in improvement initiatives?
Q2 (B) A retail company has implemented a simple linear regression model
to forecast monthly sales based on advertising spend. The analytics team
reports a high Rsquared value, leading management to believe the model is
highly reliable. However, some team members question whether R-squared alone
provides a complete picture of model performance, especially given the
complexity of market dynamics and the risk of overfitting. Assess the
effectiveness of using the coefficient of determination (Rsquared) as the
primary metric for evaluating the fit of a simple linear regression model in a
business context. What are the potential pitfalls of over-relying on Rsquared,
and how would you recommend balancing it with other diagnostic tools to ensure
robust model assessment?
Cost and management Accounting
Q1 A
factory produces a single product. The following information relates to the
month of March:
- Standard labour
time per unit = 2.0 hours.
- Standard labour
rate = Rs.100 per hour.
- Actual
production = 1,000 units.
- Actual hours
worked (including idle time) = 2,200
hours.
- Idle time during
the period = 100 hours (paid but
unproductive).
- Actual average
labour rate paid = Rs.95 per hour.
Overheads:
- Budgeted fixed
factory overheads = Rs.1,00,000 per
month.
- Budgeted
variable factory overheads = Rs.20 per
productive hour.
The overhead
absorption basis is labour hours; standard hours for absorption = hours
required for actual output (i.e., 2.0 hr × 1,000 units).
- Actual fixed
overheads incurred = Rs.1,10,000.
- Actual variable
overheads incurred = Rs.46,000.
Required:
(a) Calculate the standard labour cost for the output, actual labour cost, labour rate variance, labour efficiency variance.
(b) Compute the overhead absorption rate per hour, overheads absorbed, and state whether
overheads are over- or under-absorbed and
by how much.
(c) Suggest two control measures (brief) — one for labour cost control and one
for overhead control.
Q2 (A) A
manufacturing company is reviewing its inventory valuation methods. The finance
team notes that FIFO and LIFO, each impact reported profits, tax liabilities,
and inventory values differently, especially during periods of volatile
material prices. The operations team is concerned about the complexity of
calculations and the alignment with actual material flows. The management team
must decide which method best supports both financial reporting and operational
needs. Evaluate the implications of choosing between FIFO, LIFO for inventory
valuation in a manufacturing company experiencing frequent price fluctuations.
How should management decide which method to adopt, and what improvements would
you suggest to ensure both financial accuracy and operational efficiency?
Q2 (B) A
textile mill’s spinning department reported an abnormal gain this quarter, with
actual production surpassing the normal output due to enhanced worker
efficiency and minor process improvements. While this has led to lower per-unit
costs and higher reported profits, the finance director is concerned about
whether this gain is sustainable and how it should influence future budgeting,
cost estimation, and operational planning. Assess the managerial response to an
abnormal gain in a textile mill’s spinning process, where actual output
exceeded expected levels due to improved worker efficiency. How should
management adjust future cost estimates and operational strategies in light of
this abnormal gain, and what are the potential risks of misinterpreting such
gains in process costing?
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Human resource Management
Q1. Dr. Reddy’s Laboratories is creating a new global compliance manager
position to oversee regulatory requirements across multiple countries. The HR
team must conduct a job analysis to define the role’s responsibilities,
required competencies, and performance standards. Given the complexity and
international scope, relying on a single data collection method may not capture
all relevant aspects. The HR team must select and combine appropriate job
analysis methods, such as interviews, questionnaires, and observation, to
ensure the job description and specification are robust and support effective
recruitment and performance management. How should the HR team at Dr. Reddy’s
Laboratories apply multiple job analysis data collection methods to ensure
comprehensive and accurate job information for a new global role, considering
the limitations of each method?
Q2 (A) A multinational corporation is recruiting for several global
leadership positions. The HR team is debating whether to use structured
interviews, which ensure consistency and comparability, or unstructured
interviews, which allow for deeper exploration of candidates’ personalities and
cultural fit. The company values both fairness and the ability to identify
leaders who can thrive in diverse, cross-cultural environments. Assess the
effectiveness of using structured versus unstructured interviews in the selection
process for a multinational corporation seeking to fill global leadership roles.
Q2 (B) A large multinational is considering a major investment in
AI-powered learning platforms and data analytics to personalize employee
training and track development outcomes. While some leaders see this as a way
to future-proof the workforce and increase agility, others worry about employee
resistance, data privacy, and the loss of human touch in development. The HRD
team must evaluate the overall impact of technology-driven interventions and
propose strategies to ensure effective implementation. Critique the
effectiveness of using technology-driven HRD interventions, such as AI-powered
learning platforms and data analytics, in enhancing employee competencies and organizational
agility.
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Legal aspects of business
Q1. Ravi and Priya
want to start a company to sell organic food products. Their consultant tells
them they must prepare and register a Memorandum of Association (MOA) with the
Registrar of Companies. Ravi thinks the MOA is just a registration formality. Priya
says it is important because it decides what the company can and cannot do. A
year later, they plan to start a travel agency under the same company. Can they
do
this without
changing their MOA? Explain the purpose of registering an MOA and advise them.
Q2 (A) Ravi agrees
to supply 1,000 chairs to Meera for Rs.5,00,000. After delivering 600 chairs,
Ravi asks for payment for those. Meera refuses, saying the contract was for the
full 1,000 chairs and she will only pay after all are delivered. Later, Meera
sells 500 of the chairs already delivered. Can Ravi claim payment for the 600
chairs? Explain using the concept of partial performance under the Indian
Contract Act, referring to when such partial performance can be accepted or
rejected.
Q2 (B) Ramesh, a shopkeeper, is unconscious after a road accident. His
neighbour Suresh takes him to a private hospital, which immediately provides
emergency treatment worth Rs.50,000. After recovering, Ramesh refuses to pay,
saying there was no agreement between him and the hospital. The hospital asks
Suresh to pay, but Suresh says he only helped and should be reimbursed. Advise
the hospital and Suresh using the concept of quasi-contract under the Indian Contract
Act.
Operations management
Q1 A fast-growing meal kit delivery startup is experiencing operational
bottlenecks as it tries to offer more customization options to customers, such
as dietary preferences and portion sizes. While customers appreciate the
flexibility, the increased complexity is leading to higher costs, longer lead
times, and more frequent errors in order fulfillment. The operations manager is
considering using PCN analysis to map out the process and identify
opportunities to streamline operations without sacrificing the personalized
experience that differentiates the brand. How should the operations manager
apply Process-Chain-Network (PCN) analysis to redesign the service delivery
process, balancing the need for customization with operational efficiency and
cost control?
Q2 (A) A switchgear manufacturer must plan production for the next year.
The company can either maintain a constant workforce and production rate (level
strategy), incurring inventory holding and backorder costs, or adjust capacity
each period (chase strategy), incurring overtime, undertime, hiring, and layoff
costs. The workforce is skilled, and frequent changes may affect morale and
productivity. The company seeks to minimize total costs while ensuring
operational stability. Evaluate the implications of choosing a level strategy
versus a chase strategy for a manufacturer of electrical switchgears, given the
cost structures and operational realities described. Justify which strategy you
would recommend, considering factors such as inventory costs, workforce
stability, and the feasibility of frequent hiring or layoffs.
Q2 (B) An established Indian manufacturing company is experiencing
pressure from customers demanding greater variety, customization, and faster
delivery of products. At the same time, the firm must control costs and
maintain operational efficiency to remain competitive against global players.
The management is considering whether to invest in flexible manufacturing
systems, redesign its supply chain, or limit product variety. Evaluate the
implications of increasing customer expectations and product/service proliferation
on the operations management practices of an Indian manufacturing firm.
Critically discuss how the firm should balance customization, cost control, and
operational complexity, and justify which strategies would best position the
firm for sustained competitiveness in a liberalized economy.
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Strategic management
Q1 Queens
Magic Land, a leading theme park operator, diversified into the quick service
restaurant (QSR) sector by leveraging its success with healthy food options in
its parks. Despite initial customer interest, the chain quickly faced losses
due to high competition, operational costs, and fading novelty. The QSR market
is saturated with established brands like McDonald’s, KFC, and local players,
making it difficult for the new entrant to sustain its premium, health-focused
positioning. The management is now evaluating how to reposition the QSR
business using Porter’s cost leadership, differentiation, or focus strategies
to carve out a sustainable niche and improve profitability. Given the scenario,
how can Queens Magic Land apply Porter’s generic strategies to reposition its
quick service restaurant (QSR) business and regain competitive advantage in a
crowded market with both international and domestic players?
Q2 (A) Let
us assume that Marico Limited, which is a leading player in the beauty and
wellness industry, has implemented a range of sustainability initiatives,
including energy efficiency, renewable energy adoption, and waste reduction.
These efforts have required significant operational adjustments and ongoing
commitment. However, the company faces challenges in managing the trade-offs
between environmental sustainability and other business priorities, such as
cost control and supply chain efficiency. The management team is evaluating
whether their current environmental scanning practices adequately capture both
the risks and opportunities presented by ecological and societal trends.
Critically assess Marico Limited’s approach to sustainability and efficient
manufacturing in the context of environmental scanning. Briefly explain how
well Marico balance the strategic opportunities and risks associated with
ecological and societal trends.
Q2 (B) A
large conglomerate with multiple business units across various industries
relies heavily on the BCG Growth-Share Matrix to allocate resources and make
investment decisions. While the matrix provides a clear visual representation
of business unit performance, some managers argue that it oversimplifies
complex realities and may lead to suboptimal decisions, especially in fast-changing
markets. Critically assess the decision of a diversified conglomerate to use
the BCG Growth-Share Matrix as its primary tool for portfolio analysis. Briefly
explain the limitations of this approach in today’s dynamic business
environment, and how the company might improve its strategic decision-making
process. You may use relevant examples to support your analysis.
Business valuation
Q1 Mr.
Sharma has Rs.80,000 to invest for 3 years. He is choosing between two short
term offers:
Instrument A (Bank
Fixed Deposit): Quoted 5.2% p.a. nominal, compounded quarterly.
Instrument B
(Company Deposit): Simple interest at 6% p.a. for 3 years.
Calculate the
Effective Annual Rate (EAR) and maturity value for Instrument A after 3 years.
Also compute the maturity value of the Rs.80,000 invested in Instrument B after
3 years. Comment which instrument gives a higher maturity amount for Mr. Sharma
and why?
Q2 (A) ABC
Pvt. Ltd., a family-owned business, is considering (a) selling part of the
promoters’ stake to raise funds, (b) acquiring a small competitor, and (c)
managing a shareholder’s exit. In which of these situations would a company
valuation be necessary, and why is it important for each case?
Q2 (B) LMN
Ltd. reported the following financial information for the year ending March
2024: Revenue of Rs.10,00,000, Cost of Goods Sold of Rs.6,50,000, Operating
Expenses of Rs.2,00,000, and Interest & Taxes of Rs.50,000. Calculate Gross
Profit Margin Net Profit Margin. Briefly interpret the results.
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Capital market
1) Reeva Capital,
a newly launched Indian fintech-driven brokerage firm, is planning to expand
its services by catering to both retail and institutional investors. Their CTO wants
to ensure smooth trade execution through the selection of appropriate trading platforms,
order types, and mechanisms. As the Chief Market Strategist, you are tasked
with drafting a strategy that outlines the application of market structure concepts
to enhance trade efficiency and market access.
Based on this
scenario, answer the following:
Question:
Discuss the role
of different types of trading orders (Market, Limit, Stoploss) that Reeva
Capital should support for clients, with examples of when each would be
practically used. Evaluate whether Reeva Capital should act as a broker,
dealer, or market maker in the Indian context. Justify with functions and
regulatory implications.
How should Reeva
Capital handle liquidity concerns, especially when catering to institutional
investors? Explain using the concept of market depth and Indian trading
platforms.
2 (A) Astra Capital, a registered
stockbroking firm in India, recently onboarded a new institutional client from
Singapore. During the client onboarding process, Astra's compliance officer
notices that the client is indirectly linked to a promoter group of a listed
Indian company. Meanwhile, one of Astra’s analysts accidentally shares a draft research
report about that company before it is officially published. As the Compliance Head
of Astra Capital, you are required to evaluate the regulatory and ethical risks
involved and suggest a compliant course of action under Indian capital market
regulations.
Question:
Identify and explain two key regulatory and ethical concerns in this scenario.
How should Astra Capital address these concerns in accordance with Indian
regulatory frameworks and ethical investment practices?
2 (B) Ritika, a young fund manager at a
boutique investment firm in Mumbai, is designing a new mutual fund scheme for
moderately risk-tolerant investors. She selects 6 Indian stocks from various
sectors (banking, IT, FMCG, pharma, infra, and renewable energy). Her objective
is to maximize returns while reducing overall risk through diversification.
However, a senior
analyst questions whether the selected portfolio truly follows Modern Portfolio
Theory (MPT), especially in terms of risk-return
tradeoff and efficient frontier
alignment.
Question:
Based on the above case, explain how Ritika can apply Modern Portfolio Theory
to construct an efficient portfolio. In your answer, mention:
a) How diversification reduces risk
b) How expected return and standard deviation
help in evaluating portfolios
c) What role the efficient frontier plays in
this decision-making
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Corporate Finance
Q1 An Indian FMCG company is experiencing rapid sales growth but is
facing frequent cash flow shortages, leading to delayed supplier payments and
missed opportunities for bulk inventory discounts. The CEO is concerned that
poor liquidity management could undermine the company’s reputation and growth
prospects. The finance manager must analyze the situation and implement
effective working capital management strategies to optimize cash flow and
maintain smooth operations. How should the finance manager apply working
capital management principles to resolve the company’s liquidity challenges,
ensuring operational efficiency and the ability to capitalize on new business
opportunities?
Q2 (A) A perpetuity pays Rs.25,000 at the end of each year. However, due
to inflation, the payment increases by 4% annually. The appropriate discount
rate is 10%. After 15 years, the perpetuity is expected to be replaced by a new
instrument that pays a fixed Rs.60,000 per year in perpetuity, discounted at
8%. Calculate the present value of this entire cash flow stream as of today,
considering the change in payment structure and discount rates after year 15.
Q2 (B) A company issues Rs.50,00,000 in 8% redeemable preference shares
at a 5% premium, redeemable at par after 6 years. Annual dividend is paid on
face value. The issue expenses are 2% of the face value. Calculate the cost of
preference shares, considering the effect of issue expenses and premium, and
interpret how this cost would impact the company’s overall cost of capital if
preference shares constitute 20% of the capital structure. Show all
intermediate steps.
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Financial derivatives
Q1 Rohan is an
investor interested in Global Tech Ltd., which is currently trading at Rs.1,800
per share. He is considering two options contracts:
A call option with
a strike price of Rs.1,750 and a premium of Rs.120 per share.
A put option with
a strike price of Rs.1,850 and a premium of Rs.100 per share.
Calculate the
intrinsic value, time value, and profit or loss for both the call and put
options if the stock price rises to Rs.1,900 at expiry and if the stock price
remains at Rs.1,800 at expiry Also comment what should be the minimum stock
price at expiry at which Rohan will make a profit on the call option, and the
maximum stock price at expiry at which he will make a profit on the put option.
Q2 (A) Priya, an
investor, buys 50 futures contracts of ABC Ltd. at a futures price of Rs.2,000
per share, with each contract representing 10 shares. The exchange requires
daily mark-to-market (MTM) settlement. Over the next three days, the closing
futures prices are Rs.2,020 on Day 1, Rs.2,010 on Day 2, and Rs.1,990 on Day 3.
Calculate Priya’s daily profit or loss based on the change in futures prices
each day. Also determine the total net gain or loss for Priya after the three
days of MTM settlement.
Q2 (B) ABC Ltd.,
an Indian exporter, is expecting to receive USD 100,000 from a client in the
United States in three months. The current exchange rate is Rs.82/USD, but the
company is concerned that the rupee may strengthen by the time the payment is
received, reducing the rupee value of the payment. Explain how ABC Ltd. can use
a forward contract to hedge against this exchange rate risk.
Research methodology
1. A consulting
firm is preparing to launch a research project on the impact of remote work on
employee productivity. The project lead, inspired by recent client experiences,
is eager to proceed quickly and has drafted a hypothesis based on anecdotal evidence.
However, the team is concerned about the risk of duplicating existing studies
and missing key variables such as digital fatigue and communication barriers.
They recognize the need to conduct a thorough literature review but are unsure
how to structure it to inform their research objectives and methodology. Based on
the scenario, how should the research team apply the principles of a critical literature
review to ensure their study on remote work and employee productivity is both
original and relevant, while avoiding duplication of existing research?
2 (A) A management
intern is tasked with studying customer behavior at a busy café in Bangalore.
She considers two options: observing customers without their knowledge to
capture natural behavior (concealed observation), or informing them in advance and
obtaining consent (unconcealed observation). The café owner is open to either method
but is concerned about both data authenticity and ethical standards. Evaluate the
ethical and methodological implications of choosing concealed (covert) observation
over unconcealed (overt) observation in a study of customer behavior in a public
café. Weigh the potential for authentic data against the ethical
responsibilities of the researcher, and justify which approach would be more
appropriate in this context.
2 (B) A research
team is analyzing customer satisfaction survey data collected using a 5- point
Likert scale. For ease of analysis, they consider treating the ordinal data as interval
data to calculate means and run parametric tests. Some team members question
whether this is methodologically sound and worry about the impact on the study’s
conclusions. Evaluate the implications of treating ordinal data from a Likert scale
as interval data in statistical analysis. Should the research team proceed with
this approach, or are there risks to the validity of their findings? Justify
your recommendation with reference to measurement theory.
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Strategic cost management
Q1 A
manufacturing company produces both high-volume and low-volume products.
Historically, it has used traditional costing, allocating overheads based on
direct labour hours. Recently, management discovered that high-volume products
were being over-costed, while low-volume products were under-costed, leading to
poor pricing decisions and declining profits. The company is considering
implementing Activity-Based Costing (ABC) to gain a more accurate understanding
of product costs and to improve its competitive position in the market. Based
on the scenario, how should the management of a multi-product manufacturing
company apply the steps of Activity-Based Costing (ABC) to address cost
distortions caused by traditional costing, and what specific actions should be
taken to ensure more accurate product costing and improved profitability?
Q2 (A) Acme
Electronics, a leading UK-based consumer electronics manufacturer, is
experiencing shrinking profit margins due to rising raw material costs and
intense competition. The management is debating whether to continue
manufacturing key components in-house, which ensures quality and shorter lead
times but is becoming increasingly expensive, or to outsource production to
lower-cost international suppliers, which could reduce costs but may compromise
quality and introduce logistical complexities. The board is divided, with some
members prioritizing immediate cost savings and others concerned about
long-term brand reputation and operational risks. Critically evaluate the
decision faced by Acme Electronics regarding whether to continue in-house
manufacturing of components or outsource production to international suppliers.
Considering the trade-offs between cost savings, quality control, and
logistical challenges, which option would you recommend and why? Justify your
answer by weighing the long-term strategic implications for profitability and
competitiveness.
Q2 (B) A
company operates at 60% of its total capacity, producing 12,000 units per
month. The fixed cost is Rs.3,00,000 per month, and the variable cost per unit
is Rs.100. The selling price per unit is Rs.180. The management is considering
increasing production to 90% capacity, but this will require an additional
fixed cost of Rs.1,20,000 per month and will reduce the variable cost per unit
by 10% due to economies of scale. However, to sell the additional output, the
company must offer a 5% discount on the selling price for all units. Should the
company increase production to 90% capacity? Calculate the change in monthly
profit if the proposal is implemented.
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