NMIMS June 26 Solved Assignments 9967480770

 

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INTERNAL ASSIGNMENT APPLICABLE FOR JUNE 2026 EXAMINATION

 

Financial Accounting

Q1. A regional retail chain is planning to expand operations and is seeking a substantial loan from a leading bank. The bank’s credit analysis team has requested a detailed set of financial statements, including the balance sheet, income statement, and cash flow statement, to assess the company’s financial stability and liquidity. The retail chain’s finance manager is aware that several stakeholders including internal management, creditors, and investors will rely on these statements for their decisions. With the expansion hinging upon approval, the finance manager must ensure the statements present a transparent and accurate financial picture in line with generally accepted accounting principles (GAAP). How should the finance manager apply appropriate financial accounting principles and frameworks to prepare the required financial statements for the bank and other stakeholders? Describe which key principles and accounting conventions must be emphasized to ensure the statements are reliable for credit evaluation and decision-making.

Q2 (A). TechGen Inc., a rapidly expanding technology firm, recently completed its first fiscal year using a traditional accounting cycle with a combination of manual and automated processes. The finance team encountered challenges in maintaining consistency as the company scaled, particularly with subsidiary books and ledger postings. Some entries were made only in electronic systems, while others used paper ledgers, leading to confusion during trial balance preparation and internal audits. Senior management is now considering consolidating all accounting records onto a single digital platform but fears issues with accuracy, compliance, and transition. Evaluate the pros and cons of consolidating TechGen Inc.’s manual and automated accounting systems into a centralized digital platform. Critically assess which approach would best maintain accuracy, compliance, and audit readiness, considering the potential risks of transition and the need for consistency in record-keeping.

Q2 (B). The following partial balance sheet (presented in order of liquidity) relates to Adroit Engineers Ltd. as at 31st March 2024. Analyse and compute the company’s closing Owner’s Equity, given that a revaluation surplus must be created if the land’s market value exceeds the net book value, and all investments must be valued at cost or market value, whichever is lower. Assume inventory is correctly stated, no additional outside information is available, and all adjustments must strictly conform to the cost, realization, and conservatism concepts.

Asset/Liability	Rs. (in lakh)
Cash at Bank	12
Bills Receivable	7
Sundry Debtors	22
Inventory (at cost)	18
Market Value of Inventory	16
Quoted Investments (at cost)	13
Market Value of Investments	10
Land (Original Cost)	20
Land (Current Market Value)	38
Outstanding Expenses	4
Creditors	23
Bank Overdraft	6
Long-term Loans (Secured)	30
Reserves & Surplus (before adjustments)	7

 

Marketing Management

Q1. EcoClean, a startup specializing in environmentally friendly home cleaning products, has limited capital but aims to disrupt a crowded market dominated by large multinational brands. Through segmentation analysis, EcoClean has identified a small yet growing community of health-conscious urban millennials who value green initiatives and are highly active on social media. The founders are debating how best to deploy their limited resources for maximum impact, especially given the challenges of achieving scale against established competitors. Apply the concepts of concentrated and micromarketing strategies to EcoClean’s situation. Which targeting approach should EcoClean prioritize to achieve rapid market traction within its constraints, and how can the company implement this choice to build a loyal customer base?

Q2 (A). A global beverage brand like Coca-Cola has introduced healthier drink options in response to health concerns and regulations, while continuing to sell its traditional sugary beverages. Evaluate whether the company should emphasize its healthier portfolio or protect its traditional core brand identity. Justify your answer. 

Q2 (B). A fashion retailer plans to enter eco-friendly athletic wear using its established brand name. While the marketing team sees brand equity benefits, others fear dilution of the core fashion brand. Evaluate whether the retailer should use a direct brand extension, introduce a sub-brand, or avoid the extension. Justify your answer.

 

Quantitative Methods

Q1. After surveying a sample of 100 new students, the university finds that 40 indicate a preference for Chinese food. The student affairs office wants to determine if this marks a meaningful shift from prior years’ 30% rate, guiding future dining options. They require a clear, defensible statistical decision process rather than relying on intuition or anecdote. How should the university use z-scores and standard error calculations to identify whether the proportion of students preferring Chinese food in the new batch is significantly different from the historic 30%? Outline the steps and justify the statistical choices involved.

Q2 (A). A large retail chain uses a contingency table to analyze the shopping habits of its customers based on gender and number of purchases per week. Despite initial insights from joint and marginal probabilities, the management is debating how much attention should be paid to conditional probabilities for segmenting targeted marketing campaigns. There is also internal disagreement whether the events (gender and number of purchases) are independent or not, especially when tailoring cross-selling strategies. This decision impacts both budget allocation and the accuracy of campaign targeting. Critically evaluate the advantages and limitations of relying on marginal, joint, and conditional probabilities for customer segmentation in this scenario. Assess whether assuming independence or dependence between gender and purchasing behavior improves decision-making, and justify which approach the retail chain should adopt for optimal campaign effectiveness.

Q2 (B). A national retail chain operates 250 stores across different regions. The average monthly sales per store follow a normal distribution with a mean of $150,000 and a standard deviation of $20,000. Management wants to estimate the probability that a randomly selected store generates monthly sales exceeding $180,000. The results will be used to assess how realistic their premium store classification target is. Using the normal distribution framework: 1. Calculate the probability that a store earns more than $180,000 in a month. 2. Interpret the result in a managerial context. 3. Based on your findings, comment on whether the premium classification threshold appears too strict or reasonable.

 

Micro Economics & Macro Economics

Q1. A premium electric scooter company, EcoRide Motors, has been operating successfully in a metropolitan city. Over the last six months, the company has observed a significant increase in demand for its scooters, even though the price of the scooter has remained unchanged. The following developments have taken place in the market: The government has announced higher fuel prices and reduced subsidies on petrol vehicles. Consumer income levels have increased due to salary hikes in the IT sector. The government has introduced tax incentives for electric vehicle buyers. There has been growing environmental awareness among consumers. The price of public transport passes has increased. A reputed automobile brand has launched a cheaper substitute electric scooter. Despite no change in EcoRide’s product price, sales volume has increased noticeably. Using demand theory, evaluate how each of the above factors would individually affect the demand for EcoRide scooters. Clearly identify which factors would cause a rightward shift and which would cause a leftward shift of the demand curve, and distinguish clearly between a movement along the demand curve and a shift of the demand curve in this context. 

Q2 (A). A domestic airline reduces the ticket price for a popular route from Rs. 5,000 to Rs. 4,000. As a result, the number of passengers increases from 10,000 per month to 13,000 per month. The management wants to understand whether the price cut improved total revenue and whether similar pricing strategies should be adopted on other routes. Compute the price elasticity of demand. Based on your result determine whether demand is elastic, inelastic, or unitary elastic.

Q2 (B). A multinational telecom company is entering a new international market where there is no historical sales data for its smartphones. Due to high uncertainty regarding consumer preferences, pricing sensitivity, and competitive response, the marketing director proposes using the Delphi technique to forecast initial demand for inventory planning and promotional campaigns. Evaluate the suitability of the Delphi technique in this context and explain how this technique works. Illustrate with a relevant example of how telecom experts’ opinions could be used to estimate demand.

 

Organisational Behavior

Q1. BrightSol Logistics is facing high employee turnover and declining morale, which the HR audit attributes to authoritarian leadership and limited emotional intelligence among supervisors. Feedback reveals that staff feel undervalued, stressed, and hesitant to voice concerns. The executive team recognizes the link between leadership style, emotional intelligence, and workplace climate, and wants to redesign its management development program to address these interconnected issues. Using emotional intelligence theory, what solutions should BrightSol Logistics incorporate into its leadership training to improve supervisors’ empathy, social skills, and motivation, and how would this likely impact organizational culture and team performance?

Q2 (A). An established financial services company faces high employee turnover and low morale despite offering above-market salaries and comprehensive benefits. Exit interviews reveal pervasive dissatisfaction related to autonomy, lack of recognition, and limited opportunities for challenging work. Senior management debates whether investing more in workplace perks or redesigning jobs with greater intrinsic rewards would better address the issue. They are split between those who believe hygiene factors suffice and those who argue true satisfaction requires addressing higher-level motivators. Evaluate the company’s approach to motivation using Herzberg’s Two-Factor Theory, critiquing the effectiveness of focusing on hygiene factors versus motivators.

Q2 (B). A multinational corporation is facing significant intergroup conflicts between its regional offices due to competition for shared resources and perceived inequities in management attention. As tensions rise, productivity within multiple departments suffers, and collaboration breaks down. Leadership is debating whether to prioritize negotiation, mediation, or arbitration as a conflict management approach to restore harmony, but opinions are divided on which method aligns best with the company’s culture and long-term strategic objectives. Evaluate the suitability of negotiation and mediation as conflict management techniques for addressing the intergroup conflicts in this context.

 

Business Communication

Q1. A healthcare start-up wants large city hospitals to adopt its new patient-management software. Administrators worry about licence costs, staff training time, and disruption to existing systems. The marketing manager must send a persuasive email to senior administrators to secure a pilot implementation. Using the three-step writing process for persuasive messages, explain how this email should be planned, written, and completed to overcome resistance and obtain approval.

Q2 (A). A project leader urgently requests two additional analysts for a time-sensitive client assignment. An HR intern replies with the following email: Subject: Re: Need 2 Analysts. Hi, We cannot give you any extra analysts because the budget is tight. You should manage with whoever you already have. Honestly, these last-minute requests put unnecessary pressure on HR and are not our priority right now. This is simply not possible. Next time, please plan your resources properly. Regards, Team HR. Evaluate any 2 shortcomings in this email and explain how a negative message should be structured in this situation (DO NOT WRITE AN EMAIL), including whether a direct or indirect approach would be more suitable.

Q2 (B). A mid-career marketing professional, Anya, is preparing her resume to switch into the tech industry. She has broad skills and experiences from multiple industries but worries that her past roles won’t clearly connect with the requirements of her target roles. She knows that tailoring her resume to align with each company’s culture and job description is essential for success, but feels conflicted about how much to modify her story for different employers. Anya must decide whether to create a general resume or develop highly customized versions for each application, balancing time, effort, and effectiveness. Critically evaluate the merits and drawbacks of developing highly customized resumes versus using a generalized format in Anya’s situation. Considering the dynamic needs of tech employers and the competitive nature of the industry, justify the strategy you recommend to maximize her chances of conversion, and suggest what improvements she might implement for stronger alignment with employer expectations.

 

Business Analytics

Q1 A national retail chain, FreshStyles, is facing declining sales and customer complaints about product availability. The management suspects that the underlying issue stems from inconsistencies in their sales and inventory data collected from multiple branches. Their current datasets contain missing values, duplicates, and inconsistent formatting in date and product codes. Despite using Excel for analysis, the results remain inconclusive and are met with skepticism by stakeholders. The company’s analytics team has been tasked with resolving these data issues to enable trustworthy business insights and inform better inventory and sales strategies. As the lead data analyst for FreshStyles, apply appropriate data cleansing techniques (including missing value treatment, duplicate removal, and format standardization) to this real world dataset. Describe the sequential steps you would take and explain how your approach ensures data reliability and supports more effective business decision making?

Q2 (A) A manufacturing business has recently implemented a probability distribution analysis to better understand and reduce process defects. The operation team is considering whether to fit the data to a Poisson (discrete, PMF-based) or an Exponential (continuous, PDF-based) distribution. Corporate leadership is concerned about the accuracy and effectiveness of using each approach to drive quality improvement initiatives and continuous adaptation. Critically evaluate the merits and drawbacks of modelling defect data using Poisson versus Exponential distributions. Assess how the choice between the two would impact quality assurance, predictive accuracy, and the company's adaptability to dynamic production environments, justifying your position.

Q2 (B) A consumer goods company deploys a simple linear regression model to predict monthly sales from advertising spend, yielding an R-squared value of 0.82. However, regional marketing managers note that in some months, major events (such as festivals and supply chain disruptions) may cause large, unpredictable deviations in sales that the regression model does not explain. The executive team must decide how much to trust the model outputs for future campaign planning, and whether to introduce more explanatory variables or develop alternative analytics approaches. Critique the company’s reliance on the current regression model for campaign planning in light of the marketing managers' observations. How should the executive team weigh the strong R-squared value against external factors, and what improvements or complementary analyses would you recommend to enhance decision-making robustness?

 

Cost and management Accounting

Q1 A home appliance manufacturing company is preparing a cost sheet to analyze the

production cost of its newly launched electric kettles. During the month of April

2026, the company produced 5,000 units.

The following cost information is available:

Particulars Amount (Rs.)

Direct Materials                      3,00,000

Direct Labour                         2,00,000

Direct Expenses                         50,000

Factory Rent                              60,000

Factory Power & Fuel               40,000

Office and Administrative Expenses 70,000

Selling & Distribution Expenses 80,000

The company desires a profit of 20% on Cost.

Required:

a) Prepare a Cost Sheet showing:

- Prime Cost

- Factory Cost

- Cost of Production

- Total Cost (Cost of Sales)

b) Calculate the Selling Price per Unit if profit is 20% on total cost.

Q2 (A) A fast-growing electric scooter company has recently expanded production due to increasing demand. However, the CEO notices that despite higher sales, overall profitability is not improving significantly. The finance team suggests implementing budgeting, variance analysis, and performance reports to better understand cost behavior and operational efficiency.

Question:

Explain how Management Accounting techniques can help the company improve planning, cost control, and strategic decision-making in this situation. Support your explanation with relevant examples.

Q2 (B) A consumer electronics company producing Bluetooth headphones reported different profit figures under Marginal Costing and Absorption Costing during the same financial period. The finance manager observed that production was higher than sales, resulting in unsold inventory at the end of the period. The management wants to understand why profit figures differ under the two costing methods.

Question:

Explain how Marginal Costing and Absorption Costing treat fixed manufacturing overheads differently, and how this difference leads to variation in reported profit when production exceeds sales.

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Human resource Management

Q1. A rapidly expanding e-commerce startup has been experiencing mismatches between employee capabilities and job roles, resulting in frequent underperformance and morale issues. The HR team, previously focused on generic job postings and annual performance reviews, now wants to leverage job analysis data to directly inform training, recruitment, and performance management systems. However, they lack a structured process to translate complex job analysis findings into actionable HR strategies that can keep pace with the company’s growth and frequent changes in job content. How should the HR team apply job analysis insights to systematically develop and align competency-based recruitment, performance management, and targeted training programs?

Q2 (A) Horizon Tech, a rapidly expanding IT services company, needed to hire 50 professionals across various departments within three months. Its revamped selection process included resume screening, online technical tests, multi-stage interviews, and stringent reference and background checks. While the process successfully met hiring targets with candidates who fit both technical and cultural expectations, some department managers observed that certain niche skills were still underrepresented and suggested further customization of recruitment practices. Evaluate the effectiveness of Horizon Tech’s revised selection process in balancing speed, quality, and role-specific requirements.

Q2 (B) Tech PT, renowned for its corporate training and performance management systems, has experienced declining employee retention rates and mixed results in leadership pipeline development. The company offers a wide array of technical training modules, a career progression framework, wellness initiatives, and performance appraisals linked to rewards. However, team leaders are divided—some argue that career development and succession planning programs are failing to adequately prepare employees for future roles, while others believe wellness and employee engagement are not integrated into talent development. Evaluate how Tech PT can improve the integration of career development and succession planning to enhance overall employee retention.

 

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Legal aspects of business

Q1. A startup electronics retailer has recently signed a large contract to supply custom branded smartwatches to a nationwide fitness chain. The contract specifies exact features and performance standards. However, after initial delivery, the client discovers that a significant percentage of the watches do not match the agreed-upon technical specifications. The client is dissatisfied, threatening legal action and withdrawal from the contract. The retailer’s leadership team must decide how to respond, considering the essential elements of the contract and the remedies available under the Sale of Goods Act, 1930.Apply the legal principles governing conditions and warranties in sales contracts to this scenario. How should the retailer distinguish between a breach of condition and a breach of warranty, and what actions can it take to address the client's complaints while minimizing legal liability and preserving business relationships?

Q2 (A) A multinational supplier entered into a year-long exclusive distribution contract with an Indian retail chain. Six months into the agreement, the supplier alleges undue influence by senior executives of the retailer at the time of signing, claiming threats were made during negotiations. The retailer insists the contract was signed with free consent and all terms were clear. Both parties now contest the validity of the contract, with the business at risk of supply chain disruption and reputational loss. Assess the competing claims regarding the enforceability of this contract by analyzing the concept of 'free consent' and the doctrine of undue influence as per the Indian Contract Act, 1872. Critique the strengths and weaknesses of each party’s position, and recommend how the dispute should be resolved for optimal commercial and ethical outcomes.

Q2 (B) A large logistics company mistakenly credits a sum of Rs.1,00,000 to a vendor’s account instead of the intended recipient. The vendor, aware of the extra funds, uses the money for business operations. Later, the error is discovered, and the company requests the vendor to return the sum. The vendor claims he accepted the payment in good faith and is unwilling to return it without compensation for the operational improvements made. Evaluate the legal obligations of the vendor under Section 72 of the Indian Contract Act, 1872, considering the principles of quasi-contract and unjust enrichment. Critically assess whether the vendor is entitled to retain the benefit and suggest the most equitable resolution in this situation. Justify your position by analysing both parties’ perspectives.

 

Operations management

Q1 A leading bicycle manufacturer is experiencing an unexpected surge in demand for its newly launched electric bikes due to favorable government incentives. The company currently produces 10,000 units daily but must increase output over the next six months while facing limited warehouse space and constrained resources. The operations manager must modify production schedules and allocate resources carefully to avoid costly last-minute changes, maintain lean inventory, and prevent shortages or overproduction. Identify three specific actions the operations manager should take in adjusting the production schedule and resource allocation for the next six months. Provide justification for each action based on operational efficiency and inventory control.

Q2 (A) A startup is finalizing sourcing decisions for its family-sized kitchen appliance. It must choose between a single high-quality manufacturer offering reliability and branding benefits, and multiple smaller suppliers that reduce dependency risk but increase coordination complexity. With tight margins and strict launch timelines, the sourcing decision is critical to both risk management and profitability. Choose either single sourcing or multiple sourcing as the preferred strategy for the startup. Provide three specific points to justify your choice based on risk management and profitability considerations.

Q2 (B) A leading pharmaceutical company has been producing drugs using an intermittent flow system to handle varying demand and customization. With a new high-demand drug nearing commercialization, top management is considering shifting to a continuous flow system to improve volume and consistency. However, concerns exist regarding flexibility, setup costs, and vulnerability to disruptions. As an operations consultant, recommend whether the company should shift to a continuous flow system for this new drug. Provide three specific points to justify your recommendation based on production efficiency, flexibility, and risk considerations.

 

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Strategic management

Q1 A mid-sized Indian pharmaceutical firm, 'Natco Pharma', has historically focused on a cost-focus generic drug strategy, targeting niche therapeutic segments with affordable products. As the industry consolidates and larger multinational firms enter these niches, Natco Pharma sees its market share declining. The management team is contemplating whether to stick with its cost-focus strategy or simultaneously pursue differentiation by introducing value-added features to its drugs (such as enhanced delivery mechanisms). They are wary of the risks of being 'stuck in the middle. Using Porter’s framework, how should Natco Pharma apply the principles of cost leadership and differentiation to avoid being stuck in the middle? What combination of strategies

and operational changes would enable sustainable competitive advantage in a consolidating, competitive market?

Q2 (A) GreenTech Industries, a mid-sized manufacturer of eco-friendly packaging, has been impacted by a new wave of government regulations limiting emissions (natural environment), while a viral marketing campaign is causing their primary consumer base to demand even greener products (societal environment). At the same time, their suppliers have hiked prices due to rising raw material scarcity (task environment). The leadership must decide where to invest their limited resources for maximum impact. Critically evaluate how the executive team at GreenTech Industries should prioritize their response strategies when faced with simultaneous changes in environmental regulations (natural environment), rising eco-conscious consumer demands (societal environment), and increased supplier costs (task environment).

Q2 (B) A diversified conglomerate with established interests in food processing, textiles, and construction materials is considering expanding into adjacent (related diversification) sectors, as well as exploring unrelated industries such as fintech and digital healthcare. With market conditions changing swiftly, executives are debating which diversification path would better insulate the firm while positioning it for future growth. You are asked to assess the merits and challenges of related and unrelated diversification in this context and provide a well-justified recommendation to sustain competitive advantage.

 

Corporate Finance

Q1 A mid-sized Indian manufacturing firm is experiencing declining profitability despite steady revenue growth. The CFO attributes this to escalating operational costs and inefficient asset utilization, compounded by a recent spike in short-term liabilities. The company is considering introducing automated inventory management and tighter receivables policies, but also faces pressure from suppliers demanding shorter payment cycles. The management team must ensure operational efficiency while maintaining liquidity, without compromising on the firm's ongoing investment in quality improvements and expanding production capacity. Drawing on working capital management concepts, how should the firm apply cash flow forecasting, inventory control, and receivables management strategies to optimize liquidity and operational efficiency in this scenario? What specific actions would you recommend to balance short-term obligations and strategic growth initiatives?

Q2 (A) An Indian manufacturing firm is evaluating the purchase of a machine costing Rs.24,00,000 with the following expected operational data for 5 years: depreciation is calculated using the straight-line method over 5 years with zero salvage value. The machine will generate incremental cash inflows as per the table below. However, it requires an additional working capital investment of Rs.4,50,000 at the end of Year 1, recoverable fully at the end of Year 5. The firm's cost of capital is 10% p.a. and corporate tax rate is 30%. Using the time value of money, determine whether the investment should be undertaken by calculating the Net Present Value (NPV) of all cash flows (including working capital impacts and tax shields on depreciation). Table: Year | Incremental Cash Inflows (before tax & depreciation) (Rs.): 1 | 7,00,000; 2 | 8,00,000; 3 | 9,80,000; 4 | 9,00,000; 5 | 8,50,000. Show all intermediate calculations in your answer.

Q2 (B) A firm has the following market values and component costs:

Component Market Value (Rs. lakh) Cost (Before Taxes)

Equity Share Capital Rs. 1050 15%

Preference Share Capital Rs. 150 10%

Long-term Secured Debt Rs. 750 9%

Short-term Unsecured Debt Rs. 100 11%

Corporate tax rate is 25%. The company is considering two alternative financing scenarios for a major expansion: Scenario A – increase secured debt by Rs. 250 lakh replacing an equal amount of equity; Scenario B – raise preference share capital by Rs. 100 lakh, reducing unsecured debt and equity equally. Assuming the respective costs remain unchanged and all weights are on the new market value proportions, calculate the WACC for each scenario and determine which scenario yields a lower WACC. Show all steps including tax adjustments and market value re-weighting.

 

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Project Management

Q1) An infrastructure company has secured a government contract to build a highway connecting rural and urban areas. The contract stipulates strict timelines and penalties for cost overruns. Key risks include volatile raw material prices, uncertain land acquisition costs, and changing regulatory requirements. Project managers are required to submit a comprehensive budget proposal, including robust contingency funds and justifications for their allocations to satisfy governmental oversight. Demonstrate how you would apply scenario analysis and probabilistic contingency planning alongside traditional cost estimation frameworks to manage financial risks in this project. How would you structure the justification for contingency reserves to ensure transparency and address stakeholder concerns?

2 (A) A global retail corporation has assigned you as the project manager for a new regional warehouse deployment project. After developing an initial Gantt chart and work breakdown structure, you realize that resource allocation is suboptimal and several tasks have unclear ownership, resulting in overlapping duties and delayed decision-making. The team is divided between relying on informal communication and introducing a RACI matrix, but some executives feel that too many formal tools may slow down progress. You must advise the leadership on how to move forward. Assess the potential impacts of introducing a RACI matrix in conjunction with WBS for this project. Critique both the argument for increased formalization versus the risk of bureaucratic slowdown, and justify your recommendation to the leadership team with supporting rationale.

2 (B) A pharmaceutical company’s new product development project is running behind schedule. Analysis reveals that project scheduling was conducted mainly by senior experts using personal judgment, with minimal reference to historical project data or standard estimation techniques. Conflicting stakeholder priorities, unanticipated regulatory hurdles, and supply chain issues have further derailed the timeline. The leadership team is divided over continuing with expert-driven estimation versus developing a formalized, data-driven estimation process. Evaluate the effectiveness of expert judgment-based time estimation versus a systematic, historical data-driven approach in the context of this delayed development project. Which method would you recommend to minimize future delays, considering the specific challenges of

regulatory and supply chain uncertainties? Provide a justified critique of both perspectives.

 

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Research Methodology

Q1 Rohit is tasked with comparing the effectiveness of various employee retention strategies as part of his research project. While conducting the literature review, he comes across contradictory studies - some find strong links between flexible work and retention, others see minimal impact. Rohit’s challenge is to objectively synthesise contrasting viewpoints and maintain balanced reporting while avoiding bias or publication bias. Apply the frameworks for critical literature review and ethical reporting to show how Rohit should handle contradictory findings. What steps can he take to ensure objectivity and present a comprehensive synthesis that upholds research integrity?

Q2 (A) A non-profit organization is conducting a field study to understand community participation dynamics during public health awareness events. The research director is torn between participant observation, which offers an insider’s view but risks researcher bias, and nonparticipant observation, which provides objectivity but may limit access to nuanced social contexts. Senior staff are also concerned about ethical integrity and the need for reliable data to influence policy recommendations. Each method presents unique advantages and dilemmas related to trust, data richness, and impartiality. Evaluate the appropriateness of participant versus nonparticipant observation in achieving the organization’s research goals. Critique both approaches by discussing how ethical, methodological, and practical concerns influence the reliability and depth of findings, and recommend the most suitable method with clear justification.

Q2 (B) A market research agency is hired to evaluate consumer perceptions of a new grocery store chain. The client suggests relying solely on brief paper-based surveys at the checkout counters, due to the ease of distribution and lack of digital infrastructure in the area. The agency, however, worries about manual data entry errors, low engagement, and incomplete responses. The client insists this is the most practical approach given budget constraints. Critique the client’s preference for exclusive use of paper-based questionnaires in this situation. What trade-offs must be considered between cost, data integrity, and research effectiveness? Justify an improved approach, considering the constraints, that maximizes both efficiency and data quality.

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Strategic sourcing and E-procurement

Q1 Stellar Manufacturing Ltd., a supplier of industrial components, has observed that its high procurement costs are limiting profitability. An internal audit found reactive purchasing, lack of consolidated vendor contracts, and minimal use of cost analysis tools. Management has asked the procurement team to implement a robust cost optimisation strategy—focusing on procurement budgeting, advanced spend analysis, and supplier consolidation. As the team transitions from ad hoc buying toward a data driven, strategic sourcing approach, they must demonstrate cost savings without sacrificing quality or disrupting supply continuity. How should Stellar Manufacturing Ltd.’s procurement team apply procurement budgeting and spend analysis frameworks to optimise costs, consolidate suppliers, and ensure purchases remain aligned with business objectives? Illustrate how these tools can support both short-term savings and long-term operational value.

Q2 (A) A multinational company is deciding between using an RFP (Request for Proposal) or an RFQ (Request for Quotation) for sourcing a new category of logistics services. The company’s logistics requirement is well-defined and commoditised, but senior management is concerned about ensuring long-term service quality and opportunities for potential innovation. Procurement suggests using the RFQ process to maximize price competition and efficiency, while operations advocates for an RFP to encourage value-added solutions. Evaluate the merits and limitations of choosing RFQ versus RFP for this logistics sourcing need, considering both strategic and operational perspectives.

Q2 (B) A large multinational corporation has recently adopted a cloud-based e-procurement system to manage thousands of vendors across multiple continents. Although real-time analytics and automated compliance checks have been introduced, the company still encounters frequent supply interruptions due to unstable geopolitical conditions and sudden regulatory changes. Senior management is debating whether advanced digital tools or more robust governance committees should be prioritized to mitigate these risks. Some argue technology can adapt more quickly, while others believe organizational oversight is irreplaceable. Evaluate the merits and limitations of relying on advanced digital procurement tools for managing complex supply risks in this global context and Justify your recommendation based on the scenario's challenges.

 

Strategic Applications of IoT and Big Data

1. A leading retail chain has launched smart shelf technology in its stores. Each shelf is equipped with weight sensors, RFID readers, and motion detectors to provide real-time inventory levels and consumer interaction data. However, the company faces issues with inaccurate data, sensor malfunctions, and unauthorized access to sensitive sales information. The IT director is pushing for a comprehensive IoT data lifecycle management plan that addresses accurate data acquisition, secure data transmission, processing, and responsible data archiving or deletion. Apply the IoT data lifecycle model to create a step-by-step management plan for the retail chain’s smart shelf system. How will you ensure data accuracy, integrity, security, and compliance at each stage from generation to deletion?

2 (A) A leading electronics manufacturer plans to transform its conventional factory into a smart factory using IoT and big data analytics. However, the company’s legacy equipment is deeply integrated into its workflow, making digital retrofitting challenging and costly. Leadership must decide whether to fully upgrade to smart machinery or pursue gradual integration via IoT gateways. Both approaches have implications for operational disruption, ROI, employee adaptability, and competitive agility in a rapidly evolving market. Evaluate the strategic merits and drawbacks of a complete versus phased IoT integration approach in this scenario. Considering factors such as operational efficiency, implementation cost, cultural resistance, and market responsiveness, justify which method you recommend and how it addresses both immediate and long-term business goals.

2 (B) A regional logistics company uses IoT and big data to track shipments across road, rail, and sea, employing geofencing, real-time diagnostics, and predictive route planning. Recently, an industry-wide push for data standardisation has presented both a challenge and an opportunity: their legacy devices are not fully compatible with new industry standards, risking data silos and integration issues with partners. Simultaneously, the company faces pressure to remain competitive and interoperable in the market. Assess the implications of legacy system incompatibility with industry standard IoT protocols for this logistics firm. Evaluate the possible strategies—such as immediate system overhaul, phased upgrades, or middleware solutions—and justify the most effective path forward considering cost, risk, and competitive positioning.

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Supply Chain Management

Q1 A multinational electronics retailer operates 50 stores across India and currently manages inventory separately at each location. After noticing excessive safety stock and rising warehousing costs, management is considering shifting to a centralized distribution strategy using regional distribution centers. However, executives are concerned about higher transportation costs and longer delivery times to remote stores. Apply the concept of inventory aggregation to recommend how the retailer should redesign its inventory network. Suggest three specific actions the company should take and justify how these actions will reduce safety stock while maintaining service levels.

Q2 (A) A major Indian retail company is planning transportation for the upcoming festive season, needing to serve both urban and rural markets while balancing speed, cost, and reliability. The firm is considering a mix of air, road, and rail transport along with GPS-enabled route optimization, but faces challenges such as uneven infrastructure, high fuel costs, and last-mile delivery issues in remote areas. Recommend a suitable multimodal transportation strategy for the festive season. Recommend three specific points and evaluate your choice based on cost, speed, reliability, or infrastructure considerations.

Q2 (B) A large FMCG company in India has introduced cloud systems, IoT sensors, and AI analytics in its supply chain. While these technologies have improved inventory visibility and responsiveness, the company has also faced data breaches and supplier concerns regarding data sharing. The leadership team is divided on whether to accelerate digital adoption or proceed more cautiously. Evaluate the available options that would allow the company to move forward with digitalization while minimizing the risk of data breaches. Provide three specific points to justify your recommendation.

 

Business Valuation

Q1. Ms. Neha plans to invest Rs.8,00,000 in a fixed deposit for 7 years at an annual interest rate of 12%. Calculate the Effective Annual Rate (EAR) and the maturity value (future value) of the investment assuming interest is compounded once a year, 2 times a year, 4 times a year, and every month. Comment on the results.

Q2 (A). BlueWave Infrastructure Ltd. is being evaluated for acquisition by a private equity firm. During negotiations, both parties agree that the company’s assets and liabilities should not be considered at their historical book values shown in the balance sheet. Instead, independent professional valuers are appointed to reassess all major assets and liabilities at their fair market value as on the valuation date before determining the company’s overall worth. Identify the valuation method being used and explain how it is calculated. Also discuss its relevance in this situation.

Q2 (B). XYZ Retail Ltd, a chain of supermarkets operating across South India, reported the following financial data for the year ended March 2026: Net Profit after Tax: Rs.8,00,000, Shareholders’ Equity: Rs.40,00,000, Total Revenue: Rs.1,20,00,000, Total Assets: Rs.60,00,000. Based on the above information, calculate the Return on Equity (ROE) and Asset Turnover Ratio. Briefly interpret what these ratios indicate about the company’s profitability and efficiency.

 

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Financial Derivatives

Q1. Meera is an investor interested in Solarwave Industries Ltd, currently trading at Rs.950 per share. She is considering two option contracts: A call option with a strike price of Rs.920 and a premium of Rs.60 per share. A put option with a strike price of Rs.980 and a premium of Rs.70 per share. Calculate the intrinsic value, and profit or loss for both the call and put options if the stock price rises to Rs.940 at expiry and if the stock price remains at Rs.950 at expiry. Also calculate the initial time value of both call and put options at the time of purchase. Further, comment on the minimum stock price at expiry at which Meera will start making a profit on the call option and the maximum stock price at expiry at which she will start making a profit on the put option.

Q2 (A). Arjun, an investor, buys 40 futures contracts of XYZ Motors Ltd. at a futures price of Rs.1,500 per share. Each contract represents 25 shares. The exchange follows daily mark-to-market (MTM) settlement. Over the next three days, the closing futures prices are Rs.1,480 on Day 1, Rs.1,520 on Day 2, and Rs.1,510 on Day 3. Calculate Arjun’s daily profit or loss based on the change in futures prices each day. Also determine the total net gain or loss after three days of MTM settlement.

Q2 (B). Global Auto Components Ltd., an Indian company operating in Europe, earns revenue in Euros but has long-term debt in Indian Rupees. Due to exchange rate fluctuations, its debt servicing costs have become uncertain. To manage this currency risk, the company enters into a five-year, privately negotiated agreement with an international financial institution to better match its debt obligations with its foreign currency earnings. Identify the type of financial contract entered into by Global Auto Components Ltd. and explain how such contracts play a crucial role in cross-border transactions.

 

Strategic Cost Management

Q1. A diversified electronics manufacturer produces both high-volume smartphones and low-volume specialty devices. Using traditional costing, the company found that many overhead costs were being assigned uniformly, resulting in misleading information about the profitability of each product line. After complaints from the product management team that specialty devices appeared unprofitable, the finance director wants to implement Activity-Based Costing (ABC) to analyze where overhead costs are truly incurred. By identifying cost pools and drivers, the company hopes to make informed decisions regarding pricing and product mix to enhance competitiveness. Applying the ABC framework, how should the company restructure its cost allocation process to obtain a more accurate understanding of product-level profitability? Discuss the steps involved in implementing ABC and recommend actions for product mix and pricing decisions based on these new cost insights.

Q2 (A). A leading infrastructure firm is considering a major investment in new plant machinery and wants to ensure a thorough understanding of all costs over the asset’s lifecycle. The management team is concerned about not only the initial and operating expenses but also the long-term risk, maintenance, residual, financing, inflationary, and external environmental costs. With the increasing emphasis on sustainable practices and financial prudence, the CEO asks the finance team to develop a detailed Life Cycle Costing (LCC) analysis. Critically evaluate the importance of identifying and integrating each major cost component in the Life Cycle Costing (LCC) analysis for the firm’s investment decision. Justify how a comprehensive approach to LCC can help the company balance profitability, risk, and sustainability across the asset’s lifespan.

Q2 (B). A company is considering two alternative production processes for manufacturing its product. Process X incurs annual fixed costs of Rs.8,00,000 and has a variable cost per unit of Rs.180, while Process Y requires an investment that increases the annual fixed costs to Rs.12,00,000 but lowers the variable cost per unit to Rs.140. The selling price per unit remains constant at Rs.280 for both processes. If market analysis predicts that actual demand may fluctuate between 15,000 and 30,000 units per year, calculate the break-even quantity for each process, then determine over what exact range of sales volumes Process Y becomes more profitable than Process X (ignore taxes and assume all units produced are sold). Clearly justify your reasoning numerically at all key decision points.

 

Capital Market and Portfolio Management

Q1. An individual investor, Mr. Arjun, recently opened a trading account and wants to invest in equity shares listed on the stock exchange. While placing his first order, he notices several trading terms such as market order, limit order, bid price, ask price, and order matching mechanism on the trading platform. Since he is new to the stock market, he wants to understand how the stock market trading mechanism works before making investment decisions. Question: Explain the structure of the capital market and the trading mechanisms used in modern stock exchanges. In your answer, discuss the role of stock exchanges, brokers, order types, and electronic order matching systems in facilitating efficient trading.

Q2 (A). A senior manager at an investment firm receives confidential information that a listed company is about to announce a major merger that will significantly increase its share price. Before the news becomes public, the manager considers purchasing shares of the company for personal gain. Question: Identify the ethical and regulatory issues involved in this situation. Explain how securities regulators such as SEBI ensure fair and transparent functioning of capital markets. 

Q2 (B). An investor wants to evaluate the performance of a mutual fund using different risk-adjusted performance measures. The following information is available: Return of the Portfolio (Rp): 14%, Risk-Free Rate (Rf): 6%, Market Return (Rm): 12%, Beta of Portfolio (p): 1.2, Standard Deviation of Portfolio (p): 10%. Required: a) Calculate the Sharpe Ratio of the portfolio. b) Calculate the expected return using CAPM. c) Calculate Jensen’s Alpha and interpret whether the portfolio has outperformed the market.

 

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Consumer Behaviour

Q1. A well-known luxury car company is developing a new flagship vehicle targeting affluent professionals who view their possessions as symbols of success and identity. The marketing team wants the car to become an extension of the owner’s self-image and to personify sophistication, innovation, and status. They seek ways to infuse the brand’s personality into every customer touchpoint from product design to digital content in order to foster emotional attachment and drive premium positioning. Explain how the concepts of extended self and brand personification can be used in the design and communication of the new vehicle to emotionally engage this customer segment. Suggest suitable marketing actions.

Q2 (A). An established luxury car manufacturer notices a decline in sales among younger consumers, despite high product quality and a prestigious brand image. Internal research reveals that the brand’s advertising and showroom layouts highlight tradition and exclusivity, but do not resonate with the values and selective attention of the new generation, who prioritize innovation and sustainability. Complicating matters, repositioning risks alienating loyal customers expecting continuity. Using the concept of perceptual selection (expectations and motives), explain why younger consumers may not respond to the brand’s current marketing messages. Suggest suitable marketing improvements.

Q2 (B). A consumer packaged goods company launches a new organic snack line using traditional marketing (health/safety benefits). Despite initial trials, brand loyalty is low. Motivational research reveals deeper desires: buyers want to feel connected to a community of health-conscious individuals (affiliation) and gain respect for their choices (esteem). In a strategic meeting, executives debate whether to shift toward a purpose-driven branding focused on customer community and recognition, or to continue emphasizing rational product benefits. Explain how a purpose-driven branding approach based on these psychogenic needs could help build stronger consumer loyalty.

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Brand Management

Q1. A once-popular national snack brand, CrunchTime, faded into obscurity after decades of declining sales, product stagnation, and changing consumer habits. Under new ownership, the CEO is launching an initiative to reintroduce CrunchTime by modernizing the packaging, updating recipes for healthier ingredients, and employing digital marketing with influencer partnerships. While long-time fans recall the brand fondly, younger generations are unaware of its history. Management’s goal is to revitalize CrunchTime so that it appeals to both nostalgic former customers and health-conscious millennials. Given the scenario, how should the revived snack company leverage both nostalgia and modern consumer trends to reposition its brand in today’s market? What practical steps should be taken to apply revitalization tactics that blend legacy with contemporary relevance?

Q2 (A). An innovative technology conglomerate is preparing for international expansion by launching entirely new product categories (hardware, software, digital services) in emerging markets. Past brand extension efforts within a single category succeeded, but prior unrelated extensions caused confusion, leading to negative customer feedback. Leaders are debating between a branded house and a house of brands strategy for these launches, weighing concerns around customer trust, speed to market, complexity, and long-term brand equity. Evaluate the merits and drawbacks of pursuing a branded house strategy versus a house of brands approach in this expansion scenario. Given past extension failures and the diversity of new offerings, which strategy would best balance customer clarity, strategic risk, and long-term equity? Justify your position with reference to relevant principles from the provided context.

Q2 (B). A leading global sportswear company, recognized for its innovative products and athlete endorsements, is experiencing a sharp decline in brand equity due to a recent controversy regarding sustainability practices. Senior management is divided: one group believes doubling down on high-profile sponsorships and advertising campaigns can restore trust, while another insists on radical operational transparency and community engagement initiatives. The organization must decide which approach is most likely to rebuild strong emotional connections with consumers and restore premium brand equity, given shifting consumer expectations. Evaluate the merits and potential drawbacks of each recovery strategy in the context of brand equity and consumer-based brand equity (CBBE) model. Which approach would you recommend to revitalize brand equity and why? Critically justify your recommendation by considering multi-stakeholder perspectives and long-term brand outcomes. 

 

Integrated Marketing Communications

Q1. A national supermarket chain is facing declining customer visits due to intense competition from new online retailers. To counter this trend, its marketing director wants to use a combination of traditional paper coupons in weekly flyers and digital coupon codes via loyalty apps. The director is aware that while coupons can attract both new and repeat customers, poorly targeted offers might erode profits or fail to drive enough store traffic. The director asks the team to design a coupon strategy that increases footfall, leverages past purchasing data, and maintains profitability during the next quarter. How should the marketing team apply coupon-based promotion models to optimize both customer acquisition and retention for the supermarket chain, ensuring increased store visits without sacrificing long-term profitability? Support your answer with relevant frameworks and practical steps.

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Q2 (A). A global beverage brand, operating in multiple culturally diverse regions, is reviewing its IMC planning process. Recently, local marketing teams have argued for more tailored communication budgets reflecting unique audience preferences and competitive pressures. However, headquarters insists on uniform budget allocations for simplicity and global brand consistency. This has resulted in underperforming campaigns in some markets and complaints from local managers about missed opportunities. Critically evaluate the brand’s centralized versus localized approach to communication budget allocation. How should the company balance global efficiency with local effectiveness, and what strategies would you propose to reconcile conflicting stakeholder perspectives while safeguarding brand equity?

Q2 (B). A fintech startup is launching a new financial planning app and must choose a spokesperson for its advertising campaign. Their options include a Bollywood celebrity with mass appeal, a respected industry analyst, and relatable social media influencers who mirror the target audience’s demographics. Senior leadership is debating which spokesperson will best establish trust, credibility, and relatability, with concerns about misuse of popularity over substance or vice versa. The startup aims to optimize both short-term downloads and long-term brand trust. Evaluate the appropriateness of each spokesperson option, celebrity, industry expert, and social influencer, for the fintech startup’s campaign. Critique the potential impact on credibility, relatability, and consumer trust, and justify your recommendation with reference to source characteristics and alignment with target audience needs.

 

Sales Management

Q1. Ajay, a top-performing sales executive at an electronics firm, is meeting two prospective buyers interested in the company’s latest smart device. Client A is a highly analytical, process-driven IT professional who requests detailed specifications before making decisions. Client B, an entrepreneur, relies on first impressions, emotional appeal, and perceived lifestyle benefits. Although trained in adaptive selling, Ajay tends to use his own analytical communication style with both clients. Using adaptive selling principles, explain how Ajay should modify his sales approach for each client to enhance engagement and conversion. Illustrate your answer using relevant communication theories and personality-based adaptation models.

Q2 (A). A fast-growing e-commerce fashion brand faces high product return rates and declining customer loyalty despite strong initial sales. Management plans to use CRM-based post-purchase engagement through email, SMS, app notifications, and social media. As CRM manager, suggest how such multi-channel engagement can reduce returns and improve loyalty while avoiding customer irritation or privacy concerns.

Q2 (B). A national retailer experiences poor coordination, overlapping responsibilities, and inconsistent performance among sales teams during product launches. Management has relied on tighter deadlines and strict monitoring, resulting in burnout and low morale. Assess the effectiveness of these efficiency policies and suggest how team policies can be adjusted to improve coordination and performance without harming employee well-being.

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Manpower Planning, Recruitment and Selection

Q1. A leading financial services company is experiencing challenges filling specialized roles in new market locations. The HR team has relied heavily on traditional job postings and recruitment agencies but is facing low application rates and long hiring cycles. Recognizing the need for more proactive sourcing, the company’s leadership tasks HR with developing a strategic recruitment plan that aligns with the organization’s growth objectives. This plan must leverage both modern and traditional sourcing methods to build a future-ready talent pipeline while ensuring alignment with the company’s long-term vision. Apply the key principles of strategic recruitment planning to redesign the company’s hiring approach. How should the HR team integrate multiple sourcing channels and align recruitment practices with organizational goals to create an agile, future-focused talent pipeline?

Q2 (A). An electronics manufacturer has achieved strong results from Six Sigma projects, but employee morale remains low due to limited engagement and recognition. Leadership must choose one next step: (a) continue mainly with technical Six Sigma training, or (b) add a simple team-based recognition and involvement plan within the Six Sigma program. Evaluate which option is likely to improve both performance and morale, and justify your recommendation with one clear reason.

Q2 (B). A fast-growing e-commerce firm uses an AI-based ATS and online tests. Some hires perform well technically but struggle with teamwork and conflict resolution. The firm can add one step: (a) a structured behavioral interview, or (b) an assessment center simulation. Briefly compare them and recommend which is more suitable now, considering cost/time and ability to assess teamwork/conflict skills.

 

Compensation and Benefits

Q1. Elite Retailers Pvt. Ltd., a pan-India retail chain, recently conducted an internal audit and found inconsistencies in pay scales for similar roles across regions. Employee dissatisfaction is increasing, especially among high-performing female staff. The HR department is tasked with reviewing and standardizing compensation structures to ensure equity and compliance with statutory pay regulations like the Equal Remuneration Act. The management wants to ensure legal protection, organizational fairness, and an improvement in trust and retention rates. Apply the principles of compensation compliance to recommend a standardized compensation framework for Elite Retailers Pvt. Ltd. How can the HR team ensure both legal compliance and internal equity while addressing current employee grievances and enhancing organizational morale?

Q2 (A). A large manufacturing firm operates in multiple regions with varying costs of living. Employees in high-cost areas express dissatisfaction, believing the compensation strategy lacks external competitiveness and does not address their local realities. Simultaneously, the company’s centralized HR policy emphasizes uniform pay structures to reinforce a sense of fairness and internal equity. The senior HR manager asks you to assess whether the current approach best serves the organization’s needs. Assess the pros and cons of maintaining standardized pay structures versus adopting geographically-adjusted compensation in a multi-regional organization.

Q2 (B). A tech startup recently adopted an AI-powered platform to automate payroll and compensation adjustments. While efficiency improved, employees questioned how the system uses their data and raised concerns about algorithmic bias. Regulators are also increasing scrutiny over privacy practices in AI compensation tools. Leadership must now decide whether to revisit their technology strategy, enhance transparency, or revert to manual oversight. Assess the legal and ethical implications of utilizing AI-driven compensation systems, especially concerning data privacy and potential bias.

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Industrial Relations and Labour Laws

Q1. A technology consulting firm has a diverse workforce operating across multiple project teams. A recurring issue of perceived favoritism in project assignments and performance appraisals has been reported, leading to several formal employee grievances citing bias and lack of transparency in managerial decisions. Team morale is low, productivity is declining, and key talent is considering exit. The HR department has no formalized procedure for grievance redressal and is under pressure from leadership to design an effective mechanism to address concerns and rebuild trust. Apply established grievance procedure frameworks to this scenario, outlining the steps the HR department should implement for effective grievance resolution. How can these procedures be tailored to ensure fairness, transparency, and timely outcomes in the organization’s context?

Q2 (A). GlobalAuto Ltd., a multinational automotive company operating in India, faces different demands from trade unions at various levels. Local unions are demanding higher wages, the national federation is seeking policy changes on contract labour, and the international federation is insisting on compliance with global labour standards. Evaluate how the company should manage these different union demands (Local, National, International). Suggest measures to maintain industrial harmony while protecting its reputation and operational stability.

Q2 (B). A multinational tech company operating in India is revising its Industrial Relations (IR) policy to comply with new labour laws. Some managers support a strict legal compliance approach, while others prefer a more inclusive and flexible IR policy that promotes employee engagement. Analyze the difference between strict legal compliance and inclusive IR policy approaches. Suggest which approach would be more suitable for the company’s long-term growth. 

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Organizational Development and Change

Q1. A leading manufacturing company is facing high employee turnover and inconsistent product quality across different plants. The management plans to introduce an Organization Development (OD) initiative using the General Model of Planned Change. They want to ensure that each plant’s unique culture is respected and that employees at all levels are involved in identifying and solving the problems. Apply the General Model of Planned Change to explain how the organization can address turnover and quality issues while ensuring employee participation and sustainable results across plant locations.

Q2 (A). A technology startup plans to introduce the OCTAPACE framework to build a collaborative and innovative culture. However, the HR team is inexperienced, budgets are limited, and employees are skeptical due to past failed change initiatives. Evaluate the risks and opportunities of implementing the OCTAPACE framework under these constraints. What should the organization focus on first to build employee trust and support?

Q2 (B). A large insurance company launches a new digital platform, expecting a seamless transition through systematic planned change. However, resistance emerges as employees express fears about job security, confusion over new processes, and a lack of trust in leadership’s motives. The implementation team focused almost exclusively on technical planning, with little effort to address emotional or psychological concerns. Stakeholder engagement was minimal and largely one-way. Evaluate the weaknesses of this change approach. What improvements are needed to address both technical and human factors in the transformation?

 

Organisational Theory, Structure and Design

Q1. A fast-growing consumer goods company has recently restructured to become less hierarchical and more decentralized, empowering team leaders to make operational and strategic decisions. However, this shift has resulted in increased coalition-building and political maneuvering, as individual managers form alliances to gain support for competing product launches and resource access. Senior management is struggling to ensure these coalitions remain constructive and aligned with company values. Apply the relevant political strategies and leadership models to guide how senior management should foster constructive politics while curbing destructive behaviors in this decentralized environment. What mechanisms can be put in place to encourage healthy coalition-building and discourage unethical political tactics?

Q2 (A). An established Indian manufacturing company, long oriented toward cost leadership in domestic markets, is considering substantial investments in electric vehicle (EV) technology. This strategic shift is motivated by global sustainability trends, strict environmental regulations, and government initiatives like Atmanirbhar Bharat. Shareholders are concerned about high initial costs and uncertain market demand, while management believes early adoption will provide a competitive advantage. Evaluate the risks and opportunities involved in reallocating resources toward EV technology under the current Indian strategic management context.

Q2 (B). EcoTech, a medium-sized engineering firm, has traditionally thrived using a strong classical approach, clear hierarchy, rigid procedures, and standardized roles. However, recent staff surveys reflect declining engagement and innovation, while new entrants outpace EcoTech in adapting to changing market needs. The CEO considers pivoting towards a more modern systems-based management style, but senior managers are concerned about losing control and creating confusion. Evaluate the merits and drawbacks of shifting from a classical to a modern, systems-based approach in EcoTech’s context.

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Investment Banking

Q1. A family-owned conglomerate with diversified holdings has partnered with a leading investment bank to develop a multigenerational wealth plan. Their needs include succession planning, global tax efficiency, and access to exclusive investment opportunities. The bank’s wealth management division must create a solution tailored to each generation, while its private banking unit ensures bespoke credit and estate planning services. The goal is to preserve and grow the family’s wealth across generations and regions. Explain how the investment bank should apply its wealth management and private banking models to address the family’s diverse objectives. What strategies and services should be employed to ensure a seamless transfer and growth of wealth from one generation to the next?

Q2 (A). AgroCore Ltd., an agricultural input supplier, is experiencing cash flow pressures and seeks to restructure by selling non-core assets and entering a leveraged buyout (LBO) led by its current executives and a private equity firm. The LBO would require using much of the company’s tangible assets as collateral for substantial debt, while selling divisions could generate immediate liquidity but reduce operational diversity. Executives cite the LBO’s potential for streamlined management and higher returns, while critics warn of increased financial risk and reduced strategic flexibility in the highly cyclical agriculture sector. Assess the financial and strategic implications of an LBO versus asset sales as restructuring options for AgroCore Ltd. Based on your evaluation, which pathway would you advise the board to pursue to maximize long-term value while mitigating risk, and why?

Q2 (B). A major multinational automotive company has historically relied on issuing high-grade corporate bonds in domestic and European markets. Now, to accelerate investments in electric vehicles and diversify financial risk, its treasury team proposes launching a mix of foreign bonds (Yankee Bonds and Bulldog Bonds) and entering the global derivatives market for hedging. Stakeholders are concerned about greater exposure to currency fluctuations and unfamiliar legal frameworks, but also see potential for improved funding diversification. Assess whether the shift to issuing foreign bonds and using derivatives represents a strategically sound evolution in the company’s global financial policy. Justify your evaluation by considering diversification benefits, exchange rate risks, regulatory challenges, and the company’s long-term funding needs.

 

International Finance

Q1. During a global financial crisis, a group of emerging economies experiences severe foreign exchange shortages, and declining investor confidence. The IMF offers a large-scale SDR (Special Drawing Rights) allocation and recommends the use of SDRs to bolster reserves and stabilize the currency. Finance ministers in these countries, however, are uncertain about how to deploy SDRs within the limits of domestic law and IMF guidelines to support fiscal budgets without triggering further economic imbalances. Using your understanding of SDR mechanisms, how should finance leaders in emerging economies strategically apply their SDR allocations to promote macroeconomic sustainability as Paper Gold?

Q2 (A). Mr. Rajiv Mehta, a seasoned treasury manager at a Mumbai-based multinational corporation, was closely monitoring global interest rate movements in early 2025. He observed that the Reserve Bank of India (RBI) had maintained lending rates at 9% per annum, reflecting the domestic monetary tightening cycle, while the US Federal Reserve had significantly eased its stance, bringing rates down to a mere 3% per annum. The prevailing spot exchange rate in the forex market stood at Rs.94 per US Dollar (USD). Sensing a classic interest rate differential play, Rajiv proposed to his CFO that the company could exploit this gap by borrowing USD 1,00,000 from the US money market at the cheaper rate of 3% per annum and simultaneously deploying those funds in Indian money markets at the higher yield of 9% per annum. The borrowed dollars would be converted at the current spot rate before being invested in India. From International Finance Perspective, kindly compute the resulting gain arising purely from the Interest Rate Parity Principle.

Q2 (B). It would be worthwhile to explore and elaborate upon the concept of Debit Entries as recorded within the Balance of Payments (BoP) framework, with particular attention to how such entries are systematically accounted for across the various components of the BoP structure. It may also be examined as to what the underlying paradigm and genesis of Debit Entries w.r.t. Current Account?

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Corporate Tax Planning

Q1. A multinational pharmaceutical company, Medix India Pvt. Ltd., is headquartered in London but has substantial operations in both India and Southeast Asia. The company’s board meets regularly in Mumbai to strategize and make decisions impacting its global business. In the financial year 2023-24, Medix India Pvt. Ltd. earned profits from Indian manufacturing activities, investment income from overseas subsidiaries, and a significant royalty from a partnership in Singapore. The finance team is uncertain about how to determine the company’s residential status for tax purposes and its impact on the scope of taxable income, especially with respect to India’s Income Tax Act, 1961 and the concept of POEM (Place of Effective Management). Applying the relevant provisions of the Income Tax Act, 1961, how should Medix India Pvt. Ltd. determine its residential status in India? Based on your assessment, explain what income components will be taxable in India for 2023-24, particularly considering the company’s global operations and board management structure.

Q2 (A). An individual, neither an Indian citizen nor a Person of Indian Origin (PIO), visits India multiple times as a consultant. His visits in the previous five years are as follows: FY 2019-20: 72 days, FY 2020-21: 112 days, FY 2021-22: 87 days, FY 2022-23: 130 days, FY 2023-24: 100 days, FY 2024-25: 75 days. In FY 2024-25, he receives the following incomes: Consulting Fee for services in India: Rs.15,00,000 (Credited to UK account); Foreign interest earned in UK: Rs.4,00,000 (Credited to India account); Dividends from Indian company: Rs.2,00,000 (Paid in UK account); Rental income from flat in Mumbai: Rs.9,00,000 (Credited in India). Determine, with clear application of the multi-year day-count tests, his residential status for FY 2024-25 and the Indian taxable income out of the above items, citing relevant principles for each source.

Q2 (B). A senior manager in a manufacturing MNC is posted to the company’s UK subsidiary and receives a salary package comprising basic pay, a significant foreign allowance, rent-free accommodation, and school fee reimbursements. Upon repatriation to India, questions arise about taxability of overseas perquisites and allowances, available exemptions under Indian tax law, and the risk of double taxation. A tax consultant warns that misclassification could either lead to excess tax or non-compliance with Indian or international tax authorities. The global HR director seeks your evaluation to inform global assignment compensation policies. Evaluate how international assignment compensation structures should be designed for optimal tax treatment under Indian tax law. Critique the risks of misclassifying allowances and perquisites, consider potential double taxation challenges, and justify measures needed to ensure both statutory compliance and maximized net benefit for expatriate employees. 

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Corporate Sustainability

Q1. A global consumer electronics manufacturer is facing increasing regulatory pressure and stakeholder demands for transparency around its sustainability efforts. Despite significant investments in green technologies, the company’s latest annual report reveals inconsistencies between its environmental claims and actual reduction in carbon emissions, with energy-efficient processes implemented in some plants but inadequate waste management in others. The sustainability team is tasked with presenting an actionable plan to align actual performance across all facilities using the corporate sustainability scorecard framework. Applying the corporate sustainability scorecard framework, how should the sustainability team structure its approach to identify and standardize the key environment metrics across all facilities? Illustrate how critical success factors and appropriate KPIs can be selected and applied to improve the company’s holistic environmental performance.

Q2 (A). SYM Packaging Ltd., a large packaging manufacturer, has launched a transition from a linear ‘take-make-dispose’ business model to a circular economy approach. They have initiated recyclable product design, materials recovery programs, and partnerships for closed-loop logistics. However, implementation challenges include resistance from traditional suppliers, supplier higher short-term costs, and uncertainty about consumer and market uptake. The Board seeks a critical assessment of whether to accelerate, pause, or recalibrate their circular economy strategy. Critique the risks and opportunities that SYM Packaging Ltd. faces in transitioning to a circular economy. Based on your analysis, should the Board prioritize acceleration, recalibration, or pausing the initiative? Support your recommendation with a justification that addresses financial, operational, and reputational dimensions.

Q2 (B). A major tech company has well-funded employee wellness programs and competitive compensation schemes but recent employee surveys reveal moderate engagement and retention challenges. Middle management reports that while employees appreciate tangible benefits, they often feel excluded from decision-making and lack a sense of belonging. Leadership is considering investing more in inclusion-focused initiatives, such as psychological safety training, peer recognition systems, and employee resource groups, to address these concerns. Assess how these inclusion-focused initiatives could affect employee engagement, retention, and overall organizational performance. Considering potential trade-offs and resource allocation, which initiative(s) would you prioritize and why? Support your evaluation with relevant research or organizational evidence.

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International Business

Q1. A multinational fast-moving consumer goods (FMCG) company is facing criticism for excessive plastic waste generated by its products in Latin America. Although local regulations on packaging are lax, global NGOs and environmentally conscious consumers are demanding action. The company’s leadership wants to balance profitability, regulatory compliance, and corporate citizenship without jeopardizing market share. They must navigate local economic pressures while also contributing to sustainability. Using Carroll’s CSR pyramid and referencing international sustainability agreements (e.g., the Paris Agreement, UN SDGs), how should the company redesign its packaging and communication strategies to address environmental, economic, and societal expectations? Provide a practical plan for implementation.

Q2 (A). A technology giant has established a corporate vision and mission that emphasize global connectivity and universal access. However, as it moves into new territories with distinct regulatory, cultural, and language environments, local teams feel disconnected from headquarters’ strategic intent. Instances of product misalignment and inadequate local adaptation arise, causing market underperformance and dissatisfaction among international employees who feel excluded from corporate purpose. Critically assess the company’s application of its vision and mission in a global context. Weigh the challenges of maintaining a unifying direction while empowering region-specific adaptation. Propose measures to ensure the vision and mission remain both globally cohesive and locally resonant, providing a reasoned justification for your approach.

Q2 (B). An Indian exporter signs a forward contract to sell a large shipment to a U.S. buyer, agreeing to receive payment in U.S. dollars in six months. Shortly after the contract is signed, global interest rates fluctuate sharply, the rupee begins appreciating against the dollar, and the U.S. buyer faces liquidity issues that may delay payments. The finance team is apprehensive about both counterparty and exchange rate risks, particularly given the current volatility in currency and credit markets. Evaluate the exporter’s decision to use a forward contract as a hedging tool under these circumstances. Critically analyze the risks and benefits in light of prevailing market volatility, and recommend whether alternative or additional financial derivatives should have been considered to better protect the firm’s financial interests.

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Indian Ethos and Ethics

Q1. A family-run retail enterprise in India is known for unity and shared responsibility, much like the joint family model described in the Itihasas. During the pandemic, divisions arise as some members advocate for prioritizing short-term financial gain, while others urge maintaining staff salaries and customer trust even at a loss. Due to this differing views, Internal bonds are threatened, putting business continuity at risk. Taking insights from the joint family model and the examples of how Bharata conducted administration during Rama exile in the Ramayana, what leadership lessons would you propose tha

t would enhance resilience and ethical unity in the enterprise during crisis.

Q2 (A). A major Indian pharmaceutical firm, Sanvita, discovers through an internal audit that some supply chain partners are violating environmental standards, causing hidden waste and minor regulatory issues. The operations team suggests quietly replacing these suppliers and issuing a general sustainability statement to avoid panic. The ethics officer proposes a dharmic approach of truthful disclosure, corrective action, and supplier education. Evaluate Sanvita’s situation and suggest an approach with justification of expected outcomes. 

Q2 (B). You are the Chief Strategy Officer of a technology company, is leading the executive team during a high-stakes product launch. The team is divided: one group insists on strictly following established best practices and industry benchmarks, another group relies heavily on analytical data and structured reasoning, while a third group supports bold decisions based on prior managerial experience and intuition. How would you apply sruti (authoritative wisdom), yukti (logical reasoning), and anubhava (lived experience) to harmonise these perspectives to decide on an approach? Justify your approach with expected outcomes.

 

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