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Assignment Applicable for DECEMBER 2018 Examination
Total Quality Management
Q1. Quality gurus,
have all stressed the importance of employee involvement for quality. Explain
why you would agree with them and how industries have implemented total employee
involvement for quality.
Q.2 Assume you are
appointed the Management Representative (MR) of your organization to implement
ISO 9001. Explain the steps you will take to successfully get the ISO
certification for your organization.
Q.3. You are
attempting to develop a quality monitoring system using control chart for some
parts produced from a large batch production. These parts are either good or
defective. During each delivery a random 500 units is sampled and the number of
defective units in the sample is noted. The average defect rate is 3.5%.
a. State with reasons
the type of control chart you would use
b. Develop the upper
and lower control limits (z=3)
Customer Relationship Management
1. You are the Chief
Marketing Officer of a Branded Toy store in South Mumbai. Lately, it has been
reported to you that your brand is making losses in comparison to a newly
opened competitor Toy Store operating in your area. What can you do to reverse
the losses & bring back your brand to profitability from a CRM perspective?
2. You are the Head
of a Private Hospital, namely ‘WeCare Hospital’ & lately, it has been
reported to you that your hospital’s customer attrition is steadily increasing
on a Year on Year basis. What would you do to arrest customer attrition &
turnaround the fortunes of your Hospital? How will CRM help you in this effort?
3. As the newly
appointed CRM Head for Hero Motocorp, you have been tasked to implement a brand
new CRM program in your organization.
a. What would be the
best CRM implementation strategies that you will follow for your business?
b. What aspects of
application architecture would you consider while implementing CRM at Hero?
Brand Management
Q1. RedPly (name
changed) is a leading Indian plywood manufacturer. Along with plywood it also
manufactures and markets allied products for furniture making including
laminates, veneer, doors etc. though Plywood remains its largest revenue
contributor. RedPly prides itself w.r.t its product quality and remains
committed to providing the highest quality to its consumers. Over the years it
has installed latest machines and equipment for high-class manufacturing,
though it leads to escalation in production cost. RedPly’s closest competitor
is OrangePly (name changed), with unbranded players being the most significant
competition. OrangePly competes through flexible retailer terms and smart
marketing and communication strategy while unbranded players offer 30-40% lower
price. Plywood retailers and carpenters are the key influencer to customer’s
decision. While customers (Home-owners) show a preference for RedPly, retailers
try to convert them to brands offering higher retailer margins. Carpenters
demand higher price for using branded plywood and assure home-owner about the
quality of the ISI-marked products or unbranded products.Due to above factors
RedPly is consistently losing market share and is facing price-pressures.
Plywood market is dominated by the unbranded segment (~60%) with branded
players (RedPly, OrangePly, others) forming the remaining.
Critically analyze
the RedPly’s market situation to identify its business challenges. What is/are
the possible outcomes if RedPly does not respond to these challenges? Suggest
the strategic options available to it. What are the pro and cons of each
strategic option?
Q2. Nitin bhai is
feeling perturbed. His company Velvet Paints has recently acquired a Kerala
based paints company Trichy Paints a year ago but he has been unable to merge
the two brands till today.Velvet Paints’ primarily market is in the decorative
paints segment. It is known for its quality and innovative products but has
limited brand appeal specially in southern market. Trichy Paints has a broader
product range across Decorative as well as Wood finish segments. Kerala is
Trichy paints key market though it has limited presence in other Southern
markets (Tamilnadu, Karnataka, Telengana etc.). Nitin Bhai would like to do
away with Trichy Paints as a brand and would only like to use the acquisition
for expansion of production facility, personnel and distribution network.
Multiple brands require separate marketing & advertising expenditure. Nitin
Bhai has ambitious plans for Velvet Paints and plans to make substantial
expenditure on the marketing & promotion to be able to take-on established
large players. Being a mid-sized company, Velvel Paints has limited resources
and multiple brands require separate marketing spend thus increasing the budget
required. The key conflict here is regarding the Wood finish brand of Trichy
Paints, Woodshine. Velvet Paints has no comparative product and Woodshine is a
leader in its segment. Tampering with the brand may lead to market dilution. To
resolve the conflict, Nitin Bhai hires a Hyderabad based market research firm Marquee.
The market research firm held discussions with the Trichy Paints management,
trade partners (retailers, distributors, wood-painters) and consumers. Below
were the key findings shared by the Marquee team. Wooden furniture polish is
a niche segment with Woodshine being the leading brand Woodshine has a very
strong brand recall and brand connect Consumers are dependent on the
wood-painters for the brand-selection and are often unaware of the product
being used though customers want the best quality for their furniture with low
sensitivity to price Wood-painters have limited education and have strong
association of Woodshine with existing name and logo
How would you explain
the situation and brand challenges Velvet Paints is facing? What will be your
advise to Nitin Bhai in regards to brand portfolio restructuring? What should
he do with Woodshine?
Q3. Happy SPA has
recently undertaken significant advertisement spend to boost its membership. It
published full-page and half-page ads in leading newspapers (Sample Ads in
Appendix 1 and 2). It expected ~30-40% jump in its membership but the response
to the campaign has been disastrous. There have been less than 100 query calls
with some Ads resulting in no query calls. This has led to serious deliberations
within the management. Happy SPA had started with the philosophy of providing
value-based-pricing and professional servicing. In the over a decade of its
existence it grew to 25 branches across 5 cities in North and West India. In
the last couple of years its membership had begun to stagnate. It had aimed to
grow to 100+ branches in the next 3 years through franchisee model. For
franchisee led growth it was important for Happy SPA to boost revenue,
something it has struggled with. A new strategy was formulated to boost
footfalls and it was decided to target stress-based issues through SPA
therapies. Stress has popularly been identified as the primary source of
health-issue in the modern day life. Management believed that by linking its
therapies to stress-ailment it will be able to increase relevance of its
packages. Along with standard SPA therapies Happy SPA came up with stress and
stress-linked ailments (fatigue, poor-sleep, back-ache etc.) specific
therapies. As part II of the growth strategy, it made significant expenditure
in advertisement and expected it to drive growth and its expansion plans. But
the poor response to its campaign had put brakes onto its plans and brought it
back to the thinking room. a. Conduct a survey (sample size 5-8 people) exploring
linkage between stress-ailments and SPA. Present the survey-questionnaire and
the findings. b. What do you think of the Happy SPA’s new growth strategy and
advertisements? What could be the reason for its lack of response? Analyse it
according to the survey-findings.
Appendix 1:
Advertisement sample 1
Appendix 2:
Advertisement sample 2
Logistics Management
Q.1. In case of
logistic design and administration an organization must simultaneously achieve
different operational objectives. Discuss the six objectives which are the
primary determinations of logistical performance. Give industry examples.
Q.2. Green
Manufacturing is important because due to the recent global climate humans have
begun to acknowledge the susceptibility of nature and disasters it may bring in
response to our negligence. Discuss with, examples, how Green Manufacturing can
be incorporated in logistic planning.
Q.3. Zee Bazar is a
large retails business organization. It has a strategic warehouse at a central
location which receives supplies from various suppliers and stocks them in the
warehouse. Periodically these supplies are sent for replenishment to various
retails outlets across the city.
a. Explain how Zee
Bazar would achieve economic benefit of warehouse by building a cross-dock
facility
b. State with
examples, the basic service benefits that can be achieved through warehousing
Enterprise Resource Planning
Q.1. Navneet Motors
showroom does a lot of business. The salespeople are always running from
customer to customer, scrambling to meet the customer expectations and make
them feel important. In this chaos, a salesperson could miss an opportunity to
take note on a customer and the product he may be interested in. To address
this issue, the general manager of the showroom has recently implemented a
dealership performance CRM solution which his sales staff can use even on the
go with the help of their mobile devices. This allows the members of the sales
team to leave their desks and sell products to the customers face-to-face
without losing any minute details of the customer. The salespeople can enter
customer details into the CRM system because it is quick tool to use and
convenient a sit is accessible through their phones. They are reminded later to
go back in and edit each prospect on their computer. Identify three benefits
and challenges Navneet Motors will face using the CRM module from any vendor.
Justify your answer.
Q.2 Nutrilite Health
company (NHC) offers a wide variety of health products. Their company’s
products continually compete with other companies’ products for shelf space and
sales. Currently, NHC’s employees perform every business task by either passing
paper, or calling each other on the telephone. As with “standard”, traditional
business processes, there are usually traditional company structures that back
up those processes. NHC’s structure contains a Corporate HQ (CHQ), distributed
processing plants, distributed sales regions, and a centralized marketing
group. The use of slow business processes, and subsequent slow data
communication has affected the orders for health products. Sales
representatives place orders through mail or by fax. Twenty workers at CHQ
open, sort, and enter 500,000 orders per week into the system. This information
is transmitted daily from the Central Marketing Facility to a minicomputer at
each of Nutrilite's processing sites. This daily order specifies the total
demand for each processing center. The processing center then produces the
amount of health products ordered and ships out the orders. Shipping managers
at the processing centers assign the shipments to various transportation
carriers, who deliver the product to receiving warehouses located in the
regions. Some sales representatives have more than eighty customers. NHC has been
struggling lately to deal with the competition because of the “old school”
methods of performing day-to-day tasks and activities.
Discuss how
integration of all the departments could help the organization to deal with
competition.
Q.3. Vedant hospital is
the provider of healthcare in West India. It wants to look for an integrated
system to manage the full patient lifecycle from registration, screening,
ongoing healthcare to satisfaction surveys. The hospital wishes to use the
real-time patient records to streamline processes and improve patient
experience, measure patient relations thereby improve the quality of care. It
also wants to provide an online patients’ self-service portal ensuring patients
can freely manage their own relationships with their healthcare provider. It
aims to integrate all the core business processes to get better insights, have
better control over the financials, automate orders and invoices, manage
inventory.
a) What are the
factors the management must keep in mind while selecting a vendor for the
integrated system.
b) In your opinion,
what are the factors that influence the performance of ERP systems in the post
implementation phase? Give a justification for the top selected factor
Supply Chain Management
1. What are the three
decision phases of Supply Chain Management? What are the key decisions made in
each phase. Please give 3 examples of decisions in each phase and comment how
each phase is connected?
2. A group of NMIMS
alumni have started a new e-commerce company and they are expecting to serve
only 5 cities- Delhi, Mumbai, Bangalore, Kolkata and Hyderabad. Each parcel
they ship to their customers in these cities weighs between 200 grams and 400
grams. They negotiated with a courier company for shipping their parcels and the
best rates they got for all parcels up to 0.5 kg are given in below table:
Rates per parcel up
to 0.5 kg Destination City Source City
Delhi
Mumbai
Bangalore
Kolkata
Hyderabad
Delhi
25
40
60
60
55
Mumbai
40
25
35
65
40
Bangalore
60
35
25
55
35
Kolkata
60
65
55
25
50
Hyderabad
55
40
35
50
25
The number of orders
they are getting from each city per month are given in below table Delhi Mumbai
Bangalore Kolkata Hyderabad Orders from each city per month
5000
6000
4500
3000
3500
For processing their
orders and storing the inventory, they need a 10000 sq ft warehouse. The rental
cost in Mumbai is Rs. 20 per sqft. whereas the rent in Delhi is Rs. 8.5 per
sqft. All other costs of operating the warehouse is same for both the cities.
The group has to decide if they should have a warehouse in Delhi or in Mumbai
to keep their costs to minimum. (10 Marks)
Q 3. Case Study/
Caselet
Prime Plastics Pvt.
Ltd. is a company based out of Mumbai, India. They produce vials using LDPE
(Low Density Polyethylene) granules. Granules are imported from a plant in
Germany which dispatches the goods on the same day when order is received. The
shipments are made through sea and the transportation lead time is 45 days.
Once the granules are received, the company tests the goods in their inhouse
lab and only after that, the granules are used for making vials. Testing time
for granules is 15 days. On an average company uses 24 metric tons of granules
every month. However the business development team of the company has informed
that any day they can receive new orders and the consumption of granules can go
up to 30 metric tons.
a.) How much safety
stock of granules should the company maintain
b.) At what inventory
level the order for new lot of granules should be placed.
Marketing Strategy
Question 1: Founded
in 1971 in Seattle, Washington, USA, Starbucks is a well-known international
brand with presence in more than 20,000 locations. It has been over 23 years
since Jeff Bezos founded Amazon.com in Seattle, Washington, USA. Suppose, Amazon.com
is planning to acquire Starbucks, and Jeff has hired you as an advisor. Should
Amazon.com acquire Starbucks? Why?
Question 2: Suppose,
you are working as a Brand Building and Brand Management Specialist and have
been hired by a competitor of Mercedes, the popular car brand. Help your client
by explaining the Marketing Strategy of Mercedes in India.
Question 3: Founded
in 1976, Brompton (www.brompton.com) is a well-known brand in the international
folding bicycle market. Madhav, a young Indian and a first generation
entrepreneur, incorporated XYZ Pvt. Ltd. in the year 2018 with a vision to
build the first Indian brand to feature among top 3 international folding
bicycle brands by 2025. Madhav has hired you as a consultant.
Question 3a:
Explain the various points that you would consider in order to assess the
attractiveness of the market for XYZ
Question 3b: What
will be your recommendations to Madhav regarding Marketing Strategy for XYZ?
International Marketing
1. You are an Indian
Company manufacturing machine parts made of steel and exporting to US. With
Donald Trump imposing Tariffs, you have decided to manufacture some of your
products in North America and use this as an opportunity to expand your
business in that part of the globe. You want to set up the factory either in
Mexico or in Canada for this purpose. Evaluate the two location options of
setting up the Plant and Business on basis of International Business &
Marketing Environment parameters to come to a decision.
2. You are the CEO
Starbucks and wish to enter India. Evaluate any 3 entry options to enter into
India. Which of the market entry options would you finally choose & why?
3. The Tanzania
Toothpaste market has strong growth and reasonable volume. The market is
dominated by Colgate which has more than 65% market share and rest 35% percent
are scattered within 6-7 local players. Colgate is the market leader in prices
while all the other local players are about 20-25% cheaper in prices. The top
three parameters of buy of Tanzanian consumers are Health, White Teeth &
Freshness in that order. While Colgate positions itself on health platform,
other local players are positioned on other 2. One of the biggest reason for
lower market share is poor print quality on the toothpaste tubes where as
Colgate gets its products from Europe where better quality printing facility on
tubes is available. You are an Indian contract manufacturer for Unile ver in
India and are now eyeing the Tanzania market where there is no clear number 2.
You have set up a Contract manufacturing and Distribution partnership with
C&C which is a local business conglomerate who apart from other businesses
are also into FMCG but not into Toothpastes. You have decided to export quality
printed toothpaste tubes from here for the purpose to overcome the problem
faced by local manufacturers.
a. Suggest what would
be your pricing strategy for the new brand of toothpaste that you would
introduce in Tanzania market based on the information.
b. Suggest the
possible brand positioning for your Toothpaste in the Tanzania Market.
Sales Management
Q.1 Tasty Foods Pvt.
Ltd, a contract manufacturer of juices has decided to enter the growing market
of juices & drinks by launching its own brand ‘Yogo’, a yogurt-based drink,
in different markets in India. The sales manager of this company is
deliberating on the issue of developing territories for selling this product.
Suggest various factors that should be taken into consideration in this
context.
Q.2 ABN Amro (ABN)
bank plans to build new sales force organization to market its credit cards in
Vapi. But the market already has some other big players. In such a competitive
environment, which factors must ABN consider in order to design an effective sales
organization?
Q.3 Read the case
& answer the questions:
One of the largest
consumer electronic company in India well anchored in the urban market realized
that they have almost reached saturation in their growth in urban markets. As a
strategy to trigger sales growth, they have decided to enter rural market. As a
sales manager:
a. Do you think the
decision of the company was right or it is a disaster to enter rural market to
trigger sales growth; give your point of view with logical reasoning?
b. As a head of Sales
what will be your strategy as far as sales force deployment without affecting
current coverage
Project Management
Q 1. You are invited
to work as a project management consultant on a project for construction of a
commercial complex. Discuss the possible ways by which you can contribute
towards success of this project.
Q 2. You are involved
in an exercise to evaluate capital budgeting. The proposed project has estimated
initial outflow of Rs. 1 lac and outflow of Rs. 37,000, Rs. 13,000 and Rs.
63,000 for first three years respectively. Your client uses 15% discount rate
for capital budgeting. What would be your recommendation on financial feasibility
based on Net Present Value technique? Provide enough details for justification
of your recommendation.
Q 3. “I am feeling
jittery. How can I estimate how much time it would take to launch our next
store in Ratnagiri city? I have never worked on such project of opening new
store in new city. I don’t know what my boss is thinking of me? Am I a magician
to produce a number from nowhere?” Sudesh went on talking on phone while Mansi
kept on listening patiently.
Sudesh had joined a
retail chain as a marketing executive six months back. After showing a great
performance for six months on an advertising campaign, he was just put in this
new project. When Sudesh’s boss briefly told him about this new project, he
mentioned that Sugesh should first work on time estimates. Sudesh immediately
called Mansi, his cousin, who had 10+ years of experience of working as a
marketing manager. After bursting out all frustration, he finally asked, “What
should I do?”
“Is it the first time
the company opening a store in new city?” Mansi asked her first question.
“No, there are many
people here who have done this before and I am told that all facts and figures
about those projects are all documented well”, Sudesh responded. “But I am going
to do it for the first time!” Sudesh was still nervous. “You don’t need to
worry! There are two ways by which you can go about making time estimates.
Either refer to data from past project or seek opinion of earlier project
managers.” Mansi started giving her advice to her cousin.
a. What advice will
Mansi give to Sudesh about learning from past data?
b. What advice will
Mansi give to Sudesh about expert opinion?
Strategic Financial Management
1. Bajaj Limited
expects to see a growth of 20% every year in free cash flow to equity (FCFE)
over the next 3 years. The growth is likely to decline to 10% over the subsequent
two years. After that, it is expected to be at a stable level of 6% per year. The
FCFE in the current year is Rs 20 per equity share.
Compute the fair
value per share based on the FCFE approach. Assume 20% cost of equity.
2. Companies X and Y
are into the same business with different capital structures.
X Y
Number of outstanding
equity
shares 200000 100000
Face Value per share
(Rs) 10 10
Market price per
share (Rs) 15 20
Dividend per share
(Rs) 2 3
Growth in dividend
(YOY %) 0% 10%
No of debentures 0
10000
Market price per
debenture (Rs) 95
Interest rate (on
face value Rs 100) 10%
Calculate the
weighted average cost of capital of X and Y. Assume income tax rate of 30%.
3. A manufacturer is
exploring a proposed production of premium quality widgets. The required
machine would cost Rs 2 lakhs and has a useful life of 5 years. For the purpose
of tax, relevant depreciation allowed on the machine is 20 percent on written down
value basis. The salvage value is realizable at the end of 5 years. Initial
working capital required is Rs 100,000 and is expected to remain constant year
on year. Widgets can be sold at Rs 8 each. Around 75,000 widgets can be sold
per year. A cash fixed cost of Rs 50,000 is expected to be incurred every year.
Variable cost is estimated to be Rs 4 per widget. The tax rate is 30%.
Assume 20% cost of
capital.
(a) Evaluate the
proposal based on its NPV.
(b) Would the
investment decision be the same based on IRR approach? Explain.
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