Please note: All products sold on mbaonlinepapers.com  are brand new and 100% genuine

MPDBA 104 Indian Business Environment

•  Case studies solved 
•  New addition fully solved
  

  PH: 09871409765 , 09899296811 FOR ANY problem or for any demo

 erchange-newline"> ]
[MPDBA-104/MPDHR-104]
MBA(GEN & HRM) Degree Examination
I YEAR / I SEMESTER
INDIAN BUSINESS ENVIRONMENT (Effective from the admitted batch 2009-10)
Time: 3 Hours Max.Marks: 70
--------------------------------------------------------------------------------------------
Instructions: All parts of the unit must be answered in one place only.
Figures in the right hand margin indicate marks allotted.
-------------------------------------------------------------------------------------------
SECTION-A
1. Answer any Five of the following: (5x2=10)
a) Concept of Legal Environment
b) Define Small Scale Industries
c) Foreign Direct Investment
d) Objectives of Foreign Trade Policy
e) Causes of deficit BOP
f) Importance of Social Justice
g) India’s External debt
h) What do you mean by Liberalisation?
SECTION-B
Answer all questions: (5x9=45)
2. a) “Business firms which systematically analyse and diagnose the
environments are more effective than those which don’t” Explain
OR
b) What do you mean by Economic environment of business?
Explain the main components of Economic environment in India
3. a) Define sickness of Industries. Explain the causes and remedial
measures of industrial sickness in India
OR
b) What is privatization? Bring out the objectives of privatization of
Public Sector Enterprises in India
4. a) “Industrial Policy 1956 hailed as the economic constitution of
India” Discuss
OR
b) Briefly explain the regulatory framework of India
5. a) Critically evaluate the New Exim Policy of India
OR
b) “For Indian Business today, foreign collaborations have become the
most effective strategy”. Comment
6. a) Discuss briefly the present Indian Industrial Policy
OR
b) Briefly explain the Indian Fiscal Sector reforms
SECTION-C 7. Case analysis (Compulsory): 15 Nicholas Piramal India, a giant in the pharmaceutical market, achieved a sale growth of 26% in 2003-04 at about Rs.1,435 crore, its net profit rose by 60% from Rs.118 crore in 2002-03 to Rs.188 crore in 2003-04 Nicholas Piramal had a different growth strategy as it started as a small player with big dreams. The strategy was organic growth coupled with acquisitions. Piramal acquired nine entities and integrated them quickly into the parent company to deliver high growth from the acquired portfolio. Nicholas Piramal is also focusing on exports market. It has decided to partner with innovator companies in global markets, rather than compete or patent litigate against them. Building on this base, the company has built an export model that delivers the `India advantage’ to the global firms. It plans to provide end-to-end outsourcing solutions across the pharmaceutical life cycle, from custom-made synthesis and bulk intermediates to formulations. It has established four process development groups at multiple locations in India and has also set up a 100% subsidiary in the US for closer customer reach. Nicholas Piramal believes that the future growth driver will be exports, ably supported by a strong domestic market.
Questions: a) What are the growth strategies formulated by Nicholas Piramal to explore the opportunities b) What are the risk factors that the company may face in international market c) What are the lessons of this case?