projectsmba.com

December, 2012

Ms-91 : Advanced Strategic Management

SECTION – A

1.  Discuss in detail the nature and process of corporate planning and the importance of its implementation.

2.  Bring out the historical perspective of corporate governance and discuss why has it become necessary for business houses to adopt a good corporate Governance.

3.  Discuss the characteristics of dynamic environment and what are the strategic choices

available for a firm to compete in such an environment ? Give examples.

4.  (a)  Explain the role of information technology (IT) in strategy implementation.

(b)  "IT is being extensively used by various service organisations to improve service delivery. " In the light of this statement discuss IT in service sector.

5.  Write short notes on any four  of the following:

(a)  Importance of corporate policy.

(b)  Cadbury Committee Report on Corporate Governance.

(c)  Pricing Strategies.

(d)  Competitive advantage and R and D.

(e)  Social Audit.

SECTION-B

Analyse the case situations given below and answer the questions at the end.

6.  Retailing Success Changing tastes and preferences of customers, upward mobility, rising disposable income, availability of a variety of products and services, lifting of the quantitative restrictions on imports, and increasing exposure to international standards have led to a retail revolution in India. The Mumbai-based Akbarallys is conscious of these developments. A pioneer of the concept of shopping under one roof, Akbarally Ebrahimji set up a 300-sq ft drug store in 1897 that today has metamorphosed into a sprawling retail chain. There are five department stores at different locations in Mumbai generating sale of more than Rs 50 crore. The 32 counters stock more than 20,000 products ranging from electronic goods to garments. The strong points of the retail chain are the range of products offered and convenient locations that are overshadowed by its cramped and shoddy interiors and poor service. But recent make-over in decor and managerial actions at enhancing employee skills and merchandising offer scope for improving the profitability. Focus is on stocking products like garments that have a higher margin as compared to food and drugs that do not. Competition is imminent from local retail brands and international chains contemplating entry into India. A strategic option is to go in for franchisee arrangements in major metropolitan cities. The aim is to establish a mall as an anchor store surrounded by well-known retailers. Another project is to set up the Akbarally Institute of Retailing affiliated to the University of Bombay. The business is managed wholly by the three Khorakiwala brothers and their children. The second-generation family members are professionally trained in management. The senior positions are manned by professionals. Besides retailing, the family is also into furniture centres in Mumbai. Its other business that is better known is Wockhardt, a leading pharmaceutical company. The challenge before the family business is to keep changing itself to remain on the top.

Question

Analyse the retailing operation of Akbarallys  from  the viewpoint of strategic management. Do you feel that the organisation is geared to face new challenges? What needs to be done additionally to secure continued success ?

7. Let There be Light

Traditionally, power plants, being capital-intensive, have been set up by the public sector and state electricity boards (SEBs) in India. Everyone agrees today that the energy sector is the major infrastructure bottleneck holding up economic development. A critical aspect of economic reforms thus is the reform of the energy sector. The Madhya Pradesh State Electricity Board (MPSEB) is not much different from its counterparts in other states. It faces similar problems and is opting for identical solutions. The common elements in the power sector reforms are: corporatisation by breaking the SEB into generation, transmission and distribution; financial restructuring including debt and interest payment rescheduling; reduction of manpower; and improvements in operational efficiency. Public utilities, like SEBs, have to be commercially viable in order to survive. Yet, historically, this aspect of SEB as an organisation has been sacrificed at the altar of political expediency. The ruling party, irrespective of whether it is the Congress at present or the Bharatiya Janata Party earlier, have made pre-election promises of supplying free or heavily-subsidised power. Digvijay Singh, the present chief minister of Madhya Pradesh, a populist politician earlier, no longer sees electoral benefit in providing free electricity. "It pays to pay" is his refrain today, whether it is healthcare or electricity. Bold steps-bold, as they still carry the risk of a political fallout with fiery BJP leader Uma Bharti breathing down Digvijay's neck or the silent schemers of his own party working overtime behind the scenes - have been initiated to reform the energy sector in Madhya Pradesh. MPSEB is to be divided into generation, transmission and distribution (T&D), and supply companies. Financial management and cash flow management is to be improved. The retirement age of MPSEB employees has been reduced from 60 to 58 years. Effective operational control is sought to be exercised by metering power supply at division/district level to fix responsibility for T&D losses and power thefts. A sustained drive is on to identify non-paying consumers, install meters, and make them pay their bills regularly. MPSEB's annual losses are to the tune of a massive Rs. 1,600 crore; total liabilities are estimated to be Rs. 20,000 crore. Undeniably, these are parameters indicating the rot that has corroded the system. At one level, the reform of the energy sector is a political action but at another, and perhaps a more fundamental level, it is a question of managing an organisation strategically through strategic actions designed to turn around a vital public utility.

Question

Analyse the problems of the MPSEB from the strategic management perspective. Do you feel that the actions taken or being contemplated are strategic in nature? Propose what else needs to be done to make the MPSEB a viable organisation.

June, 2013

Ms-91 : Advanced Strategic Management

SECTION - A

1. (a) Briefly discuss the approaches to corporate management. Which one, you think, can be regarded as more appropriate to Indian environment and why ?

(b) what is corporate policy and what is its significance" ? How could management formulate effective corporate policy ?

2. (a) "Effective corporate governance is the new mantra of corporate management today." Why is it necessary for corporate business to have good governance ? Discuss.

(b) Several companies have the position of Chairman of the Board of Directors and the CEO merged into one. Discuss the merits and demerits of this kind of arrangement.

3. (a) What could be the various modes of entry into global markets ? Discuss their merits and demerits.

(b) What are the various pricing strategies available to a firm ? Discuss each one of them with reference to different market structures.

4. (a) "R&D strategy can enhance the competitiveness of a firm." Explain , how ?

(b) Discuss some of the problems or challenges in the effective implementation of a knowledge management system.

5. (a) Why is it important for corporate business to conduct itself in a socially responsible manner ? Explain with examples.

(b) Differentiate between Partial Social Audit and Comprehensive Audit.

SECTION-B

6. Read and analyse the case and answer the questions given at the end.

hitcrnal

rrrcnro

From: Minoo Batliwala, chairman

To: Rakcsii Mohan, managing ilirector

Date: May 7

Dear Rakesh,

I've just received a copy of Shringar Auto's preliminary audited results for 1994-95, which will be reviewed by the board on May 25. I think this is an opportune moment to share with you some of my concerns about our future before we're drowned in the celebrations of a successful year. I must admit that the numbers look great. Few of us expected profits to jump by 110 per cent to Rs 310 crore considering that turnover rose by 36 per cent to Rs 2,290 crore. We continue to maintain our leadership position on the homefront with a 52 per cent marketshare in the two-wheeler market: 72 per cent in scooters and 31 per cent in motor-cycles. Our margins are higher than those of any of our domestic rivals. And the stock price of Rs 700 proves that investors are happy. Most people think we're doing everything right. To be honest, I do not. I don't believe that our figures are telling us the truth. Which is that Shringar may not continue to perform as well. Last fortnight, a consultant suggested as much to me privately. And the signs that he pointed to are real, very real. Let 's face it, a 72 per cent share of the scooters market today means that we've dropped four percentage points in two years. In motorcycles too, we've dropped four percentage points. Which means that our competitors are growing faster than we are. Now more competitors are coming in-including foreign companies.

When I look around me, I see not just a successful recovery from a recession, but also overconfidence and complacency. Don't misunderstand me. In the three decades since I started Shringo-r, there are many people who have stood by the company through good and had times. But they're all convinced that the way we've been doing business all these years has proved so efficient that there's no need to change it. How can I tell such self-assured and confident people that we're headed down a one-way street unless we're prepared to change the very basic of our success ? Do you have any answers ?

Regards.

Internal memo

From: Rakesh Mohan, managing director

To: Minoo Batliwala, chairman

c.c. : Hemanth Desai, executive director

Date: May 9

Dear Mr. Batliwala.

Thanks for your note. You have articulated a problem 1 have often faced over the years: you can't argue with success. Of course when the circumstances are abnormal, you can push through change. People rise to the occasion either because they see a challenge or because, quite simple, they are scared. I needn't remind you how we rode the automobile recession in 1990-91. Our sales had plunged by 50 per cent, production had to be slashed by 30 per cent, and profits fell by a fifth. We cut costs just by looking around. We improved quality by disbanding the quality assurance department and assigning the responsibility to the shopfloor staff. We flattened the management hierarchy from 11 layers to six. We raised R&D allocations on projects aimed at improving fuel efficiency and niche products. We did all this for two years-and we not only survived, but prospered. In 1990, a single shift used to produce 128 scooters per assembly line: today ,the same line produces 410 pershift with the same number of people. An improvement of that magnitude would not have come about if we did not have a crisis. I agree with you that we need the same sense of urgency even today. Here's my suggestion: why don't we build some crisis scenarios so that the company can react the same way as it did when the recession hit us ?

Regards.

Internal memo

From: Minoo Batliwala, Chairman

To: Rakesh Mohan, managing director

Date: May 15

Dear Rakesh,

I am glad you agree with me that a fat, happy, and profitable organisation like ours needs to create crisis. What worries me, though, is whether we will barter away our present-day success in the process. Reacting to a recession is one thing: you weren't doing well  anyway and neither were our competitors. So, you didn't have to worry about not letting success slip by while you fought fires. Can we cope with the confusion that unleashing a crisis will lead to ? How will our people react to this sudden spectre thrust upon them ? How will we make the crisis credible ? Please don't think I'm playing the devil's advocate: I genuinely feel that we need to light fires. But how can we convince people there's one when there's no smoke?

Regards.

Internal memo

From: Hemanth Desai, executive director

To: Mr. Rakesh Mohan, managing director

Date: May 16

Dear Mr. Mohan,

Following up on your suggestion, here are my candidates for a crises. The two-wheeler market in the country is growing at about 20 per cent per annum, and the newly-emerging replacement segment is creating its own opportunities for growth. Given the unassailable dominance of Shringar, it will be difficult to market the idea of an impending crisis unless it is linked to some straightforward and honest evidence. We can examine the crises scenario from three different perspectives:

THE INDUSTRY: Shringar has retained its rank as the world's third-largest producer in the two-wheeler league this year. Honda tops the list with 35 per cent of global production, followed by Yamaha with 22 per cent, Shringar with nine per cent, Suzuki with eight per cent, and Piaggio with six per cent. While the gap between Shringar and Yamaha is wide, both Suzuki and Piaggio are snapping at our heels. We have no choice but to surpass our production levels every year in order just to remain where we are. And even to be the second-best in the world, we must chase the numbers far more aggressively than we are doing at present. Nearer home, our marketshare will no longer be unquestionably supreme as it has been for years now. As you will recall, the report by Crosby points out how new entrants will gain at our expense. This could be crisis No.1.

THE ORGANISATION: Shringar is a 30-year-old company. Over 30 per cent of the existing workforce have been with the company since the beginning. A lot of fat has been accumulating at various levels. We have to run Shringar like a small business: fast-moving, people-driven, and innovative. The alternative is a tired, old company which will gradually lose its edge in the marketplace. This could be crises No.2.

THE MARKET: Almost from the beginning we have had no need to market our products. Jumping places on the waiting list meant having to pay a premium. But now, there's a strong undercurrent of customer dissatisfaction. I don't know how this fact can be communicated, but I am sure it will make people at Shringar feel that they have to change in order to survive in the new competitive environment. This could be crisis No.3.

Regards.

Internal memo

From: Rakesh Mohan, managing director

To: Minoo Batliwala, chairman

Date: May 17

Dear Mr Batliwala

I am enclosing a note prepared by Hementh Desai on the possible areas which could qualify for a crisis. I have convened a meeting of the management committee on May 25, before the board meets, to discuss the preliminary audit report. We could discuss the issue further at the meeting and examine ways in which plausible crises for any or all of these could be communicated to the workforce. Many of them think that our company is great the way it is and are bound to ask: why should we change ? We can later work on a formal plan of action.

Regards.

Internal memo

From: Minoo Batliwala, chairman

To: Rakesh Mohan, managing director

May 18

Dear Rakesh,

I must confess to being deeply disturbed. I have been thinking about the efficacy and dangers of creating a crisis, and I'm battered by doubts. Do we have to go on creating a crisis every time we need to change gears? How can the company live in a perpetual state of tension? Isn't there something more positive, such as vision. To set our sights on the future ? There, too, I have my doubts. A vision statement, as it is usually presented, is top-driven, unidimensional, static, and overgeneralised.

I think we need to pursue what I may call bifocal vision-something that helps people in the organisation meet today's business needs even as it prepares them for tomorrow. Bear with the jargon, please. A bifocal vision simultaneously paints a picture of the opportunities available today and the best possible tomorrow. It demands that a company improve and perfect today's products and services to please current customers while developing new products and services to delight tomorrow's customers and investors.

Granted, creating bifocal vision will not be simple. We must perpetually work towards making our current processes obsolete before our competitors do it for us. We must assume that all processes, products, and services are experimental by nature. That way, when a process is seen as an experiment, it becomes temporary and thus, amenable to change. The second thing is that every meeting, agenda, memo, report, and discussion must have this bifocal dimension. Every decision must consider the impact on both today's customers and markets and tomorrow's. when that happens, we will have people who act like owners in the interest of the company-not managers who prefer to safeguard their individual turfs. Perhaps we would not then need an artificial crisis to charge us up.

What do you think ?

Regards.

Questions :

(i) Analytically diagnose the problem the Chairman of the company is faced with. What led to his feeling of insecurity ?

(ii) Should the chairman recreate the sence of doom that led to the company's successful emergence from the recession ?

(iii) Which strategy could succeed in motivating the employees into overcoming the challenge an (artificial) crisis or a new vision for the company, including aspiring targets ? Give your response by clearly analyzing the merits and demerits of each approach.

(iv) What other steps as part of the long term strategy would you suggest for the company ? What must shringar do to maintain its market leadership ?

December, 2009

Ms-68 : Management Of Marketing

SECTION – A

1. (a) What are the stages involved in Promotional Planning and Strategy ? Explain the same by taking an example of a product of your choice.

(b) What do you understand by composition of an advertisement ? What factors are taken

into consideration for the same ? Give suitable examples.

2. (a) What is Media Scheduling ? What are the various types of Media Schedules that are available to an Advertiser ?

(b) Discuss the differences and similarities between traditional and internet Advertising

with suitable example.

3. (a) What is Trade Promotion ? How is it different from Consumer Promotion ? What

are the basic considerations useful in systematic organisation of Trade Promotion ? Discuss with suitable examples.

(b) How does the Marketing Communication Strategy vary with the different stages of

Product Life Cycle ? Explain with reference to Maturity and Decline Stages.

4. Write short notes on any three of the following :

(a) Direct Mail

(b) Sources of Misunderstanding in Communication

(c) Copy Testing

(d) Social Marketing Communication

(e) Methods of Setting Advertising Budgets

SECTION – B

5. XYZ is a well known rice      brand in North India. The company owning this brand now wants to enter the Ready-to eat food market. The company wishes to market both  vegetarian (Vegetable, Soups, Snacks etc.) and non-vegetarian (Chicken Curry, Chicken Biryani etc.) food products on a national scale.

Advise a promotional plan to the company covering the following aspects :

(i) Creative Messages for the Advertisement

(ii) Media Planning Strategy.

June, 2010

Ms-68 : Management of Marketing Communication and Advertising

SECTION – A

1(a) Explain the concepts of frequency reach, effective reach frequency and continuity.

(b) What are the media considerations to be taken into account for promotion of an online-matrimonial site ?

2(a) Discuss the integrated marketing communication and its implications for advertising.

(b) What are the most common techniques that creative thinkers use to stimulate new advertising ideas ?

3. (a) What are the various types of tests used for testing advertising effectiveness. Briefly describe any three of them

(b) How are advertising budgets prepared. Briefly discuss the advantages and disadvantages of using the objective and task method.

4. Write short notes on any three of the following :

(a) Difference between direct marketing and personal selling.

(b) Branding and its role in advertising.

(c) Role of public relation in promotion.

(c) Creative approaches in social advertising

(e) AIDA Model versus DAGMAR Model.

SECTION -B

5. Study the case given below and answer the questions given at the end :

GCMMF PANEER PLANS

GCMMF tried its hand at Paneer marketing by testing a brand called Sugam, in Baroda in the mid 1990s. The product was refined, fine-tuned and ready for a large scale roll out. The real challenge was to overcome the 'freshness' barrier. Could Amul tackle doubts about its freshness ? Freshness matters so much to the consumer that she is willing to go an extra mile, to her regular paneer shop for getting real fresh  paneer ! Amul had already set up a cold chain to handle its  ice cream marketing. It was felt that cold chain would help deliver 'freshness' to the discerning consumer. But it was felt that it had to be  perceived differently from the neighbourhood paneerwala !Amul Malai Paneer It started with the name. Amul  paneer was not just paneer but was 'malai paneer' connoting : the vital quality of paneer as its ingredient made from rich cream a grainy texture that absorbs better (and is  not rubbery) The packaging was technologically designed to 'seal in' the freshness of  paneer. The pack graphics portrayed an appetizing shot of a  "paneer dish, "paneer peas masala". The pack's shelf (or freezer) appeal was aimed at giving it a premium feel ! Communication for Amul Malai Paneer The communication task for Amul  malai paneer was to drive home the point about it being soft, rich, creamy ! It was felt that the basic benefits of a branded packaged product, like those of hygiene, weight, price, will be obvious to the  consumer. The communication, therefore, had to work on selling the 'taste' of the product, more than anything else. The 'taste' had to be sold without going against any established beliefs that might exist in the consumers' minds. This, it was felt, would be best achieved through the use of humor. The Amul paneer TV commercial was centred around the great taste of paneer (visually seen in softness and richness) which is so good that it even helps and amnesia patient recover his lost memory ! The TV commercial was supported by limited press advertising during the launch phase. Amul rnalai paneer, as per Amul corporate values, was also priced attractively ! Post-launch researches have shown that the brand has gained high trials. The TV commercial has been well remembered and liked. With Amul inalai paneer, GCMMF has managed to open up yet another large opportunity for the Amul brand to take its message into more homes: The taste of India Rules! Amul Malai Paneer : Brand Building Tips Ethnic foods can successfully leverage the emotional links of 'home-mother-wife' while offering the key benefits of 'taste' and 'ease of use'. Amul malai paneer advertising used humour in a 'home' setting to deliver its 'home taste' offer successfully.

Questions :

(a) Briefly comment on the advertising strategy of Amul malai paneer.

(b) What are the kind of media vehicle options available for such mass market FMCG products.

(c) What are the ways in which Amul malai paneer can generate awareness at the store level.

June, 2011

MS-68 : Management of Marketing Communication and Advertising

SECTION – A

1.  (a) Different people buy same products / Brands for different motives. Discuss the above statement and identify the possible buying motives of a young professional for club membership.

(b) Explain the relationship between "Message design" and "positioning".

2.  What criteria would you adopt for measuring the ad-effectiveness of the following ? Justify giving reasons for your answers.

(a) "Save Tiger" Campaign on Television by sports personnel.

(b) Short film shows by Health Department educating prevention of communicable diseases targetted at rural folk.

(c)  Print campaign of the recently concluded IPL 2010.

3.  (a) Discuss briefly the steps involved in media planning. How would media options differ in the following cases :

(i)  fairness creams for men

(ii)  video games for children

4.  Write short notes on any three of the following :

(a)  Copy Testing

(b)  Managing Sales promotion in Services Marketing.

(c)  Ethics in Advertising.

(d)  Rural media Scene

(e)  Direct marketing

SECTION B

5.  (a)   More people lose their life in road accidents than in warfare. Develop a suitable social marketing campaign for promoting sate driving habits among young adults in India.

(b) An advertising agency is not sure whether a core idea featuring "Value for money" Or "Technical know-how" will be most effective. Assume that the advertising campaign for the new video camera is to be launched within the next 4-6 weeks, what approach would you suggest to select the core idea ? Explain. 

December, 2011

Ms-68 : Management  of Marketing Communication and Advertising

SECTION - A

1.(a) Discuss the concept of Integrated Marketing Communication as a tool for market development strategies.

(b) What is media buying ? How would an advertiser know his return on media investment ?

2(a) "Advertising research can provide guidance, but cannot guarantee success". Substantiate.

(b) What creative considerations would you recommend while planning for an advertising campaign of a recently improved product of your choice ? Make suitable assumptions if necessary.

3. (a) Sales promotions are conceived with a purpose. Discuss the different types of sales

promotions methods that firms can pursue for increased sales, giving suitable examples.

(b) Outline the reasons for the growth of Internet as a preferred advertising medium by advertisers worldwide. What are its major benefits and limitations for sellers and buyers ?

4. Write short notes on  any three  of the following :

(a) Sources of misunderstanding in communication

(b) Techniques of determining promotion budget

(c) Measuring the performance of sales promotion

(d) Social marketing communication

(e) Major functions of advertising agency

SECTION – B

5. What do you understand by the term 'promotion mix' ? Suggest suitable promotion mix for the following :

(a) Vacuum cleaner

(b) Car rental services

(c) CNG kits for passenger cars 

December, 2012

Ms-68 : Management of Marketing Communication and Advertising

SECTION – A

1.  (a)  Explain the various sources of misunderstanding that may thwart the process of marketing communication, giving suitable examples.

(b)  In what ways the advertisers make use of consumer learning concepts ?

2.  (a)  Your organization has come up with a new brand of toothpaste. As the marketing

manager, how would you assign different roles to the various promotional mix elements keeping into consideration the ' Hierarchy of Effect' model ?

(b)  Illustrate the use of colour in creation of an effective message.

3.  (a)  Explain the different types of media schedules available to the advertisers.

(b)  What are the major differences between internet advertising and conventional form of mass advertising ? Explain giving suitable examples.

4.  Write short notes on any three of the following :

(a)  Use of Public Relations in marketing.

(b)  Pre-testing and Post-testing.

(c)  Social communciation Vs Brand advertising.

(d)  Consumer Attitudes and Advertising.

(e)  Agency positioning strategies.

SECTION – B

5.  (a)  Taking any fast moving consumer good of your choice explain how you would go about managing a consumer promotion scheme.

(b)  School going kids are seen to compromise on their fun reading habits. Which media

would you select to encourage their reading habits and why ? 

June, 2013

MS-68: Management of Marketing Communication and Advertising

SECTION – A

1. (a) Explain some of the important learning theory concepts of relevance to advertisers.

(b) Discuss the Ethical Issues in Advertising giving suitable examples.

2. (a) Why would you prefer using radio when the average urban Indian spends comparatively greater time on television ? Explain.

(b) What are the major issues in measurement of advertising effectiveness ? Explain.

3. Develop an appropriate promotional strategy for a tourist destination of your liking.

4. Write short notes on any three of the following :

(a) Marketing Communication Process

(b) Advertising Vs Publicity

(c) Legal issues in Advertising

(d) Indian Media Scene

(e) Direct Mail

SECTION – B

5. (a) Marketing communication is all about successful transmission of clear message that

results in effective reception. Yet many a times the distortion creeps in. Identify and describe one commercial that according to you communicates effectively and one that does it ineffectively. Justify your answer.

(b) Plan a campaign that promotes traffic sense in your city.

December, 2009

Ms-66 : Marketing Research

SECTION A

1. (a) What are the different ways of classification of Data ? Explain.

(b) Illustrate the different methods of graphical presentation of data.

2. A company wants to sell books and accessories for Yoga. Design a questionnaire to profile the potential customers for such products.

3. How is the sample size for a market research survey determined ? Describe the steps involved.

4. Write short notes on any three of the following :

(a) Common Applications of Marketing Research.

(b) Cross Tabulation.

(c) Applications of Conjoint Analysis.

(d) Sources of errors in primary data collection.

(e) Projective Techniques.

SECTION B

5. Study the case given below and answer the questions given at the end.

SNACKS INDIA Ltd.

Snacks India Ltd. is a large company dealing in packaged Indian Snacks. They are mainly selling in India but have also got selling arrangement in some selected foreign countries with significant Indian population. Snacks India Ltd. believes in continous experimentation and helps on launching new snack items in terms of their kind, form, size, taste and prices etc. One such product was a variation of Indian Dhokla with chocolate topping. To their surprise, this became more popular among Indians living in western countries and even some of the western countrymen, as well. Even in India they found that this new product was preferred more by the westernised Indians.  The company decided to launch this product in a big way. So far, this was called just "Chocolate Dhokla". But, the company realised the need to give it an attractive new brand name. After some brain storming they decided that the new brand name must have following characteristics

1. (a)Uniqueness
2. (b)Simple to
3. (c)Evolving pleasurable feelings.
4. (d)Western associations.

(e)  Conveying the basic idea of the products.

For collecting the names and finally selecting amongst them the company decided to conduct a suitable marketing research.

Question : Prepare a suitable marketing research proposal for Snacks India Ltd. Describe the steps involved in the research.

June, 2010

Ms-66 : Marketing Research

SECTION – A

1 (a) Explain briefly the basis of classification of various types of research design available to the researcher.

(b) Identify the major problems in conducting Marketing Research in India. Suggest possible solutions to overcome these problems.

2. (a) What are the various kinds of probability sampling methods ? Write briefly on each

one of them and specify the situations where they could be best used.

(b) Discuss the steps involved in applying discriminant analysis technique. What are its main areas of application in marketing ?

3. (a) What are the various types of scales used in Marketing Research to measure attitude towards a product / service. Explain them in brief.

(b) Explain the purpose of data processing. What are the tasks involved in converting raw data into usable information ?

4. Write short notes on any three of the following :

(a) Stages in M.K. Process

(b) Sources of Secondary Data

(c) Factor analysis

(d) Application of Marketing Research in Sales and Distribution.

(e) Techniques of Graphical Presentation of Data.

SECTION – B

5. (a) Explain your understanding of and  differences between Qualitative and Quantitative research.

(b) A medium sized detergent manufacturer intends to launch a new detergent in North India. It intends to undertake a feasibility study to understand the market potential of the product.

Brand Name : Spark

Price :      Rs. 124/- per kg.

Rs. 93/- per 750 gms

Rs. 65/- per 500 gms

Launch market : Entire Northern Belt

Competition - All major brands from the organised sector.

Design a questionnaire based on the above objective and information.