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IIBMS – PROMOTING THE PROTÉGÉ

IIBMS /

Case 1: PROMOTING THE PROTÉGÉ

\"IIBMS\"

IIBMS – PROMOTING THE PROTÉGÉ

The die was cast.  Prem Nath Divan, executive chairman of Vertigo, the country’s largest engineering project organization, decided to switch tracks for a career in academics.  Divan was still six years short of the company’s retirement age of 65.  His premature exit was bound to create a flutter at the Vertigo board.  Having joined Vertigo as a management trainee soon after college, he had gradually risen through the hierarchy to take a board position as the marketing director of the firm at 32.  He had become the president five years later and the youngest chairman of the company at 45.  But, by the time he was 50, the whizkid had acquired a larger than life image of a role model for younger managers and a statesman who symbolized the best and brightest face of Indian management.

On his wife’s suggestion that it would be wise to discuss the move with one of his trusted colleagues before making a formal announcement of his intention to seek premature retirement, Divan called on Ramcharan Saxena, a solicitor who has been on the Vertigo board for over a decade.  Sexena was surprised at Divan’s plan.  But he was unfazed.  “If that is what you want to do for the rest of your life, we can only wish you well”, he told him.  “The board will miss you. But the business should go on.  We should get down to the task of choosing a successor.  The sooner it is done, the better.

“I think the choice is quite obvious, “said Divan, “Ranjan Warrior. He is good and …” Divan was taken aback to see Saxena grimace.  “You don’t have anything against him, do you?” he asks him. “No, no,” said Saxena, “He is good.  A financial strategist and a visionary.  His conceptual skills have served the company well.  But he has always had staff role with no line experience.  What we need is someone from operations.  Like Richard Crasta.”

“Richard known things inside out alright”, said Divan, “But he is just a doer.  Not fire in the belly.  Vertigo needs someone who understands the value of power and known how to use it.  Like me.  Like Ranjan.”

“That is just the problem, “said Saxena. “Prem, let me tell you something. Ranjan is a man in your own image. Everyone known that he is your protégé.  And are never popular.  He has generated a lot of resentment among senior Veritigo executives and there would be a revolt if he were to succeed you.  An exodus is something we can’t afford to have on our hands.  We should think of someone else in the interest of stability to top management.” Divan could not believe what he heard.  He had always prided himself on his hands – on style and thought he had his ear to the ground. “How could I lose touch?”  he wondered, somewhat shaken.

“When you are the boss, people accept your authority without question,” continued Saxena. “In any case, you have been successful at Vertigo and it is difficult to argue with success.  But the moment you announce your intention to leave, the aura begins to fade away.  And in deciding on your successor, the board will seek your opinion, with due regard to your judgment.  The board member must do what in their view is right for the company.  Having said that, may I also mention that if there is a showdown in the boardroom, you could always choose to stay on ? We would like it.  Or we could bring in an outsider.”

 

“I have finalized my career plans and there is no question of staying on beyond six months from now,” said Divan.  “The board is scheduled to meet next month.  Let us shelve the matter till then.  In the meantime, I rely on you, Ram, to keep this discussion between the two of us.”

“Of course yes,” said Saxena.

On his way home, Divan thought about the matter in detail.  Bringing an outsider would undo all his life’s work at Vertigo.  There were considerations like cuture and compatibility which were paramount.  The chairman had to be an inside man.  “Richard lacks stature, “Divan said to himself. “Ranjan is the one I have been grooming, but heavens, the flip side of it all had missed me completely.  There is no way I can allow a split at the top just before I quit.  I must leave on a high note in my own interest.  I must find a way out of he imminent mess.”

 

Question:

  1. What should Divan do?
\"IIBMS\"

IIBMS – PROMOTING THE PROTÉGÉ 

At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses.

Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically.

We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of IIBMS Institute (Institute Indian Institute of Business Management & Studies).

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Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution.

Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

 

IIBMS – PROMOTING THE PROTÉGÉ Read More »

ISBM – Fizzy Fruit is a carbonated fruit which intensifies a particular fruit\’s flavor with effervescences without altering its nutritional value.

ISBM /

Marketing Management

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CASE STUDY (20 Marks)

Fizzy Fruit is a carbonated fruit that intensifies a particular fruit\’s flavor with effervescences without altering its nutritional value. Neurobiologist Galen Kaufman with the help of a food scientist perfected the method of carbonating fruit and established the Fizzy Fruit Company in 2005. The company had the mission to promote health, wellness, and fitness among children thereby reducing childhood obesity. Fizzy Fruit was launched in the US in 2005 and the initial feedback was very heartening. The company made many strategic promotional tie-ups and had plans to make Fizzy Fruit available throughout the US in a short time. Worldwide, 22 million children were overweight among which the share of the US was the highest. Some of the factors that have led to increasing obesity among kids in the US are unhealthy eating habits, peer pressure, and the influence of television advertising. Marketers were increasingly targeting kids, as kids influenced the spending of over $1.88 trillion globally in 2002 and the figure was rapidly increasing. While the consumption of snacks and junk food was ever-increasing, many healthy and \’good-for-you\’ products were also being launched due to the rising awareness and pressure to curb obesity. The case initiates discussion on the future marketing strategies of The Fizzy Fruit Company to popularize Fizzy Fruit given the dynamic challenges involved in marketing to kids.

Answer the following question.

 

Q1. Analyze the buying behavior of kids and their growing influence in making purchase decisions

 

Q2. Debate on the role of ethics in marketing to kids.

 

Q3. Discuss the opportunities and challenges involved in marketing Fizzy fruits to kids.

 

Q4. Give an overview of the case.

 

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At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at ISBM Institute (Indian School of Business Management and Administration). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses.

Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by ISBM Institute (Indian School of Business Management and Administration). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at ISBM Institute (Indian School of Business Management and Administration), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery, ensuring students receive the necessary assistance to excel academically.

We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of ISBM Institute.

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ISBM Institute (Indian school of business Management and administration).  Assignments, solved papers, and study materials are available through our academic writing services.

Seeking assistance with ISBM Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs.

Our specialized academic writing support simplifies access to ISBM Institute (Indian school of Business Management and Administration). question papers and model answers.

Need expert guidance for your ISBM Institute assessments? Our service offers comprehensive solutions for students seeking assistance.

Our academic writing services ensure precise and high-quality answers for ISBM Institute assignments, aiding students in their educational journey.

Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution.

Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

ISBM – Fizzy Fruit is a carbonated fruit which intensifies a particular fruit\’s flavor with effervescences without altering its nutritional value. Read More »

ISBM – Family businesses typically have the luxury of passing the torch down to children after parents retire, but in some cases, there are no candidates, or the candidates may not be right for the role.

ISBM /

International Business

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CASE STUDY (20Marks)

Family businesses typically have the luxury of passing the torch down to children after parents retire, but in some cases, there are no candidates, or the candidates may not be right for the role. This presents a challenge when it\’s time to find a successor, especially if existing employees have assumed that top-level promotions would come from within the family. So the Carlson companies had to put in great effort to find a replacement, looking both internally and outside of the company, ultimately finding an internal candidate who would work well with the family but also offered plenty of experience as an executive in different industries. According to Beverly Behan of Hay\’s Group, Carlson should be commended for not only making the right decision in not hiring the heir apparent but for handling the job search in a calm, effective way.

Answer the following question.

 

Q1. What strategy was adopted by Carlson in appointing the heir?

 

Q2. Why the decision of Carlson was right. Comment..

ISBM – Family businesses typically have the luxury of passing the torch down to children after parents retire, but in some cases, there are no candidates, or the candidates may not be right for the role. Read More »

IIBMS – The Grizzly Bear Lodge

IIBMS /

CASE – 5   The Grizzly Bear Lodge 

\"IIBMS\"

IIBMS – The Grizzly Bear Lodge

Diane and Rudy Conrad own a small lodge outside Yellowstone National Park. Their lodge has 15 rooms that can accommodate up to 40 guests, with some rooms set up for families. Diane and Rudy serve a continental breakfast on weekdays and a full breakfast on weekends, included in the room they charge. Their busy season runs from May through September, but they remain open until Thanksgiving and reopen in April for a short spring season. They currently employ one cook and two waitpersons for the breakfasts on weekends, handling the other breakfasts themselves. They also have several housekeeping staff members, a groundkeeper, and a front-desk employee. The Conrads take pride in the efficiency of their operation, including the loyalty of their employees, which they attribute to their own form of clan control. If a guest needs something—whether it’s a breakfast catered to a special diet or an extra set of towels—Grizzly Bear workers are empowered to supply it.

The Conrads are considering expanding their business. They have been offered the opportunity to buy the property next door, which would give them the space to build an annex containing an additional 20 rooms. Currently, their annual sales total $300,000. With expenses running $230,000—including mortgage, payroll, maintenance, and so forth—the Conrads’ annual income is $70,000. They want to expand and make improvements without cutting back on the personal service they offer to their guests. In fact, in addition to hiring more staff to handle the larger facility, they are considering collaborating with more local business to offer guided rafting, fishing, hiking, and horseback riding trips. They also want to expand their food service to include dinner during the high season, which means renovating the restaurant area of the lodge and hiring more kitchen and wait staff. Ultimately, the Conrads would like the lodge to open year-round, offering guests opportunities to cross-country ski, ride snow-mobiles, or hike in winter. They hope to offer holiday packages for Thanksgiving, Christmas, and New Year’s celebrations in the great outdoors. The Conrads report that their employees are enthusiastic about their plans and want to stay with them through the expansion process. “This is our dream business,” says Rudy. “We’re only at the beginning.”

Questions

  1. Discuss how Rudy and Diane can use feedforward, concurrent, and feedback controls both now and in future at the Grizzly Bear Lodge to ensure their guests’ satisfaction.
  2. What might be some of the fundamental budgetary considerations the Conrads would have as they plan the expansion of their logic?
  3. Describe how the Conrads could use market controls plans and implement their expansion.
\"IIBMS

IIBMS – The Grizzly Bear Lodge

At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses.

Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically.

We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of IIBMS Institute (Institute Indian Institute of Business Management & Studies).

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Get expert assistance with your IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments and answer sheets from our professional academic writing services.

Our team specializes in supporting students with IIBMS Institute (Institute Indian Institute of Business Management & Studies) coursework, ensuring top-notch answer sheets and comprehensive solutions.

Ace, with our tailored assistance, your IIBMS Institute exams, offering precise guidance and accurate answer sheet preparation.

Seeking reliable help for your IIBMS Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support.

Score high in your IIBMS Institute assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.

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IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments, solved papers, and study materials are available through our academic writing services.

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Need expert guidance for your IIBMS Institute assessments? Our service offers comprehensive solutions for students seeking assistance.

Our academic writing services ensure precise and high-quality answers for IIBMS Institute assignments, aiding students in their educational journey.

Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution.

Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

IIBMS – The Grizzly Bear Lodge Read More »

ISBM – Event management is the process by which an event is planned, prepared and produced or executed.

ISBM /

SCHOOL MANAGEMENT

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CASE STUDY (20 Marks)

Event management is the process by which an event is planned, prepared produced, or executed. Event management is about the organization and execution of any event in any part of an organization or intuition. Event management is the application of the management practice of project management to the creation and development of festivals and events. Events and festivals, such as the Asian/Olympic games, have a large impact on their communities and in some cases, the whole country.

Answer the following question.

 

Q1. Explain the concept of Event Management.

 

Q2. Describe the types of Event Management.

 

Q3. ‘Event Management can be a Profession’ justify the statement.

 

Q4. Who is an Event Manager?

 

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At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at ISBM Institute (Indian School of Business Management and Administration). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses.

Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by ISBM Institute (Indian School of Business Management and Administration). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at ISBM Institute (Indian School of Business Management and Administration), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery, ensuring students receive the necessary assistance to excel academically.

We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of ISBM Institute.

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Comprehensive Answer Sheets

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Academic Writing Services

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Expertly Crafted Answers

Personalized Guidance

Reliable ISBM Assistance

Get expert assistance with your ISBM Institute (Indian School of Business Management and Administration).  Assignments and answer sheets from our professional academic writing services.

Our team specializes in supporting students with ISBM Institute coursework, ensuring top-notch answer sheets and comprehensive solutions.

Ace, with our tailored assistance, your ISBM Institute exams, offering precise guidance and accurate answer sheet preparation.

Seeking reliable help for your ISBM Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support.

Score high in your ISBM Institute (Indian School of Business Management and Administration).  Assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.

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MBA/EMBA/GMS/DMS Project Reports

ISBM Institute (Indian school of business Management and administration).  Assignments, solved papers, and study materials are available through our academic writing services.

Seeking assistance with ISBM Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs.

Our specialized academic writing support simplifies access to ISBM Institute (Indian school of Business Management and Administration). question papers and model answers.

Need expert guidance for your ISBM Institute assessments? Our service offers comprehensive solutions for students seeking assistance.

Our academic writing services ensure precise and high-quality answers for ISBM Institute assignments, aiding students in their educational journey.

Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution.

Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

ISBM – Event management is the process by which an event is planned, prepared and produced or executed. Read More »

ISBM – Eureka Forbes successfully introduced and sold for many years few models of vacuum cleaners through door–to door marketing.

ISBM /

Marketing Management

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CASE STUDY (20 Marks)

 

Eureka Forbes successfully introduced and sold for many years a few models of vacuum cleaners through door–to–door marketing. During the initial few years, Eureka Forbes vacuum cleaners were not available at any dealer channel. These were sold only by direct marketing. Some experts attribute the success of Eureka Forbes to two factors: one, the implementation of an effective sales management system & two, the elimination of channel conflict by adopting only door-to-door selling even at a stage when durables were sold only through dealers. Scene 1 It has been a common experience that well-advertised & well-organized trade fairs generate huge sales. Experts believe that people visit such trade fairs with a frame of mind that is favorably predisposed to making purchase decisions. Deriving a cue from the trade fairs, way back in 1980, a small & upstart computer manufacturer arranged “Road Shows” in metros & mini metros. It was a period when foreign computer vendors were asked to leave India indigenous makes of computers were few; perception of people about computers were – highly expensive, complex to use, needed trained manpower to operate that was scarce & performance of the hardware was unreliable. Those were the early days of computer marketing when there were no dealers & manufacturers had to sell through their own sales teams. Scene 2 In the year 1999 Compaq Corp declared that its objective for the year is to become the Internet leader in the InfoTech industry. But for some strange reasons, the rival company Dell took the lead in the sale of PCs over the Internet. They take just over three days to deliver a built-to-specs PC ordered via the net in the USA. Compaq, in the meanwhile, has behaved all muddled up in its Internet plan. The company made a tentative start but recently announced that it has stopped selling its computers to internet-only retailers worldwide. Such a move had a drastic effect on major players such as Siberian Outpost & Shopping.com, which derive much of their revenue from the sale of Compaq PCs through their websites. On the other hand, Compaq plans to purchase Shopping.com and merge it with the Alta Vista search engine on the net. Compaq also declared that its move to stop retailing on the net is not permanent & it will reexamine this policy after three months. So what exactly prompted Compaq to move away from what is the direction in which all others are headed? Industry watchers say that Compaq’s regular stores were being hurt by online sales. Many online retailers sell items at just above the procurement cost since they maintain low inventories and have hardly any overheads to take care of. This was turning out to be the competition to Compaq’s brick-and-mortar retailers, who cannot simply match those prices because of slow operations and high overheads. As against this Dell, who sold only through direct marketing, could derive immense advantage from Internet retailing. This was supplemented by a highly-rated online customer support service.

 

Answer the following question.

 

Q1. Explain channel conflicts. What lesson do you learn about a selection of channels from the above scenes?

 

Q2. Compare the merits & demerits of selling by the company’s own sales team, Dealer Channel & Direct Marketing.

 

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ISBM – Eureka Forbes successfully introduced and sold for many years few models of vacuum cleaners through door–to door marketing. Read More »

ISBM – EU Trade Commissioner Karel De Gucht, the Belgian Minister of Foreign Affairs Steven Vanackere representing the Presidency of the Council of the European Union

ISBM /

International Business

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CASE STUDY (20 Marks)

 

EU Trade Commissioner Karel De Gucht, the Belgian Minister of Foreign Affairs Steven Vanackere representing the Presidency of the Council of the European Union (EU), and the Korean Minister for Trade Kim JongHoon today signed a Free Trade Agreement (FTA) between the EU and South Korea. This FTA is the most ambitious trade agreement ever negotiated by the EU and the first with an Asian country. Today’s signature signals a significant step on the road to its implementation and is one of the main events of the Korean Summit taking place in Brussels today. \”The agreement between the EU and South Korea marks a significant achievement in improving our trade links. It will provide a real boost to jobs and growth in Europe at this critical time. This wide-ranging and innovative deal is a benchmark for what we want to achieve in other trade agreements\”, said Commissioner De Gucht. \”Tackling the more difficult nontariff barriers to international commerce can cut the costs of doing business as much if not more than getting rid of import duties.\” The text of the FTA was initialed between the European Commission and South Korea on 15 October 2009. Since then the text of the Agreement was translated into Korean and 21 EU languages. All EU Member States have signed the FTA ahead of today\’s official signing ceremony. The date of provisional application will be 1 July 2011, provided that the European Parliament has given its consent to the FTA and the Regulation of the European Parliament and of the Council

implementing the bilateral safeguard clause of the EU South Korea FTA is in place. The EU Member States will have to also ratify the agreement according to their laws and procedures. One study estimates that the deal will create new trade in goods and services worth €19.1 billion for the EU; another study calculates that it will more than double the bilateral EU-South Korea trade in the next 20 years compared to a scenario without the FTA. The agreement will remove virtually all import duties between the two

economies as well as many non-tariff barriers. It will relieve EU exporters of industrial and agricultural goods to South Korea from paying tariffs. Once the duties are fully eliminated, EU exporters will save € 1.6 billion annually. Half of these savings will be applicable already on the day of the entry into force of the Agreement. The FTA will also create new market access in services and investment and will make major advances in areas such as intellectual property, procurement, competition policy and trade, and sustainable development.

Answer the following question.

 

Q1. What are the objectives and contents of the recent free trade agreement signed between the European Union and South Korea?

 

Q2. What are the economic underlying principles of this agreement?

 

Q3. Why has the agreement been questioned both in the EU and South Korea?

 

Q4. Why are Japanese businessmen worried about the agreement? Why are Japanese policymakers trying to sign a similar deal with the EU?

 

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ISBM – EU Trade Commissioner Karel De Gucht, the Belgian Minister of Foreign Affairs Steven Vanackere representing the Presidency of the Council of the European Union Read More »

ISBM – DELL – Energy Management (Enterprise Solution – Minimum of 200 Desktops – Technology Innovation) Synopsis Dell embarked on an energy efficiency program that aimed at conserving energy

ISBM /

Business Environment

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CASE STUDY (20 Marks)

Case Study: DELL – Energy Management (Enterprise Solution – Minimum of 200 Desktops – Technology Innovation) Synopsis Dell embarked on an energy efficiency program that aimed at conserving energy and cutting expenses by reducing the power used by approximately 50,000 of its computers during non-business hours. 1E’s Night Watchman® and 1E WakeUp® were deployed to the 50,000 client computers that fully integrated with Dell’s corporate Microsoft® Windows Server® and Microsoft Systems Management Server (SMS) environment. As a result, Dell achieved a 40 percent reduction in energy costs, translating into US$1.8 million in savings per year. The use of 1E Night Watchman® is a great example of how an organization can effectively implement energy management practices that reduce energy consumption and operating costs. Though cost savings are more noticeable for larger corporations, 1E Night Watchman® is just as relevant to smaller organizations with as few as 200 PCs. Featured Organizations Dell is a multinational technology corporation that develops, manufactures, sells, and supports personal computers and other computer-related products. 1E solutions and services help automate and simplify IT operations and reduce complexity, management costs,s, and power consumption costs. By providing leading-edge

solutions with its expertise 1E has earned the trust and confidence of over 15 million licensed users across 1,100 businesses in 42 countries worldwide. The Problem to be Addressed Energy conservation is an increasingly important issue for all organizations.

Answer the following question.

 

Q1. Explain how Dell achieved a 40 percent reduction in energy costs.

 

Q2. Give your views on the case.

ISBM – DELL – Energy Management (Enterprise Solution – Minimum of 200 Desktops – Technology Innovation) Synopsis Dell embarked on an energy efficiency program that aimed at conserving energy Read More »

ISBM – Employees were very positive about the SnapComms employee communications tools and the pilot process in general. The pilot team set up an escalation process for employees to leave feedback.

ISBM /

Business Communication

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CASE STUDY (20 Marks)

Employees were very positive about the SnapComms employee communications tools and the pilot process in general. The pilot team set up an escalation process for employees to leave feedback. “We did not receive one single negative comment about SnapComms, the offline time, or anything to do with this pilot or process.” A survey was also conducted with staff in the pilot group to assess their satisfaction with each of the SnapComms tools. The results were very encouraging and endorsed the positive feedback that the Internal Communications team had received during the pilot. Standard metrics that were collated for AHT, such as problem resolution, customer satisfaction, and commissions were broken down so that results for the pilot and control groups could be separately identified. Improvements in resolution rates were made following the pilot. In terms of commissionable sales, the GenY pilot group performed better than the control group and their GenX and Baby Boomer counterparts and suffered more when the offline time was withdrawn. Following were the key benefits of SnapComms channels • Messages delivered fast and read promptly by employees • Easier for employees to access critical or time-sensitive information • Comprehensive, robust reporting and measurement • Reduced volume of content sent due to content filtering and aggregation • Visual, fun and eye-catching ways to send information • Reinforced employee learning

Answer the following question.

 

Q1. What was the impact of Snap Comms on business KPIs? Comment.

 

Q2. What was the employee response to the Snap Comms? Discuss.

 

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Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

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Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

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Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

ISBM – Employees were very positive about the SnapComms employee communications tools and the pilot process in general. The pilot team set up an escalation process for employees to leave feedback. Read More »

XIBMS – Quality as the Key Success Factor In Winning the Global Car War

XIBMS /

XIBMS – Quality as the Key Success Factor In Winning the Global Car War

\"XIBMS

XIBMS – Quality as the Key Success Factor In Winning the Global Car War

Massachusetts institute of Technology (MIT) conducted an extensive study of the global car industry that compared operations at General Motors, Toyota, and the joint venture between GM and Toyota, the New United Motor Manufacturing Inc. (NUMMI) plaint in Fremont, California. The result of the study should raise some very disturbing questions about the quality and productivity of American operations, namely:

  • Why did GM’s Framingham plant require 31 hours to assemble a car when the Toyota plant only required 16 hours- or roughly half the time?
  • Why did the GM plant average 135 defects per car when Toyota had only 45 defects – or about one-third the numbers?
  • Why did GM require almost twice as much assembly space as the Toyota facility?
  • Why did GM require to a two-week parts inventory when Toyota only needed a two-hour supply of parts for its assembly line? As one might suspect, the cost of maintaining a large parts inventory inflates product costs.

            Obviously GM did not fare well in the direct comparison to Toyota, but there are also signs of encouragement in the MIT study. Although American auto makers had fallen behind their foreign rivals, they have taken active steps to improve product quality and respond to customer wants. These companies have not been defeated; rather they have been revitalized by the competition.

            GM joined forces with Toyota to create the NUMMI plant in order to improve the quality and efficiency of its manufacturing operations. The old GM plant in Fremont, California, was one of the car maker’s worst performing facilities before the NUMMI operation was initiated. As a result of the joint venture, assembly time has been greatly reduced and quality, measured in terms of total number of defects per car, has equaled the performance of Toyota in Japan.

Although assembly space is still relatively high by Japanese standards, NUMMI’s inventories have been reduced from two weeks to just two days. In short, the solution to many of GM’s production problems could be traced to a need of eliminating waste, focusing on value-added process, and enforcing more stringent quality controls.

            In some ways, the European car industry is even in a less competitive position than U.S. companies. The quality, measured by assembly defects for 100 vehicles, is worse in Europe. European car manufacturers had 97 defects per 100 cars, compared to 82.3 by American firms operating in the United States. Japanese companies operating in North America had only 65 such defects and Japanese firms in Japan had only 60?

            In productivity, European car firms also did poorly, requiring 36.3 hours to assemble a car compared with 25.1 hours of U.S. companies in North America, 21.2 hours of Japanese car makers in North America and only 16.8 hours of Japanese firms operating in Japan. Clearly, U.S. and especially European firms need much improvement in productivity and quality to be competitive in the global market.

Questions:

  1. In the NUMMI joint venture, what did Toyota gain? What were the benefits for General Motors?
  1. As a consultant, what strategies would you recommend for European carmakers to improve their competitive position in the global car industry?
\"XIBMS

XIBMS – Quality as the Key Success Factor In Winning the Global Car War

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Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

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Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

XIBMS – Quality as the Key Success Factor In Winning the Global Car War Read More »

IIBMS – The Law Offices of Jeter, Jackson, Guidry, and Boyer

IIBMS /

CASE – 4  

The Law Offices of Jeter, Jackson, Guidry, and Boyer

THE EVOLUTION OF THE FIRM

\"IIBMS\"

IIBMS – The Law Offices of Jeter, Jackson, Guidry, and Boyer

David Jeter and Nate Jackson started a small general law practice in 1992 near Sacramento, California. Prior to that, the two had spent five years in the district attorney’s office after completing their formal schooling. What began as a small partnership—just the two attorneys and a paralegal/assistant—had now grown into a practice that employed more than 27 people in three separated towns. The current staff included 18 attorneys (three of whom have become partners), three paralegals, and six secretaries.

For the first time in the firm’s existence, the partners felt that they were losing control of their overall operation. The firm’s current caseload, number of employees, number of clients, travel requirements, and facilities management needs had grown far beyond anything that the original partners had ever imagined.

Attorney Jeter called a meeting of the partners to discuss the matter. Before the meeting, opinions about the pressing problems of the day and proposed solutions were sought from the entire staff. The meeting resulted in a formal decision to create a new position, general manager of operations. The partners proceeded to compose a job description and job announcement for recruiting purposes.

Highlights and responsibilities of the job description include:

  • Supervising day-to-day office personnel and operations (phones, meetings, word processing, mail, billings, payroll, general overhead, and maintenance).
  • Improving customer relations (more expeditious processing of cases and clients).
  • Expanding the customer base.
  • Enhancing relations with the local communities.
  • Managing the annual budget and related incentive programs.
  • Maintaining annual growth in sales of 10 percent while maintaining or exceeding the current profit margin.

 

The general manager will provide an annual executive summary to the partners, along with specific action plans for improvement and change. A search committee was formed, and two months later the new position was offered to Brad Howser, a longtime administrator from the insurance industry seeking a final career change and a return to his California roots. Howser made it clear that he was willing to make a five-year commitment to the position and would then likely retire.

Things got off to a quiet and uneventful start as Howser spent few months just getting to know the staff, observing day-today operations; and reviewing and analyzing assorted client and attorney data and history, financial spreadsheets, and so on.

About six months into the position, Howser became more outspoken and assertive with the staff and established several new operational rules and procedures. He began by changing the regular working hours. The firm previously had a flex schedule in place that allowed employees to begin and end the workday at their choosing within given parameters. Howser did not care for such a “loose schedule” and now required that all office personnel work from 9:00 to 5:00 each day. A few staff member were unhappy about this and complained to Howser, who matter-of-factly informed them that “this is the new rule that everyone is expected to follow, and anyone who could or would not comply should probably look for another job.” Sylvia Bronson, an administrative assistant who had been with the firm for several years, was particularly unhappy about this change. She arranged for a private meeting with Howser to discuss her child care circumstances and the difficulty that the new schedule presented. Howser seemed to listen half-heartedly and at one point told Bronson that “assistance are essentially a-dime-a-dozen and are readily available.” Bronson was seen leaving the office in tears that day.

Howser was not happy with the average length of time that it took to receive payments for services rendered to the firm’s clients (accounts receivable). A closer look showed that 30 percent of the clients paid their bills in 30 days or less, 60 percent paid in 30 to 60 days, and the remaining 10 percent stretched it out to as  many as 120 days. Howser composed a letter that was sent to all clients whose outstanding invoices exceeded 30 days. The strongly worded letter demanded immediate payment in full and went on to indicate that legal action might be taken against anyone who did not respond in timely fashion. While a small number of “late” payments were received soon after the mailing, the firm received an even larger number of letters and phone calls from angry clients, some of whom had been with the firm since its inception.

Howser was given an advertising and promotion budget for purposes of expanding the client base. One of the paralegals suggested that those expenditures should be carefully planned and that the firm had several attorneys who knew the local markets quite well and could probably offer some insights and ideas on the subject. Howser thought about this briefly and then decided to go it alone, reasoning that most attorneys know little or nothing about marketing.

In an attempt to “bring all of the people together to form a team,” Howser established weekly staff meetings. These mandatory, hour-long sessions were run by Howser, who presented a series of overhead slides, handouts, and lectures about “some of the proven management techniques that were successful in the insurance industry.” The meetings typically ran past the allotted time frame and rarely if ever covered all of the agenda items.

Howser spent some of his time “enhancing community relations.” He was very generous with many local groups such as the historical society, the garden clubs, the recreational sports programs, the middle-and high-school band programs, and others. In less than six months he had written checks and authorized donations totaling more than $25,000. He was delighted about all this and was certain that such gestures of goodwill would pay off handsomely in the future.

As for the budget, Howser carefully reviewed each line item in search of ways to increase revenues and cut expenses. He then proceeded to increase the expected base or quota for attorney’s monthly billable hours, thus directly affecting their profit sharing and bonus program. On the other side, he significantly reduced the attorneys’ annual budget for travel, meals, and entertainment. He considered these to be frivolous and unnecessary. Howser decided that one of the two full-time administrative assistant positions in each office should be reduced to part-time with no benefits. He saw no reason why the current workload could not be completed within this model. Howser wrapped up his initial financial review and action plan by posting notices throughout each office with new rules regarding the use of copy machines, phones, and supplies.

Howser completed the first year of his tenure with the required executive summary report to the partners that included his analysis of the current status of each department and his action plan. The partners were initially impressed with both Howser’s approach to the new job and with the changes that he made. They all seemed to make sense and were directly in line with the key components of his job description. At the same time, “the office rumor mill and grape vine” had “heated up” considerably. Company morale, which had been quite high, was now clearly waning. The water coolers and hallways became the frequent meeting places of disgruntled employees.

As for the marketplace, while the partner did not expect to see an immediate influx of new clients, they certainly did not expect to see shrinkage in their existing client base. A number of individual and corporate clients took their business elsewhere, still fuming over the letter they had received.

The partners met with Howser to discuss the situation. Howser urged them to “sit tight and ride out the storm.” He had seen this happen before and had no doubt that in the long run the firm would achieve all of its goals. Howser pointed out that people in general are resistant to change. The partners met for drinks later that day and looked at each other with a great sense of uncertainty. Should they ride out the storm as Howser suggested? Had they done the right thing in creating the position and hiring Howser? What had started as a seemingly, wise, logical, and smooth sequence of events had now become a crisis.

Questions

 

  1. Do you agree with Howser’s suggestion to “sit tight and ride out the storm,” or should the partners take some action immediately? If so, what actions specifically?
  2. Assume that the creation of the GM—Operation position was a good decision. What leadership style and type of individual would you try to place in this position?
  3. Consider your own leadership style. What types of positions and situations should you seek? What types of positions and situation should you seek to avoid? Why?
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IIBMS – The Law Offices of Jeter, Jackson, Guidry, and Boyer

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ISBM – Email in business can be used for intra company communications, marketing purposes and coordinating with business partners, suppliers and customers.

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Business Communication

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CASE STUDY (20 Marks)

Email in business can be used for intra-company communications, marketing purposes, and coordinating with business partners, suppliers, and customers. Some common advantages of business email over traditional mail or telephone communications are cost reductions, lower overhead, and speed. Email software is available for every size business, allowing for customized business and employee interactions. Communicating by email is almost instantaneous, which can enhance communications by allowing for quick dissemination of information and fast response to customer inquiries. It may also allow for quicker problem-solving and more streamlined business processes. As a result, small business owners can accomplish more in less time. Email reduces geographic and

time zone barriers for businesses. Employees or contractors from around the world can communicate, regardless of their location. Likewise, customers can send sales questions and support requests by email based on their time zone schedules. Email lets businesses market to targeted audiences. Customers can opt-in to receive email communications about products they own, sales, or new items. Customers who receive targeted emails based on their preferences are likely to be more receptive. Email marketing can also target customers based on their status with a business. For example, a business can tailor messaging to new customers, existing customers, and repeat customers. Email can help increase productivity. Business owners can communicate with established distribution lists, automatically forward information based on a topic, or send information to specific individuals as needed. Most email software provides customization features you can tailor to the type of work performed, the volume of daily email messages, and the needs of the worker. Effective email use can reduce reliance on face-to-face consultations and meetings. Moving communications from physical mail to email can result in significant savings in postage costs, shipping supplies, and employee

resources. Businesses can also decrease customer service support costs by focusing on email customer support options rather than phone-based services.

Answer the following question.

 

Q1. Discuss “Email is a cost-effective business communication tool”.

 

Q2. Explain the advantages of email in business communication.

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XIBMS : Managing the Hewlett Packard Way

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XIBMS : Managing the Hewlett Packard Way

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XIBMS : Managing the Hewlett Packard Way

William R. Hewlett and David Packard are two organizational leaders who demonstrated a unique managerial style. They began their operation in a one-car garage in 1939 with $538 and eventually built a very successful company that now produces more than 10,000 products, such as computers, peripheral equipment, test and measuring instruments, and handheld calculators. Perhaps even better known than its products is the distinct managerial style preached and practiced at Hewlett-Packard (HP). It is known as the HP Way. “What is the HP Way? I feel that in general terms it is the policies and actions that flow from the belief that men and women want to do a good job, a creative job, and that if they are provided the proper environment they will do so.’ Bill Hewlett,HP Co-Founder

The values of the founders – who withdrew from active management in 1978 – still permeate the organization. The HP Way emphasizes honesty, a strong belief in the value of people, and customer satisfaction. The managerial style also emphasizes an open-door policy, which promotes team effort. Informality in personal relationships is illustrated by the use of first names. Management by objectives is supplemented by what is known as managing by wandering around. By strolling through the organization, top managers keep in touch with what is really going on in the company.

This informal organizational climate does not mean that the organization structure has not changed. Indeed, the organizational changes in the 1980s in response to environmental changes were quite painful. However, these changes resulted in extraordinary company growth during the 1980s.

QUESTION : 

  1. Is the Hewlett – Packard way of managing creating a climate in which employees are motivated to contribute to the aims of the organization? What is unique about the HP Way?
  1. Would the HP managerial style work in any organization? Why, or why not? What are the conditions for such a style to work?
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XIBMS : Managing the Hewlett Packard Way

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IIBMS – The New Frontier for Fresh Foods Supermarkets

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CASE – 3  

The New Frontier for Fresh Foods Supermarkets

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IIBMS – The New Frontier for Fresh Foods Supermarkets

Fresh Foods Supermarket is a grocery store chain that was established in the Southeast 20 years ago. The company is now beginning to expand to other regions of the United States. First, the firm opened new stores along the eastern seaboard, gradually working its way up through Maryland and Washington, DC, then through New York and New jersey, and on into Connecticut and Massachusetts. It has yet to reach the northern New England states, but executives have decided to turn their attention to the Southwest, particularly because of the growth of population there.

Vivian Noble, the manager of one of the chain’s most successful stores in the Atlanta area, has been asked to relocate to Phoenix, Arizona, to open and run a new Fresh Foods Supermarket. She has decided to accept the job, but she knows it will be a challenge. As an African American woman, she has faced some prejudice during her career, but she refuses to be stopped by a glass ceiling or any other barrier. She understands that she will be living and working in an area where several cultures combine and collide, and she will be hiring and managing a diverse workforce. Noble has the support of top management at Fresh Foods, which wants the store to reflect the surrounding community—in both staff makeup and product selection. So she will be looking to hire employees with Hispanic and Native American roots, as well as older workers who can relate to the many retired residents in the area. And she will be seeking their inputs on the selection of certain food products, including ethnic brands, so that customers know they can buy what they need and want a Fresh Foods.

In addition, Noble wants to make sure that Fresh Foods provides services above and beyond those of a standard supermarket to attract local consumers. For instance, she wants the store to offer free delivery of groceries to home-bound customers who are either senior citizens or physically disabled. She wants to be sure that the store has enough bilingual employees to translate for and otherwise assist customers who speak little or no English. Noble believes that she is a pioneer of sorts, guiding Fresh Foods Supermarkets into a new frontier. “The sky is almost blue here,” she says of her new home state. “And there’s no glass ceiling between me and the sky.”

Questions

 

  1. What steps can Vivian Noble take to recruit and develop her new workforce?
  2. What other ways can Noble help her company reach out to the community?
  3. How will Fresh Foods Supermarkets as whole benefit from successfully moving into this new region of the country?
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IIBMS – The New Frontier for Fresh Foods Supermarkets

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Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

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Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

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XIBMS – Re-engineering the Business Process at Procter & Gamble

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XIBMS – Re-engineering the Business Process at Procter & Gamble

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XIBMS – Re-engineering the Business Process at Procter & Gamble

Procter & Gamble (P&G), a multinational corporation, known for its products that include diapers, shampoo, soap, and tooth-paste, was committed to improve value to the customer. Its products were sold through various chanels such as grocery retailers, wholesalers, mass merchandisers, and club stores. The flow of goods in the retail grocery channel was from the factory’s warehouse to the distributor’s warehouses, to the stores where the grocery stores where customers selected the merchandise from the shelves.

The improvement-driven company was not satisfied with its performance and developed a variety of programs to improve the service and efficiency of its operation. One such program was the electronic data inter-change (EDI) that provided daily information about shipments from the retail stores to P & G. the installation of the system resulted in better service, reduced inventory levels, and labor cost savings. Another approach, the continuous replenishment program (CRP), provided additional benefits for P & G as well as its customer retailers. Eventually, the total ordering system was redesigned with the result in dramatic performance improvements.

The re-engineering efforts also required restructuring the organization. P & G has been known for its brand management for more than 50 years. But in the late 1980s and early 1990s, the brand management approach pioneered by the company in the 1930s required a rethinking and restructuring. In a drive to improve efficiency and coordination, several brands were combined with authority and responsibility given to category managers. Such as manager would determine overall pricing and product policies. Moreover, the category managers were given the authority to delete weak brands and thus avoid conflicts between similar brands. The category managers were also held responsible for profits of product categories for all stores. The switch to category management required not only new skills, but also a new attitude.

Questions:

  1. The re-engineering efforts focused on the business process system. Do you think other processes, such as the human system, or other managerial policies need to be considered in a process redesign?
  2. What do you think was the reaction of the brand managers, who may have worked under the old system for many years, when the category management structure was installed?
  3. As a consultant, would you have recommended a top-down or bottom-up approach, or both, to process redesign and organizational change? What are the advantages and disadvantages of each approach?
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XIBMS – Re-engineering the Business Process at Procter & Gamble

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Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by XIBMS Institute (Xavier Institute of Business Management Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at XIBMS Institute (Xavier Institute of Business Management Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery, ensuring students receive the necessary assistance to excel academically.

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Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

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IIBMS – Biyani – Pioneering a Retailing Revolution in India

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CASE – 2 

IIBMS – Biyani – Pioneering a Retailing Revolution in India

“I use people as hands and legs. I prefer to do thinking around here.”

─ Kishore Biyani, CEO & MD, Pantaloon Retail (India) Ltd.

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IIBMS – Biyani – Pioneering a Retailing Revolution in India

Kishore Biyani (Biyani), CEO& MD of Pantaloon Retail (India) Ltd., planned to have 30 Food Bazaar outlets, 22 outlets in Big Bazaar, 21 Pantaloons outlets, and four seamless malls under the Central logo, by the end of 2005. He also planned to launch at least three businesses every year and had already selected music, footwear and car accessories as his next areas of investments. He was already the top retailer in India followed by Raghu Pillai of RPG. As of 2004, Biyani headed a company that had a turnover of Rs 6,500 million and operated 13 Pantaloon apparel stores, 9 Big Bazaars, 13 Food Bazaars, and 3 seamless malls (Central), one each located in Bangalore, Hyderabad, and Pune.

Biyani’s journey from a person who looked after his family business to India’s top retailer in 1987, when he launched Manz Wear Pvt. Ltd. The company launched one of the first readymade trousers brands – ‘Pantaloon’ – in the country. The company also launched its first jeans brand called ‘Bare’ in 1989. On September 20, 1991, Manz Wear Pvt. Ltd. went public and on September 25, 1992, it changed its name to Pantaloon Fashions (India) Limited (PFIL). ‘John Miller’ was the first formal shirt brand from PFIL.

The company opened its first apparel stores, called ‘Pantaloons’ at Kolkata in August 1997. The stores generated Rs 70 million. Biyani then realized the potential of the Indian market and started to aggressively tap it. Accordingly, Biyani decided to expand into other segments of retailing besides apparel. To reflect this change in focus, the company changed its name to Pantaloon Retail (India) Limited (PRIL) in July 1999 and set itself a target of achieving Rs 10 billion in sales by June 2005. In course of time he launched three other retail formats — Big Bazaar, Food Bazaar, and Central.

Biyani didn’t believe in copying ideas from western retailers. He was critical of his peers who felt just copied ideas form the west without making any effort to mold them to Indian conditions. He ensured that his store formats such as Big Bazaar, Food Bazaar, and Pantaloons were all suited to the purchasing style of Indian consumers.

Biyani was a huge risk taker and his planning was always different from the conventional way of doing business. This was also one of the factors that had prompted Biyani to move away from his father’s conventional way of doing business. During the initial stages of his success, his risk-taking attitude sometimes had the effect of turning away financiers. The biggest risk that Biyani took was in opening Big Bazaar in Mumbai in 2001. The company needed money to expand Big Bazaar’s operations. However, it had profits of only Rs 40 million with a low share price at eighteen rupees. Therefore, Biyani could not raise money through equity. In light of this situation, Biyani took a loan of Rs 1,200 million from ICICI for launching the operations of Big Bazaar, which increased his debt exposure. However, Big Bazaar proved to be a resounding success with 100,000 customer visits in its first week of operations. According to analysts, if Big Bazaar had failed, Biyani would have landed in a severe debt crisis. The success of Big Bazaar not only increased the company profits, it also changed the perception of investors.

Many people criticized Biyani for not delegating authority and Biyani himself accepted the criticism. He said, “I use people as hands and legs. I prefer to do the thinking around here.” He preferred taking individual decision on activities like strategic planning, ideas for other ventures, and other important issues. It was because of this that managers like Kush Medhora of Westside were initially apprehensive about joining Biyani’s business. However, Biyani changed his attitude gradually with the launch of Big Bazaar, Food Bazaar, and Central and appointed different people for managing different business units.

Biyani believed in leading a simple life and in being simply dressed. His vision came from his diverse reading connected to retailing and other areas. He made it a point to visit each of his stores across the country. He aimed to spend at least seven hours a week at the stores. In the stores, he would stand at a corner and observe people. He also walked on streets, met common people, and talked to local leaders to plan and put up new products in his stores. Each of his stores was set with a weekly target, which was reviewed every Monday. Whenever a new store was opened, the details of its operations during the first 45 days were to be sent to him. Sometimes, he suggested remedies to some problems. Biyani believed in extensive advertising to make more people know about the product. His decision making was quick and devoid of unnecessary delays. Biyani was also a good learner and learned quickly from his mistakes. He planned to improve inventory management through responding effectively to the demands of the customers rather than forecasting them, as he felt that forecasting would pile up the inventory in this dynamic market.

 

Questions

 

  1. The tremendous success of the ‘Pantaloons’, ‘Big Bazaar’ and ‘Food Bazaar’ retailing formats, easily made PRIL the number one retailer in India by early 2004, in terms of turnover and retail area occupied by its outlets. Explain how Biyani is further planning to consolidate his businesses.
  2. “Our striving toward looking at the Indian market differently and strategizing with the evolving customer helped us perform better.” What other qualities of Kishore Biyani do you think were instrumental in making him top retailer of India?
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IIBMS – Biyani – Pioneering a Retailing Revolution in India

At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses.

Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically.

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Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution.

Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

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IIBMS – Your Job and Your Passion—You Can Pursue Both!

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CASE – 1  

Your Job and Your Passion—You Can Pursue Both!

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IIBMS – Your Job and Your Passion—You Can Pursue Both!

The 21st century offers many challenges to every one of us. As more firms go global, as more economies interconnect, and as the Web blasts away boundaries to communication, we become more informed citizens. This interconnectedness means that the organizations you work for will require you to develop both general and specialized knowledge—such as speaking multiple languages, using various software applications, or understanding details of financial transactions. You will have to develop general management skills to foster your ability to be self-reliant and thrive in a changing market-place. And here’s the exciting part: As you build both types of knowledge, you may be able to integrate your growing expertise with the causes or activities you care most about. Or, your career adventure may lead you to a new passion.

Former presidents George H. W. Bush and Bill Clinton are well known for combining their management skills—running a country—with their passion for helping people around the world. Together they have raised funds to assist disaster victims, those with HIV/AIDS, and others in need. Jake Burton turned his love of snow sports into an entire industry when he founded Burton Snowboards. Annie Withey poured her business and marketing knowledge into her two famous business ventures: Smartfood and Annie’s Homegrown. Both products were the result of her passion for healthful foods made from organic ingredients.

As you enter the workforce, you may have no idea where your career path will lead. You may be asking yourself, “How will I fit in?” “Where will I live?” “How much will I earn?” “Where will my business and personal careers evolve as the world continuous to change at such a fast pace?” If you are feeling nervous because you don’t know the answers to these questions yet, relax. A career is a journey, not a single destination. You may have one type of career or several. It is likely you will work for several organisations, or you may run one or more businesses of your own.

As you ask yourself what you want to do and where you want to be, take a few minutes to review the chapter and its main topics. Think about your personality, what you like and dislike, what you know and what you want to learn, what you fear and what you dream. Then try the following exercise.

Questions

 

  1. Create a three-column chart in which the first column lists nonmanagement skills you have. Are you good at travel? Do you know how to build furniture? Are you a whiz at sports statistics? Are you an innovative cook? Do you play video games for hours? In the second column, list the causes or activities about which you are passionate. These may dovetail with the first list, but they might not.
  2. Once you have you two columns complete, draw lines between entries that seem compatible. If you are good at building furniture, you might have also listed a concern about families who are homeless. Remember that not all entries will find a match—the idea is to begin finding some connections.
  3. In the third column, generate a list of firms or organizations you know about that reflect your interests. If you are good at building furniture, you might be interested working for the Habitat for Humanity organization, or you might find yourself gravitating towards a furniture retailer like Ikea or Ethan Allen. You can do further research on organizations via Internet or business publications.
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IIBMS – Your Job and Your Passion—You Can Pursue Both!

At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses.

Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically.

We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of IIBMS Institute (Institute Indian Institute of Business Management & Studies).

IIBMS Answer Sheets

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Customized Answer Solutions

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Comprehensive Answer Sheets

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Academic Writing Services

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Expertly Crafted Answers

Personalized Guidance

Reliable IIBMS Assistance

Get expert assistance with your IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments and answer sheets from our professional academic writing services.

Our team specializes in supporting students with IIBMS Institute (Institute Indian Institute of Business Management & Studies) coursework, ensuring top-notch answer sheets and comprehensive solutions.

Ace, with our tailored assistance, your IIBMS Institute exams, offering precise guidance and accurate answer sheet preparation.

Seeking reliable help for your IIBMS Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support.

Score high in your IIBMS Institute assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.

IIBMS Institute Project Report Writing Services

IIBMS Institute Customized Project Reports

IIBMS Institute Project Support

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Tailored Solutions for Project Reports

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IIBMS Institute Detailed Project Documentation

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IIBMS Institute Custom Project Report Formats

IIBMS Institute Project Research and Analysis

MBA/EMBA/GMS/DMS Project Reports

IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments, solved papers, and study materials are available through our academic writing services.

Seeking assistance with IIBMS Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs.

Our specialized academic writing support simplifies access to IIBMS Institute (Institute Indian Institute of Business Management & Studies) question papers and model answers.

Need expert guidance for your IIBMS Institute assessments? Our service offers comprehensive solutions for students seeking assistance.

Our academic writing services ensure precise and high-quality answers for IIBMS Institute assignments, aiding students in their educational journey.

Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution.

Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

IIBMS – Your Job and Your Passion—You Can Pursue Both! Read More »

XIBMS – The Daimler-Chrysler Merger: A New World Order?

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XIBMS – The Daimler-Chrysler Merger: A New World Order?

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XIBMS – The Daimler-Chrysler Merger: A New World Order?

In May 1998, Daimler-Benz, the biggest industrial firm in Europe and Chrysler, the third largest carmaker in the US merged. The carefully planned merger seemed to be a “strategic fit.’’ Chrysler with its lower-priced cars, light trucks, pickups, and its successful minivans appeared to complement Daimler’s luxury cars, commercial vehicles, and sport utilities. There was little product-line overlap with the exception of the Chrysler’s Jeep and Daimler’s Mercedes M-Class sport utility vehicles.

The merger followed a trend of other consolidations. General Motors owns 50 percent of Swedish Saab AB and has subsidiaries Opel in Germany and Vaxuhall in England. Ford acquired British Jaguar and Aston Martin. The German carmaker BMW acquired British Rover, and Rolls Royce successfully sold its interests to Volkswagen and BMW. On the other hand, the attempted merger of Volvo and Renault failed and Ford later acquired Volvo.

The Daimler-Chrysler cross-cultural merger has the advantage of both CEO’s having international experience and knowledge of both German and American cultures. Chrysler’s Robert Eaton had experience in restyling Opel cars in GM’s European operation. Mr. Lutz, the co-chair at Chrysler, speaks fluent German, English, French, and Italian, and has past work experience with BMW, GM, and Ford. Daimler’s CEO Juergen Schrempp worked in the US with Euclid Inc. and has experience in South Africa giving him a global perspective.

Background

Lee lacocca, the colorful Chrysler Chairman left Ford for Chrysler because of a clash with Henry Ford II in 1978. He is credited with saving Chrysler from bankruptcy in 1979/1980, when he negotiated a loan guaranty from the US government. Iacocca also led Chrysler’s CEO who negotiated the 1998 merger with Daimler, replaced Iacocca in 1992.

At the time of the merger, Daimler was selling fewer vehicles than Chrysler, but had higher revenues. Daimler’s 300,000 employees worldwide produced 715,000 cars and 417,000 trucks and commercial vehicles in 1997. The company

was also in the business of airplanes, trains, and helicopters, and two thirds of its revenue came from outside Germany.

So, why would Daimler in Stuttgart go to Chrysler in Detroit? The companies had complementary product lines and Chrysler saw the merger as an opportunity to over come some of the European trade barriers; but the primary reasons for mergers in the auto industry are technology (high fixed costs) and overcapacity. Only those companies with economies of scale can survive. Mr. Park, the President of Hyundai Motor Company stated that the production lines in Korea operate at about 50 percent of capacity in 1998. The auto industry could produce about 1/3 more cars. It has been predicted that only six or seven major carmakers will be able to survive in the next century. This makes merger more of a competitive necessity than a competitive or strategic advantage.

Daimler + Chrysler = New Car Company

In the late 1980s and the early 1990s, the Japanese made great strides in the auto industry through efficient production and high quality. Now the German carmaker changes the car industry with the Daimler-Chrysler merger in which the former having 53 percent ownership and the latter the rest. The new car company is now the fifth largest in the world and could become the volume producer in the whole product line range.

The respective strengths are that Daimler is known for its luxury cars and its innovation in small cars (A-Class, Smart Car). Chrysler, on the other hand, has an average profit per vehicle that is the highest among the Big 3 (GM, Ford, and Chrysler) in Detroit, thanks to the high margins on minivans and Jeeps. Chrysler is also known for its highly skilled management and efficient production. Low cost and simplicity (e.g. Neon model) are other hallmarks of Chrysler.

Juergen Schrempp – A Shake-Up Artist?

Besides arranging for the Daimler-Chrysler merger, Juergen Schrempp initiated many changes in the German operation. When he took office, he felt that the company was without purpose and direction. Consequently, he divested AEF and reduced the number of businesses from 35 to 23. His emphasis on shareholder value is counter to traditional German business culture. Schrempp models his

Managerial style after General Electric CEO Jack Welch. Welch believes the GE should be No. 1 or No. 2 (or have a plan aimed at getting there) in a given market or business, or the company should get out of this market.

Yet, Schrempp faces many challenges. In the next century, Mercedes will face tough competition from the Japanese Lexus, infinity, and Acura as well as BMW and Ford’s Jagur. Germany’s labor cost is the highest in the world and it requires 60 to 80 hours to build a Mercedes while to takes only 20 labor hours to build a Lexus. Schrempp needs to cut costs and improve productivity in order to survive. To remain competitive in a global market with fewer, but larger automakers, Daimler-Chrysler has to grow and introduce new models. At the Frankfurt Auto Show in 1999, the company announced that it would invest $48 billion to introduce 64 new models in the next five years.

Strategy Implementation: The Achilles’

Heed of the Merger?

The formulation of the merger strategy was carefully planned. The global perspectives of Schrempp and Eaton as well as the product line indicate a fit. Yet, implementing a well conceived strategy provides its own challenges. Some Chrysler designers and mangers saw the merger more as a takeover by Daimler, and consequently left the firm to join GM and Ford. Mr. Eaton, who is the American moral booster, will soon retire. While there is a mutual understanding of the country and corporate culture on the highest organizational level, incorporating the different cultures and managerial styles on lower levels may be more difficult.

German top managers may rely on the 50 page report for discussion and decision making. Americans prefer one-to-one communication. Below the board level, subordinates typically research an issue and present it to their German boss, who usually accepts the recommendation. American managers frequently accept the report and file it away, frustrating German subordinates. Also, Chrysler designers are frustrated with not being involved in the design of Mercedes cars. Although there are at this time two headquarters (Detroit and Stuttgart), a top manager predicted that in the near future there would be only one – in Germany.

Both the Americans and Germans can learn from each other. Germans need to write shorter reports, be more flexible, reduce bureaucracy, and speed up managerial decision making. American mangers, on the other hand, hope to learn from the Germans. As one Chrysler employee said: “One of the real benefits to us is instilling some discipline that we know we needed but weren’t able to inflict on ourselves.’’

 

Questions:

  1. Evaluate the formulation of the merger between Daimler and Chrysler. Discuss the strategic fit and the different product lines.
  1. Assess the international perspectives of Eaton and Schrempp.
  1. What are the difficulties in merging the organizational cultures of the two companies?
  1. What is the probability of success of failure of the merger? What other mergers do you foresee in the car industry?
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XIBMS – The Daimler-Chrysler Merger: A New World Order?

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At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at XIBMS Institute (Xavier Institute of Business Management Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses.

Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by XIBMS Institute (Xavier Institute of Business Management Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at XIBMS Institute (Xavier Institute of Business Management Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery, ensuring students receive the necessary assistance to excel academically.

We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of XIBMS Institute (Xavier Institute of Business Management Studies).

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Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution.

Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

XIBMS – The Daimler-Chrysler Merger: A New World Order? Read More »

IIBMS – REBRANDING MCJOBS

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CASE: 3       REBRANDING MCJOBS 

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IIBMS – REBRANDING MCJOBS

As with most fast-food restaurant chains, McDonald’s needs more people to fill jobs in its vast empire. Yet McDonald’s executives are finding that recruiting is a tough sell. The industry is taking a beating from an increasingly health-conscious society and the popular film Supersize Me. Equally troublesome is a further decline in the already dreary image of employment in a fast-food restaurant. It doesn’t help that McJob, a slang term closely connected to McDonald’s, was recently added to both Merriam-Webster’s Collegiate Dictionary and the Oxford English Dictionary as a legitimate concept meaning a low-paying, low-prestige, dead-end, mindless service job in which the employee’s work is highly regulated.

McDonald’s has tried to shore up its employment image in recent years by improving wages and adding some employee benefits. A few years ago it created the “I’m loving it” campaign, which took aim at a positive image of the golden arches for employees as well as customers. The campaign had some effect, but McDonald’s executives realized that a focused effort was needed to battle the McJob image.

Now McDonald\’s is fighting back with a “My First” campaign to show the public—and prospective job applicants—that working at McDonald\’s is a way to start their careers and develop valuable life skills. The campaign’s centerpiece is a television commercial showing successful people from around the world whose first job was at the fast-food restaurant. “Working at McDonald\’s really helped lay the foundation for my career,” says ten-time Olympic track and field medalist and former McDonald\’s crew member Carl Lewis, who is featured in the TV ad. “It was the place where I learned the true meaning of excelling in a fast-paced environment and what it means to operate as part of a team.”

Richard Floersch, McDonald\’s executive vice president of human resources, claims that the company’s top management has deep talent, but the campaign should help to retain current staff and hire new people further down to hierarchy. “It’s a very strong message about how when you start at McDonald\’s, the opportunities are limitless,” says Floersch. Even the McDonald\’s application form vividly communicates this message by showing a group of culturally diverse smiling employees and the caption “At McDonald\’s You Can Go Anywhere!”

McDonald\’s has also distributed media kits in several countries with factoids debunking the McJob myth. The American documentation points out that McDonald\’s CEO Jim Skinner began his career working the restaurant’s front lines, as did 40 percent of the top 50 members of the worldwide management team, 70 percent of all restaurant managers, and 40 percent of all owner/operators. “People do come in with a ‘job’ mentality, but after three months or so, they become evangelists because of the leadership and community spirit that exists in stores,” says David Fairhurst, the vice president for people at McDonald\’s in the United Kingdom. “For many, it’s not a job, but a career.”

McDonald\’s also hopes the new campaign will raise employee pride and loyalty, which would motivate the 1.6 million staff members to recruit more friends and acquaintances through word of mouth. “If each employee tells just five people something cool about working at McDonald\’s, the net effect is huge,” explains McDonald\’s global chief marketing officer. So far the campaign is having the desired effect. The company’s measure of employee pride has increased by 14 percent, loyalty scores are up by 6 percent, and 90-day employee turnover for hourly staff has dropped by 5 percent.

But McDonald\’s isn\’t betting on its new campaign to attract enough new employees. For many years it has been an innovator in recruiting retirees and people with disabilities. The most recent innovation at McDonald\’s UK, called the Family Contract, allows wives, husbands, grandparents, and children over the age of 16 to swap shifts without notifying management. The arrangement extends to cohabiting partners and same-sex partners. The Family Contract is potentially a recruiting tool because family members can now share the same job and take responsibility for scheduling which family member takes each shift.

Even with these campaigns and human resource changes, some senior McDonald\’s executives acknowledge that the entry-level positions are not a “lifestyle” job. “Most of the workers we have are students—it’s a complementary job,” says Denis Hennequin, the Paris-based executive vice president for McDonald\’s Europe.

Questions

  1. Discuss McDonald\’s current situation from a human resource planning perspective.
  2. Is McDonald\’s taking the best approach to improving its employer brand? Why or why not? If you were in charge of developing the McDonald\’s employer brand, what would you do differently?
  3. Would “guerrilla” recruiting tactics help McDonald\’s attract more applicants? Why or why not? If so what tactics might be effective?
\"IIBMS

IIBMS – REBRANDING MCJOBS

At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses.

Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically.

We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of IIBMS Institute (Institute Indian Institute of Business Management & Studies).

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Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution.

Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

IIBMS – REBRANDING MCJOBS Read More »

XIBMS – Developing Verifiable Goals

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XIBMS – Developing Verifiable Goals

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XIBMS – Developing Verifiable Goals

The division manager had recently heard a lecture on management by objectives.  His enthusiasm, kindled at that time, tended to grow the more the thought about it.  He finally decided to introduce the concept and see what headway he could make at his next staff meeting.

            He recounted the theoretical developments in this technique, cited the advantages to the division of its application, and asked his subordinates to think about adopting it.

            It was not as easy as everyone had thought.  At the next meeting, several questions were raised. “Do you have division goals assigned by the president to you for next year ?” the finance  manager wanted to know.

            “No, I do not,” the division manager replied. “I have been waiting for the president’s office to tell me what is expected, but they act as if they will do nothing about the matter.”

            “What is the division to do, then?” the manager of production asked, rather hoping that no action would be indicted.

            “I intend to list my expectations for the division,” the division manager said. “There is not much mystery about them.  I expect $30 million in sales; a profit on sales before taxes of 8 percent; a return on investment of 15 percent; an ongoing program in effect by June 30, with specific characteristics I will list later, to develop our own future managers; the completion of development work on our XZ model by the end of the year; and stabilization of employee turnover at 5 percent.’’

            The staff was stunned that their superior had thought through to these verifiable objectives and stated them with such clarity and assurance. They were also surprised about his sincerity in wanting to achieve them.

            During the next month I want each of you to translate these objectives into verifiable goals for your own functions. Naturally they will be different for finance, marketing, production, engineering, and administration. However you state them, I will expect them to add up to the realization of the division goals.’’

Questions:

  1. Can a division manager develop verifiable goals, or objectives, when the president has not assigned them to him or her? How? What king of information or help do you believe is important for the division manager to have from headquarters?
  1. Was the division manager setting goals in the best way? What would you have done?
\"XIBMS

XIBMS – Developing Verifiable Goals

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At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at XIBMS Institute (Xavier Institute of Business Management Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses.

Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by XIBMS Institute (Xavier Institute of Business Management Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum.

Whether in MBA, EMBA, GMS, DMS, or any other programs offered at XIBMS Institute (Xavier Institute of Business Management Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery, ensuring students receive the necessary assistance to excel academically.

We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of XIBMS Institute (Xavier Institute of Business Management Studies).

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MBA Assignment Solutions

EMBA Case Study Solutions

GMS Answer Sheets

DMS Assignment Help

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Get expert assistance with your XIBMS Institute (Xavier Institute of Business Management Studies) assignments and answer sheets from our professional academic writing services.

Our team specializes in supporting students with XIBMS Institute (Xavier Institute of Business Management Studies) coursework, ensuring top-notch answer sheets and comprehensive solutions.

Ace, with our tailored assistance, your XIBMS Institute exams, offering precise guidance and accurate answer sheet preparation.

Seeking reliable help for your XIBMS Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support.

Score high in your XIBMS Institute (Xavier Institute of Business Management Studies) assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.

 

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Structured Project Report Services

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MBA/EMBA/GMS/DMS Project Reports

 

XIBMS Institute (Xavier Institute of Business Management Studies) assignments, solved papers, and study materials are available through our academic writing services.

Seeking assistance with XIBMS Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs.

Our specialized academic writing support simplifies access to XIBMS Institute (Xavier Institute of Business Management Studies) question papers and model answers.

Need expert guidance for your XIBMS Institute assessments? Our service offers comprehensive solutions for students seeking assistance.

Our academic writing services ensure precise and high-quality answers for XIBMS Institute assignments, aiding students in their educational journey.

 

Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution.

Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced.

Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually.

Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience.

Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively.

Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences.

Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.

XIBMS – Developing Verifiable Goals Read More »

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