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ISBM – A SnapComms quiz

ISBM /

Business Communication

 

CASE STUDY (20 Marks)

 

A SnapComms quiz containing two or more questions was sent out as a follow-up to IQ Direct to test for understanding of each bulletin’s content. (The control group was asked the same questions by email, but there were too few responses from those employees to yield any significant data). Not only did employees score full marks in 7495% of cases, but the Internal Communications team was also pleasantly surprised to find that staff enjoyed taking the quizzes. They had assumed that employees wouldn’t like completing them as it would remind them of being in school. What transpired was that staff felt better equipped to do their jobs. “SnapComms is brief, exactly to the point, and simple to understand…the quiz is also helpful as it shows how much we understood after answering the questions.” Pilot group employee. Throughout the pilot, the Internal Communications team consistently assessed the extent to which employee behavior had been influenced by the content of the messages delivered to them. The pilot team looked at four different procedures relating to those messages and conducted pre and post-pilot surveys. While there were significant increases in the level of readership, understanding of messages, satisfaction with the amount of content, and ease of use of the knowledge management system, they discovered that there was a much smaller improvement in how employees rated the messages in terms of helping them to do their job and that more work needed to be done to align the content of the message to the nature of customers’ calls.

 

Q1. How employee’s behavior was influenced by the contents of messages delivered to them. Explain.

 

Q2. How the staff felt better equipped to do their jobs. Discuss,

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IIBMS – Provide advice to an entrepreneur about firing employees

IIBMS /

Case II –

Provide advice to an entrepreneur about firing employees

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IIBMS – Provide advice to an firing employees

Firing an employee is a messy business. Just the thought of having to recruit, train and manage a new sales soul is enough to keep some sales managers from following through with the task. But holding on to a salesperson who’s not performing or who’s disruptive to the team is guaranteed to exacerbate matters down the road. But how do you know when it’s time to say “you’ve gotta go”? It’s simple, according to Tricia Timkin: “Lack of production, lack of production, lack of production,” says the president of Padigent, a Carol Stream, Illinois, human resources consulting firm for emerging companies.

Dave Anderson, president of Dave Anderson’s Learn to Lead, concurs that performance is one criterion for firing. Anderson, who’s Los Altos, California, company offers sales, management and leadership consulting, thinks reps who are “dishonest, selfish or disrespectful” should face the axe.

You may fear firing a rep will cause a morale dip in the troops. After all, someone’s buddy is getting shown the door. But making a tough choice can bolster the spirits of your sales squad. Says Tamkin: “Firing can positively affect morale [because] it sends a message that the company will take strong measures to ensure the success of the organization. Poor performers lower the morale of the team, and they continually break momentum and diminish the credibility of the sales manager.

Before firing, however, steps must be taken to legally protect your business. It’s crucial that the employee has been warned in advance in writing. Coaching sessions with failing sales people will help protect you when it comes time to separate. Tamkin advises that documentation must be developed in advance of the firing, and that when it comes time for the employee to go, the manger should conduct an exit interview. Though firing will never be a savory part of a manager’s job description, it’s short – term pain for long – term gain. “Managers have to realize that when they keep the wrong person,” Anderson says, “there’s more damage to the company than just lack of production.”

Here are some firing guidelines from William Skip Miller’s ProActive Sales Management (AMACOM):

  1. Never in your office: if it’s your office, you can’t leave if the employee wants to stay and talk.
  2. Short and Sweet: As you walk in the door, say, “The reason I’m here is to tell this is your last day of employment with this company.” Just get it out.
  3. Never on a Friday: If fired on a Friday, the employee can’t start the process of feeling good. All he or she can do is stew about it over the weekend.
  4. Outside help: If the employee says he or she has consulted an attorney or other legal counsel, stop the conversation immediately and consult your HR department or attorney, whoever helped you draft your company policy.
  5. No hanging around: Personal effects can be retrieved, but have the person leave the building.

Advice to an entrepreneur:

An entrepreneur, whose business has stopped growing, has read the above article and comes to you for advice:

  1. Gee, these managers discussed in the article are a bit rough. Even if one particular person is not producing as expected, doesn’t this person still deserve to be treated with respect?
  2. It appears that the automatic assumption is that the employee is at fault for not performing and therefore should be fired. But shouldn’t the responsibility fall on me as the manager and the system that I have introduced? Maybe the person is performing as well as the situation allows?
  3. How am I to build team spirit within my small company when I single out one person for lack of production and fire him or her?
\"IIBMS\"

IIBMS – Provide advice to an firing employees

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.

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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.

 

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ISBM – A Regional Administration Office of a company was hastily set up.

ISBM /

Essential of Management

 

CASE STUDY (20 Marks)

 

A Regional Administration Office of a company was hastily set up. Victor D.Cuhna a young executive was directly recruited to take charge of the Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The officer cadre of the administrative office was a mix of directly recruited officers and promoted officers (promotion from within the organization). Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on-the-job training because when results were not up to the expectations blame was brought on the Data Processing Cell. Victor D.Cuhna realized that the administrative office was heading for trouble. He also realized that certain functional aspects of the administrative office were not clearly understood by various functionaries, and systems and procedures were blindly and randomly followed. Feedback was random, scanty, and controversial, and the Data Processing Cell had to verify every item of feedback. Delays were inevitable. D.Cuhna sought the permission of senior management to conduct a seminar on communication and feedback of which he was an expert. The permission was grudgingly given by the senior management. Everyone appreciated the seminar. Following the first seminar, D.Cuhna conducted a one-week training course for the clerical cadre, especially for the junior, freshly recruited clerks.

 

Q1. Diagnose the problem and enumerate the reasons for the failure of D.Cuhna.

 

Q2. What is Training? Explain the different methods of training.

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XIBMS – SEN SCHWITZ – INTERNATIONAL BUSINESS

XIBMS /

XIBMS – SEN SCHWITZ – INTERNATIONAL BUSINESS

\"XIBMS\"

XIBMS – SEN SCHWITZ – INTERNATIONAL BUSINESS

To the Florid-faced German at Frankfurt Airport\’s immigration-counter, he appeared to be just another business traveller. True, but a bit of an understatement. The man under scrutiny was Binoy Sen, whom the Indian media referred to as the Boom-Box king.

At 14, he had assembled, from parts scavenged from the local dump, a spool-recorder that had fitted nicely into a suitcase. By the time he time he was 37, in 1979, Sen & Sen (S&S), a company he had promoted with his elder brother, Sanjoy — who made up for his lack of technical expertise with a razor sharp business brain — was Asia\’s largest manufacturer of radios and cassette-recorders. Now, at 56, he presided over India\’s largest audio-Products Company. Sen-Schwitz, a joint venture with the Frankfurt-based consumer electronics giant, Schwitz GMBH.

S&S association with Schwitz had actually begun in 1984. Music had become a movement in Europe at that time, with immigrant labour of all colour and teenagers of all sizes constituting market-segments that no company could afford to ignore. But their means were slender, and intensity of output, rather than nuances of pitch and tone, was what they were concerned about. Since assembling was a labour and cost intensive process, at least in Europe, Schwitz could not manufacture low-end boom-boxes cheaply.

So, the company turned to Asia, where it was certain some Chinese or Taiwanese company could meet its requirements. None could. However, on a reach of Taiwan, one of the company\’s managers had spotted a couple of S&S products at a retail outlet. While this Indo-German relationship had begun as a vendor-buyer one, Helmut Schwitz, 51, the CEO of Schwitz — no relation of Adolf Schwitz, who had founded the company just after the end of World War II — took an instant liking to the Sen brothers. Two years after S&S started supplying it products, in 1986, the German company acquired a 10 per cent stake in its Indian supplier.

IN 1992, when Schwitz released that he could no longer ignore the Indian market and the Sens accepted the fact that they couldn\’t survive the threat from global competition without technology and marketing support from their German Partner, they formed a formal joint venture. The Sens and the German company both held 26 per cent stakes in Sen-Schwitz, with the rest being divided between the financial institutions and the investing.

The joint venture did well right from its inception. The transnational\’s superior quality standards and S&S strong distribution network worked wonders. Within 2 years, the company had managed to carve out a 45 per cent share of the Rs. 795-crore market. The Sens were happy and so was Schwitz. By 1998, Sen Schwitz\’s share had increased to 65 per cent in a market that had grown to Rs. 1,150 crore, And when Sen reached Frankfurt for the annual review of the joint venture that Schwitz GMBH insisted on — the company had 7 joint ventures across Asia and Latin America — he could not but help feeling that all was well with the world of music and money.

Sen\’s feelings were only amplified during the review. After the preliminary greetings, Helmut Schwiz took the oais. The room darkened, and a series of PowerPoint images flashed on the screen behind Schwiz as he spoke. Sen caught only fragments of the German\’s heavily accented voice, his attention was focused on the images and the bullets of text they contained. Sen scrawled a few of them on his notepad

* A turnover of $ 100 billion by 2005

* AQ growth – rate of 20 per cent a year.

* 35 per cent of the growth coming from India and China Then. Schwiz started speaking about India and Sen\’s attention moved from the screen to the man. What he heard pleased him. \”Sen-Schwiz has a marketshare of 65 per cent in a market that is growing at the rate of 30 per cent a year. As far as our targets for 2005 go, we believe that it is our most promising joint venture.\”

The blow fell later, during the break for lunch. Sen and Chris Liu who headed the company\’s joint venture in Taiwan, were exchanging notes when Schwiz butted in and, in his characteristic overbearing fashion, quickly monoeuvrec Sen to one corner of the room.

\”India is, clearly, the market of the future, Binoy,\” he said, biting into a roll. \”You\’re doing a great job, and can expect support from me for all your endeavours. But I\’m worried about your margins.\” Here it comes, thought Sen, the twist in the tall. \”A post tax margin of 8 per cent doesn\’t look too good,\” continued Schwiz, \”especially when seen in the light of rising volumes. We should take a fresh look at our Indian operations, Why don\’t you meet with Andrew?\”

Suddenly, Sen was on guard. The 55 year old Andrew Fotheringay was Schwiz\’s President (International Operations). Sen liked him; they had worked together when the joint venture was being set up, and had been impressed by his eye for detail. But he also knew that Fotheringay was Schwiz\’s hatchetman. \”What\’s on your mind, Helmut ?\” he asked point-blank \”oh, nothing yet,\” replied Schwiz, \”but we have to find a way to introduce more products into the Indian market without stretching Sen-Schwitz, Talk to Andrew.\”

That wasn\’t to be Fotheringay, whose wife was 9 months pregnant, had to suddenly leave for London, but promised to fly down to Calcutta, where Sen-Schwitz was based as soon as the baby was born. Now, Sen was sure that something was up : Fotheringay wasn\’t the kind of manager to do something like that for nothing. Sen voiced his fears at a meeting of the Sen-Schwitz board, which had been scheduled on the day of his return. One of the board members, R. Raghavan, 53 a professor of corporate strategy at the Indian Institute of Management, Gauhati, felt that Sen was over reaching I don\’t think it is quite what you think, Sanjoy he started although Sen hadn\’t put any specifics to his fears. \”Sen-Schwitz is, as BUSINESS TODAY keeps reminding us, evidence that there is, indeed, scope for a win-win joint venture even in the Indian context.\”

He was wrong. Sure, the joint venture has benefited from the German parent\’s technical expertise. In turn Schwitz GMBH had profited substantially from Sen Schwitz\’s dividend pay-outs : more than 25 per cent every year. Werner Kohl, 48 Sen Schwitz\’s Technical Director, seemed to agree with the professor. Kohl was a Schwitz nominee on the board, and had been a Vice-president (Operations) at the transnational\’s Hamburg plant before being seconded to Sen-Schwitz for a 5 year period. But Kohl Sen knew was not likely to know what was happening back home.

The one person who agred with Sen was Rajesh Jain 44, the IDBI nominee on the board, who expressed the opinion that Schwiz GMBH could possiibly, be planning another joint venture with some other company. That sounded far-fetched even to Sen. Sen-Schwitz\’s closest per cent. Besides, no company could match Sen-Schwitz;\’s distribution network. So, he decided to let his fears abate till Fotneringay could either dispet them — or make them come alive.

True to his word, Fotheringay, now the proud father of his first daughter landed up in Calcutta a week later. He first met the company\’s functional heads, and gave them a pep talk: \” Sen-Schwitz\’s volumes-thrust should be backed by a profitability focus. Once we ensure margins of 13 to 15 per cent, we will be on our way.\”

Alone with Sen, though, Fotheringay quickly laid his cards on the table. Schwitz, he informed Sen, wished to set up a 100 per cent subsidiary in the country. Sen\’s mind was, suddenly, clear. He had been a fool not to see it coming. All that talk about restructuring the joint venture, introducing newer models, and the need for higher margins led up to just one thing: a fully-owned Schwiz subsidiary.\” So what does this mean for us, Andrew,\” he asked, \”Is this advance warning about a parting of ways?\”

Fotheringay was quick to dispel this notion. \”The subsidiary will not compromise the interests of the joint venture. Schwitz has a long-term commitment to the India market, and this subsidiary is just a step in that director.\”

All this talk-about commitment, realized Sen, was taking them nowhere. He sounded just a little imitated when he spoke: \”I just can\’t understand why you people are even considering a subsidiary when the joint venture has been so successful. We have a great brand, good products, the finest distribution network in the business, and an excellent supply chain Together, we have created a matrix that has delivered. Why does Schwitz want to reinvent the wheel?\”

Fotheringay\’s answers didn\’t satisfy him. He made some noises about the subsidiary taking upon itself a large portion of the expenses involved in building the Sen-Schwitz brand, thereby reducing its operational expenses, and improving its margins. Sen was quick to point out that the Government of India did not view proposals for fully-owned marketing subsidiaries favourably. \”Besides, does this mean that we transfer our marketing and distribution network to the subsidiary?\” he asked incredulously.

Fotheringay side-stepped the issue: \”No, no, the subsidiary will only manufacturer products.\” Reading the look on Sen\’s face, he hastened to enumerate Schwitz\’s gameplan: \’Of course, none of our offerings will complete directly with Sen-Schwitz As you are aware, the audio systems market is fairly segmented, so there is a great deal of potential for new offerings. We want to set up a committee from Sen-Schwitz and Schwitz to decide on the respective roadmaps of the joint venture and the subsidiary so as to avoid any conflict.\”

\”That apart,\” he smiled, here comes the carrot, thought Sen and he wasn\’t wrong, \”the Sens will have the option to buy upto 49 per cent of the subsidiary\’s equity when it goes in for an

IPO.\” The subsidiary is not even off the ground, thought Sen and Andrew is already speaking in terms of US and THEM

Fotheringay took Sen\’s silence to mean acceptance. \”The other reason,\” he continued, \”is that we cam use the subsidiary to introduce our premium brands into the country. There is evidence that the market for premium audio-systems is all set to boom. Think about it, Binoy. The subsidiary will only strengthen the strategic relationship between the Sens and Schwitz GMBH.\”

The Sens aren\’t involved, thought Sen; this is an issue that concern Sen-Schwiz and Schqitz. But he didn\’t want to split hairs, and promised, instead, to think about it.

 

Sen-Schwitz\’s Executive Committee thought about it for 3 months. And it still didn\’t make sense to them. Schwitz GMBH operated through joint ventures in every part of the developing world. Only in the US, UK, and France did it have fully-owned subsidiaries, using the subsidiary as a sink that would absorb the joint venture\’s marketing expenses didn\’t make sense too.

\”It sounds altruistic,\” said V.K. Kapur, 44, the company\’s head of marketing. \”If launching more products is the only behind the subsidiary, there is no reason why the joint venture cannot serve that purpose.\” Sen and the rest of the Committee had to agree. \”There\’s also no reason why we cannot improve our margins by focusing on our operational efficiencies,\” argued Ajay Singh, 46, Sen Schwitz Director, operations, and Sen had to agree.

He decided to discuss the matter with Sanjoy, who had retired from the business, and was involved in managing a charity. But Sen didn\’t get a chance. News-agency had picked up a report that had appeared in the Financial Times Schwitz\’s decision to set up a 100 per cent subsidiary in India. The report created a major stir in the Bombay stock Exchange, with the price of Sen-Schwitz\’s stock falling by 30 per cent a day.

It was evident to Sen that no matter what Fotheringay and Schwitz thought, the stock-market perceived the subsidiary as a threat to the joint venture. It was also evident that the stock-market viewed Schwitz as the more valuable brand. \”I understand, \”Sanjoy told Binoy, when the situation had been explained to him. The technology is Schwitz\’s. The brand, at least the more powerful one, is theirs. And they have access to our distribution network. Face it, we don\’t have a plank to fight on.\”

Questions:

  1. Identify the sequence of events that has led to the current problem.
  2. Analyse the problem in the context of the process of globalization that has been increasingly witnesses over the past decade or so.
  3. Examine the \”fairness\” of establishing a 100% subsidiary by Schwitz GMBH when the alliance is on.
  4. What future course of action would you suggest to S&S? Give reasons for your answer.
\"XIBMS

XIBMS – SEN SCHWITZ – INTERNATIONAL BUSINESS

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

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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.

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ISBM – A recently released survey report of Govt. of India reveals that the employability of the graduates

ISBM /

CASE STUDY (20Marks)

 

A recently released survey report of Govt. of India reveals that the employability of the graduates passing out from universities is very low. Even all the graduates passing out from the Engineering Institutes are not employable. The reason cited for the same is that the requisite skill required by the various industries including mini, small, and medium enterprises, has not been incorporated in the curriculum of the universities and Institutes. Though the curriculum is good for the sake of knowledge, there is nothing for the skill development of the students. This may be because of the poor interaction between the industries and academicians. Keeping in view the large young population of India, Govt. has decided to impart skill development training to all eligible candidates in the following 3 parts (i) Basic training, for freshers and (ii) Upgrading skills training, by providing on-the-job training who are employed. (iii) World-class skill development training, for supplying skilled manpower to the world by providing world-class training.

 

Q1. What is the difference between education and skill?

 

Q2. Discuss the problem given in the above case study, and suggest the remedial measures.

 

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IIBMS – PROVIDE ADVICE TO AN ENTREPRENEUR ABOUT INTELLECTUAL PROPERTY PROTECTION

IIBMS /

Case I

PROVIDE ADVICE TO AN ENTREPRENEUR ABOUT INTELLECTUAL PROPERTY PROTECTION

\"IIBMS\"

IIBMS -INTELLECTUAL PROPERTY PROTECTION

Locked doors and a security system protect your equipment, inventory and payroll. But what protects your business’s most valuable possessions? IP laws can protect your trade secrets, trademarks and product design, provided you take the proper steps. Chicago attorney Kara E.F. Cenar of Welsh and Katz, an IP firm, contends that businesses should start thinking about these issues earlier than most do. “Small businesses tend to delay securing IP protection because of the expense,” Cenar says. “They tend not to see the value of IP until a competitor infringes.” But a business that hasn’t applied for copyrights or patents and actively defended tem will likely have trouble making its case in court.

One reason many business owners don’t protect their intellectual property is that they don’t recognize the value of the intangibles they own. Cenar advises business owners to take their business plans to an experienced IP attorney and discuss how to deal with these issues. Spending money upfront for legal help can save a great deal later by giving you strong copyright or trademark rights, which can deter competitors from infringing and avoid litigation later.

Once you’ve figured out what’s worth protecting, you have to decide how to protect it. That isn’t always obvious. Traditionally, patents prohibit others from copying new devices and processes, while copyrights do the same for creative endeavors such as books, music and software. In many cases, though, the categories overlap. Likewise, trademark law now extends to such distinctive elements as a product’s color and shape. Trade dress laws concerns how the product is packaged and advertised. You might be able to choose what kind of protection to seek.

For instance, one of Welsh & Katz’s clients is Ty Inc., maker of plush toys. Before launching the Beanie Baby line, Cenar explains, the owners brought in business and marketing plans to discuss IP issues. The plan was for a limited number of toys in a variety of styles, and no advertising except word-of-mouth. Getting a patent on a plush toy might have been impossible and would have taken several years, too long for easily copied toys. Trademark and trade dress protection wouldn’t help much, because the company planned a variety of styles. But copyrights are available for sculptural art, and they’re inexpensive and easy to obtain. The company chose to register copyrights and defend them vigorously. Cenar’s firm has fended off numerous knockoffs.

That’s the next step: monitoring the market-place for knockoffs and trademark infringement, and taking increasingly firm steps to enforce your rights. Efforts typically begin with a letter of warning and could end with a court-ordered cease-and-desist order or even an award of damages. “If you don’t take the time to enforce [your trademark], it becomes a very weak mark,” Cenar says. But a strong mark deters infringement, wins lawsuits and gets people to settle early.” Sleep on your rights, and you’’’ lose them. Be proactive, and you’ll protect them – and save money in the long run.

An inventor with a newly invented technology comes to you for advice on the following matters:

Questions:

  1. In running this new venture, I need to invest al available resources in producing the products and attracting customers. How important is it for me to divert money from those efforts to protect my intellectual property?
  2. I have sufficient resources to obtain intellectual property protection, but how effective is that protection without a large stock of resources to invest in going after those that infringe on my rights? If I do not have the resources to defend a patent, is it worth obtaining one in the first place?
  3. Are there circumstances when it is better for me not to be an innovator but rather produce “knock-offs” of other innovations?
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IIBMS -INTELLECTUAL PROPERTY PROTECTION

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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IIBMS Bangalore

Customized Answer Solutions

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Comprehensive Answer Sheets

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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

IIBMS Institute Professional Project Report Assistance

Tailored Solutions for Project Reports

IIBMS Institute Quality Project Documentation

IIBMS Institute Expert Project Report Writers

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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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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.

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ISBM – A project involved the creation of a Wage & Salary Program.

ISBM /

Human Resource Management

 

CASE STUDY (20 Marks)

A project involved the creation of a Wage & Salary Program. The company had over 25 different positions without any salary structure or career ladder for the employees. Our first task was to identify the Anchor Jobs of the business, which were the positions that best represented the core competencies of the organization. We then bench-marked these positions using regional data, and in a few cases national data, and ranked the salaries of the employees in the Anchor Jobs to this data. Using an objective point system that we created, we had the managers assign points using 9 compensable factors for the Anchor Jobs and then all company positions. Next, we tallied the points for each position and assigned jobs to specific pay grades. Finally, we met with senior management to: 1. identify the company’s compensation philosophy moving forward, 2. develop a Wage and salary Manual to train managers in the new system, 3. create a methodology for adjusting salaries in the future as determined by the market conditions that affect the Anchor Jobs, 4. implement a point system for objectively assessing whether additional or changed responsibilities of a position would be eligible for a salary increase, 5. confirm our assignment of positions to the pay grades, and 6. determine how to handle Green Circle Salaries that were below the minimum of a pay grade and Red Circle Salaries that were above the maximum of a pay grade. This project was designed to use Human Resource job analysis strategies to improve the cash flow of the business. We flowcharted the process and conducted an extensive job analysis of the work required to process invoices. Usually, such invoices are mailed to clients within the first 5 to 10 business days of the new month. In this firm, invoices sat on the desks of the 15 Engineers waiting for approval for 30 to 60 days, which pushed Accounts Receivable (AR) for this firm into an AR average of 85 days. By changing the way information was gathered for the invoices and by implementing specific incentives, disincentives, and consequences for Engineers, the firm began sending out 90% of invoices within the first 10 business days of the new month, starting with the second month after the implementation.

Answer the following question.

 

Q1. Give an overview of the case

 

Q2. Analyze the project work in the case and opine how the firm began sending out 90% of invoices within the first 10 business days of the new month.

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IIBMS – WHEN AN EMPLOYEE SAYS HE IS HIV POSITIVE

IIBMS /

IIBMS – WHEN AN EMPLOYEE SAYS HE IS HIV POSITIVE

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Chemtech was a chemical firm employing nearly 1,500 people.  Since the company was operating in a sheltered economic environment, the organizational focus for   many years was on technology and manufacturing.  There was little accent on marketing.  But a liberal import regime heralded by the Government of India galvanized the management into sprucing up its sales and marketing team.  A number of people were being hired from outside the company in a long overdue exercise of giving a customer – oriented focus to the company’s operations.  a few employees were also being promoted from within.  In a professional career spanning over two decades in personnel function in different companies, Aparojit Das, Vice-president (HRD), was closely involved with the hiring interviews.  And he had always chosen well even while most of his contemporaries had been expressing disillusionment with the interview as a medium of getting the right candidate for the right job.

The secret of his success lay in a technique he had worked to perfection.  As a candidate walked in for an interview, Das would quickly size him up for a first impression.  Subsequently, the whole tenor of his questioning over the period of the interview would be aimed at destroying that impression.  If the first impression was favourable and if it persisted till the end of an interview or if an unfavourable impression turned otherwise by the end, Das had an intuitive feeling that he had a good candidate on his hands.  Of course, the assessment already made by the concerned divisional head regarding specific job requirements would be a major benchmark in the final selection of a candidate.

Das knew, however, that if he had chosen people well, it was not because of any particular skill but because he was simply lucky.

That morning, as he looked at the folder lying in his desk, Das wondered whether he was finally running out of luck.  The folder contained dossiers of two candidates who have been interviewed at various levels over the previous month.  As a part of the final assessment, Das himself had met them individually an hour ago.  Both were internal candidates, presently working as sales executives and seeking promotion to the post of the sales manager to be based at the head office of the company.  Both were highly recommended by the company’s vice – president (sales) for the post.

            The first dossier was of Prem Sagar who had been with Chemtech for five years.  Sagar had worked his way up and understood the company’s product and their markets.  He was very keen to take on new responsibilities.  The second was of Arvind Vardhan who had joined the company only the previous year.  He seemed confident, sensitive to others points of view, a self starter, and a good team player. Das’s maiden impression was that Vardhan was a natural salesperson and it persisted, however hard he tried to disprove himself.  He was clearly in favour of Vardhan.

It was when he was about to terminate the interview that Vardhan said “Mr. Das, there is something that I think I must mention in all fairness.  But before I do so, I need to have your word that what I tell you will remain between the two of us.”  You have my word,” said Das.  “I have been declared HIV positive,” said Vardhan, “the tests came last week.

If Das panicked, he did not show it.  “I don’t see how it can affect your chances of promotion,” he said, in a voice that, much to his own surprise, lacked conviction.  “ I think we should talk about this separately,” he continued, trying hard to retain composure.  “I will get back to you.  In the meantime, take care.”

Later, alone in his cabin, Das found the burden of having to make a decision lying heavily upon him.  The company’s standing orders stated that no physical disability or even a chronic health problem should come in the way of a promotion as long as it does not interfere with a performance directly.  But there were two major issues, as Das saw them.  First, although the HIV infected people were known to work productively for years, the risk of developing active AIDS at any point of time was real. Recovery from even a temporary about of illness such as pneumonia for example, would be longer, reducing the pace of work and affecting performance on the job.  This was an angle which had to be borne in the mind while giving a promotion.  Second, could the confidentiality of the information given by Vardhan be retained at all for long?   It was important that two other persons be informed quickly – the company’s managing director because this was the first – ever case of its kind in the history of the company, and the vice-president (sales) because he was Vardhan’s functional head.

Das further thought that once it was leaked, everyone in the company would know quickly enough.  Although there was no danger of contagion from casual contact, people would surely be prejudiced against Vardhan which in turn would affect his ability to deal with them.  Das wondered whether in such a scenario Vardhan could be entrusted with a responsibility which in its very nature involved greater interaction with people and higher pressure of work.  On the other hand, Vardhan deserved the promotion on sheer merit.  To deny what was due to him would be unfair.

 

Question:

  1. What should Das do?
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IIBMS – WHEN AN EMPLOYEE SAYS HE IS HIV POSITIVE

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

IIBMS Mumbai

IIBMS Bangalore

Customized Answer Solutions

MBA Assignment Solutions

EMBA Case Study Solutions

GMS Answer Sheets

DMS Assignment Help

Professional Writing Assistance

Tailored Academic Solutions

Comprehensive Answer Sheets

Specialized IIBMS Support

Academic Writing Services

Timely Submission Support

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

IIBMS Institute Professional Project Report Assistance

Tailored Solutions for Project Reports

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IIBMS Institute Expert Project Report Writers

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IIBMS Institute Detailed Project Documentation

IIBMS Project Evaluation Support

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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.

 

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IIBMS – THE RESENTFUL EMPLOYEE

IIBMS /

IIBMS – THE RESENTFUL EMPLOYEE

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IIBMS – THE RESENTFUL EMPLOYEE

It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife.  The bus stopped, and two women and a man got in together and filled the vacant places.  The younger woman was dressed in sealskin, and carried one of those little Pekinese dogs that women in sealskin like to carry in their laps.  The conductor came and took the fare.  Then his eye rested with cold malice on the beady-eyed toy dog.  I saw trouble brewing.  This was the opportunity for which he had been waiting, and he intended to make the most of it.  I had marked him as the type of what Mr. Wells has called the Resentful Employee, the man with a general, vague grievance against everything, and in particular, a grievance against passengers who came and sat in his bus while he shivered at the door.

“You must take that dog out”, he said with sour venom.

“I shall certainly do nothing of the kind.  You can take my name and address,” said the women, who had evidently expected the challenge and knew the reply.

“You must take the dog out-that is my order.”

“I won’t go on the top in such weather.  It would kill me,” said the woman.

“Certainly not,” said her lady companion.  “You have got a cough as it is.”

“It is nonsense”, said her male companion.

The conductor pulled the bell and the bus stopped.

“This bus does not go on until that dog is brought out.”  And he stepped on the pavement and waited.  It was his moment of triumph.  He had the law on his side and a bus-full of angry people under his thumb.  His embittered soul was having a real holiday.

The storm inside rose high. “Shameful”, Why is not he in the army ?”  “Call the police,”  “ Let us all report him,” “Let us make him give us our fares back,”  “Yes, that is it, let us make him give us our fares back.”  Everybody was on the side of the lady and the dog.

That little animal sat blinking at the dim lights in happy unconsciousness of the rumpus of which he was the cause.

The conductor came to the door.  “What is your number?” said one taking out a pocket-book, with a gesture of terrible things,  “There is my number,” said the conductor imperturbably.  “Give us our fares back – you have engaged to carry us – you can not leave us here all right.”  No fares back,” said the conductor.

Two or three of the passengers got out and disappeared into the night.  The conductor took another turn on the pavement, then went and had a talk with the driver.  Another bus, the last on the road, sailed by, indifferent to the shouts of the passengers to stop.  “They stick by each other, the villains,” was the comment.

Some one pulled the bell violently.  That brought the driver round to the door.  “Who’s conductor of this bus?”  He said, and paused for a reply.  None coming, he returned to his seat and resumed beating his arms across his chest.  There was no hope in that quarter.  A policeman strolled up and looked in at the door.  An avalanche of indignant protests and appeals burst on him. “Well, he has got his rules you know, he said generally.  “Give your name and address,” “That is what he is being offered and he won’t take it.”  “Oh”, said the policeman, and he went away and took his stand a few yards down the street, where he was joined by two more constables.

And still the little dog blinked at the lights, and the conductor walked to and from on the pavement like a captain on the quarter – deck in the hour of victory.  A young woman whose vice had risen high above the gale inside, descended on him with an air of threatening and slaughter.  He was immovable as cold as the night and hard as the pavement.  She passed on in a fury of importance to the three policemen who stood like a group of statuary up the steel watching the drama.  Then she came back, imperviously beckoned her “Young man” who had sat a silent witness of her rage, and vanished.  Others followed.  The bus was emptying.  Even the dashing young fellow who had demanded the number, and who had declared he would see this thing through if he sat there all night, had taken an opportunity to slip away.

Meanwhile the Pekinese party was passing through every stage of resistance to abject surrender.  “I will go on the top,” said the sealskin lady at last.  “You must not.”  “I will”.  “You will have pneumonia”.  “Let me take it” (This from the man.)  Certainly not – she would die with her dog”.  When she had disappeared up the stairs the conductor came back, pulled the bell, and the bus went on.  He stood sourly triumphant while his conduct was savagely discussed in his face by the remnant of the party.

Then the engine struck work, and the conductor went to the help of the driver.  It was a long job, and presently the lady with the dog stole down the stairs and re-entered the bus.  When the engine was put right the conductor came back and pulled the bell.  Then his eye fell on the dog and his hand went to the bell-rope again.  The driver looked around, the conductor pointed to the dog, the bus stopped, and the struggle recommenced with all the original features, the conductor walking the pavement, the driver smacking his arms on the box, the little dog blinking at the lights, the sealskin lady declaring that she would not go on the top and finally going.

 

Questions:

  1. Which theory of motivation do use to motivate the bus crew ? Why?
  1. If you were the conductor what would you do ? 
  1. If you were the lady with the pet dog, what would you do ?
  1. Role play (a) conversation between the conductor and the lady with sealskin, (b) between policemen and the fellow passengers, and (c) between the conductor and the driver.
\"IIBMS\"

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

IIBMS Mumbai

IIBMS Bangalore

Customized Answer Solutions

MBA Assignment Solutions

EMBA Case Study Solutions

GMS Answer Sheets

DMS Assignment Help

Professional Writing Assistance

Tailored Academic Solutions

Comprehensive Answer Sheets

Specialized IIBMS Support

Academic Writing Services

Timely Submission Support

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

IIBMS Institute Professional Project Report Assistance

Tailored Solutions for Project Reports

IIBMS Institute Quality Project Documentation

IIBMS Institute Expert Project Report Writers

IIBMS Institute Comprehensive Project Analysis

IIBMS Institute Structured Project Report Services

IIBMS Institute Detailed Project Documentation

IIBMS Project Evaluation Support

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 – THE RESENTFUL EMPLOYEE Read More »

ISBM – A Market Research organization was looking for a way to assess employee behaviors

ISBM /

Principles and Practice of Management

 

Case Studies

Case (20 Marks)

A Market Research organization was looking for a way to assess employee behaviors that were unrelated to actual job performance. In other words, every employee has a responsibility to be a “good corporate citizen” beyond doing his/her job. This firm was interested in a methodology for assessing an employee’s impact on the culture of the organization. We worked with the firm to implement our proprietary Behavior Assessment Program by working with its management to identify the attributes and values that management wanted to reinforce. We also trained the managers to implement the Behavior Assessment within the company.

Answer the following question.

 

Q1. Discuss the importance of employee behavior assessment.

 

Q2. Debate the impact of employees\’ behavior on the culture of the organization

 

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ISBM – A Market Research organization was looking for a way to assess employee behaviors Read More »

IIBMS – TRAVAILS OF A TRAINING MANAGER

IIBMS /

IIBMS – TRAVAILS OF A TRAINING MANAGER

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IIBMS – TRAVAILS OF A TRAINING MANAGER

Ashwin Kumar, who had recently joined System, as a training manager, was feeling uneasy at the end of his first meeting with Pesu Shroff, the managing director of the company.

Systems was a ten-year old unit employing 300 people.  It had a turnover of Rs. 25 crore the previous year.  The company traded in several products – both domestic and imported.  Nearly 80 percent of its turnover came from selling electronic component products which were assembled locally from imports of semi knocked – down kits.  The landed cost of its imports was about Rs. 10 crore last year.  The products had an assured demand in the country, with smuggled goods from Taiwan and Korea providing whatever little competition there was.  The company had been operating in a seller’s market for years and, as a result, most of its activities were production oriented rather than market oriented.

Early during the current financial year, the Government of India had announced, as a part of its economic liberalization strategy, several policy measures which made imports costlier.  All imports had to be financed by exports – there were restrictions on margin money and interest rates for working capital had shot up at one stroke.  With little export income in its account, Systems had no choice but to discontinue importing SKD kits.

The company management had three option before it. First, to build up its domestic trading activity rapidly ; second, to assemble at least a few of the component products from raw materials sourced locally and third, pursue after-sales service aggressively both to generate revenue in the short run and to establish an enduring client-base for the company’s products in the long run.

Invariably, this meant that the survival of Systems depended on how quickly it could train its people – beginning from a handful of sales engineers – to become  market – centred and customer – friendly in their approach to business.

“ The days of easy revenue money are over for us,” Shroff had told Kumar, who had a formal training in HRD and had been an officer in the training cell of a multinational firm before signing up with Systems.  “We have to compete now in the marketplace and sell hard to be able to secure orders.  Times are changing.  We have to change too.  And that is where you come in.  It will be your responsibility, as the training manager, to ensure that people here acquire marketing skills,” he said, adding, as a clincher, “Frankly, have always felt that a salesman is born, not trained.  I have had no belief in non-technical training.  In fact, have found no need so far for a training manager at Systems.  But I am prepared to do anything to get more sales.”

That punching was what had made Kumar uneasy.  But he decided to let it pass.  Over the next few days, Kumar got busy evolving specific training packages for workers, shop – floor supervisors, administrative staff and senior functional executives and an intensive module for field salesman.  Deciding to start with the salesman first, he met the sales manager to ask him to depute 10 salesmen for a training session the next day.  The sales manager was skeptical and only half – heartedly consented to release people for the two – day training.

The session was a disaster.  No one showed any interest in the proceedings. In fact, one of the salesmen came up to him during the coffee break and said, “You see, all this is a waste of time.  Take the client for a drink and you get the sale. It is as simple as that.  It has worked in the past and it will work in the future.” Kumar laughed it off but the message had been delivered.

The attendance for the second day session was thin.  This lack of interest was again obvious at the session for workers next day.  The works manager who had originally agreed to the idea was vague about the absence of so many workers at the training session.  “They are sick, I believe,” he said, making no attempts to hide his feeling that to him to whole thing was a big joke.

Kumar had encountered such resistance in the company where he had worked earlier.  He also knew that his training capsule was very effective.  He was aware that training needs were universal for all companies and so were the training techniques which were also easily transferable from one set of working conditions to another and from one industry to another.  He also knew that he had the aptitude and interest to become a professional trainer.

But Kumar began to realize that he had made a few tactical errors in his particular case.  He should have perhaps asked Shroff to personally inaugurate the training session to give the whole exercise an air of formality and, more importantly, of authority.  He should have perhaps started with the module for senior executives first.

“I must find a way out of this and bring everyone round.  There is simply no way I am going to accept failure. Whatever damage there has been must be undone.  I must do something,” he said to himself.

 

1)  What should he do?

\"IIBMS\"

IIBMS – TRAVAILS OF A TRAINING MANAGER

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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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ISBM – A high level US executive from New York

ISBM /

Business Communication

 

CASE STUDY (20 Marks)

 

A high-level US executive from New York, who was being groomed to be the next CEO of a Japanese company, had a very strong New York accent. Usually, we only work with international executives, but because they needed results fast and I knew the hiring manager, we agreed to work with him. Problem: Due to his heavy accent he was perceived as less educated here in California, even though he was very smart and had an MS degree from Cornell University. To make matters worse, he worked for an Asian company whose executives came to hear his “State of the Company” speech twice a year, and they always had to pay special attention when he spoke.

Answer the following question.

 

Q1. Give a solution to the above problem

 

Q2. Give an overview of the case.

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XIBMS – Embracing and pursuing change 

XIBMS /

XIBMS – Embracing and pursuing change

\"XIBMS

XIBMS – Embracing and pursuing change 

Introduction

AEGON UK is part of one of the world\’s largest pension and insurance groups. The AEGON Group has over 27,000 employees. It has over 25 million customers worldwide. In the UK it has grown its customer base. It has also bought other businesses. Its aim is to become \’the best lone;-term savings and protection business within the UK\’. To achieve this, it is keen to change in order to improve. AEGON also needed to raise its profile in the UK. The companies which it bought, such as Scottish Equitable, tended to keep their own brand image. AEGON therefore needed to build on the global strength of the Group.

External factors

External factors are those outside the control of the business. It is vital for businesses to be aware of these changes. Changes that have affected AEGON include:

*  people are living longer so need better pensions

*  the insurance industry has had a poor reputation. In some cases the wrong products for people\’s needs were sold. This is called miss-selling.  As a result, the Financial Services Authority (FSA) made regulation tighter.

*  financial products can be hard for people to grasp

Investment returns have been less than predicted. Many people have therefore not ended up with the sums that they had hoped for

There is a lot of competition in the industry.

Why change?

Government imposed price controls reduced profitability. Also. AEGON was not a well-known brand. It needed to be better known before consumers would see it as a good place for long-term investment. AEGON went through a \’discovery\’ phase. This was to find out what it needed to do to reach its aim. It set out to find out:

  • what the brand stood for in the UK
  • what they wanted it to stand for
  • how they were going to reach this.

A brand audit was used. This looked at AEGON both from within and outside. This information could then be used to plan change.

Creating a culture

The culture of an organization refers to the way that it works. AEGON created a culture of change. AEGON needed to do well financially. This was linked to raising awareness of the brand and building on AEGON\’s global strength. This meant:

*  financial services in simpler forms that customers could grasp

*  a workforce improved through training and development. This would b•, better able to manage change

*  a more distinct market presence.

AEGON developed a framework to help all its staff support its brand values.

Implementing change

AEGON used a number of methods to achieve the

* external promotional campaigns

* the new Chief Executive (C1 O) talked to the media about the need for change

* new and innovative products were launched,

AEGON\’s success can be seen through the record results, increased new business and growth in earnings.

Conclusion

AEGON recognized a need to give itself a greater market presence. The change has made the organization much more customer focused. As a result it is more effective.

Issues for discussion. 

  1. What are the external factors influencing the change.  Discuss
  2. Identify the reasons for change
  3. Creating a new culture is a key part of the change process
  4. Carry out the implementation of the above.
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XIBMS – Embracing and pursuing change 

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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.

XIBMS – Embracing and pursuing change  Read More »

ISBM – A French company Allen Sunny Perfumes has introduced a perfume

ISBM /

Marketing Management

Case Study (20 Marks)

A French company Allen Sunny Perfumes has introduced a perfume under the brand name RK, named after the charismatic celebrity Ranbir Kapoor. The perfume is available in two variants, RK Silver for men and RK Gold for Women. The perfumes are priced at Rs. 5000 for a 100ml pump spray bottle. The strategy may be to capture a large number of consumers who are oriented toward film celebrities. Advertising is planned through television satellite channels and magazines.

Answer the following question.

 

Q1. Analyze the decision taken by the company to have Ranbir Kapoor as the brand ambassador of the perfume from the viewpoint of “reference group behavior.

 

Q2. Discuss how the company could segment, target, and position its market.

 

Q3. What type of pricing strategy will you suggest for the product?

 

Q4. What alternative promotional media do you suggest to the company for its better placement?

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IIBMS – DETERMINING PAY RAISE

IIBMS /

IIBMS – DETERMINING PAY RAISE

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IIBMS – DETERMINING PAY RAISE

The Scientific Equipment Manufacturing company is a small manufacturing unit located in Peenya, Bangalore.  The company is non-unionised and manufactures analytical equipment for hospital laboratories.

Approximately one year ago, the manager of the Component Assembly Department established three production goals for the department.  The goals were : (i) reduce raw material storage costs by 10 per cent ; (ii) reduce variable labour costs (i.e. overtime) by 12 per cent; and (iii) decrease the number of quality rejects by 15 per cent.  The manager told the six unit supervisors that the degree to which each supervisor or exceeded these goals would be one of the major inputs for their merit – pay increases for the year.  In previous years, merit increases were based on seniority and an informal evaluation by the department manager.

            The six supervisors worked on separate but similar production lines.  A profile of each supervisor is as follows :

Amitha Aged 28, single; three years with the company after receiving her degree from the Bangalore University.  Has a job offer from another company for a similar job that provides a substantial pay increase over her present salary.  The scientific Equipment does not want to lose Amitha because her overall performance has been excellent.

Shindhe Aged 32, married with three children; three years with the company, high school education.  One of the most stable and steady supervisors.  However, he supervise a group of workers who are known to be unfriendly and uncooperative with him and other employees.

Anandan Aged 34, married with four children; high school equivalent learning; one year with the company.  Came to Karnataka six years ago from Tamil Nadu.  A steady worker, well-liked by his co-workers, but has difficulty in learning the local language.  He has, therefore, problems of communication within his group and with others.

Hemalatha Aged 29, divorcee with three children, two years with the company ; high school education.  Since her divorce one year ago, her performance has begun to improve.  Prior to that, her performance was very erratic; with frequent absences.  She is the sole support for her three children.

Eshwar Murthy Aged 27, single ; two years with the company, college graduate.  One of the best liked employees at Scientific Equipment. However, he has shown a  lack of initiative and ambition on the job. Appears to be preoccupied with his social life, particularly around his recently purchased house.

Cheriyan Aged 24, married with no children ; one year with the company after graduating from a local college.  First full – time job since graduation from college.  He is liked by all employees and has exhibited a high level of enthusiasm for his work.

Exhibit 11.3 presents summary of the performance of the six supervisors’ during the past year.  The data include the current annual salary, the performance level on the three goals, and an overall evaluation by the department manager.

The new budget for the upcoming year has allocated a total of Rs. 1,40,000 for supervisory salaries in the Component Assembly Department, Rs. 40,000, increase from last year.  The management has indicated that salary increases should range from five per cent to 12 per cent of the supervisors’ current salaries and should be tied, as closely as possible, to their performance.

            In making the merit-pay increase decisions, the following points should be considered.

  1. The decisions will likely set a precedent for future salary and merit increases.
  2. Salary increases should not be excessive, but should be representative of the supervisor’s performance during the past year. It is hoped that the supervisors develop a clear perception that performance will lead  to monetary rewards and that this will serve to motivate them to even better performance.
  3. The decisions should be concerned with equity, that is, they ought to be consistent and comparable with each other.
  4. The company does not want to lose these experienced supervisors to other firms. The management of this company not only wants the supervisors to be satisfied with their salary increases, but also to further develop the feeling that Scientific Equipment Manufacturing is a good company for advancement, growth and career development.
Exhibit 11.3
Supervisor Current Salary (Rs.) Storage Costs (10%) Goal Labour Costs (12%) Attainment Quality Rejects (15%) Effort Manager’s Cooperativeness Evaluation Ability to work Independently Knowledge of job
Cherian 23,000 12% 12% 17% Excellent Excellent Good Good
Amitha 24,000 12% 13% 16% Excellent Excellent Excellent Excellent
Shindhe 24,000 6% 2% 3% Good Excellent Good Good
Anandan 22,000 4% 4% 12% Excellent Good Fair Fair
Hemalatha 23,000 11% 10% 10% Fair Fair Fair Good
Eshwar Murthy 24,000 8% 10% 3% Fair Fair Fair Fair

 

Instructions for the exercise

  1. Each person in the class should individually determine the Rupee amount and percentage increase in salary for each of the six supervisors, Individual decisions should be justified by a rationale or decision rule.
  2. After each individual has reached a decision, the group will convene and make the same decision as noted in (1) above.
  3. After each group has reached a decision, a spokesperson for each group will present the following information to the full class:
    1.  The group’s decision concerning merit pay increase for each supervisor (rupee and percentage)
    2.  The high, low and average individual decisions in the group.
    3.   A rationale for the group’s decision.
\"IIBMS\"

IIBMS – DETERMINING PAY RAISE

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

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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 – DETERMINING PAY RAISE Read More »

IIBMS – ENRICHING JOBS AT STANDARD DECOY

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IIBMS – ENRICHING JOBS AT STANDARD DECOY

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IIBMS – ENRICHING JOBS AT STANDARD DECOY 

Standard Decoy in Witchell has been making traditional wooden hunting decoys since 1927.  Cyrus Witchell began the business by carving a couple of ducks a day by hand.  Demand and competition have long since driven the company to use modern machinery and assembly-line techniques, and they now turn out two hundred ducks daily even on the slowest days.

When Steward Alcorn, Cyrus Witchell’s grandson, took over the business, he knew things needed to change.  Output had not fallen, and the company was surviving financially despite competition from what he called “plastic ducks” from the Far East.  But Alcorn noticed that the productivity per worker had stayed the same for ten years, even during the period since the company had bought the latest equipment. While touring the plant, he noticed many employees yawning, and he found himself doing the same.  No one quit.  No one complained, They all gave him a smile when he walked by.  But no one seemed excited with the work.

Alcorn decided to undertake a survey.  He appointed a respected worker at each step in the production process to ask each of his or her co-workers questions and to fill in response sheets. One conclusion emerged from the survey : The “fine-tuners”, as Alcorn thought of them, were the most content ones.  That is, those who used fine tools and brushes to get the ducks’ heads, expressions, and feathers just right seemed to enjoy their work most. In contrast, the people who planed and cut the wood into blocks, rough – cut the body shapes, spray – painted the body colour, and applied the varnish were all pretty bored.

Alcorn had heard about a technique called “job rotation” and decided to try it out.  He gave all workers a taste of the “fun” jobs.  He asked for volunteers to exchange jobs for one morning a week.  The fine-tuners were skeptical, and the other workers were only slightly more enthusiastic.  The whole programme turned out to be a disaster.  Even with guidance, the planers and the spray – painters could not master the higher – precision techniques, and the fine-tuners seemed to give them only limited assistance.  After one trial week, Alcorn gave up.

            During a lunch break that Friday, Alcorn was wandering outside around the plant bemoaning his failure.  Then he noticed one of the rough-cutters, Al Price, whittling at something with an ordinary pocket knife.  It turned out to be a block of wood that he had cut incorrectly and normally would have thrown in the scrap heap.  But as Price said, “It kind of looked like a duck, in an odd way,” and he had started whittling on it in spare moments.

Alcorn liked what he saw and asked Price if he would be willing to sell him the duck when he got through with it.  Price looked surprised, but he agreed.  The following week, Alcorn noticed that Price had finished the whittling and was getting one of the fine-tuners to help him paint the duck in a way that made it look even odder.  When it was finished, Alcorn offered it to one of his regular customers, who took a look at it and said, “You’ve got this hand made ?” and asked if he could order a gross.

By the middle of the next month, Alcorn’s “Odd Ducks” programme was in full swing.  Workers were still responsible for producing the usual number of conventional ducks, but they were allowed to use company tools and materials any time they wanted to work on their own projects.  There were no quotas or expectations for the Odd Ducks.  Some employees worked on for weeks.  Others collaborated and produced one or two a day.

Some wouldn’t sell their ducks but crafted them to practice their skills and brought them home to display on their mantels.  Those who would sell them kept half the selling price. That price usually did not amount to more than their regular hourly wage, but no one seemed to care about the precise amount of income.

The response to the Odd Duck programme was so great that Alcorn put up a bulletin board he called “Odd Letters, as a place to post appreciative notes from customers.  Most of the customers, it seemed, had no interest in hunting but just liked to have the ducks around.  And when Alcorn learned that some of his customers were in turn selling the ducks as “Cyrus Witchell’s Olde Time Odd Ducks,” he did not complain.

Questions:

  1. How did the “Odd Ducks” programme enrich the jobs at Standard Decoy ?
  2. What motivated workers to participate in marking the Odd Ducks?
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IIBMS – ENRICHING JOBS AT STANDARD DECOY

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.

 

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ISBM – A Food specialty is presently headed by Nandan Vinayak.

ISBM /

International Human Resource Management

 

Case study (20 Marks)

A Food specialty is presently headed by Nandan Vinayak. The company is doing business very well and its profits are on a continuous rise. The company has maintained a steady profitability, sales, and performance track record. The employees are mostly less paid and less educated. Most of them are semiskilled and come from nearby rural areas. Mr. Nandan is quite happy with the existing situation. He has recently launched an expansion program that has fetched him grand success. The new products of the company are highly appreciated. In discussion with his closest colleagues, he decided to institute a program of employees rewarding employees with silver potteries. The types of silver wear were to vary from employee to employee depending on his tenure of service and cadre in which he has served. Mr. Nandan felt that he would receive a grand reception on this announcement. The announcement was made on 12th October to offer Diwali Gifts to the employees. Instead, after he cheerfully presented his plan, he faced a silent group of weary workers staring back at him in near disbelief. Most of them were nervous and unhappy. They thought that this was not what they expected for the tremendous labor put in as a reward. Mr. Nandan was puzzled at the pathetic response of the workers.

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Answer the following question.

 

Q1. Analyze the case

 

Q2. Was the incentive scheme wrong in any way? Winning with Bureaucracy at McDonald’s (20 Marks)

 

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XIBMS – International trade

XIBMS /

XIBMS – International trade

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XIBMS – International trade

For centuries Britain has been a country that relies on international trade. We purchase goods and services from other countries and in return we sell them goods and services produced here. An import is a purchase by UK citizens from overseas. An export is a sale by UK citizens to a member of another country. 

Visible and invisible trade items 

For the purpose of classification we call the tangible goods that we trade visible items. We call the services that we trade invisible items. Exports bring currency into the UK whereas imports lead to an outflows of currency. 

The UK has always done well on her invisible account. This is because we developed a world-wide reputation for commercial services. Some of our major invisible earnings come from the following: 

* Selling insurance policies through Lloyd\’s.

* Bank services to foreigners,

* Tourists spending money in the UK. 

 

On the news every month we hear that the UK has made a surplus on invisible trade showing that we have sold more invisible services than we have bought. The accounts for a particular month might show: 

* Invisible exports  ?100 billion

* Invisible imports ?80 billion

* Invisible surplus f20 billion

At the same time the UK frequently makes a loss on her visible trade. 

A typical current account showing the UK\’s trading with the rest of the world in a given period, may therefore look like the following: 

Visible exports 500 Invisible exports  400 Total exports  900

Visible imports 650 Invisible imports  200 Total imports  850

Visible balance -150 Invisible balance  200 Current balance 50 

The current account of the UK balance of payments gives a good guide to current trading in visible and invisibles with the rest of the world. 

Issues for Discussion

  1. Analyze the case at length
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XIBMS – International trade

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

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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.

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ISBM – A consumer product company is considering the development and launch of a new mosquito repellent.

ISBM /

Marketing Management

 

CASE STUDY (20 Marks)

A consumer product company is considering the development and launch of a new mosquito repellent. This product would consist of a liquid dispenser, like the deodorant containers, you are familiar with. The mosquito repellent easily comes out from the nozzle and rapidly spreads in vapor when its push-button release is pressed lightly. Only a small amount of repellent is dispensed with each press and is mildly perfumed. The chemical used is completely non-toxic for humans and pets. Only 5 ml. of repellent is enough for a room measuring 14×12 sq. feet and its effect persists for two days after the room is sprayed just once.

Answer the following question.

 

Q1. Discuss, how you will be undertaking the concept testing of this new mosquito repellent before its launch.

 

Q2. What are the limitations and challenges in concept testing?

 

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XIBMS – Sustainable business at Corus

XIBMS /

XIBMS – Sustainable business at Corus

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XIBMS – Sustainable business at Corus

Introduction

Corus is the UK\’s biggest steel manufacturer. Even so, it still has to compete. In 2004 it launched a programme to make itself more efficient. Part of the program, called \’Restoring Success\’, focuses on recycling steel. The world economy is growing. The demand for steel has increased as more nations such as India and China have grown. Recycling as part of sustainable development has thus become vital. It has become a main concern for Corus.

What is sustainable?

Sustainable development is linked to resources. It means leaving at least as much for the future as we had to start with. This shows respect for the environment. It also shows thought the future. Everyone should try to aim for sustainability. This includes governments, businesses and people.

Recycling

Steel can be recycled over and over again with no loss of quality. This makes it stand out in terms of sustainability.  It is easy to extract steel from waste because of its unique magnetic properties and recycle it from scrap. By recycling steel Corus helps to:

* preserve natural resources

* protect the environment

* meet targets for reducing waste.

Corus is working hard to make the public aware of what can and should be recycled. Steel can be recycled from drink and food cans, lids, paint cans and aerosols. Not everyone knows what can be recycled. For instance, 57% of consumers recycle drinks cans but only 7% recycle aerosols. Corus is working to develop a \’closed loop\’ for steel.

The steel would go from consumers to recycling plants, then into production and back to consumers.

Stakeholders

Corus sees that there are two sides to recycling.  There are gains, but there can also be extra costs.  To keep all of its stakeholders happy, it must balance these.  There are effects on :

the planet. Fewer resources are used but energy is needed to recycle

* consumers. They have a smaller carbon footprint but more time is needed to recycle

* employees. More are involved in recycling

*communities. Less waste is stored in landfill but there may be noise from recycling plants.

Gains include lower production costs, governments hitting recycling targets and all of us having a better planet to live on.

Costs and benefits

It is possible to weigh up costs and benefits. A monetary value can be put on them. Businesses want gains to outweigh costs. Corus gains from recycling. Socially. Corus gains a good reputation. There is reduced impact on the environment, lower energy use and less waste. There are also costs. These include the cost of recycling and of collecting and sorting waste steel. Corus has created a number of targets to help measure its success. These are called Key Performance Indicators. They include

  • Corus’  UK energy use being reduced to less than 1997 levels
  • an increase in the steel recycling rate to 55%.

Conclusion

Corus works to recycle as much as it can. This helps towards greater sustainability. It shows concern for all its stakeholders. Consumers can also help by recycling as much as they can.

Issues for Discussion

  1. What is sustainability and whose responsibility is it?
  2. Describe three actions that an individual can take to support sustainability and two actions that a business can take?
  3. Steel lends itself to recycling. What actions could be taken to increase public awareness of steel recycling?
  4. Recommend actions that individuals and businesses can take to enhance the closed loop \’steel to steel\’ recycling process.
  5. Recommend ways in which the benefits of steel recycling can be increased compared to the costs of recycling steel. 
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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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Tailored Academic Solutions

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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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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.

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