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(DBUS 21 NR)

ASSIGNMENT - 1, MAY 2013.

M.B.A SECOND YEAR DEGREE

Paper I — FINANCIAL MANAGEMENT

Maximum : 25 MARKS

Answer ALL questions.

1. ABC analysis.

2. Financial intermediaries.

3. Capital rationing.

4. Financial leverage.

5. Operating cycle.

6. Opportunity cost of capital.

7. How should the finance function of an enterprise be organised? What functions do

the financial officer perform?

8. ‘‘The MM thesis is based on unrealistic assumptions’’. Evaluate the reality of the

assumptions made by MM.

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(DBUS 21 NR)




Maximum : 25 MARKS


1. What is a stable dividend policy? Why should it be followed?

2. Explain the costs of liquidity and illiquidity. What is the impact of these costs on the

level of current assets?

3. Two forms A and B have the following information :

Rs. in Lakh

Sales Variable costs Fixed costs

Firm A : 1800 450 900

Firm B : 1500 750 375

You are required to calculate

(a) Profit to sales ratio

(b) Break-even point and

(c) The degree of operating leverage for both firms.

Comment on the positions of the firms. If sales increase by 20 percent what shall

be the impact on the profitability of the two firms.

4. A company is currently selling 1,00,000 unit of its product at Rs. 50 each unit. At the

current level of production, the cost per unit is Rs. 45. Variable cost per unit being Rs.

40. The company is currently extending are months credit to its customers. It is thinking

of extending credit period to two months in the expectation that sales will increase by 25

percent. If the required rate of return (before tax) on the firms investment is

30 percent, is the new credit policy desirable?

5. Case study :

Money company has outstanding 50 lakh shares selling at Rs. 120 per share. The

company is thinking of paying dividend of Rs. 10 per share at the end of the current

year. The capitalisation rate for the risk class of this firm is 10 percent. Using

Modigliani and Miller’s model you are required : (a) to calculate the price of the share at

the end of the current year if dividends are paid and if they are not paid. (b) to

determine the number of shares to be issued if the company earns Rs. 9 crore, pays

dividends and makes new investments of Rs. 6.60 crore.

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(DBUS 21 OR)




Maximum : 25 MARKS


1. Equity share capital

2. Return on Investment

3. Zero based Budget

4. Cash flow statement

5. Optimum capital structure

6. Inventory control.

7. When can arise a conflict between shareholders and managers goals? How does

wealth maximisation goal take care of the conflict?

8. Explain the merits and demerits of the time-adjusted methods of evaluating

the investment projects.

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(DBUS 21 OR)




Maximum : 25 MARKS


1. What is a statement of changes in financial position? How does it differ from funds flow

or cash flow statement?

2. How would you apply the cost of capital concept when projects with different risks are

evaluated?

3. The following is the balance sheet of Venson Ltd., as on 31.03.11.

Liabilities Amount

(Rs)

Assets Amount

(Rs)

Equity capital

(Rs.10 per share)

1,80,000 Fixed assets 4,50,000

10% debentures 2,40,000 Curren assets 1,50,000

Retained earnings 60,000

Current liability 1,20,000

6,00,000 6,00,000

The company's total assets turnover ratio is 2.5 times. The fixed operating cost are Rs. 2

lakhs. Variable operating cost ratio 40 percent. Income tax rate is 50 per cent.

(a) Calculate the leverages

(b) Determine the likely level of EBIT if EPS is Rs. 6

4. Gokul plastics currently provides 20 days of credit to its customers. Gokul's present

sales are Rs. 9 lakhs. The contribution margin ration is 0.25 per cent. Gokul is

considering extending its credit period by 10 days, such an extension of credit increases

sales to Rs. 10 laksh at the same time it involves 5 per cent bad debt loss on new sales.

Calculate the change in net profit

(residual income) with the assumption of 40 percent tax and cost of capital is 12 per cent

and also suggest that the Gokul should implement the proposed extension of credit

period? Give reason, and also increases the bad debt portion on new sales would be 5 %

suggest whether the company consider the relaxation of credit standards or not.

5. Case Study:

The following is the date regarding two companies ‘X’ and ‘Y’ belonging to the same

equivalent rise class:

Company X Company Y

No of ordinary shares 90,000 1,50,000

Market price per share Rs. 1.20 Rs. 1.00

6% debentures 60,000 -

Profit before interest Rs. 18,000 Rs. 18,000

All profit after debenture interest are distributed as dividends. You are required to

explain how under modigliani and miller approach, an investor holding 10% of shares in

company ‘X’ will be better off in switching his holding to company ‘Y’.

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(DBUS 22) ASSIGNMENT - 1, MAY 2013.


Paper II–OPERATIONS MANAGEMENT

Maximum : 25 MARKS


1. Waste Management.

2. Intermittent Production System

3. Quality assurance

4. Value engineering

5. ABC analysis

6. Simulation

7. List out and explain various decision areas of operations management.

8. How do the major layout concerns very between Job shop and line processing

layouts?

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(DBUS 22)



Paper II–OPERATIONS MANAGEMENT

Maximum : 25 MARKS


1. Describe the process of production planning and control in a manufacturing concern

which undertakes production according to order.

2. Explain how a capacity alternative can be selected from among several alternatives.

3. Discuss the various types of material handling equipments that are used in a light

engineering industry.

4. Who should be responsible for Inventory control? Discuss your statement from a

departmental as well as top management point of view.

5. Note: Separate sheet enclosed.

The following table gives the result of inspection of 20 samples of 100 items each

taken on 20 working days. Draw a p–chart. What conclusion do you draw from the

chart about the process?

Sample

number

No of

defectives

Sample

number

No of

defectives

1 6 11 10

2 2 12 4

3 4 13 6

4 1 14 11

5 20 15 22

6 6 16 8

7 10 17 0

8 19 18 3

9 4 19 23

10 21 20 10

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(DBUS 23 NR) ASSIGNMENT - 1, MAY 2013.


Paper III — MARKETING MANAGEMENT

Maximum : 25 MARKS


1. Demographic segmentation.

2. Personal setting.

3. Product Strategies

4. Full cost pricing

5. Consumer Behaviour

6. Idea marketing.

7. ‘‘All organisations need marketing’’. Do you agree to this statement? If so, give

reasons in support of your answers.

8. What is market segmentation? Explain the bases for market segmentation?

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(DBUS 23 NR) ASSIGNMENT - 2, MAY 2013.



Maximum : 25 MARKS


1. Discuss sheth model of buyer behaviour. How does it help in understanding decision –

making process of consumers?

2. Briefly describe each of the four main stages of the product life cycle.

3. What are the factors influencing pricing strategies and policies?

4. Write about channel selection under distribution mix of marketing?

5. KEEBOR SHOES LIMITED

The Indian sports shoe market is estimated at 25 million pairs per annum and is

growing at an annual rate of 25 percent. The Indian shoe market is heavily crowded

with numerous brands. There is a sudden rush of foreign brands into this market. In

less than a year three international bands viz. LOTTO, PUMA and ADIDAS have

entered the Indian market. Bata has tied up with Adidas; Carona Limited with Puma

shoes and Consolidated Footwear with Lotto.

According to a survey, 5 million pairs of smuggled sports shoes are sold in the country

every year indicating the Indian consumer’s interest and craze for foreign labels. Carona

Limited has a capacity to manufacture 3 million pairs of sports shoes and Bata Limited

a capacity of 4 million pairs per annum. The plants have not yet attained full capacity.

Power is the market leader and action has carved out a niche for itself through its

lifestyle promotion strategy Puma-Carona and Lotto emphasise on their foreign

connections and technological perfection. They also have plans to Sponsor sports events,

institute sports awards are scholarships, and have sportsmen endorse their brand.

BUYER PROFILE AND BEHAVIOUR

The profile of the sports shoe buyer is that of a male who is under 30 years of age, who is

a student or earning member with a reasonably high family income of above Rs. 10,000

per month atleast. The awareness of both Indian and foreign brands, among the buyers

is quite high. Most of the sports shoe buyers intend to use them as a regular all-time

wear or as occasional casual wear, while a very small proportion uses them for playing

games only. Superior technology, better appearance and brand image are considered

more important reasons than suitability for games for buying a particular brand of

sports shoes.

PRODUCT, PRICE AND DISTRIBUTION

Puma is available in maximum number of models; Lotto is available in fewer number

and Adidas the least. The price ranges from Rs. 500 a pair for the low priced to Rs. 1,200

per pair for the high priced. Buyers of sports shoes for the purpose of playing games only

generally opt for the low priced shoes. The concept of high quality and high priced shoes

has not gained acceptance in India.

Puma is available at a large number of company showrooms and private outlets, Adidas

at a selected company owned outlets and a few private outlets, Lotto at a large number

of Bata stores and other private outlets. In all, 79 percent of all shoe outlets sell sports

shoes. Shops selling Adidas/Puma/Lotto derive 31 percent of their turnover from the

sports shoe business.

Keebor is the highest priced sports shoe in the world. It is the market leader in sports

shoes. Keebor has decided to enter the Indian Market on its own having no collaboration

with any of the Indian shoe brands. Keebor would like to achive a sales target of 5 lakh

pairs of sports shoes per annum in India.

Questions

(a) What is the target market segmentation possible for Keebor shoes? Which segment

should it choose? Why?

(b) Elaborate upon the marketing mix Keebor shoes must design to position itself in

the identified target market?

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(DBUS 23 OR)




Maximum : 25 MARKS


1. Marketing mix

2. Market positioning

3. Psychological pricing

4. Direct marketing

5. Family branding

6. Sales forecasting.

7. Discuss the significance of marketing in a developing economy.

8. Explain how macro and micro environment are influencing as marketing strategy of

a company.

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(DBUS 23 OR) ASSIGNMENT - 2, MAY 2013.



Maximum : 25 MARKS


1. Define and discuss the nature and scope of consumer behaviour.

2. Classify products with suitable examples. State their features.

3. How do you assess the effectiveness of advertising?

4. How do you resolve conflict between different channels of distribution?

5. Case Study:

Indian Pharmaceuticals was established in 1985 to manufacture, distribute and

market pharmaceutical drugs. The company established a place for itself in

pharmaceutical industry in India.

In 1995, the Managing Director of the company stressed the need for

diversification and addition of new products to its existing product range. Looking

at the success of the Triveni brand of high protein biscuits, he floated the idea of

manufacturing and marketing the biscuits rich in protein, minerals and vitamins.

His advisors suggested that since most of the people in the country were suffering

from protein deficiency such products enriched with protein would be desirable

and should be a big success specially inview of its competitors brand. The

marketing research department also gave green signal to the project after

conducting brief survey the company promoted its biscuits with the triple plus

protein brand name. It was supplied in a 400gm. packet consisting of 60 biscuits at

the price of Rs. 75. The product was heavily advertised in the news papers, health

magazines, radio and television. The target audience was middle class who it was

believed suffered most from protein deficiency and can afford Triple plus protein

biscuits. The ordinary biscuits were available in the market at the rate of Rs. 30 to

Rs. 40 per kg. The thrust of Triple Plus biscuits in the promotion campaign was

that these biscuits contain three times more protein and have additional mineral

and vitamin value. The company has 50 stockists covering the entire country and

has a sales force of about 150 medical representatives for promoting its products

through doctor and registered medical practitioners. The medical representatives

of the company had very good rapport with Government and charitable hospitals.

To promote the Triple Plus brand of biscuits, its medical representatives gave

discount coupons to doctors for passing over to their patients. The buyers were

entitled to Rs. 5 per packet of 400 gms, the scheme continued for about 6 months.

Despite heavy advertising and canvassing by its medical representatives, the

product was unable to attract customers. It was observed that the launching of

this product has not affected the market position of Triveni biscuits at all which

was being sold at Rs. 90 for a pack of 275 gms. Rather, it was observed that the

sale of Triveni biscuits have increased marginally consequent to the advertisement

campaign by the India pharmaceuticals. The company could achieve only 25% of

its sales target in the first year and it remained almost static for the next year.

Questions:

(a) What are the reasons for the failure of the company to achieve its sales target?

(b) Critically evaluate the advertising and sales promotion strategy followed.

(c) Suggest suitable promotion plan which can increase the sales of the company.

——————

(DBUS 24NR)



Paper IV — HUMAN RESOURCE MANAGEMENT

Maximum : 25 MARKS


1. Job Design.

2. Human resource planning.

3. Psychological test.

4. Career planning.

5. Job satisfaction.

6. Collective bargaining.

7. Evaluate clearly the significant development of Human Resource Management in

India in the recent past.

8. Examine the objectives and methods of job analysis.

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(DBUS 24 NR)




Maximum : 25 MARKS


1. Describe the factors influencing Recruitment and explain the various sources of

Recruitment.

2. What are management development programmes? Explain.

3. What is the significance of Disciplinary procedure? Give a brief account of Disciplinary

procedure.

4. Discuss upon the functions and methodologies followed by the trade unions in today's

context.

5. EMPOWERMENT IN ACTION

Talking about taking action reminds me of a specific example that exemplifies

what happens when a team member has been empowered. I had been on a grueling

speaking tour when, after an arduously long flight, I checked into the Meridien

Hotel, New Delhi, at 2.00 am. Because it was late, I gave the car keys to a bellman

so that I could get checked in and go to bed. The following morning I had an early

engagement with a client. After breakfast I gave my claim check to an attendant.

After waiting for about five minutes, Hari, the bellman, came back and told me

that my car would not start. “It appears”, he explained, “that someone left the

lights on overnight.” Given that I had an appointment with a very important

client, I started getting a bit nervous. “Not to work,

Dr. Rakesh.” (Those Meridien hotel folks have figured out how important our

names are to us — I just wonder why most other service companies have not

caught on) “I’ll just drive you to your appointment in our an and get you these in

plenty of time.” On the way over, he told me that he would contact the car rental

company and make sure that they correct the problem or provide me with another

car. (Mind you, he came up with that, I didn’t ask for it.) “Also he continued, “what

time would you like me to pick you up?” I assured him that I would be able to get a

ride back, but that I would be extremely grateful if he could make sure that the car

would be fixed, since I would have little change to do it myself. At the end of a full

and demanding day, I returned to the hotel, I could hardly believe it when I found

out that Hari had indeed taken care of everything. And to think, all I had given

him was the name of the car rental company ! Plus, he was incredible cheerful and

composed at all times. A front-line employee taking independent, autonomous

action to do right by the customer regardless of effort, inconvenience or cost. That’s

what I call empowerment in action !

Questions:

(a) What prompted the bellman take care of every problem of Dr. Rakesh?

(b) What factors contributed to the extraordinary performance of the bellman?

(c) What benefit did the hotel Meridien derive from Hari’s action?

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(DBUS 24 OR) ASSIGNMENT - 1, MAY 2013.



Maximum : 25 MARKS


1. Human Resource development

2. Induction

3. Job description

4. Fringe benefits

5. Employee discipline

6. Workers participation in management

7. What is meant by manpower planning? Outline the various objectives of

manpower planning.

8. What are the different methods of training? Write advantages and disadvantages

of any one of the methods of training of your choice.

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(DBUS 24 OR)




Maximum : 25 MARKS


1. Why do we appraise performance of employees and what methods are used to do this?

2. The various statutory measures needed for the employee welfare seldom achieve the

purpose? Do you agree? Give reasons.

3. “Justice delayed is justice devided”. Comment with reference to the handling of

grievances.

4. With increasing recognition being given to the integrative approach to collective

bargaining, trade union militancy in India is an a downslide comment.

5. HINDUSTAN CHEMICAL LTD

The Hindustan Chemicals Ltd (HCL) is a public sector firm engaged in petrochemical

business. It employs about 1,600 most of whom are

well-qualified, fairly young (average age 32) and typically have an urban background.

HCL has retained one reputed consulting and training organization each to impart

training in supervisory skills for their junior managers, human resource management

Programmed with emphasis on organization analysis and behaviour modification skills

for middle managers and advanced management programmes for senior managers. HCL

wanted to train all managerial employees over a period of 12 to 15 months in batches of

20 per months at junior and middle levels and 20 senior managers in once every two

months.

IAM, a renowned management institute was assigned the responsibility to cover

middle managers.

A couple of months after the start of the training intervention, the top

management learnt of a growing tendency on the part of some of the employees on night

shift to sleep while on duty. Since it was a tightly manned petro-chemical complex any

negligence or dereliction of duty in certain critical areas could be potentially hazardous

and extremely risky. Therefore, the Director (Personnel) and a couple of members of the

top management team went around the plant one night, without any prior information

to the plant people about their visit. They caught red handed, four persons sleeping on

duty, recorded evidence and proceeded with taking steps to initiate disciplinary action

the following day. When the charge sheets were being prepared, trade union leaders

descended on the scene, persuaded the top management to be lenient, as an exception in

this case, to the concerned persons. The union leader also assured that they would

advise their members not to sleep while on duty. In the interest of maintaining good

industrial relations, the top management did not pursue the cases.

This gesture on the part of the top management was perceived as a sign of their

weakness by the officers’ association and its members. They protested to top

management whether they (the latter) would be equally considerate in cases involving

them (the managers). The workers felt that so long as there is no problem in the plant,

management would be considerate enough. With the result, the incidence of sleeping on

night duty began to grow. Top management became alarmed. The Personnel

Department was asked to advise all line managers, particularly left in-changes in night

duty to keep a vigil on those who have a tendency to sleep and report cases of persons

who are found guilty of sleeping on duty. The circular did not register any impact on the

middle and junior managers. Instead, they derisively laughed and ignored the circulars.

They also felt that “the top management’s perception of industrial relations dynamics at

the plant is very different from that of junior and middle level managers.”

Seeing no improvement in the situation, the top management asked IAM to

include a module on Handling Indiscipline with role play sessions on ‘How to conduct

Domestic Enquiry’. The Programme Coordinator readily agreed to the suggestion

because he felt that in doing so he was making it tailor-made to the needs of the

organization.

When the module was first offered to the fifth batch of middle managers, the

participants wondered why this subject was additionally introduced. They wanted to

know why it did not from an integral part of the programme from the colleagues who

attended the programme from the beginning itself and whether the need for including

the topic was felt by their colleagues who attended the programme in the previous

batches or by the top management. When they learnt that it was at the latter’s instance,

they stoutly protested in chorus and said, “We know the importance of Discipline. In

fact, with growing violence our physical security is often threatened due to sabotage,

violence and vandalism by a handful of unruly elements. Discipline, therefore is not

merely an organization need, but also a personal need for us whereas for the top

management it is a bargainable aspect of shop-floor industrial relations. What we need

is not training but proof that top management means what it says. We demand that the

top management supports and sustains the actions we initiate in maintaining discipline.

We will be able to have confidence in top management if it, shows us the way by first

initiating actions on the cases they themselves have booked.”

Such restiveness affected the receptivity in what was on the agenda in the training

schedule for that afternoon. But the trainees became intensely involved the following

day when they were doing the organization analysis in small groups. Most participants

wondered what happened to the suggestion their predecessors made while presenting

the findings of their group discussions on organization analysis before some members of

the top management team on the last day of every programme held thus far. One

participant asked: our colleagues gave their feedback to the top management. We

understand the latter agreed on most points. But we see no evidence of follow-up of any

kind. “A second one argued with the programme coordinator, “Why are you asking us to

give vent to our feelings? Do you realize that our top management is merely using you

and the other faculty as a buffer. A third one queried, of personality and situation. Now

tell us whether top management is merely wanting to change our personality but does

not want to change the situation. We do not know whether discussion on aspects

concerning their personality should remain a taboo since projection will not help us.”

Questions:

(1) Discuss the key issues in this case. Identify the lessons for developing training

strategies. What remedial steps would you suggest in this Case?

——————



Paper V — RESEARCH METHODOLOGY FOR MANAGEMENT DECISIONS

Maximum : 25 MARKS


1. Differences between a management decision problem and a marketing research

problem.

2. Pre test -post test control group design.

3. Criteria to be used when evaluating secondary data.

4. Sign test.

5. Difference between principal component analysis and common factor analysis.

6. Prediction accuracy.

7. What is the role of the researcher in the problem definition process? Describe and

evaluate experimental designs and the differences among pre-experimental, true

experimental quasi experimental and statistical designs.

8. Distinguish between primary and secondary data. Distinguish between

probability and non- probability sampling techniques. Describe the probability

sampling techniques.

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(DBUS 25)



Paper V — RESEARCH METHODOLOGY FOR MANAGEMENT DECISIONS

Maximum : 25 MARKS


1. Describe the non-comparative scaling techniques. Describe the notion of internal

consistency reliability.

2. Describe the significance of preliminary data analysis and the insights that can be

obtained from such an analysis. Explain data analysis associated with cross tabulations

and the associated statistics.

3. Distinguish between parametric and non –parametric tests. Discuss the similarity

between cluster analysis and discriminant analysis. Explain various clustering methods.

4. Explain the basic requirements of report preparation. What is the purpose of an oral

presentation? What guide liens should be followed in an oral presentation.

5. A Survey of 320 families with 5 children even revealed the

No of boys 0 1 2 3 4 5

No of girls 5 4 3 2 1 0

No of families 12 40 88 110 56 14

Is this result consistent with the hypothesis that the male and female births are

equally probable?

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Paper VI — BUSINESS POLICY AND STRATEGIC MANAGEMENT

Maximum : 25 MARKS


1. Explain about 7.S framework.

2. What is the rationale of performing a SWOT analysis?

3. How can a strategic budget be prepared?

4. What are the characteristics of a mission statement?

5. How is a strategic advantages profile prepared?

6. What do you mean by corporate restructuring?

7. What are the drawbacks of being a specialist? What are the advantages of being

a generalist?

8. What are the basic functions and responsibilities of the senior management?

——————

(DBUS 26)



Paper VI — BUSINESS POLICY AND STRATEGIC MANAGEMENT

Maximum : 25 MARKS


1. What points need to be kept on mind while using a particular source of environmental

information?

2. Exemplify how commitment to past strategic actions may restrict the strategic choice for

a firm.

3. How is a top-down approach different from the bottom-up approach for resource

allocation?

4. Enumerate the different structural mechanism required to implement a strategy.

5. Case study.

In the 2000s, telecommunications (telecom) company Bharti Airtel Limited (BAL) was

the market leader in the Indian telecom market. It had established itself as the leader in

the market by differentiating itself with its focus on building a strong brand through

innovation in sales, marketing, and customer service, and an innovative cost effective

business model. Analysts also credited BAL with negotiating the regulatory hurdles in

this emerging market and competition very effectively. This enabled it to become

profitable despite the Indian telecom market having the lowest tariffs in the world.

Some analysts opined that BAL’s unique business model had become the benchmark for

emerging markets. Mobile telephony in India was experiencing the fastest growth in the

world and India was already one of the leading markets in terms of mobile subscriber

base. Despite Average Revenue per User (ARPU) figures in the country being quite low

compared to many other markets, it was viewed as an attractive market as mobile

penetration of the market, particularly in the huge rural areas in India, was still low.

With the developing market in the West reaching high levels of saturation (70% in US

and 100% in some European markets), many global telecom operators were looking at

emerging markets for their growth and this made India a prime target market for these

firms. The market in India was also expected to witness many changes with the

introduction of new technologies and mobile number portability.

Since 2007, BAL had been facing serious threats to its leadership position. On the one

hand, there was the onslaught from global players such as Vodafone and Virgin Mobile,

and on the other, the threat from established Indian companies such as Reliance

Communications Ltd.. Tata Teleservices Ltd., and the state-owned Bharat Sanchar

Nigam Ltd., (BSNL). Moreover, the market was expected to witness the entry of some

more Indian and foreign companies. BAL had responded to investing heavily in

expanding its network, technology, and marketing. It was trying to cover all segments of

the population-from the tech-savvy youth population who coveted the latest Value-

Added Services (VAS) to the Bottom of the Pyramid (BoP) segment who would be

satisfied with a low-cost offering.

In early 2008, BAL, which still dominated the Indian telecom market and was the

worlds tenth largest telecom company, was also readying itself to replicate its success

story in some other emerging markets.

Questions:

(a) How Bharti Airtel Ltd., tapped the opportunities in the Indian telecom sector and

established itself as the market leader.

(b) Analyze the booming telecom sector in India that was experiencing high growth

rates, with special emphasis on the competitive landscape in the sector.

(c) What are the opportunities that emerging markets such as India offer to global

business enterprises.

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Paper VII — MANAGEMENT OF INFORMATION SYSTEMS

Maximum : 25 MARKS


1. Information systems

2. Data communication concept

3. Query Language

4. Data flow diagrams

5. Hardware

6. Executive support system

7. What do you understand by the concept of Information Resource Management?

Explain.

8. What is system Development life cycle? Explain.

——————



Paper VII — MANAGEMENT OF INFORMATION SYSTEMS

Maximum : 25 MARKS


1. Outline the recent trends in Information Technology in India.

2. What do you understand by RDBMS? Explain

3. Write a note on computer networks.

4. What will be the future of DBMS?

5. Case Study: (Compulsory)

The Universal Food and Drinks Limited (UFDL) is a Company, manufacturing different

types of packaged foods and drinks. The product range consists of more than 50 items

and 200 packaging units. The Company's products and popular throughout the country

and the company is known for its quality procucts.

The universal Foods and Drinks Limited has processing plants in the various parts of

the country like Jammu and Kashmir, Madhya Pradesh, Himachal Presesh,

Maharashtra, and Kerala. It has a wide network of distributors and dealers, who stock

the UFDL products and deal with all types of customers. The Company, through this

network,. reaches. to over 50,000 retail points in the urban and the rural markets.

Some of the products of the UFDL are produced throughout the year and are sold

through this wide network. Some products are seasonal in production but are sold

throughout the year. And some products are popular in certain seasons and not In

demand at all in the other seasons.

The business performance of the company is assured good, if the UFDL produces the

products as per the varying demand pattern of the customers. Since the company has

established its strength in the distributor dealer network, the success comes through the

appropriate decisions in the purchase of fruits, vegetables, cereals and pulses and

putting them through processing and packaging, and despatching them to the various

locations where the distributors are located.

It is the policy of the company to launch each year at least one new product in the

country. This policy has paid rich dividends, to the company in terms of its image and

the customers have always looked forward for such an announcement from the

Company’s end. The UFDL uses, well in advance, the different advertising media such

as the newspapers., hoardings, magazines, sample tests and demos, T.V., etc. for

announcing and promotion of its new products from time to time. However, the selection

of the media is based on the product and its overall position in the product range and the

targeted market segment.

In spite of the considerable strength in many aspects of business, the Company has

failed in the launching of new products. It was also not able to meet the demand owing

to the inadequate purchases of raw materials, the wastage of the raw material as the

processing plant Of the Company was not available due to its maintenance schedule or

it was scheduled for some other food processing operation. The Company also faces the

problems of high seasonal inventory which, if not disposed off in time, becomes a non-

moving and sometimes a non-saleable inventory.

The UFDL has its Marketing Division headed by a Manager-Marketing supported by

the Product Manager for a group of its products.

Questions:

(a) Identify the different decisions which the Management of the company is making

during the course of the business execution.

(b) Classify these decisions in terms of the types certainty, risk and uncertainty.

(c) Which of these decisions cab be converted into the programmable decisions? Give a

model of one programmable decision, and suggest a decision support system (DSS)

for the same.

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(dbus 21 nr) - anucde.info · what is a stable dividend policy? why should it be followed? ... bata...

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