This Paper has 22 answerable questions with 0 answered.
F—15(SMM)
Revised Syllabus |
| Time Allowed : 3 Hours | Full Marks : 100 |
| This question paper has two parts — A & B. |
Part A contains objective type questions. Here all questions are compulsory.
It is having full marks of 20. |
You are required to write down (i.e. do not just tick the alternative) the correct
or best possible answer from the given choice for each of these questions. |
In Part B, you are required to answer any five questions out of nine questions.
Your answer must be brief and to the point.
Cite suitable Indian examples to explain your option. |
| PART A |
| Marks |
| 1. | The environmental factors that affect an organisation’s strategy are: | (a) | Exchange rate movements, political and legal developments, capital base and nature of the tax system; | | (b) | Technological factors, economic factors, social conditions, political and legal developments; | | (c) | Public vs. private sector ownership, industrial climate, technological base, skilled manpower; | | (d) | Demographic composition, financial constitution, political environment, infrastructural facilities; | | (e) | Any other combination to be stated by you. |
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| 2. | A corporate strategy can be defined as: | (a) | A list of actions about operational planning and statement of organisation structure and control system; | | (b) | A statement of how to compete, direction of growth and method of assessing environment; | | (c) | A statement of organisation’s activities and allocation of resources; | | (d) | A course of action or choice of alternatives, specifying the resources required to achieve certain stated objectives; | | (e) | A statement of where and how the company will prefer to operate. |
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| 3. | Gap analysis identifies: | (a) | The steps that should be taken by way of evolving new strategies to meet company’s targets; | | (b) | Strengths, weaknesses, opportunities and threats to its business; | | (c) | Mapping of different competitive offerings and identify possible market opportunities; | | (d) | The possible projections of current activities into the future; | | (e) | Where the company is placed today vis–a–vis its competitors. |
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| 4. | Management accounting information is found to be inadequate compared to strategic management because: | (a) | It reported only certain technical data and lacked any objective assessment; | | (b) | It offered merely certain budgetary picture and control systems; | | (c) | It lacked a future projection of company’s position; | | (d) | It reported pool of historical figures which are not adequate for future decision making purpose; | | (e) | It never showed a picture of the future. |
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| 5. | Strategic analysis is concerned with stating the position of the organisation in terms of? | (a) | Mission, choice of market segments, product selection, financial targets, external appraisal; | | (b) | Mission, goals, corporate appraisal, position audit and gap analysis; | | (c) | Mission goals, identification of key competitors, SWOT and environmental appraisal; | | (d) | Mission, targeted ROI, manpower planning, position audit; | | (e) | Mission, SWOT, competitive strategies, stakeholders position and institutional goal. |
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| 6. | Strategic choice makes a statement about the corporate strategy as well as business strategy: | (a) | They are one and the same: | | (b) | One is an external planning and another resource planning statement; | | (c) | Corporate strategy is a general statement and business strategy defines how a SBU shall operate; | | (d) | Both states certain course of action - one for the total unit and another for a particular business unit; | | (e) | One refers to the whole business and another helps in the formulation of marketing decisions. |
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| 7. | Board of directors has certain basic tasks as follows: | (a) | To define the corporate mission and stop irregular practice; | | (b) | To design the course of strategic options and appointment of top management; | | (c) | To set the ROI and other business performance targets; | | (d) | To monitors plan and keep abreast of external threats; | | (e) | To evaluate and monitor courses of actions. |
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| 8. | Degree of involvement of Board of Directors may vary from passive to active level. It may participate in one or more of the following activities (state which ones are more appropriate as a judicious mix): | (a) | It constantly oversees the company’s mission, objectives and policies; | | (b) | It approves issues like R & D, foreign collaborations, linkages with financial institutions; | | (c) | Capital budgeting, new product launch and competitive strategy building; | | (d) | It tries to ensure that the company remains aligned with changing social, political and economic milieu; | | (e) | Oversees only the financial performance of the company. |
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| 9. | E.W. Reilly has described functions of the top management as following: (You may choose most appropriate ones.) | (a) | Establishing policies and assigning responsibilities; | | (b) | Measuring and evaluating financial results; | | (c) | Mergers and acquisition for the company; | | (d) | Performance appraisal of managers; | | (e) | Stimulating creative thinking. |
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| 10. | A strategic business unit (SUB) is defined as a division of an organisation. | (a) | That help in the marketing operation; | | (b) | That enable managers to have better control over the resources; | | (c) | That help in the choice of technology; | | (d) | That help in the allocation of scarce resources; | | (e) | That help in identifying talents and potentials of people. |
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PART B
|
Answer any five questions.
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| 11. | What is strategic management? How does it differ from operational management? | 6+10 | (0) |
| 12. | Discuss Porter's five forces model. How does it help managers to identity the opportunities and threats confronting a company? | 6+10 | (0) |
| 13. | What can be the possible pricing objectives of a company? Distinguish the meaning of: | (i) | Cost based pricing; | | (ii) | Demand oriented pricing; | | (iii) | Competition linked pricing methods. |
Name the various pricing methods falling under each of these three broad pricing methods. | 4+6+6 | (0) |
| 14. | The SWOT analysis is a simple and useful tool of environmental analysis. Discuss its application for an Indian company. Also highlight its limitations in the context of a growth oriented company. | 8+8 | (0) |
| 15. | The life cycle hypotheses is a powerful integrative tool for any industry. Discuss the various stages defined in three popular PLC models, namely: | (a) | Porters Generic Strategies; | | (b) | Ansoff’s Matrix; | | (c) | BCG Matrix. |
| 16 | (0) |
| 16. | Analysis the Mckinsey 7S framework. What are the important lessons you learn from this? | 8+8 | (0) |
| 17. | Why distribution function is referred as the most crucial part of Marketing Management? Also, discuss the various factors influencing ligistic choice. | 10+6 | (0) |
| 18. | What are the three generic competitive strategies Michael Porter proposed to gain competitive advantage and achieve above average returns? Explain them briefly with suitable examples from Indian market. | 4+12 | (0) |
| 19. | Write short notes on any two of the following: | 8x2 | |
| | (a) | The mission and vision statement; | | (0) |
| | (b) | Elements of the marketing mix; | | (0) |
| | (c) | The difference between the corporate strategy and business strategy; | | (0) |
| | (d) | The importance of marketing research in decision making. | | (0) |
