This Paper has 23 answerable questions with 0 answered.
F—15(SMM)
Revised Syllabus |
| Time Allowed : 3 Hours | Full Marks : 100 |
| Part A contains objective type questions. All questions are compulsory. |
This part carries 20 marks. You are required to write down and explain your answer
not merely tick appropriate choice. |
In Part B, you have to answer five questions.
Your answer must be brief, and illustrate with examples. |
| PART A |
| Marks |
| 1. | The difference between strategy and operational efficiency can be best explained in terms of | (a) | Choice that the manager has to make | | (b) | Choices in relation to the trade-offs that the manager has to make | | (c) | As a necessary and sufficient condition for profitability | | (d) | As a necessary but not sufficient condition for profitability | | (e) | As neither necessary nor sufficient condition for profitability. |
| | (0) |
| 2. | State Bank of India’s slogan of "reaching out" would be in your mind, best described as a | (a) | Mission statement | (b) | Vision statement | | (c) | A strategic intent statement | (d) | A competency statement | | (e) | None of the above. |
| | (0) |
| 3. | When Philips says, "Philips Invests", it is making a statement | (a) | For all stakeholders | (b) | For its employees | | (c) | For its shareholders | (d) | For its customers | | (e) | As a warning to its competitors. |
| | (0) |
| 4. | The difference between strategic alliances and joint ventures can best be explained by | (a) | All strategic alliances are joint ventures | | (b) | All joint ventures are strategic alliances | | (c) | All strategic alliances are temporary phenomena | | (d) | All joint ventures involve equity participation. | | (e) | There is no connection between SAs and JVs. |
| | (0) |
| 5. | Which would best describe the SBU format? | (a) | General Insurance Corporation of India | (b) | Hindustan Lever limited | | (c) | ITC | (d) | Steel Authority of India Limited | (e) | HDFC. |
| | (0) |
| 6. | Which of the following could be a core competences? | (a) | A brand name | (b) | Land | | (c) | Plant and machinery | (d) | Enlightened leadership | | (e) | None of the above. |
| | (0) |
| 7. | The difference between forward integration and concentric diversification can be explained in terms of | (a) | Organization structure | (b) | Relative importance | | (c) | Systems dynamics | (d) | Core products | | (e) | None of the above. |
| | (0) |
| 8. | The role of leadership can be best evaluated by looking at | (a) | Vision | (b) | Strategy | | (c) | Communication | (d) | Succession planning | | (e) | All of the above. |
| | (0) |
| 9. | Strategy is a scientific response to | (a) | External threats | (b) | Internal factors | | (c) | Face competition | (d) | Uncertainty | | (e) | Planned growth. |
| | (0) |
| 10. | Most Indian firms did not have a mission statement till recently because | (a) | It was not a statutory requirement | (b) | Companies were not professionally managed | | (c) | Growth options were controlled by Government policy | (d) | There was lack of specialists | | (e) | All of the above. |
| | (0) |
PART B
Answer any five questions. |
| 11. | Explain the need for a business firm to scan the environment on a continuous basis. How does SWOT analysis help a firm in strategic planning? How did the environmental changes in the mid–80s affect the fortune of the Indian two wheeler industry? | 16 | (0) |
| 12. | Explain how the concept of strategic business units (SBUs) is useful for a multi-business enterprise? Discuss how the BCG growth matrix helps a firm in product portfolio choice. | 16 | (0) |
| 13. | Describe Ansoff's growth vector matrix. What are its strategic implications? What are the risk associated with each of the strategic options identified in the BCG matrix? | 16 | (0) |
| 14. | Acquisition and internal new venturing are tools that companies use to enter any new business. What factors influence the choice between the two? Why do many acquisitions and internal new ventures fail to create value?
What structured approach a company need to take to make successful acquisitions? | 16 | (0) |
| 15. | Industries pass through a series of well defined stages, popularly known as industry life cycle. What are these various stages? What are the implications at each stage in the form of competition? | 16 | (0) |
| 16. | Discuss the five forces model of Porter with reference to the– | (a) | automobile, | (b) | banking industry in India. |
| 16 | (0) |
| 17. | Discuss the 4 Ps of marketing in the context of a specific product and market segment. What are the unique features of service marketing? How do marketers try to overcome the limitations of delivering an uniform service quality? | 16 | (0) |
| 18. | Illustrate any two of the following concepts: | (a) | Core competence; | (b) | Mckinsey 7s frame work; | | (c) | Functional vs. Martix form of organisation; | (d) | Cost leadership vs. Cost reduction; | | (e) | Vision vs. Strategic intent. |
| 16 | (0) |
| 19. | Write short notes on any two of the following: | 8+8=16 | |
| | (a) | The general Electric Industry attractiveness matrix; | | (0) |
| | (b) | Brand image or equity; | | (0) |
| | (c) | Types of buying behaviour; | | (0) |
| | (d) | Brand positioning; | | (0) |
| | (e) | Emerging challenges in Indian market. | | (0) |
