SOLVED ASSIGNMENT NMIMS MBA 2018 DECEMBER 9773820734

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(WHATSAPP ) Internal Assignment Applicable for DECEMBER 2018 Examination

Total Quality Management Q1. Quality gurus, have all stressed the importance of employee involvement for quality. Explain why you would agree with them and how industries have implemented total employee involvement for quality.

Q.2 Assume you are appointed the Management Representative (MR) of your organization to implement ISO 9001. Explain the steps you will take to successfully get the ISO certification for your organization.

Q.3. You are attempting to develop a quality monitoring system using control chart for some parts produced from a large batch production. These parts are either good or defective. During each delivery a random 500 units is sampled and the number of defective units in the sample is noted.

The average defect rate is 3.5%. a. State with reasons the type of control chart you would use b. Develop the upper and lower control limits (z=3)

Customer Relationship Management 1. You are the Chief Marketing Officer of a Branded Toy store in South Mumbai. Lately, it has been reported to you that your brand is making losses in comparison to a newly opened competitor Toy Store operating in your area. What can you do to reverse the losses & bring back your brand to profitability from a CRM perspective?

2. You are the Head of a Private Hospital, namely WeCare Hospital & lately, it has been reported to you that your hospital s customer attrition is steadily increasing on a Year on Year basis. What would you do to arrest customer attrition & turnaround the fortunes of your Hospital? How will CRM help you in this effort?

3. As the newly appointed CRM Head for Hero Motocorp, you have been tasked to implement a brand new CRM program in your organization. a. What would be the best CRM implementation strategies that you will follow for your business? b. What aspects of application architecture would you consider while implementing CRM at Hero?

Brand Management Q1. Red Ply (name changed) is a leading Indian plywood manufacturer. Along with plywood it also manufactures and markets allied products for furniture making including laminates, veneer, doors etc. though Plywood remains its largest revenue contributor. RedPly prides itself w.r.t its product quality and remains committed to providing the highest quality to its consumers. Over the years it has installed latest machines and equipment for high-class manufacturing, though it leads to escalation in production cost. RedPly s closest competitor is OrangePly (name changed), with unbranded players being the most significant competition. OrangePly competes through flexible retailer terms and smart marketing and communication strategy while unbranded players offer 3040% lower price. Plywood retailers and carpenters are the key influencer to customer s decision.

While customers (Home-owners) show a preference for RedPly, retailers try to convert them to brands offering higher retailer margins. Carpenters demand higher price for using branded plywood and assure home-owner about the quality of the ISI-marked products or unbranded products.Due to above factors RedPly is consistently losing market share and is facing price-pressures. Plywood market is dominated by the unbranded segment (~60%) with branded players (RedPly, OrangePly, others) forming the remaining.

Critically analyze the RedPly s market situation to identify its business challenges. What is/are the possible outcomes if RedPly does not respond to these challenges? Suggest the strategic options available to it. What are the pro and cons of each strategic option?

Q2. Nitin bhai is feeling perturbed. His company Velvet Paints has recently acquired a Kerala based paints company Trichy Paints a year ago but he has been unable to merge the two brands till today.Velvet Paints primarily market is in the decorative paints segment. It is known for its quality and innovative products but has limited brand appeal specially in southern market. Trichy Paints has a broader product range across Decorative as well as Wood finish segments. Kerala is Trichy paints key market though it has limited presence in other Southern markets (Tamilnadu, Karnataka, Telengana etc.). Nitin Bhai would like to do away with Trichy Paints as a brand and would only like to use the acquisition for expansion of production facility, personnel and distribution network. Multiple brands require separate marketing & advertising expenditure. Nitin Bhai has ambitious plans for Velvet Paints and plans to make substantial expenditure on the marketing & promotion to be able to take-on established large players. Being a mid-sized company, Velvel Paints has limited resources and multiple brands require separate marketing spend thus increasing the budget required. The key

conflict here is regarding the Wood finish brand of Trichy Paints, Woodshine. Velvet Paints has no comparative product and Woodshine is a leader in its segment. Tampering with the brand may lead to market dilution. To resolve the conflict, Nitin Bhai hires a Hyderabad based market research firm Marquee. The market research firm held discussions with the Trichy Paints management, trade partners (retailers, distributors, wood-painters) and consumers. Below were the key findings shared by the Marquee team. Wooden furniture polish is a niche segment with Woodshine being the leading brand Woodshine has a very strong brand recall and brand connect Consumers are dependent on the wood-painters for the brand-selection and are often unaware of the product being used though customers want the best quality for their furniture with low sensitivity to price Wood-painters have limited education and have strong association of Woodshine with existing name and logo How would you explain the situation and brand challenges Velvet Paints is facing? What will be your advise to Nitin Bhai in regards to brand portfolio restructuring? What should he do with Woodshine?

Q3. Happy SPA has recently undertaken significant advertisement spend to boost its membership. It published full-page and half-page ads in leading newspapers (Sample Ads in Appendix 1 and 2). It expected ~30-40% jump in its membership but the response to the campaign has been disastrous.

There have been less than 100 query calls with some Ads resulting in no query calls. This has led to serious deliberations within the management. Happy SPA had started with the philosophy of providing value-based-pricing and professional servicing. In the over a decade of its existence it grew to 25 branches across 5 cities in North and West India. In the last couple of years its membership had begun to stagnate. It had aimed to grow to 100+ branches in the next 3 years through franchisee model. For franchisee led growth it was important for Happy SPA to boost revenue, something it has struggled with. A new strategy was formulated to boost footfalls and it was decided to target stress-based issues through SPA therapies. Stress has popularly been identified as the primary source of health-issue in the modern day life. Management believed that by linking its therapies to stress-ailment it will be able to increase relevance of its packages. Along with standard SPA therapies Happy SPA came up with stress and stress-linked ailments (fatigue, poor-sleep, backache etc.) specific therapies. As part II of the growth strategy, it made significant expenditure in advertisement and expected it to drive growth and its expansion plans. But the poor response to its campaign had put brakes onto its plans and brought it back to the thinking room. a. Conduct a survey (sample size 5-8 people) exploring linkage between stress-ailments and SPA. Present the survey-questionnaire and the findings. b. What do you think of the Happy SPA s new growth strategy and advertisements? What could be the reason for its lack of response? Analyse it according to the survey-findings.

Appendix 1: Advertisement sample 1 Appendix 2: Advertisement sample 2

Logistics Management Q.1. In case of logistic design and administration an organization must simultaneously achieve different operational objectives. Discuss the six objectives which are the primary determinations of logistical performance. Give industry examples.

Q.2. Green Manufacturing is important because due to the recent global climate humans have begun to acknowledge the susceptibility of nature and disasters it may bring in response to our negligence. Discuss with, examples, how Green Manufacturing can be incorporated in logistic planning.

Q.3. Zee Bazar is a large retails business organization. It has a strategic warehouse at a central location which receives supplies from various suppliers and stocks them in the warehouse.

Periodically these supplies are sent for replenishment to various retails outlets across the city. a. Explain how Zee Bazar would achieve economic benefit of warehouse by building a cross-dock facility b. State with examples, the basic service benefits that can be achieved through warehousing

Enterprise Resource Planning Q.1. Navneet Motors showroom does a lot of business. The salespeople are always running from customer to customer, scrambling to meet the customer expectations and make them feel important.

In this chaos, a salesperson could miss an opportunity to take note on a customer and the product he may be interested in. To address this issue, the general manager of the showroom has recently implemented a dealership performance CRM solution which his sales staff can use even on the go with the help of their mobile devices. This allows the members of the sales team to leave their desks and sell products to the customers face-to-face without losing any minute details of the customer.

The salespeople can enter customer details into the CRM system because it is quick tool to use and convenient a sit is accessible through their phones. They are reminded later to go back in and edit each prospect on their computer. Identify three benefits and challenges Navneet Motors will face using the CRM module from any vendor. Justify your answer.

Q.2 Nutrilite Health company (NHC) offers a wide variety of health products. Their company s products continually compete with other companies products for shelf space and sales. Currently, NHC s employees perform every business task by either passing paper, or calling each other on the telephone. As with standard , traditional business processes, there are usually traditional company structures that back up those processes. NHC s structure contains a Corporate HQ (CHQ), distributed processing plants, distributed sales regions, and a centralized marketing group. The use of slow business processes, and subsequent slow data communication has affected the orders for health products. Sales representatives place orders through mail or by fax. Twenty workers at CHQ open, sort, and enter 500,000 orders per week into the system. This information is transmitted daily from the Central Marketing Facility to a minicomputer at each of Nutrilite's processing sites. This daily order specifies the total demand for each processing center. The processing center then produces the amount of health products ordered and ships out the orders. Shipping managers at the processing centers assign the shipments to various transportation carriers, who deliver the product to receiving warehouses located in the regions. Some sales representatives have more than eighty customers. NHC has been struggling lately to deal with the competition because of the old school methods of performing day-to-day tasks and activities.

Discuss how integration of all the departments could help the organization to deal with competition.

Q.3. Vedant hospital is the provider of healthcare in West India. It wants to look for an integrated system to manage the full patient lifecycle from registration, screening, ongoing healthcare to satisfaction surveys. The hospital wishes to use the real-time patient records to streamline processes and improve patient experience, measure patient relations thereby improve the quality of care. It also wants to provide an online patients self-service portal ensuring patients can freely manage their own relationships with their healthcare provider. It aims to integrate all the core business processes to get better insights, have better control over the financials, automate orders and invoices, manage inventory. a) What are the factors the management must keep in mind while selecting a vendor for the integrated system. b) In your opinion, what are the factors that influence the performance of ERP systems in the post implementation phase? Give a justification for the top selected factor

Supply Chain Management 1. What are the three decision phases of Supply Chain Management? What are the key decisions made in each phase. Please give 3 examples of decisions in each phase and comment how each phase is connected?

2. A group of NMIMS alumni have started a new e-commerce company and they are expecting to serve only 5 cities- Delhi, Mumbai, Bangalore, Kolkata and Hyderabad. Each parcel they ship to their customers in these cities weighs between 200 grams and 400 grams. They negotiated with a courier company for shipping their parcels and the best rates they got for all parcels up to 0.5 kg are given in below table: Rates per parcel up to 0.5 kg Destination City Source City Delhi Mumbai Bangalore Kolkata Hyderabad Delhi 25 40 60 60 55 Mumbai 40 25 35

65 40 Bangalore 60 35 25 55 35 Kolkat a 60 65 55 25 50 Hyderabad 55 40 35 50 25 The number of orders they are getting from each city per month are given in below table Delhi Mumbai Bangalore Kolkata Hyderabad Orders from each city per month 5000 6000 4500 3000 3500 For processing their orders and storing the inventory, they need a 10000 sq ft warehouse. The rental cost in Mumbai is Rs. 20 per sqft. whereas the rent in Delhi is Rs. 8.5 per sqft. All other costs of operating the warehouse is same for both the cities. The group has to decide if they should have a warehouse in Delhi or in Mumbai to keep their costs to minimum. (10 Marks)

Q 3. Case Study/ Caselet Prime Plastics Pvt. Ltd. is a company based out of Mumbai, India. They produce vials using LDPE (Low Density Polyethylene) granules. Granules are imported from a plant in Germany which dispatches the goods on the same day when order is received. The shipments are made through sea and the transportation lead time is 45 days. Once the granules are received, the company tests the goods in their inhouse lab and only after that, the granules are used for making vials. Testing time for granules is 15 days. On an average company uses 24 metric tons of granules every month.

However the business development team of the company has informed that any day they can receive new orders and the consumption of granules can go up to 30 metric tons. a.) How much safety stock of granules should the company maintain b.) At what inventory level the order for new lot of granules should be placed.

Marketing Strategy Question 1: Founded in 1971 in Seattle, Washington, USA, Starbucks is a well-known international brand with presence in more than 20,000 locations. It has been over 23 years since Jeff Bezos founded Amazon.com in Seattle, Washington, USA. Suppose, Amazon.com is planning to acquire Starbucks, and Jeff has hired you as an advisor. Should Amazon.com acquire Starbucks? Why?

Question 2: Suppose, you are working as a Brand Building and Brand Management Specialist and have been hired by a competitor of Mercedes, the popular car brand. Help your client by explaining the Marketing Strategy of Mercedes in India.

Question 3: Founded in 1976, Brompton (www.brompton.com) is a well-known brand in the international folding bicycle market. Madhav, a young Indian and a first generation entrepreneur, incorporated XYZ Pvt. Ltd. in the year 2018 with a vision to build the first Indian brand to feature among top 3 international folding bicycle brands by 2025. Madhav has hired you as a consultant.

Question 3a: Explain the various points that you would consider in order to assess the attractiveness of the market for XYZ Question 3b: What will be your recommendations to Madhav regarding Marketing Strategy for XYZ?

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(WHATSAPP ) International Marketing 1. You are an Indian Company manufacturing machine parts made of steel and exporting to US. With Donald Trump imposing Tariffs, you have decided to manufacture some of your products in

North America and use this as an opportunity to expand your business in that part of the globe. You want to set up the factory either in Mexico or in Canada for this purpose. Evaluate the two location options of setting up the Plant and Business on basis of International Business & Marketing Environment parameters to come to a decision.

2. You are the CEO Starbucks and wish to enter India. Evaluate any 3 entry options to enter into India. Which of the market entry options would you finally choose & why?

3. The Tanzania Toothpaste market has strong growth and reasonable volume. The market is dominated by Colgate which has more than 65% market share and rest 35% percent are scattered within 6-7 local players. Colgate is the market leader in prices while all the other local players are about 20-25% cheaper in prices. The top three parameters of buy of Tanzanian consumers are Health, White Teeth & Freshness in that order. While Colgate positions itself on health platform, other local players are positioned on other 2. One of the biggest reason for lower market share is poor print quality on the toothpaste tubes where as Colgate gets its products from Europe where better quality printing facility on tubes is available. You are an Indian contract manufacturer for Unile ver in India and are now eyeing the Tanzania market where there is no clear number 2. You have set up a Contract manufacturing and Distribution partnership with C&C which is a local business conglomerate who apart from other businesses are also into FMCG but not into Toothpastes. You have decided to export quality printed toothpaste tubes from here for the purpose to overcome the problem faced by local manufacturers. a. Suggest what would be your pricing strategy for the new brand of toothpaste that you would introduce in Tanzania market based on the information. b. Suggest the possible brand positioning for your Toothpaste in the Tanzania Market.

Sales Management Q.1 Tasty Foods Pvt. Ltd, a contract manufacturer of juices has decided to enter the growing market of juices & drinks by launching its own brand Yogo , a yogurt-based drink, in different markets in India. The sales manager of this company is deliberating on the issue of developing territories for selling this product. Suggest various factors that should be taken into consideration in this context.

Q.2 ABN Amro (ABN) bank plans to build new sales force organization to market its credit cards in Vapi. But the market already has some other big players. In such a competitive environment, which factors must ABN consider in order to design an effective sales organization?

Q.3 Read the case & answer the questions: One of the largest consumer electronic company in India well anchored in the urban market realized that they have almost reached saturation in their growth in urban markets. As a strategy to trigger sales growth, they have decided to enter rural market. As a sales manager: a. Do you think the decision of the company was right or it is a disaster to enter rural market to trigger sales growth; give your point of view with logical reasoning? b. As a head of Sales what will be your strategy as far as sales force deployment without affecting current coverage

Project Management Q 1. You are invited to work as a project management consultant on a project for construction of a commercial complex. Discuss the possible ways by which you can contribute towards success of

this project.

Q 2. You are involved in an exercise to evaluate capital budgeting. The proposed project has estimated initial outflow of Rs. 1 lac and outflow of Rs. 37,000, Rs. 13,000 and Rs. 63,000 for first three years respectively. Your client uses 15% discount rate for capital budgeting. What would be your recommendation on financial feasibility based on Net Present Value technique? Provide enough details for justification of your recommendation.

Q 3. I am feeling jittery. How can I estimate how much time it would take to launch our next store in Ratnagiri city? I have never worked on such project of opening new store in new city. I don t know what my boss is thinking of me? Am I a magician to produce a number from nowhere? Sudesh went on talking on phone while Mansi kept on listening patiently.

Sudesh had joined a retail chain as a marketing executive six months back. After showing a great performance for six months on an advertising campaign, he was just put in this new project. When Sudesh s boss briefly told him about this new project, he mentioned that Sugesh should first work on time estimates. Sudesh immediately called Mansi, his cousin, who had 10+ years of experience of working as a marketing manager. After bursting out all frustration, he finally asked, What should I do?

Is it the first time the company opening a store in new city? Mansi asked her first question.

No, there are many people here who have done this before and I am told that all facts and figures about those projects are all documented well , Sudesh responded. But I am going to do it for the first time! Sudesh was still nervous. You don t need to worry! There are two ways by which you can go about making time estimates. Either refer to data from past project or seek opinion of earlier project managers. Mansi started giving her advice to her cousin. a. What advice will Mansi give to Sudesh about learning from past data? b. What advice will Mansi give to Sudesh about expert opinion?

Strategic Financial Management 1. Bajaj Limited expects to see a growth of 20% every year in free cash flow to equity (FCFE) over the next 3 years. The growth is likely to decline to 10% over the subsequent two years. After that, it is expected to be at a stable level of 6% per year. The FCFE in the current year is Rs 20 per equity share.

Compute the fair value per share based on the FCFE approach. Assume 20% cost of equity.

2. Companies X and Y are into the same business with different capital structures.

XY Number of outstanding equity shares 200000 100000 Face Value per share (Rs) 10 10 Market price per share (Rs) 15 20 Dividend per share (Rs) 2 3 Growth in dividend (YOY %) 0% 10% No of debentures 0 10000 Market price per debenture (Rs) 95 Interest rate (on face value Rs 100) 10%

Calculate the weighted average cost of capital of X and Y. Assume income tax rate of 30%.

3. A manufacturer is exploring a proposed production of premium quality widgets. The required machine would cost Rs 2 lakhs and has a useful life of 5 years. For the purpose of tax, relevant depreciation allowed on the machine is 20 percent on written down value basis. The salvage value is realizable at the end of 5 years. Initial working capital required is Rs 100,000 and is expected to remain constant year on year. Widgets can be sold at Rs 8 each. Around 75,000 widgets can be sold per year. A cash fixed cost of Rs 50,000 is expected to be incurred every year. Variable cost is estimated to be Rs 4 per widget. The tax rate is 30%.

Assume 20% cost of capital. (a) Evaluate the proposal based on its NPV. (b) Would the investment decision be the same based on IRR approach? Explain.

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