This Paper has 24 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. 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 5 questions.
Your answer must be brief, to the point illustrated liberally with examples.
The marks for each question is given on the side. |
| PART A |
| Marks |
| 1. | The difference between strategy and operational efficiency can be best explained in terms of | (a) | Economics | (b) | Choices | | (c) | Perspective | (d) | Vision. |
| | (0) |
| 2. | Pepsi’s Nothing Official About it would be an example of | (a) | Mission | (b) | Vision | | (c) | Strategic intent | (d) | Policy. |
| | (0) |
| 3. | 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 a temporary phenomena | (d) | There is no connection between SA and JVs. |
| | (0) |
| 4. | Which of the following could be a core competence? | (a) | A brand | (b) | Fixed asset | | (c) | Ability to manage the integrity of the asset | (d) | Enlightened leadership. |
| | (0) |
| 5. | The difference between forward integration and concentric diversification can best be explained in terms of | (a) | Organization structure | (b) | Relative importance | | (c) | Systems dynamics | (d) | Core products. |
| | (0) |
| 6. | Which is not an essential component of leadership? | (a) | Vision | (b) | Strategy | | (c) | Operational efficiency | (d) | Succession planning. |
| | (0) |
| 7. | The product life cycle is decreasing for an increasing number of products, because of | (a) | Technological changes in materials and processes | | (b) | Changing tastes of consumers | | (c) | Competitive activity aimed at increasing market share | | (d) | All of the above. |
| | (0) |
| 8. | In the differentiation strategy a longer lasting competitive edge may be based on | (a) | Cost | (b) | Quality | | (c) | Design | (d) | (b) and/or (c). |
| | (0) |
| 9. | A for, with key internal strengths but facing an unfavorable environment should pursue a | (a) | Turnaround strategy | (b) | Defensive strategy | | (c) | Diversification strategy | (d) | Aggressive strategy. |
| | (0) |
| 10. | The BCG growth matrix is based on two dimensions | (a) | Market size and Competitive intensity | | (b) | Profit margins and Market size. | | (c) | Relative market share and Market/Industry growth rate | | (d) | Market size and Profit margins. |
| | (0) |
| 11. | What is strategy? Distinguish between strategy and operational efficiency. What is the difference between Cost Leadership & Cost Reduction? | 16 | (0) |
| 12. | Discuss the five forces model of Porter. What are its limitations? | 16 | (0) |
| 13. | Explain Porter's hypothesis which holds that it is both the choice of the industry as well as the positioning within what industry that governs industry attractiveness and profitability. Discuss this in relation to the three generic strategies of Porter. | 16 | (0) |
| 14. | Explain with example the terms Mission, The Vision, and The Strategic Intent Statements. Why and when is there likely to be conflict between them? | 8+8 | (0) |
| 15. | What is the basic premise behind market segmentation? Briefly describe the various basis of segmentation a firm may use for a particular product. What factors determines the validity of a market segment? | 4+8+4 | (0) |
| 16. | Why is branding used as a strategic weapon of product planning? In what ways may a firm pursue a branding and positioning strategy? Describe with examples. | 6+10 | (0) |
| 17. | In the 1970 and early 80s companies became too diversified or too vertically integrated. In the 90s one witnessed a dramatic shift away from these two modes of expansion. The companies adopted strategies for reducing their scope through restricting by selling off many of the diversified activities and refocusing on their core businesses. | (a) | | Why did the firms choose to refocus? |
| (b) | What are the various strategic options available to the companies, pursuing a restructured strategy? |
| 10+6 | (0) |
| 18. | (a) | Explain why formal planning systems as an aid to strategic decision making is being increasingly questioned? | 8 | (0) |
| | (b) | The fit model of strategy formulation and implementation prescribes identification of strategies that align, fit or match a company's resources and capabilities to the demands of the environment in which the company operates. On what grounds has this model been attached? | 8 | (0) |
| 19. | Write short notes on any two of the following: | 8x2 | |
| | (a) | The importance of the Vision and Mission Statement; | | (0) |
| | (b) | The problems of service marketing; | | (0) |
| | (c) | The concept of the product life cycle; | | (0) |
| | (d) | The BCG Matrix; | | (0) |
| | (e) | Mckinsey’s framework. | | (0) |
