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Examination Paper: Sales ManagementIIBM Institute of Business Management 1IIBM Institute of Business ManagementExamination Paper MM.100Sales and Distribution ManagementSection A: Objective Type (30 marks)This section consists of Multiple Choice questions & short notes type questions.Answer all the questions.Part one questions carry 1 mark each & Part Two questions carry 5 marks each.Part One:Multiple Choices:1. Out of the following which gap arise when the sales force does not have the required knowledge,skills or capabilities to become successful on the Job.a. Knowledge gapb. Capability gapc. Methods gapd. Training gap2. This method is used by the trainers to present more information in a short time to a large numberof participants.a. Lectureb. Demonstrationc. Group discussiond. None of the above3. It improves on traditional computer based training by making the information available to thesalesperson immediately and in a personalized manner.a. Distance Learningb. Interactive Multimedia Trainingc. Mentoringd. Electronic Performance Support System4. These are preprogrammed computer packages, and are based on reality:a. Role Playingb. Case Studiesc. Simulation Gamesd. Job Rotation5. The responsibility which include dealing with stakeholders with fairness impartiality and equalityis known as:a. Ethical Responsibilitiesb. Legal Responsibilitiesc. Economic Responsibilitiesd. Voluntary ResponsibilitiesExamination Paper: Sales ManagementIIBM Institute of Business Management 26. They are the shopkeepers who set up shops in the market place to cater to the needs of hundredsof consumers.a. Distributorsb. Wholesalersc. Agentsd. Retailers7. This strategy is to make sure that the product is made available in as many outlets as possible so


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that anywhere the consumer go, he or she should be able to get the product of his choice.a. Exclusive Distributionb. Selective Distributionc. Intensive Distributiond. Distribution Channel8. This is the stage of the birth of multiple retail formats to please the customer.a. Stage of Infancy (Child hood)b. Meeting Customer Expectations (Youth)c. Shift in the power equation (Adulthood)d. Consolidation (Maturity)9. It is the identity that the store develops for itself in terms of what it has to offer the customers.a. Positioning Strategyb. Product Differentiation Strategyc. Operational Strategyd. Targeting10. It is the most convenient size of the product that the customer can buy at a time.a. Lot Sizeb. Waiting Timec. Choice to the consumerd. Place UtilityPart Two:1. What is Channel Conflict?2. What is an Information System? What is the purpose of Information Systems?3. State the different categories of Inventory.4. What is Electronic Data Interchange?END OF SECTION AExamination Paper: Sales ManagementIIBM Institute of Business Management 3Section B: Caselets (40 Marks)This section consists of Caselets.Answer all the questions.Each Caselet carries 20 marks.Detailed information should form the part of your answer (Word limit 150 to 200 words).Swish flow Ltd. - Hiring Salespeople“Why two out of five salesperson have resigned within six months of joining the company/” askedmarketing director to the sales manager, Sunil Kumar of Swish flow Ltd. “I think, there issomething wrong with our staffing process, “responded Sunil Kumar, without knowing the real reasonsfor the turnover of salespeople.Swish flow Ltd started manufacturing and marketing consumer durables like fans and water purifiers forhousehold consumer’s commercial firms in 1993. The sales and marketing office was located in Mumbai,the commercial capital of India. Swish flow was a newly established company and for its first year ofoperations, the company decided to recruit five salesperson to cover major metros and cities ofMaharashtra. The staffing process included the sales manager deciding the job qualifications salespersonsbased on what he learnt in the MBA programme. The administration manger was asked to place theadvertisement in the local newspapers. The resumes of applicants were forwarded to Sunil Kumar, whoscreened the same and sent interview calls to about ten applicants. The interviews were conducted bySunil Kumar and the marketing director and the selected candidates were given the appointment letters.Some of the candidates had a problem of finding suitable residence, but the company policy did notprovide any consideration for he3 same. Sunil Kumar conducted one-week training programme andgenerally guided the new salesperson, who reported to him directly. There was a delay in the receipt of





the fans from the factory, located at Baroda in Gujarat. During this period of three months, Sunil Kumarwas asked to conduct market surveys and look after advertising function of the entire group. He asked thesalespersons to collect market information on various other products like water purifiers, power tillers,and so on in which the group was interested to diversify. During this period, two salespersons suddenlystopped coming to work, after collecting their salaries of the previous working month.Questions:1. What improvements do you suggest in the staffing process followed by the company?2. Was Sunil Kumar right in getting market surveys done by the new salesperson?Caselet 2Snow White Paper Company is located in an agricultural belt about 300 kilometers from a metro city.The company is into writing and printing papers. Its primary raw material is wheat straw. Last year,the company had a turnover of Rs. 134 crore on a volume of 45,000 tons of paper. While preparingthe business plan for the current year, the top management was concerned with the followingdistribution issue that they want you to help resolve:PROBLEM: FINISHED GOODS DISTRIBUTIONThe paper industry is dominated by selling agents who bring the manufacturer like Snow White andthe buyer like printing/publishing companies, and note book makers, together. They make acommission of about 2 percent on all transactions. Some other points:Examination Paper: Sales ManagementIIBM Institute of Business Management 4Snow White depends on about 110 agents to canvass business for it from the users.The Company sells about 23 percent of its paper directly to some government organizations.The agent arranges for the buyer to pay the company for its produce by a advance demanddraft. It is expected that the agent provides the credit support to the buyer.Agents are not exclusive for Snow White and work for other paper mills also and normallyplay the mills against each other. They have a grip on the business and are reluctant to put themill directly in touch with the buyers.There is always an uncertainty on the orders and the price, which would be obtained on theorders- the company cannot plan its profits properly nor offer the best service to end users sothat they always ask for Snow white.Question:1. How can you help Snow White become less dependent on the selling agents and plan its sales andprofitability better? How can they plan their customer service efforts?Section C: Applied Theory (30 Marks)This section consists of Applied Theory Questions.Answer all the questions.Each question carries 10 marks.Detailed information should from the part of your answer (Word limit 200 to 250 words).1. Explain in detail the Role of Retailers.2. How does the availability of the Internet impact on International sales?3. What are the basic concepts of Sales Organization? Explain any one of those concepts.END OF SECTION CEND OF SECTION BExamination Paper: Sales ManagementIIBM Institute of Business Management 5IIBM Institute of Business ManagementExamination Paper MM.100Management of a Sales ForceSection A: Objective Type (30 marks)This section consists of Multiple Choice questions & short notes type questions.





Answer all the questions.Part one questions carry 1 mark each & Part Two questions carry 5 marks each.Part One:Multiple Choices:1. ____________ is the stage in which the salesperson must discover, clarify and understand thebuyer’s needs.a. Customer Researchb. Approachc. Need Assessmentd. Planning2. This outcome equates to how much information was absorbed and usually involves in giving thetrainee some type of test.a. Reactionsb. Leavingc. Behaviord. Results3. A salesperson’s ______________ is calculated by dividing the number of orders received by thenumber of calls made (O/C).a. Batting Averageb. Call Ratec. Size of Ordersd. Direct Selling Expense4. Such costs are incurred in connection with a single unit of sales operations.a. Direct Costsb. Indirect Costsc. Overhead Costsd. Fixed Costs5. These are the activities that people must perform in orders to carry out the strategy.a. Objectivesb. StrategiesExamination Paper: Sales ManagementIIBM Institute of Business Management 6c. Tacticsd. Goals6. The highest executives in sales management is most often called:a. Vice President of Salesb. Branch Managerc. Team Leaderd. District Sales Manager7. A ____________ is someone with knowledge, experience, rank, or power that provides personalcounseling & career guidance for younger employees.a. Mentorb. Leaderc. Supervisord. Peer8. The most widely used method of expense control in which the company reimburses salesrepresentatives for all legitimate business & travel costs they incur while on company business isknown as:a. Clarityb. Payment Plans





c. Limited Payment Plansd. Unlimited Payment Plans9. It is a direct monetary reward paid for performing certain duties over a period of time.a. Salaryb. Incentivesc. Bonusd. Pension10. This is a performance goal assigned to a marketing unit for a specific period of time.a. Salary Plus Bonusb. Salary plus Commissionc. Salary Plus Commission & Bonusd. Sales QuotaPart Two:1. Write a short note on ‘Strategic Account Management’.2. Why there is a need of a detailed data in sales?3. Briefly explain the nature & benefits of Territories.4. What is Market Specialization?END OF SECTION AExamination Paper: Sales ManagementIIBM Institute of Business Management 7Section B: Caselets (40 Marks)This section consists of Caselets.Answer all the questions.Each Caselet carries 20 marks.Detailed information should form the part of your answer (Word limit 150 to 200 words).Caselet 1MAJESTIC PLASTICS COMPANYReps Selling Too Many Low-Profit ProductsOver the past several days the top executives in the Majestic Plastic Company had been conducting theirannual performance review of the company’s operations. The company president, Boyd Russell, sat in onmost of these sessions and periodically became quite involved in some of the departmental reviews. Thesales department was the one currently under discussion, and Clyde Brion, the general sales manager, wasthe focus of attention. Overall, the sales and profit results were satisfactory, but the executives noted whatthey thought was a problem in two Louise Shannon was the rep, and the other was in Chicago, which wasHenry Sadowski’s territory.In each of these territories, the sales reps total sales volume was satisfactory. The problem was that thebulk of their sales volume was in low profit products- that is, products whose gross margin was wellbelow the company’s desired average. Then the chief financial officer, Oliver Twombly, recalled that thissame situation had been brought up at last year’s performance review. Clyde Brion realized he was on thespot with his fellow executives, including the president.Top management really did not want to change the basic compensation plan because, ore the company asa whole, it apparently had been working okay. And Brion concurred in this decision. He pointed out thatShannon ad Sadowski consistently met their total sales quotas and that each had won a sales contestdesigned to stimulate total sales. But their performance was not balanced. They went way over quota onlow-margin goods. They were not selling a desirable mix of products, nor were they generating their shareof new accounts. Basically they were getting large repeat orders from a few established accounts. AndShannon and Sadowski generally were neglecting the newer products that were the foundation of thecompany’s future growth.Brion had been aware of this situation for some time, but he had never given it the attention it deserved,partly because the two reps total sales volume was satisfactory and partly because he had other brushfires





to put out. Now he was convinced that he had better do something-and do it quickly.Question:1. What should Clyde Brion do to remedy the imbalanced sales performance of Louise Shannon andHenry Sadowski?Examination Paper: Sales ManagementIIBM Institute of Business Management 8Caselet 2SUNRISE CLEANERSTo Train or Not to TrainSunrise Cleaner Company’s sales have been expanding rapidly in the past several years and are expectedto continue increasing throughout the next decade. In order to meet this demand, Mickie Parsons,Sunrise’s sales manager, has hired a number of sales representatives and expects to hire 6 to 10salespeople in the coming year and more the following year. In the past, Sunrise hired only experiencedreps, but lately the company has been hiring recent marketing graduates. While the new grades don’t haveexperience, they often are a high level of motivation and a good understanding of overall marketingplanning. However, the less experience reps need more training-both on company policies and salesprocedures-before they are effective in making sales calls. Parson is trying to design a training programthat will provide the necessary training at the lowest possible cost.Currently, Sunrise does not have a training program. Te new hires just spend a week in a territory with anexperienced rep, and ten they are given their own territory. While this system was satisfactory withexperienced people, it is not adequate for the inexperienced people the company is now hiring.Mickie Parsons has suggested the president of Sunrise, Keat Markley, that the company institute a one-ortwo-week training program at company headquarters. Parsons has suggested two options. The first optionis to hire a staff recruiter/ trainer who would spend half of his or her time on recruiting and the other halfon training. The new staff specialist would be paid a salary of about $60,000 a year- so the added costwith respect to the training responsibilities would be $30,000 a year. The second option is to contract withan outside company that specializes les force training. That company would provide a specialist to set upand conduct a training program at a cost of approximately $20, 0000 per week.Parsons was just concluding her presentation to Keat Markley. “I feel that a training program wouldincrease the average annual sales per rep a minimum of 5 percent- to $1,050, 000 per rep.”Markley replied, “I am not convinced that the training would improve performance enough to justify thecosts. You know it isn’t just the cost of the trainer. We would also have to bring these reps intoheadquarters and pay their expenses while they are here. There would be some equipment and materialsinvolved…. All for a 5 percent increase in sales! I want to be sure that the 5 percent would more thancover these costs. What about using computer training software to train the new reps? Eng I read says thatall of the top companies are using online programs to do a lot of their training and that they are savingbundles in the process.”“I’ve have checked into that option,” Parsons said, “but I don’t think that a basic off-the –shelf programwould be very effective for training inexperienced graduates and the initial cost of developing acustomized program would be excessive- a minimum of $3,00,000 with each additional week modulecosting $50,000. Besides, I think an online program works best for refresher training or for introducingnew product information, not for teaching basic selling skills- that should be face-to-face training.” “OK,”said Markley, “you put together an analysis that considers all the costs of these training options, and tenmake a recommendation to me. Be sure that you look at the increase in sales that will be necessary tocover these additional costs.”Parsons left the meeting already calculating the costs in her head. She knew that bringing a rep intoheadquarters would cost $250 per rep for travel and $750 per rep per week for lodging and meals.Materials for any of the programs would likely add an extra $100 per rep and the audiovisual equipmentfor the face-to-face training would be headed for her office, where she could put all of these costs togetherin order to make a reasoned recommendation to Markley as soon as possible.





Examination Paper: Sales ManagementIIBM Institute of Business Management 9Question:1. What type of training program should Mickie Parsons recommend to Keat Markley? What’s yourreasoning for your recommendation?Section C: Applied Theory (30 Marks)This section consists of Applied Theory Questions.Answer all the questions.Each question carries 10 marks.Detailed information should from the part of your answer (Word limit 200 to 250 words).1. ‘Sales Forecasting is a very difficult task’ Comment on the statement and also suggest someguidelines for the manager that can enhance the accuracy of the states forecast.2. Certain Leadership & Supervisory problems are commonly encountered when managing salespeople. State those problems which are encountered in leadership.3. What is Training Assessment? What are the Training Program objectives?S-2-210311END OF SECTION BEND OF SECTION CExamination Paper: Semester IIIIBM Institute of Business ManagementIIBM Institute of Business ManagementExamination Paper MM.100Strategic ManagementSection A: Objective Type (30 marks)This section consists of multiple choice questions & Short notes type questions.Answer all the questions.Part one questions carry 1 mark each & Part two questions carry 5 marks each.Part One:Multiple choices:1. A plan of action designed to achieve a particular goal is:a. Tacticb. Strategyc. Financial benefitsd. None of the above2. It is important to develop mission statement for:a. Allocating organizational resourcesb. Provide useful criteriac. Company creedd. Customer orientation3. The five forces model was developed by :a. Airbusb. Karin Larssonc. Michael E.Porterd. Boeing4. How many elements are involve in developing in an organizational strategy:a. Sixb. Twoc. Four





d. Nine5. The three important steps in SWOT analysis are:a. Identification, Conclusion, Translationb. Opportunities, Threats, Strengthsc. People, Corporate cultures, Labourd. Power, Role, TaskExamination Paper: Semester IIIIBM Institute of Business Management6. GE matrix consists of how many cells?a. Nine cellsb. Six cellsc. Eight cellsd. Three cells7. Which of these is the type of Games:a. Simultaneous Gamesb. Sequential Gamesc. Repeated Gamesd. All of the above8. SBU stands fora.Simple Basic Unitb. Strategic Basic Unitc. Strategic Business Unitd. Speed Business Unit9. The BCG matrix is known as:a. Growth share matrixb. Directional policy matrixc. GE nine-cell matrixd. Space matrix10. ______________ specifies sales revenues and selling distribution and marketing costs.a. Financial budgetb. Sales budgetc. Operating budgetd. Expenses budgetPart Two:1. What are the dimensions of Strategic management?2. Critically analyze the concept of BCG Matrix.3. What is SWOT analysis?4. What are the characteristics of Short-term Objectives?END OF SECTION AExamination Paper: Semester IIIIBM Institute of Business ManagementSection B: Case lets (40 marks)This section consists of Case lets.Answer all the questions.Each Case let carries 20 marks.Detailed information should form the part of your answer (Word limit 150 to 200 words).Case let 1





National Competitive Advantage of IKEA Group, a Swedish company founded in 1943 with itsheadquarters in Denmark, is a multinational operator of a chain of stores for home furnishing andfurniture. It is the world’s largest retailer, which specializes, in stylish but inexpensive Scandinaviandesigned furniture. At the end of 2005 the IKEA Group of Companies had a total of 175 stores in 31countries. In addition there are 19 IKEA stores owned and run by franchisees, outside the IKEA storearound the world.In Sweden, nature and a home both play a big part in people’s life. In fact one of the best ways to describethe Swedish home furnishing style is to describe nature-full of light and fresh air, yet restrained andunpretentious.To match up the artist Carl and Karin Larsson combined classical influences with warmer Swedish folkstyles .They created a model of Swedish home furnishing design that today enjoys world-wide renown. Inthe 1950s the styles of modernism and functionalism developed at the same time as Sweden established asociety founded on social equality .The IKEA product range –The IKEA product range- modern but nottrendy, functional yet attractive, human-centered and child friendly – carries on these various Swedishhome furnishing traditions.The IKEA Concept, like lots founder, was born in Samaland. This is a part of Southern Sweden where thesoil is thin and poor. The people are famous for working hard, living on small means and using theirheads to make the best possible use of the limited resources they have. This way of doing things is at theheart of the IKEA approach to keeping prices low.IKEA was founded when Sweden was fast becoming an example of the caring society, where rich andpoor alike were well looked after. This is also a theme that fits well with the IKEA vision. In order to givethe many people a better everyday life, IKEA asks the customer to work as a partner. The product range ischild-friendly and covers the need of the whole family, young and old. So together we can a bettereveryday life for everyone.In addition to working about around 1,800 different suppliers across the world, IKEA produces many ofits own products through sawmills and factories in the IKEA industrial group, Swedwood.Swedwood also has a duty to transfer knowledge to other suppliers, for example by educating them inissues such as efficiency, quality and environmental work.Swedwood has 35 industrial units in 11 countries.Examination Paper: Semester IIIIBM Institute of Business ManagementPurchasing: IKEA has 42 Trading Service Offices (TSO’s) in 33 countries. Proximity to their suppliersis the key to rational, long term cooperation. That’s why TSO co-workers visit suppliers regularly tomonitor production, test new ideas, negotiate prices and carry out quality audits and inspection.Distribution: The route from supplier to customer must be as direct, cost- effective and environmentallyfriendly as possible. Flat packs are important aspects of this work: eliminating wasted space means wecan transport and store goods more efficiently. Since efficient distribution plays a key role in the work ofcreating the low price, goods routing and logistics are a focus for constant development.The business Idea: The IKEA business idea is to offer a wide range of home furnishings with good designand function at prices so low that as many people as possible will be able to afford them. And still havemany left! The company targets the customer who is looking for value and is willing to do a little bit ofwork serving themselves, transporting the items home and assembling the furniture for a better price. Thetypical IKEA customer is young low to middle income family.The Competition Advantage: The competition advantage strategy of IKEA’s product is reflected throughIKEA’s success in the real industry. It can be attributed to its vast experience in the retail market, productdifferentiation, and cost leadership.IKEA Product Differentiation: A wide product range The IKEA product range is wide and versatile inseveral ways. First, it’s versatile in function. Because IKEA think customer, shouldn’t have to run from





one small specialty shop to another to furnish their home, IKEA gather plants, living room furnishings,toys , frying pans, whole kitchens i.e.; everything which in a functional way helps to build a home – inone place , at IKEA stores.Second, it’s wide in style. The romantic at heart will find choices just as many as the minimalist at IKEA.But There is only one thing IKEA don’t have, and that is, the far- out or the over-decorated. They onlyhave what helps build a home that has room for good living.Third, by being coordinated, the range is wide in function and style at the same time. No matter whichstyle you prefer, there’s an armchair that goes with the bookcase that goes with the new extending tablethat goes with the armchair. So their range is wide in a variety of ways.Cost Leadership: A wide range with good form and function is only half the story. Affordability has a partto play – the largest part. A wide range with good form and function is only half the story. Affordabilityhas a part to play- the largest part. And the joy of being able to own it without having to forsakeeverything else. And the customers help, too, by choosing the furniture, getting it at the warehouse,transporting it home and assembling it themselves , to keep the price low.Questions1. Do you think that IKEA has been successful to utilize Porter’s Five force analysis?Give reasons.2. Where do you think can IKEA improve?Examination Paper: Semester IIIIBM Institute of Business ManagementCase let 2For ITC Ltd., 2007-2008 continued to be year of quiet growth. Just more launches in its relatively newsegment of non-cigarettes fast moving consumer goods, and solid growth. As in the past few years, ITC’snon-cigarettes businesses continued to grow at a scorching pace, accounting for a bigger share of overallrevenues. “The non-cigarette portfolio grew by 37.6% during 2006-2007 and accounted during that yearfor 52.3% of the company’s net turnover.” An ITC spokesman said. In fact, over the first three quarters of2007-08, ITC’s non-cigarette FMCG businesses have grown by 48% on the same period last year,“Indicating that its plans for increasing market share and standing are succeeding.”The branded packaged foods business continued to expand rapidly, with the focus on snacks range Bingo.The biscuit category continued its growth momentum with the ‘Sun feast’ range of biscuits launching‘Coconut’ and ‘Nice’ variants and the addition of ‘ Sunfeast BenneVita Flaxseed’ biscuits. Aashirwad attaand kitchen ingredients retained their top slots at the national level, with the spices category adding anorganic range. In the confectionery category which grew by 38% in the third quarter, ITC cited ACNielsen data it claims market leader status in throat lozenges. Instant mixes and pasta powdered the salesof its ready to eat foods under the kitchens of India and Aashirwad brands.In Lifestyle apparel, ITC launched Miss Players fashion wear for young women to compliment its rangefor men.Overall, the biscuit category grew by 58% during the last quarter, ready to eat foods under the kitchens ofIndia and Aashirwad brands by 63% and the lifestyle business by 26%.For the Industry, the most significant initiative to watch the ITC foray into premium personal careproducts with its Fiama Di Wills range of shampoos , conditioners, shower gels, and soaps. In the popularsegment, ITC has launched a range of soaps and shampoos under the brand name Superia.Ravi Naware, Chief executive of ITC’s food business was quoted recently as saying that the business willmake a positive contribution to ITC’s bottom line in the next two to three years.In hotels, ITC’s Fortune Park brand was making the news during the year, with a rapid rollout of firstclass business hotels.In the agri-business segment, the e-choupal network is trying out a pilot in retailing fresh fruits and





vegetables. The e-choupals have already specialized in feeding ITC high quality wheat and potato, amongother commodities grown by farmers with help from e-choupal.Questions:Q1. Do you think the progress of ITC Ltd. is realistic?Q2. After analyzing the above case, do you think every company should aim at cost leadership with highquality product?END OF SECTION BExamination Paper: Semester IIIIBM Institute of Business ManagementSection C: Applied Theory (30 marks)This section consists of Applied Theory Questions.Answer all the questions.Each question carries 15 marks.Detailed information should form the part of your answer (Word limit 200 to 250 words).1. What are the basic principles of Organizational structure? What are the types ofOrganizational structures?2. Though BCG matrix can be very helpful in forcing decisions in managing aportfolio of products, it can be employed as a sole men of determining strategiesfor a portfolio of the product. Do you agree with this statement or not? Why orwhy not?END OF SECTION CS-1-280111Examination Paper : Semester IIIIBM Institute of Business Management 1IIBM Institute of Business ManagementExamination Paper MM.100Management Information SystemsSection A: Objective Type (30 marks)This section consists of Multiple choice questions and Short Note type questions.Answer all the questions.Part one questions carry 1 mark each & Part two questions carry 5 marks each.Part one:Multiple choices:1. Management Information System is mainly dependent upon:a. Accountingb. Informationc. Both ‘a’ and ‘b’d. None of the above2. The most important attribute of information quality that a manager requires is:a. Presentationb. Relevancec. Timelinessd. None of the above3. Human Resource Information Systems are designed to:a. Produce pay checks and payrolls reportsb. Maintain personnel recordsc. Analyze the use of personnel in business operations





d. Development of employees to their full potential4. Operational Accounting System include:a. Inventory controlb. Cost accounting reportsc. Development of financial budgets and projected financial statementsd. None of the above5. EIS stands for:a. Executive Information Systemb. Excellent Info Systemc. Excessive Information Systemd. None of the aboveExamination Paper : Semester IIIIBM Institute of Business Management 26. Intranet provide a rich set of tools for those people:a. Who are members of the different company or organizationb. Who are members of the same company or organizationc. Both ‘a’ and ‘b’d. None of the above7. Which one is not the future of wireless technology?a. E-mailb. VOIPc. RFIDd. Telegram8. OLTP stands for:a. Online Transactional Processingb. Online Transmission Processingc. Online Transactional Processd. None of the above9. Which one of the following is not considered as future of m-commerce:a. Ubiquityb. Localizationc. Simple authenticationd. Common operation10. Which of the following is not the level of decision making:a. Management controlb. Activity controlc. Operational controld. Strategic decision makingPart Two:1. What are the ‘Strategic Information Systems’?2. Write down the various business model of internet.3. What is ‘Network Bandwidth’?4. Differentiate between OLTP and OLPP.END OF SECTION AExamination Paper : Semester IIIIBM Institute of Business Management 3Section B: Case lets (40 marks)





This section consists of Case lets.Answer all the questions.Each Case let carries 20 marksDetailed information should form the part of your answer (Word limit 150 to 200 words).Case let 1Overview of our Client’s StrategyOur client had an online store. They were spending $15,000 each month on pay per clickadvertising. This resulted in about $225,000 per month in sales. They didn’t know which clickswere leading to sales because they didn’t track the clicks. There rankings in the natural listings wasminimal because they hadn’t done keywords research on what visitors were using to try to find asite like there’s. They weren’t able to quantity results because their we statistics program onlyshowed very general traffic information. They were also doing an irregular email newsletter eventhough they had more than 32,000 e-mails in their database.Analysis of the situationIn the natural listings we suspected they were being penalized by the search enines for duplicatecontent. The search engines frown on this because they feel this is trying to fool them. Google willoften give a site like this something called “Supplement Results”, which means that the searchengines know the page exists but doesn’t have any content in their database. We also suspectedtheir email newsletter was being blocked by many spam blockers because the names of the productsthey sold were often on used in spam e-mails.Implementation of a SolutionFor the pay per click advertising we started tracking the clicks down to the individual terms and theactual results that came from them. We were able to delete terms that were not getting enough salesand increase the bids on ones that brought sales. For the natural listings we did keywords researchand focused on the main keywords on the content for the home page and in the META tags. Wealso found that visitors search on product names rather than manufactures, so in the title tag for thepage we switched and put the product name before the manufacturer. With the newsletter, we useda good mix of graphics and content to appease the spam blockers, as well as put the product namesin graphics so they wouldn’t be blocked. In order to analyze of the site’s traffic, we implemented apowerful web statistics program.Results of our workThrough our tactics, our clients were able to move up to #4 on Google for their main search term,which got a lot of traffic. With pay per click, they went from $.43. They decrease their budget to$10,000 per month, yet were able to increase their traffic by 33 percent. Through our optimizationof their pay per click, their cost per conversion to sale decreased by at least 45 percent. Thedeliverability of their newsletter increased as well. Within a year, their sales increased to over$600,000 per month.Questions:1. Discuss the client strategy for the success of store.2. Suppose if you are the client maker what would you suggest for the client.Examination Paper : Semester IIIIBM Institute of Business Management 4Case let 2Data Warehouse is a massive independent business database system that is populated with data thathas been extracted from a range of sources. The data is held separately from its origin and is used tohelp to improve the decision-making process.Many traditional Databases are involved in recording day to day operational activities of the





business, called Online Transaction Processing (OLTP), COMMONLY IMPLEMENTED INAirline Bookings and Banking Systems, for faster’s response and better control over data.After establishment of OLTP Systems, reports and summaries can be drawn for giving inputs todecision-making process and this process is called Online Analytical Processing (OLAP).For better customer relationships management strategy, the call centre’s and data Warehouse worksas a strategic tool for decision-support which requires lot of time for establishment, and needs to beupdated with operational information on daily weekly or monthly basis.Data Warehouse is used for proactive strategies formulation strategies formulation in critical andcomplex situations. A number of CRM vendors are advocating for single integrated customerdatabase which includes call centre, web sites, branches and direct mail, but it lacks in analyticalfunctioning of data warehouse. This Database can’t be expanded also, and carry decision supportoperations on call centre Database becomes slow & the query processing and inquiries andlingoperations also become slow & inefficient for agents dealing with customers.Data Warehouse is must for identifying most profitable & loyal customers and those customers canbe offered better customized services which increase the chances of additional profits.Although call centre system & data warehouse are altogether different systems yet dependent oneach other to fully exploit their potential respectively.Questions:1. Explain the role of data warehousing in the functioning of a call centre.2. How the response time in performing OLAP queries can be improved?END OF SECTION BSection C: Applied Theory (30 marks)This section consists of Applied Theory Questions.Answer all the questions.Each question carries 15 marks.Detailed information should form the part of your answer. (Word limit 200 to 250 words).1. Explain the term e-commerce. Also explain the history and limitations of e-commerce.2. What do you understand by the term “Database”? Explain the various database models indetail.END OF SECTIONS-1-280111



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