hr mgmgt answers

8/13/2019 HR MGMGT Answers

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Case Study 1 ;

1.

a.Each organization has its own corporate culture. Personnel policies are essential for informing new

employees of expectations, they keep the workplace running smoothly, and maintain the corporate

culture.

Organizations adopt personnel policies because they give the employees guidelines on how to behave in

the organization. Some of the benefits of personnel policies are increase in productivity, efficiency in

goal achievement and employee equality.

Personnel policies are guidelines that an organization or company creates to manage its workers.Personnel policies describe the type of job performance and workplace behavior an organizationexpects from its employees, and what type of compensation and opportunities for advancement it

is offering in return. The rules, requirements, benefits and opportunities outlined in personnel

policies are often viewed as a reflection of an organization's values and goals.

Recruitment and Selection

Policies pertaining to the recruitment and selection process are the foundation of building any

workforce. You must have a plan for creating applications, how to prequalify applicants, how applicants

move up to become a candidate and other employment procedures. This set of policies also benefits

current employees who refer applicants to your business.

Training and Professional Development Provisions for employee training and development are included in human resource policy documents

because it informs employees of the kind of professional development available to them. In addition,

policies related to training and development assistance in the formulation of employee development

plans or performance improvement plans. Training and development policies serve as an outline of

educational benefits available to current employees.

Handling Employee Concerns

Many companies have written procedures for handling employee complaints, whether they are

internal, informal complaints or allegations made about the employer to enforcement agencies. The

benefit of this policy is to document your companys commitment to nondiscriminatory practices andhow such complaints are resolved. These policies also benefit employees because they provide

important information about workplace communication in the event an employee is unsure of who she

contacts to discuss any concerns or problems.

Workplace Safety

In a time when more than worker safety in the performance of her job is the primary issue addressed

in safety policies, employers distribute policies that address matters such as workplace violence. These


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types of policies are generally discussed in detail with employee groups; an emergency evacuation policy

isnt effective if you dont discuss it until the emergency happens. Another benefit to having a human

resources safety policy is adherence to federal and state guidelines for workplace safety.

Organizational Structure

An introduction to the human resources policy manual explains the organizational structure, what

departments fulfill which expectations and company leadership. In the introductory section, many

employers also explain the company philosophy as it is related to customer service, co-workers,

leadership and business ethics. Ethics statements are extremely popular, especially in a world where

social responsibility is observed by so much of the population. This section of a human resources policy

manual may also state the company's compliance with federal, state and local anti-discrimination laws.

Employment Rules

Employees are accustomed to learning specific workplace rules such as dress code, discipline

procedures, parking, attendance and working hours, holidays, employee benefits and payroll dates. The

human resources policy on these issues is easy accessed by employees who have questions, or reviewed

by new employees eager to learn more about their new employer. The benefit is that you have a written

commitment to employees about the operation of the business.

2.

PERSONNEL POLICY

Personnel policies constitute guide to action. They furnish the general standards or basis on which

decisions are reached.

A policy is man-made rule or predetermined course of action that is established to guide the

performance of work towards the organization. It is a type of standing plan that serves to guide

subordinates in the execution of their work------------- Edwin B. Flippo.

Policies include that body of understanding which makes the action of each member of group in a

given set of circumstances more predictable to other members. --------Haynes and Massie.

Policies are general statement or understanding which guide or channel thinking in decision making

of subordinates. ------Koontz and ODonnell.

Personnel policies are statements of objectives for the guidance of management in its relations with

employees.

ORIGIN, DEVELOPMENT AND SOURCES OF PERSONNEL POLICIES

Policies stem from a wide variety of places and people. They are not created in a vacuum but are based

on a few principal sources, which determine the content and meaning of policies. These are:

The past experience of the organization.

The prevailing practices.

The attitude, ideals and philosophy of the board of directors.


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The knowledge and experience gained from handling personnel problems.

Employees suggestions and complaints.

Collective bargaining programme.

State and national legislations.

Changes in the countrys economy.

International forces.

Culture of the plant.

The extent of unionism.

The attitudes and social values of labour.

The goals of the organization.

The ethical points of view or the social responsibility.

OBJECTIVES OF PERSONNEL POLICY

Attention on objectives of the organization.

Maximum individual development and satisfaction.

Maximum use of resources.

Offsetting uncertainty and change.

Good industrial relations.

Better control.

Morale.

Consistent treatment.

Continuity of practice.

CHARACTERISTICS OF PERSONNEL POLICY

1. A personnel policy is formulated in the context of organizational objectives.

2. A policy may be in written or it has to be interpreted from the behaviour of organizational members

particularly people at top.

3. A policy is formulated through the various steps in the decision making process.

4. It provides guidelines.

5. Policy formulation is a function of all managers, however top management has important role in

policy making.

6. Policy statement should be positive, clear and easily understood by everyone.

7. It provides two-way communication.

8. It should be balanced and maintain consistency.

PRINCIPLE OF PERSONNEL POLICY

Principle of common interest

Principle of development


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Principle of recognition of work

Principle of recognition of trade unions

Principle of participation

Principle of change

STEPS IN POLICY

Initiating the needs

Factfindings

Putting the policy in writing

Communicating the policy

Evaluating the policy.

CONTENTS OF PERSONEL POLICY

Name of the company.

Procedure and techniques of recruitment and selection.

Organizational relationship---allocation of work authorities and responsibilities.

Working conditions.

Training and development--- full details regarding planning objectives and methods of training.

Procedure of handling the grievances.

Rules and regulations.

Joint consultation.

Line of authority.

Collective bargaining. Industrial relations.

Health and safety.

Welfare.

Wages and salaries.


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3.

MAIN POLICY STATEMENTS

1. Employment Policy----------to obtain suitable qualified and experienced personnel and to enable

them to derive satisfaction from employment by offering them attractive wages, good working

conditions, security and opportunities for promotions.

2. Training policy-------to provide adequate training facilities to enable employees to learn to do their

job effectively and to prepare themselves for promotions.

3. Wage and salary policy-----to pay wages and salaries that compare favourably with those of other

firms locally within a structure that has due regards for recognized differentials and individual ability.

4. Industrial relation policy-----to operate adequate procedures for dealing with disputes and

grievances quickly and make every effort to improve relations between management and employees

through the use of participative method.

5. Welfare policy-----to safeguard the health and safety of all employees and to provide such welfare

and social activities as are sincerely desired by employees and are mutually beneficial to them and

company.

4.

Principles of personnel policy

Management

Management for us means assuming responsibility for our stakeholders and delegating at the right level.

We achieve both predefined and individual goals regardless of personal preferences and while

maintaining equal opportunities, irrespective of origin, nationality, sex, sexual orientation, religion or

age. Managers challenge and motivate, in the same way as they themselves are challenged and

motivated.

Employment plan

The employment plan is discussed annually by the Board of Directors as part of the budget meet-ing. In

principle, we want to avoid any labour reserves. We cover peak times using interdepartmen-tal support,

overtime or temporary employees.

Staff development


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We demand a high level of commitment and qualifications. We encourage the development of technical

and social skills through training and further education. Because we invest a lot in our employees, we

strive to maintain long-term employment relationships. We support young people by offering

apprenticeships and/or internships.

Social aspects

We offer progressive working conditions and competitive employee benefits. We also provide as-

sistance for employees who use public transport and help with health insurance provisions. Smok-ing is

only permitted in designated areas.

Salaries

Our system ensures that our salaries are competitive, gender-neutral and meet requirements. The basic

salary is the main component of the salary. In addition there is a variable component which is

dependent on the extent to which individually agreed targets are achieved and on the operating

performance of the company as a whole. More details are available in the Employment Regulations.

Job structure

We offer a practical infrastructure with modern, if not fashionable, working tools. Depending on the

position, we are open to flexible working hours.

Information, communication and behaviour

Regarding information and communication, we practice the principle of reciprocity: actively com-

municate information and actively obtain information. We behave in a respectful, loyal, open and

honest manner, and act with integrity. We complete our tasks with dedication and to the best of our

knowledge.

Working environment

We work in an environment of mutual trust. We hold joint events to build team spirit and mutual

understanding.

Case study 2:

1. recruitment provides a desirable number of candidates for an organization's open positions.Recruitment also manages the costs in time and money for hiring employees. Recruitment

enables the organization to meet social and legal obligations. By sourcing, developing and

recruiting candidates, recruitment facilitates the organization's hiring process.

The recruitment process is one of the most fundamental value added HR Processes. The

recruitment is especially critical for managers in the organization. The managers use the

recruitment process intensively, and satisfaction with Human Resources is mostly about the

satisfaction with the recruitment process.

The recruitment process is sensitive to the external and internal changes, and it can be used as

the best indicator for the future HR trends. By careful analysis of HR Recruitment Measures, the


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HR Management team can predict the trends in the job market simply.

Main Recruitment Process Goals

The recruitment process is designed to staff the organization with the new employees, and it

uses many different recruitment sources to attract the right talent in the defined quality and

within a defined time.

The recruitment process has several goals:

Find the best talents for the vacancies

Manage the recruitment sources

Manage the vacancies in the organization

Run the internal recruitment process

Building the strong HR Marketing platform

Co-operation with local and international universities

Provide feedback about the trends in the job market

Most recruitment goals are not visible to managers directly, and they use just sourcing of the job

candidates as the main outcome from the recruitment process. HR has to use the other

outcomes from the recruitment process as it is the source of valuable information.

Finding the best talents on the job market

This is the most important goal of the recruitment process. The HR Recruiters are paid for

delivering the candidates to managers, who make the final decision about hiring a new

employee.

The organizations are fighting for the best talents in the job market. HR Recruiters have to

develop the competitive approaches to make the attractive job offers. The candidates select the

organization, which is recognized for being modern and competitive. The job adverts and job

offers have to reflect this.

The managers love to hire the best employees available on the job market. They love to

interview motivated job candidates. The role of HR is to describe the real need to the manager.

Many times, the best job candidate is not the appropriate job candidate.

Recruitment Sources Management

The recruitment sources management is an extremely significant goal of the recruitment

process. The recruitment sources deliver the candidates for the selection procedure in the

organization. The better the candidates are; the higher quality job candidates can be hired. The

proper management of the recruitment sources has a significant impact on the competitive

advantage of the organization.

The better employees do not have to be more expensive, but the organization has to manage

the recruitment sources to attract the high quality job candidates.

Building the Strong Internal Recruitment Process

The external recruitment is not the only goal of the recruitment process. Building the strong

internal recruitment helps the organization to keep the best talents in the organization. The

employees have a chance to apply for a new job position, and they can change their career path.

The internal recruitment is a difficult HR topic as the managers have to allow their best

employees to take a new role within the organization. The role of Human Resources is in

allowing the best employees to rotate and in supporting the managers in developing the


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successors.

HR Marketing

The HR Marketing is essential for the large organization, which need to attract many job

candidates. The large organization cannot hire just the experts; they have to attract many

university graduates. The graduates do select the employer by the strength of the brand name

on the job market and offered opportunities in the organization.

The HR has to design the recruitment activities, which support the name of the employer on the

job market. The organization has to build a positive brand name, and it has to promote the job

opportunities and excellent career paths.

2.

Factors Governing Recruitment:

Given its key role and external visibility, recruitment isnaturally subject to influence of several factors.

These include external andinternal forces.

External Forces:

Of particular importance is the supply and demand of specific skills in the labour market. If the demand

for a particular skill ishigh relative to the supply, an extraordinary recruiting effort may be needed.When

the unemployment rate in a given area is high the companiesrecruitment process may be simpler. The

number of unsolicited applicantsis usually greater, and the increased size of the labour pool provides

betteropportunities for attracting qualified applicants. On the other hand, as theunemployment rates

drops recruiting efforts must be increased and newsources explored.Labour-market conditions in a local

area are of primary importance inrecruiting for most non-managerial, supervisory and middle-mgt.

positions.However, so far as recruitment for executive and professional positions areconcerned

conditions of all India market are important.Another external factor is political and legal

considerations.Reservation of jobs for SCs, STs, minorities, and other backward classes(OBCs) is apolitical decision. The companies image also matters inattracting large number of job seekers. Blue-chip

companies attract largenumber of applications. Often, it is not the money that is important. It is

theperception of the job seekers about the company that matters in attractingqualified prospective

employees.

Internal Factors:

There are certain internal forces which deserveconsideration while recruiting personnel. One such

internal factor is the recruiting policy of the organization. Most organizations have a policy onrecruiting

internally (from own employees) or externally (from outside theorganization).Generally, the policy is to

prefer internal sourcing, as own employees know the company well and can recommend candidates

who fitthe organizations culture. Another related policy is to have temporary and part-time employees.An organization hiring temporary and part-time employees is in a less advantageous position in

attracting sufficient applications. MNCs operating in our country prefer local citizens as they can

understand local languages, customs and business practices well.

A major internal factor that can determine the success of therecruiting programme is whether or not the

company engages in HRP.Effective HRP greatly facilitates the recruiting efforts.Size is another internal


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factor having its influence on the recruitmentprocess. An organization with one hundred thousand

employee will findrecruiting less problematic than an organization with just one

hundredemployees.Cost of recruiting is yet another internal factor that has to beconsidered. Recruiting

cost are calculated per new higher and fig. isconsiderable now-a-days. Recruiters must, therefore,

operate withinbudgets. Careful HRP and forethought by recruiters can minimizerecruitment costs. One

cost-saving measure, for instance, is recruiting formultiple job openings simultaneously. The best

solution is to use proactivepersonnel practices to reduce employee turnovers, thus, minimizing theneed

for recruiting. Evaluating the quality, quantity and cost of recruitmenthelps ensure that it is efficient and

cost-effective.Finally, an organization registering growth and expansion will havemore recruiting on

hand than the one which finds its fortunes declining.

3.

AN OVERVIEW OF THE PROCESS

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PROCESS ELEMENTS FOR ALL POSITIONS

---------------------------------------------!------------!----------------------

STEP 1

PREPARING JOB ANALYSES

PREPARING JOB DESC----------------------------------------------------------------------------------

STEP 2

PREPARING JOB SPECS

-----------------------------------------------------------------------------------

STEP 3

DECIDING TERMS AND

CONDITIONS OF EMPLOYMENT

[ MEETS ALL GOVERNMENT REGULATION ON EMPLOYMENT CONDITIONS]

------------------------------------------------------------------------------------

STEP 4

ADVERTISING

[COPY/MEDIA PLAN] except for senior positions [ head hunting]


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[ MUST REFLECT TRUTH, NO FALSE INFORMATION,

NO GENDER BIAS, NO DISCRIMINATION,NO AGE BAR, ETC]

---------------------------------------------------------------------------------------------------------------------------------------

STEP 5

INTERNAL APPLICANT

EXTERNAL APPLICANT except for tech [ outsourcing ]

ONLINE APPLICANT and senior positions [ head hunting]

--------------------------------------------------------------------------------------------------------------------------------------

STEP 6

SIFTING APPLICATIONS

-----------------------------------------------------------------------------------------------------------

STEP 7

PERSONAL INTERVIEW

-INDIVIDUAL PER TO PER

-----------------------------------------------------------------------------------------------

STEP 8

-PANEL INTERVIEW

-------------------------------------------------------------------------------------------------------

STEP 9

-SELECTION BOARD only for senior positions

-------------------------------------------------------------------------------------------------------

STEP 10

TESTING [ BEHAVIORAL]

-PSYCHOLOGICAL procedural element for all positions except senior position

-PERSONALITY procedural element for all positions except senior position

-ABILITY procedural element for all positions except senior position

-APTITUDE procedural element for all positions except senior position

-PSYCHOMETRIC procedural element for all positions

------------------------------------------------------------------------------------------------------------------------------------

STEP 11

TESTING [ TECHNICAL ] only for tech. positions

------------------------------------------------------------------------------------------------------------------------------------

STEP 12


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ASSESSMENT CENTRE only for senior positions

-POTENTIAL

-----------------------------------------------------------------------------------------------------------------------------------

STEP 13

OBTAINING REFERENCE procedural element for all positions

----------------------------------------------------------------------------------------------------------------------------------

STEP 14

CHECKING REFERENCE procedural element for all positions

-------------------------------------------------------------------------------------------------

STEP 15

MAKING DECISION procedural element for all positions

[ NO DISCRIMINATION, NO COLOR BAR, NO SEX DISCRIMINATION,

PURELY ON MERIT ]

------------------------------------------------------------------------------------------------

STEP 16

OFFERING EMPLOYMENT procedural element for all positions

-------------------------------------------------------------------------------------------------

STEP 17

PREPARING EMPLOYMENT procedural element for all positions

LETTER

-----------------------------------------------------------------------------------------------------------------------------------

STEP 18

-HR sends out letters to the unsuccessful candidates.

---------------------------------------------------------------------------------------

STEP 19

-HR CHECKS REFERENCES.

[ ABIDE BY LAW ]

---------------------------------------------------------------------------------------

STEP 20

-HR SENDS OUT OFFER LETTERS TO SUCCESSFUL CANDIDATES.

-----------------------------------------------------------------------------------------

STEP 21


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-THE LINE MANAGERS / AGREE TO THE START DATE

AND INDUCTION PROGRAMME.

--------------------------------------------------------------------------------

STEP 22

PERSONAL FILE CREATION

-HR CREATES ''PERSONAL FILE ''.

---------------------------------------------------------------------------------

STEP 23

HANDOVER TO HR / ADMINISTRATION

-THE LINE MANAGER HANDS OVER THE RESPONSIBILITY

FOR PAYROLL ADMIN AND INDUCTION TO HR.

-----------------------------------------------------------------------------------

STEP 24

-HR PREPARES WELCOME PACK / EMPLOYEE MANUAL.

------------------------------------------------------------------------------------------

STEP 25

ARCHIVING OF APPOINTMENT FILES.

-HR ARCHIVES SELECTED CANDIDATES FILE.

-HR DESTROYS UNSUCCESSFUL CANDIDATES FILES

AFTER 6 MONTHS.

[ BY LAW, ALL OLD FILES MUST BE DESTROYED ]

=======================================================

==========================================================

4.

Recruitment is the process used by an organization to locate and attract job applicants in order to fill a

position. An effective approach to recruitment can help a company successfully compete for limited

human resources. To maximize competitive advantage, a company must choose the recruiting method

that produces the best pool of candidates quickly and cost effectively. There are five steps to the

process.


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STEP 1: IDENTIFY THE JOB OPENING

This step would appear to be an easy one-just wait until an employee turns in a notice of resignation.

Many job openings are, in fact, identified in this way. A major problem with this approach is that it may

take the company a long time to fill the opening. For instance, it usually takes six to eight weeks to

notify and screen applicants, and a week or more to make a decision regarding a job offer. After the

decision is made, the selected candidate must give notice (usually about two weeks) to his or her

previous employer. Thus, the job in question is likely to remain vacant for months, even if the process

runs smoothly.

Ideally, organizations should attempt to identify job openings well in advance of an announced

resignation. The HRM department should plan for future openings in both the short and long term. The

projection of future openings provides organizations with the time needed to plan and implement

recruitment strategies so that they do not fall prey to the "must-hire-by-last-week" syndrome. The HR

plan should answer at least the following questions:

Are any newly budgeted positions opening soon?

Is a contract under negotiation that may result in the need for additional hires?

What is the amount of expected turnover in the next several months?

STEP 2: DECIDE HOW TO FILL THE JOB OPENING

The first question to ask after determining that an opening exists is "Do we need to find a new person to

fill the vacant position?" Sometimes it is unnecessary to staff a vacant position because the firm can rely

on other alternatives. For instance, it may be more prudent to provide overtime opportunities to current

workers to complete the needed work. Other alternatives include job elimination and job redesign (i.e.,

incorporating the tasks of the vacant position into currently existing positions). If the firm chooses to fill

the vacancy, it must address two issues: (1) whether to outsource, and (2) in the absence of outsourcing,

whether to recruit candidates internally or externally.

STEP 3: IDENTIFY THE TARGET POPULATION

Now the organization must determine what types of individuals it is looking for to fill the vacant

positions. To address this question, an organization must define its target population. Two issues arise

here: (1) specifying worker requirements and (2) deciding whether to target a certain segment of the

applicant population.

An organization must identify specific requirements of the job: the duties, reporting relationships, salary

range for hiring, and competencies required of a new worker (e.g., education, experience, knowledge,

skills, and abilities). Ideally, much of this information will have been gathered during a job analysis and

thus be contained in the job description. If not, the recruiter should gather it from the hiring manager.

An organization must also decide at this point whether to target all qualified applicants or to focus its

recruitment efforts on certain segments of the qualified applicant population.

When recruiting internally, the issue is this: Should the company post the job so that all qualified

employees can be considered? Or should the company select certain high-potential employees and

groom them for the position? When recruiting externally, the company must decide whether to inform

all potential applicants or target certain types. Companies may reap advantages when they target

members of certain groups. Another strategy is to target graduates of specific schools that have

exceptionally strong programs in the functional areas of concern. Additionally, some companies target

top-performing employees working for other companies. Recruitment of such individuals poses some


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unique problems, however; these individuals may be difficult to reach because they are not actively

seeking a new job. Moreover, the practice of pirating employees from other firms raises some serious

ethical questions.

Case Study 3:

Q1) Does the company have an orientation programme?

It doesnt look like the company has an orientation programme or it is inaffective.

----------------------------------------

Q2) If yes how effective is it?

It is not as effective, as it should be.

------------------------------------------

Q3) How is formal Orientation programme conducted?

The orientation process has three stages:

1 A general orientation

2 A departmental orientation, and

3 A specific job orientation

They are conducted by different parties.The General Orientation is usually managed by either the Training Department or the Human Resources

Department, with the Departmental Orientation by the Department Head or first Assistant, while the

specific Job Orientation can be carried out by an experienced and trained employee (trained on how to

train). These guidelines are intended for people conducting the General Orientation:

A general rule of thumb for having the audience interested in the general orientation is to

1 Make them feel at ease (open circle).

2 Make sure that they had enough time to read the employee manual ahead of orientation time.

3 Spend a good portion of the introduction time towards self-introductions, spiced with open

questions.

4 Get them to know who Management is: have a big chart in the orientation/training room which

depicts how the organisation is set up, with photos of the management team next to their title.

5 Get them acquainted with the operation: have another large chart in the room depicting the flow of

work and communications regarding the organization; this flow should include customers, suppliers and

all parties affecting the organisation (I had just planned such a chart for the hotel where I dealt with

Training and Development, wrote it out in text, had an artist depict it with cartoon characters on a big

white chart, making it educational but humorous - after all this was a hotel. Maybe in a technical


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company humour is not allowed. I explained it to the artist and we showed how each job position

affected the final product since the customer's / guest's first contact with the operation and ending with

the last contact.

6 Have them know and see departments in operation: based on this drawing I conducted the

orientation and explained all functions of the hotel, promising a personal tour of all the departments we

discussed, including back areas, where the Department Heads received us personally and gave further

insight on their departments.

7 Allay their fears and doubts: cover subjects which are usually never mentioned in orientations, such

as the difficulties new employees or supervisors experience, about turnover figures, about how people

assimilate better after hanging out three months, about how they can turn to you for any difficulties

they experience, be it regarding their rejection by existing old-timers or other matters. Let them know

they can always turn to you for confidential advice (do not forget that any new person has fears and

doubts regarding being accepted, succeeding or failing).

8 Encourage friendships among new employees: try to create a team spirit among the existing group of

newcomers - by the end of the day or the two days you will have created a group of employees at

different levels and from different departments who will cooperate and enhance communications

across the organisation.

9 Extend respect to them as human beings: have lunch with them as a group (I saw too many people

who conduct orientations go to a different lunch room and this is very insulting).

10 Enable first hand contact with upper management: have different Executives come to welcome the

group and assure them of management's commitment to help them succeed. Introduce each of the

newcomers, dwell on their position, career background and personal interests.

11 Assure them that the organisation welcomes their observations, comments, and critiques.

12 Last but not least, share company goals with them. Discuss it with them. Ask what their own

personal and career goals are and try to (right there and then) mesh their own goals with the company

goals.

This strategy (action plan) has proven to be highly successful. It cuts down on turnover drastically,

engenders trust, cooperation and motivation.

Although these sessions should be welcoming, orientations for new employees should also be more

than a feel-good gesture. They should also be more than an instructional session that provides essential

human resources, benefits, and payroll information for new employees. The most effective orientations

help new employees understand what will be expected of them and prepare them for the organization's

work culture.

Orient the expectations of new employees

Managing expectations has long been a mantra of salespeople, account executives, and others whose

responsibilities are focused primarily outside the organization. Expectation management falls on human

resources managers as well. Managing expectations can start as early as during new-employee

orientations.


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In new-employee orientations, the HR manager is essentially bringing new employees' expectations in

line with the organization's expectations. Accurately aligning these sets of expectations in the first

weeks of employment helps employees become productive more quickly and ensures that they enjoy

greater job satisfaction throughout their tenures. Some studies suggest that well-executed new-

employee orientations can also:

1 Lengthen the time that employees stay with a company.

2 Enhance staff cooperation and communication.

3 Improve client-customer relations because staff members have better work attitudes.

Communicate the organization's big picture

Where is your organization going? Even if your company has not made a formal strategic planning

document, it has communicated some important long-term goals. Too often, however, these goals

aren't shared with new employees whose efforts help determine whether the organization's goals are

met. Therefore, it should come as no surprise that employees, even entire departments, sometimes

operate under disparate assumptions about the company's priorities and objectives.

All new employees, from entry-level staff members to senior executives, should view themselves as

members of an organization-wide team working toward a defined and united goal. Certainly new

employees need to understand their specific roles, but first they need to understand the big-picture

objectives of the organization, including objectives such as:

1 Is the organization striving to be an industry innovator?

2 Is the organization working to develop an international presence?

Whatever the objectives, new employees should be given a brief introduction to your organization's

goals. If you can, provide a copy of your annual report or a company brochure that explains your

organization's goals. With a bigger-picture perspective, employees are better equipped to understand

their specific role as it relates to long-term objectives.

Describe the unspoken company culture

Company culture can't be fully captured in job descriptions or employee manuals, because culture is

both explicit and unspoken. Most employees determine what behaviors are acceptable as the

organization evolves. However, an effective orientation can help new employees transition more easily

into the unique culture of your organization.

Even in highly conventional corporate cultures, it's preferable to share the unspoken aspects of

company culture to ensure that all new employees understand their work environments. Don't make

the mistake of assuming that cultural nuances are obvious or that new employees will raise questions if

they're unsure about what to wear or when to arrive at work.

Some unspoken aspects of company culture to share are:

1 Dress code What's the norm for the dress code?

2 Internal communication Is vertical communication encouraged or frowned upon?

3 Phone etiquette Do employees routinely forward their phone calls to voice mail?

4 Parking Are there any unspoken rules about where employees can park?

5 Lunch Do most employees eat in or out? Are there good places to eat nearby?

6 Work hours Are work hours fixed or flexible?

7 Extracurricular activities Are there groups of employees that get together outside work?

8 Attitudes Are work teams more cooperative or more competitive?


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CS 4:

Q1) Why should Power and focus on shedding jobs to save on cost?

It is a mean to save the company and carry on the good work.

-------------------------------------

Q2) Are there no alternative strategies?

THRER ARE ALTERNATIVES BUT THE FUNDING IS THE MAJOR CONSTRAINT.

---------------------------------------

Q3) Will the proposed shedding of jobs and scale of six units help airbus survive the intense competition

from Boeing?

YES, THIS IS THE EXACT SITUATION.

-----------------------------------

Q4) Comment on the whole issue?

THES WHOLE ISSUE COULD HAVE BEEN AVOIDED, IF THERE WAS AN EFFECTIVE STRATEGIC

PLANNING.

#########################


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P&P of Management

CS1:

1. 1. How should Mr. Durant assess the opportunities in various countries around the world?

[IN EVERY COUNTRY,

-THE COMPANY SHOULD ASSESS THE MARKET .

-DEFINE THE SOCIO-ECONOMIC PROFILE.

-IDENTIFY THE PRODUCTS DEMAND

WHICH MATCHES THE MARKET.

-THEN POSITION THE CARREFOUR

RETAIL OUTLETS.

=======================

2. Should Carrefour adopt Wal-Mart's strategy of "low prices everyday"? What would be the

advantage or disadvantage of such a strategy?

[NO CARREFOUR SHOULD NOT FOLLOW BLINDLY THE WAL-MART.

ADVANTAGES-it will gain some limited gain in the market entry.

DISADVANTAGES

-it will not be able to match the supply chain strength of wal-mart.

======================

3. How could Carrefour differentiate itself from Wal-Mart?

CARREFOUR SHOULD POSITION ITSELF AS MID UPMARKET RETAILER

AND OFFER PRODUCTS ACCORDINGLY.

======================

4. Identify cultures in selected countries that need to be considered in order to be successful?JAPAN

It is widely known for its traditional arts as well as its contemporary pop culture.

-one must understand the buying behaviors and decision making of the individuals.

@@@@@@@@@@@@@@@@@@@


20/37

CS 2:

1.

1) The reengineering efforts of P&G focused on the business process system. Do you think other

processes, such as the human system, or other managerial policies need to be considered in a process

redesign?

CATEGORY MANAGEMENT SYSTEM NEEDS TO BE SET UP

-policies

-procedured

-practices

Etc

======================

2) What do you think was the reaction of the brand managers, who may have worked under the old

system for many years, when the category management structure was installed?

-NEGATIVE REACTION FROM THE BRAND MANAGERS ARE EXPECTED.

BRAND MANAGEMENT IS A STAFF FUNCTION , WHILE THE CATEGORY MANAGEMENT IS A LINE

MANAGEMENT FUNCTION.

SUCH CHANGE NEEDS

-change management drive

-orientation programme.

=======================

3) As a consultant, would you have recommended a top-down or a bottom-up approach, or both, to

process redesign and organizational change?

TOP DOWN APPROACH IS THE RIGHT APPROACH , AS IT RELECTS

-the management mission

-the management objectives

-the management strategies.

====================

4) What are the advantages and disadvantages of each approach.

TOP DOWN

ADVANTAGES

-it clearly shows the management intentions and drive.

DISADVANTAGES

-low participation from the bottom line staff

--------------------------

BOTTOM UP


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ADVANTAGES

-it clearly shows EMOTIONAL PARTICIPATION OF THE STAFF.

DISADVANTAGES

-LACKS THE LEADERSHIP

CS3;

Questions:

1) What is your assessment of Daimler-Benz's operations in many different fields?

Daimler-Benz, with more than 300,000 employees worldwide, consisted of four major groups: The first,

by far the biggest and most successful group, was Mercedes-Benz with about 200,000 employees. It is

best known for its passenger cars and commercial vehicles.

[THIS BUSINESS UNIT HAS THE CORE COMPETENCE AND HENCE VERY SUCCESSFUL.

--------------------------------------------------------------

The second was the AEG Daimler-Benz industries in the business of rail systems, microelectronics, heavy

diesel engines, energy systems technology, and automation.

[THIS BUSINESS UNIT HAS TOO MANY SUB-UNITS AND WIDE DIVERSIFICATION AND LACKS CORE

COMPETENCY IN SOME WHICH AFFECTS THE OVERALL PERFORMANCE.

----------------------------------------------------------------------------

The third was the Aerospace Group in the business of aircraft (the company has a more than one-third

interest in the Airbus consortium), space systems, defense and civil systems, and propulsion systems.

[THIS BUSINESS UNIT HAS MANY SUB-UNITS AND ARE INTEGRATED AND HAS THE CORECOMPETENCY / HENCE IS SUCCESSFUL..

----------------------------------------------------------------------------

Finally, there was the Inter Services Group consisting of systemshaus, financial services, insurance

brokerage, trading, marketing services, mobile communications services, and real

estate management.

[THIS BUSINESS UNIT HAS TOO MANY SUB-UNITS AND WIDE DIVERSIFICATION AND LACKS CORE

COMPETENCY IN SOME WHICH AFFECTS THE OVERALL PERFORMANCE.

=============================================================

2) Should the various groups operate autonomously? What kinds of activities should be centralized?

[THE BUSINESS UNITS SHOULD OPERATE AUTONOMOUSLY . THE KINDS OF ACTIVITIES THAT

COULD CENTRALIZED ARE

-IT SYSTEMS

-HR SYSTEMS


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-FINANCE

============================================

3) Daimler-Benz is best known for its Mercedes-Benz cars. Why do you think Daimler bought AEG in the

first place and why did it venture into the Aerospace and Inter Services businesses?

[ BETTER USE OF TECHNOLOGY AND COMPETENCE

PLUS SALES OPPORTUNITIES.

===========================================

4) Given the apparent mistakes in acquiring non-automotive businesses, what should Jurgen Schrempp

do now?

[ RE-ORGANIZE / RESTRUCTURE THE BUSINESS UNIT AND HIRE COMPETENT TALENTS TO RUN THE

SHOW]

CS4:

1) Prepare a profile of the potential buyer of the Lexus.

Target Customer Description

The target customer with Lexusflagship hybrid design is seeking to present a bold image to

others. Price is therefore a secondary factor to the message their car portrays in their purchasing

decisions. Potential customers are born within ten years of the baby boomer generation aged

forty-five and up. As a wealthy and image-conscious person he/she can spend money freely,

taking up hobbies and living a visibly envious life. He/she purchases this car for its green status

to benefit his/her self-image. They choose to purchase hybrids either because they are

environmentally conscious, or they wish to appear to be. They combine extravagance and excess

with environmental care by purchasing a car that is both green, and also features top-of-the-line

technology, performance, and luxury.

---------------------------------------------------------------------------------------

2) What should Mercedes and BMW do to counteract the Japanese threat in the United States and

Europe?

[BOTH MERC / BMW HAVE QUALITY PRODUCT/ PRODUCT POSITIONING. THEY NEED TO STUDY

THE MARKET AND DEVELOP A SEMI-LUXURY BRAND TO MATCH LEXUS

------------------------------------------------------------------

3) Why has the Lexus model been very successful in the U.S. but has not been marketed in Japan?

(Suggestion: Review the frequency of repair records of luxury cars. Also talk to Lexus dealers or Lexus

owners).


23/37

[ IN THE US CAR MARKET , THERE WAS A GAP BETWEEN MERC/BMW AND THE LOCAL BRANDS.

THIS IS WHERE THE LEXUS FITTED IN WELL WITH THEIR PRICE/ PROFILE]

------------------------------------------------------------

4) Do you think Lexus will succeed in Japan? Why or why not?

LEXUS CAN SUCCEED IN JAPAN, PROVIDED IT IS POSITIONED PROPERLY.

Business communication

CS1

1.

2. Some of the business communication media that you can utilize if you have to launch a soapin rural include newspaper, radio announcements, posters, television and magazines. Thesecommunication media are considered to be the most beneficial media for the task.

Question: CASE 1:

Nestle has launched quality street ,lion and after 8 choclates imported from Europe. Qualtty Street is an

assortment of chocolates priced at Rs. 7 5 for 218 gm. After Eight is a popular adult chocolate priced at

Rs.25

for 20 gm and Lion is a caramel wafer bar priced at Rs. 20 for a 45 gm bar. (Kit Kat )is priced at Rs. 6 for a

17

gm bar and has a chocolaty taste while Lion has a crunchy taste). The brands have different tastes and

will

appeal to different target segments (though the target segment is one which may have already been

exposed to

these brands during visits abroad). These brands have been introduced in metros in upmarket stores


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which sell

brands bears the label "lmported by Nestle India Ltd." indicating that they may be better than smuggled

ones

(which may be stale).

Question :

1 Suggest suitable media /media vehicles for promoting these brands. Give reasons in support of your

answer

THESE ARE BEING INTRODUCED IN THE METRO UPMARKET STORES.

WHAT WE NEED IS AN INTEGRATED MARKETING COMMUNICATION FOR AN EFFECTIVE

MARKETING AND GOOD RESULTS.

The primary goal of marketing communications is to build awareness of a business, its products, and its

position through customer-facing materials such as brochures, press releases, Web sites, and trade

OUTLET presentations. Planning an integrated and consistent cross-team approach to these activities

one that reinforces a company's message with target audiences and motivates customers to buy .

A good marketing communications plan requires you to do substantial research. You need to have an in-

depth understanding of your target audiences and the processes involved in buying, selling, and

communicating. After you've armed yourself with the knowledge that you need, you can determine

what you hope to gain from your marketing activities, what you want your customers to know, and how

best to communicate that information to them. You'll also need to decide on a budget and schedule,

and to evaluate any constraints that these might place on the campaign. Ideally, your marketing plan

should outline the communications process step by step.

The following links take you to the tools and information that you need to produce a first-rate marketing

communications plan.

The marketing communications strategy process usually begins with creating a "messaging strategy" --

determining the consistent theme or fundamental selling message that will he used in all marketing

materials.

Another key part of the messaging process is creating the positioning statement. This two sentence

statement tells what you sell, to whom, and why customers should buy it.

As you move through the process of creating a positioning statement, you'll want to capture your

brainstorming results, such as in your marketing strategy mind map. Then, refine and test those creative

approaches until you settle on your company's positioning statement.

Your positioning statement is critical to making all of the other parts of the marketing communications

strategy work well. This is because every awareness-building and product information program needs to

paint a clear, concise picture of what you sell and how customers will benefit from using your products.

Selecting effective marketing programs

Once you have settled on a strong positioning statement, you can develop sound strategies for your

marcom programs. For most companies this means considering programs such as:


25/37

Public relations

Advertising

Web site

Direct marketing (offline & online)

Packaging

Merchandising promotions

A mind map is a good way to capture ideas about which programs look like they will be most effective.

Add these programs to the Marketing Communications section of your strategic marketing mind map.

Later, evaluate each program to see if it should be in your final strategic marketing plan.

In large companies where each marketing program has its own manager, you can link your main

strategic marketing mind map to each program's own planning mind map.

In companies where the whole marcom strategy is implemented by one team, you can add details about

marcom programs in the team's main marketing mind map.

Benefits of a sound marcom strategy

The process of creating a marcom strategy has gotten more complex as more marketing activities move

to the Internet. This has made it even more important to understand customer segments and how to

communicate with those potential customers.

When you develop a marcom strategy based on a sound strategic marketing view of your market your

marcom program will be more effective -- and customers will have a better, more consistent brand

experience.

======================

Integrated Marketing Communications Strategy

The Communications Mix

Advertising

any paid form of nonpersonal presentation by a sponsor

Personal Selling

personal presentations by a firms sales force

Sales Promotion

short term incentives to encourage sales

Public Relations

building good relations with various publics

Direct Marketing

short term incentives to encourage sales

Developing Effective Communication

Identifying Target Audience

Determining Communications Objectives

Buyer Readiness Stages

Designing Message

Message Content

Message Structure

Message Format


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Media Selection

personal and nonpersonal communications channels

Message Source

Feedback Collection

Promotion Budget

Affordable

Percentage of Sales

Competitive Parity

Objective and Task

Promotion Mix

Advertising

reaches many buyers, expressive

impersonal

Personal Selling

personal interaction, relationship building

costly

Sales Promotion

generates immediate response

short-lived

Public Relations

more believable, economical, underused by firms

Direct Marketing

customized, interactive

Promotion Mix

Push Strategy

directing communications to channel members

Pull Strategy

directing communications to end users

Factors

type of product/market

buyer readiness stage

product life-cycle stage

Emerging Communications Environment

Shift from mass marketing to segmented marketing

Shift from mass media to focused media

Integrated Marketing Communications

Coordinate and integrate communications channels

advertising

personal selling

sales promotion

direct marketing

public relations


27/37

packaging

@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

2 What business communication media you will utilize if you have to launch a soap in rural India?

Advertising goes hand in hand with economic growth. With economic liberalization and increasing rural

prosperity, marketers are keen to inform villagers about the benefits of buying and consuming their

products and services. Prior to the introduction of economic liberalization in 1990s, there was little

incentive for marketers to advertise their products and services, as rural markets were predominantly a

seller's market.

The influence of the electronic media, in particular television, video and the Hindi film industry, is

contributing to the growth of rural aspirations, which are being manifested in rural India in the form of

increasing consumerism.

The rural environment is different from the urban and therefore communication to potential customers

in a proper and effective manner is a major challenge for corporate marketers. The majority of

advertisements designed by corporate marketers, are largely urban oriented and extend themselves to

rural areas without any consideration to the values and sensitivities of the rural audience, which are

often in striking contrast to those of their urban counterparts. This has led to a negative perception in

the minds of villagers, about urban media planners and advertisers.

Rural communication is not a 'peripheral activity'. It does not, for instance, involve taking an audio-visual

van to a village and assuming that this step is enough to reach out to customers. It requires an entirely

different mindset, which demands getting rid of many mental barriers. Companies have to realize that

rural is a long-haul market, as gains in the short term are neither immediate nor large.

CHALLENGES IN RURAL COMMUNICATION

There are many challenges to communication in rural. Low literacy level; poor media reach and

exposure and vast, heterogeneous and diversely spread rural audiences characterized by variations in

language, culture and lifestyle-all these factors pose multiple challenges to marketers looking to take

their messages to the largely media-dark or media-grey areas, of rural markets.

Heterogeneity and spread

The communication pattern in any society is a part of its culture. No communication medium can exist in

a cultural vacuum. Communicating the message to rural consumers ha posed enormous challenges to

the rural marketer, because of the large numbers of consumers scatters across the country. The

problem is further compounded by the heterogeneous nature of consumers there are 16 scheduled

languages and 114 local vernaculars. For example, the dialect used in the Vidharbha region ,in konkan

region, in costal Maharastra.

Limited Media Reach

The limited reach of the mass media imposes limitations on universal communication to rural

consumers. These factors lead to poor message comprehension and negligible impact, which fail to

translate into consumer awareness and hence fail in generating consumer pull.

Understanding the Rural Audience

It is not sufficient to understand rural communication challenges as stated above: rather, what is equally

crucial is the need to understand the behavioral and psychographic characteristics of the rural audience,


28/37

in order to develop an effective rural communication strategy.

CREATING ADVERTISEMENTS FOR RURAL AUDIENCES

Communication experts need to keep the following factors in mind when creating advertisements for

rural audiences.

* Understanding the mindset of potential customers, including their hopes, fears, aspirations and

apprehension conducting a qualitative study among the target audience would help in better

understanding of the consumer mindset.

* Pick up 'gems' in the form of idioms, expressions, words, etc. in relation to the product category for

later use in the creative.

* Tricky, clever, gimmicky, or even suggestive advertising does not work with rural audiences. 'Flicks'

using very expensive computer graphics without any human presence go over the heads of rural

audiences.

* Combining education with 'entertainment is a good route to take when targeting rural audiences.

Using locally popular film stars or even featuring religious events (melas) popular in the region, helps

strike a chord with rural audiences. According to a study, it is Govinda and Sharukh Khan who is most

popular among rural folk in north India.

* 'Quickies' (short television commercials) do not register well with rural audiences. Advertising agencies

need to provide for ample time and space to communicate a message properly and effectively to the

intended audience. This is seen for instance, in the popularity of the two-minute theatre commercials

screened in rural cinemas.

* RURAL MEDIA

* Rural media can be classified broadly into conventional mass, non-conventional media and

personalized media. The various media vehicles are as follows:

CONVENTIONAL MASS MEDIA NON-CONVENTIONAL MEDIA PERSONALIZED MEDIA

Television Haat and mela Direct mailer

Radio Folk media (puppet show, magic show) Point of sale(demonstration, leaflet)

Press Video van Word of mouth

Cinema Mandi Interpersonal communication

Outdoor: wall painting, hoarding Animator

INOVATIVE MEDIA

OUTDOOR MEDIA: WALL PAINTING

* This medium is the most widespread form of advertising and is the favorite of the Indian rural masses,

as they can view it at their leisure. Wall paintings are important because they constantly remind rural


29/37

people about name and logos in addition to highlighting the key brand promise. They also reflect the

vibrant economic and social life of the area.

Characteristics of wall paintings

* They are economical as compared to other traditional media forms, as the manpower and

infrastructure requirements are low.

* They can easily be customized in accordance with regional language variations without this impacting

their artistic content.

* Audience recall rates are high.

Limitations

* The lack of availability of wall space at prominent locations is an issue.

* The quality of the wall space available is not always satisfactory. The base of rural wall structures is

generally not smooth and this impacts the final output.

* No exclusive wall rights are given to the company. It may happen that a company gets a wall painted

and after sometimes when the company executive passes through, he finds that the painting has been

replaced by the advertisement of some other company.

* The quality of the painters available is also low. Companies prefer hiring painters locally as they are

familiar with the area and the cost of hiring them is lower when compared to the cost of hiring painters

from outside.

FOLK MEDIA

* Folk media consist of folk songs, folk dances and other theatrical forms, including puppetry, street

theatre and magic shows, which are an intrinsic part of the culture and heritage of the land.

* They are capable of communicating message about contemporary issues, topics and concerns as per

the needs and demands of a changing society.

* They are a face-to-face and personal form of communication.

* The essential characteristics of folk media are that are interactive, repetitive and narrative

Kinds of Folk Media

* Folk theatre

* Magic show


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* Puppet shows

* Interactive games

* Folk Theatre

Folk theatre, interspersed with folk song and dance, is a simple and entertaining form of

communication. It can also be informative and educational. In the past, folk theatre has been used to

arose public opinion against the British Raj, to draw attention to atrocities against the girl child and raise

public consciousness about other socially relevant issues.

* Folk songs

Folk songs are basically simple and direct compositions that are usually transmitted orally from one

generation to the next and not through the written word. The structure of the folk song is characterized

by simplicity and uniformity in rhythm. The songs consist of many stanzas sung in more or less the same

tune. Each region and state has its own particular traditions of folk songs and ballads.

* Folk Dances

Folk dances are basically simple and rhythmic and mostly religious in nature. Communication takes place

through dramatic gestures and the accompanying music. Folk dances are visually very arresting,

attracting audiences with their elaborate costumes and stage settings.

* Magic shows

Magic shows are another very entertaining form of folk entertainment and draw large crowds,

particularly because of the curiosity factor and the use of hypnotic effects.

* Puppet Shows

The kathputli puppet performance is the most common form of this folk tradition.The origin of puppet

theatre is closely linked to the performance of religious ceremonies. The connection between rituals and

the use of puppets is found in almost all the states in India.

Traditional puppeteers were mostly itinerant performers who depended on royal patronage for their

survival. Even today tales of chivalrous kings like Prithiviraj C hauhan and Amar Singh Rathor are

narrated through puppet performances in the villages and towns of Rajasthan.

The different forms of traditional puppetry are glove, rod, string-rod and shadow puppets. The

differences exist not only in name but also in form, structure, manipulation techniques and geographical

origin spread.

CONCLUSION

To sum up, it is clear that in any form of rural communication, while we may have a national strategy,

we have to think and act locally. The need for focused communication aimed at the rural market, should

not be underestimated. This calls for innovation and substantive changes in marketing strategies and

approaches. The innovation should be carried out within the framework of what can best be


31/37

characterized as the 4-R principle:

Reincarnate innovation

If the Indian advertising industry is to reach out to rural India in an effective and efficient manner, it has

to be grounded firmly in rural perceptions, value and traditions. It has to immerse itself in local colours,

customs and modes of communication in order to make itself relevant to the needs and desires of rural

society. It has to gain the trust of the masses by undercutting its own excessive dependency on western

styles of advertising, on the one hand and on its use of

###########################################################################

CASE 2:

The herbal shampoo market is valued at around Rs. 100 crores. Ny/e, Ayur, Dqbur and Biotique are

some of the

established brands in the market.

Helene Curtis (JK Group) has introduced a premium herbal shampoo (with variants Shikskai, henna and

qmla

and brqhmi and josur) priced between Rs. 80 and Rs. 90 (500 ml) for different types of hair. The

proposition is

the benefits offered by lhe variant based on the combination of herbs, benefits offered by the variants

range

from extra protection and nourishment to colour, body and bounce. The shampoos have been launched

under

the brand name Premium Herbsl Shsmpoos and they target urban housewives with a monthly

household

income of Rs.25,000. The brand is distributed through 7 0,000 retail outlets and 120 Raymond shops.

The

company has planned only point of purchase (POP) posters initially and may consider the electronic

media

later. The shampoo has an annual advertising expenditure of Rs. 10 crores.

Question :

1 Comment on the marketing mix of JK's Premium Herbsl Shampoos ?

1 Comment on the marketing mix of JK's Premium Herbsl Shampoos ?

[THE POP ALONE IS A VERY WEAK APPROACH TO THE PROMOTION .

THE INITIAL PROMOTION MIX MUST

-create awareness

-create interest

-influence the buawareness

-create interest


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-influence the buying decision

-sell the benefits

-complete the sales transaction.

-------------------------------------------------------------

2 How can you make their communication more effective ?.

2 How can you make their communication more effective ?.

TO MAKE THE COMMUNICATION MORE EFFECTIVE , WE SHOULD SELECT

THE PROMOTIONAL MIX ARE:

Personal Selling ,

-here the marketing communication is used

*to inform the customers/ prospects

*to create awareness

*to present the product

*to influence the customer

*to sell benefits

*to help the customer to make the buying decision

*to seek commitment

*to help to close the sale.

--------------------------------------

Sales Promotion


*to inform the customers

*to physically present

*to influence the customers

*to help the customers to feel the product


*to offer consumer incentives

*to help the final transactions

--------------------------------------------

Public Relations (and publicity)


*to publicise the company

*to publicise the product

*to publicise the company's research/ development

*to publicise the company image

*to create the company brand

*to inform public

*to communicate with the community.

*to establish relations with government


33/37


34/37

------------------------------------------------------------------------------

Sponsorship


*to MASS inform the customers/ prospects

*to create MASS awareness



*to sell benefits

---------------------------------------------------------

Packaging -here the marketing communication is used


*to MASS inform the customers/ prospects

*to create MASS awareness



*to make it visible at the point of sale

--------------------------------------------------------------

Merchandising (and point-of-sale)


*to create visiblity at the point of sale.

*to influence the customers

*to help the customers to feel the product


*to offer consumer incentives

*to help the final transactions

*to display and promote

*to merchandise the product

--------------------------------------------------------------------

EMarketing (and Internet promotions)


*to inform

*to talk to individuals

*to focus on niche market

*to inform the decision makers directly

*to advertise cost efficiently

----------------------------------------------------------------

Branding (and corporate identity)


*to create an unique position for the company

*to create an unique position for the product

*to create unique visibility

*to make it easy to identify


35/37

*to make it easy to buy

*to make it easy to sell

-----------------------------------------------------------

ALL THE MARKETING COMMUNICATION EFFORTS ARE DIRECTED

-TO MAKE IT EASY FOR THE CUSTOMERS TO MAKE THE BUYING DECISION.

-HENCE MORE SALES.

@@@@@@@@@@@@@@@@@@@

CASE 3:

(i) Iran Rafsanjan Co., Rafsanjan City, Iran has taken a marine insurance policy No. VB/84/3629/29 dated

20th December, 2005 from Albroz Insurance Co., Kerman City, Iran for the import of 500 tractor gears

from Apex Products (India) Ltd., Delhi. The exporter shipped the cargo on board vessel SEEMA on

26th December, 2005 for Bandar Abbas Port of Iran.

As per the letter of credit condition, the exporter was required to fax the shipment details to Albroz

Insurance Company within 24 hours of the shipment. However, the exporter could not fax such details

due

to change in telephone (fax) number of the insurance company.

Draft an express telegram to intimate shipment details.

Draft an express telegram to intimate shipment details.

Albroz Insurance Co., Kerman Cityv

subject

Iran Rafsanjan Co., Rafsanjan City, Iran

Sub marine insurance policy No. VB/84/3629/29 dated

Apex Products (India) Ltd., Delhi.

The exporter shipped the cargo-500 tractors-- on board vessel SEEMA on

26th December, 2005 for Bandar Abbas Port of Iran

==========================================================


36/37

ii) Yours is a multinational company having joint venture with a Chinese company. Plant is to be located

at

Surat. The company immediately needs an Executive - Foreign Affairs (male/female) with ability of

writing and speaking Chinese language.

Draft a recruitment advertisement for publication under classified column of a national daily. Salary-is

no

bar for the right candidate. E-mail address

AN INDIAN MULTINATIONAL CO. HAVING JOINT VENTURE WITH A CHINESE CO.LOCATED IN

SURAT SEEKS AN EXECUTIVEFOREIGN AFFAIRS --EXPERT INTERPRETOR WITH THE ABILITY TO

WRITE/SPEAK CHINESE MANDARIN LANGUAGE. RIGHT SALARY PACKAGE FOR THE RIGHT TALENT.

POTENTIAL CANDIDATES MAY APPLY TO

EMAIL:

====================================================================

iii) The local head office of State Bank of India is located at 11, Parliament Street, New Delhi-110001. The

bank wants to construct 76 flats at Noida for its employees and invite applications for pre-qualification

of

contractors. Full details are available on its website - www.sbi.co.in or www.statebankofindia.com/

procurement_news.

Draft a notice for pre-qualification of contractors.

Prequalification for CONTRACTORS

The local head office of State Bank of India is located at 11, Parliament Street, New Delhi-110001.

invites application from reputed CONTRACTORS for

prequalification to render professional services for construction of Bank's 76 flats at Noida for its

employees . For further information and downloading of

application form, log on to Banks website

www.sbi.co.in or www.statebankofindia.com/procurement_news.

Last date of submission is XXXXXXXXXX

####################################

iv) The Joint Admission Board (JAB) of Indian Institutes of Technology in its meeting held on 17th

September, 2005 at Kolkata has taken some decisions with regard to Joint Entrance Examination (JEE)


37/37

2006, i.e., to appear in JEE, one must secure at least 60% marks (55% for SC/ST and PD) in 10+2

examination; a candidate can have only two attempts with effect from JEE-2006; and a candidate who

joins any of the IITs through JEE-2006 will not be permitted to appear in JEE in future.* It was also

decided that candidates, who have passed their qualifying examination in 2005 or earlier, will be

allowed

to appear in JEE-2006 as the last chance, with no consideration of marks or attempts at JEE subject to

age

requirements. On behalf of the JAB, draft a suitable press release to be issued by organizing chairman

highlighting these decisions.

--------------------------------------------------

Based on the resolution passed unanimously by the members of The Joint Admission Board (JAB) of

Indian Institutes of Technology in its meeting held on 17th September, 2005 at Kolkata

I wish to inform the press and the people in general , about the decisions taken with regard to

Joint Entrance Examination (JEE) 2006,

No. 1

to appear in JEE, one must secure at least 60% marks (55% for SC/ST and PD) in 10+2 examination;

No. 2

a candidate can have only two attempts with effect from JEE-2006;

No .3

a candidate who joins any of the IITs through JEE-2006 will not be permitted to appear in JEE in future.

No. 4

candidates, who have passed their qualifying examination in 2005 or earlier, will be allowed to appear in

JEE-2006 as the last chance, with no consideration of marks or attempts at JEE subject to age

requirements.

Thank you ladies/ gentlemen.

hr mgmgt answers

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