May, 2011

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BBAMK 20401 4th Semester End Term Examination: May, 2011 Marketing Management Time: ! "rs Maxim#m Marks: $0

%ote: Attem&t '#estions (rom a)) se*tions as dire*ted+ Se*tion - A ,!0 MarksAttem&t any . /#estions+ Ea*h /#estion *arries 0 marks .
1. 2. . '. (. *. Explain the meaning of Product Life cycle and state the challenges a marketing manager has to face in introducing a new consumer product. What do you mean by channel of distribution? !ow does communication work? What are the ma"or steps in de#eloping an $ntegrated %arketing &ommunication? What are the #arious ob"ecti#e of pricing? !ow should price be set on a product or ser#ice for first time? What are the challenges and opportunity of globali)ation? What are the factors go#erning entry into foreign %arket. Write short notes on +randing. Labeling and packaging.

Se*tion B ,20 MarksAttem&t any 2 /#estions+ Ea*h /#estion *arries 10 marks+

,. What is a penetration strategy? When and how would you go about a penetration strategy? -nswer by selecting a product.+usiness of your choice and make the necessary assumptions. 0efine basic ob"ecti#e of a 0istribution 0epartment. List out 1in a flow chart with an example of distribution of farm fresh #egetables2 0iscuss the concept of 4ew Product 0e#elopment? 0iscuss the process of 40P in context with an automobile company.

/. 3.

Se*tion 1

,20 Marks-

,1om&#)sory 1ase St#dyWal5%art stores6 the fantastically successful chain of discount stores head7uartered in bento#ille6 -rkansas6 is on tip of the world6 it is currently rated as the fith most #aluable corporation in the 8nited 9tates6 with 9ales of : 2.* billion in 133;. <he

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company has "ust announced its first international expansion6 a "oint #enture with a %exican retailer. =unning slightly behind Wal5mart6 with sales of : 2.1 billion in 133;6 is >mart6 then come 9ears6 formally number one in the 8nited 9tates with sales of : 2.1 billion in 133;6 is >mart6 then come 9ears6 formally number one in the 8nited 9tates with sales of : 2 billion. +ut Wal5%art has been growing faster than either of its ri#al6 with a ' percent rate of sales increase since 13/;6 compared with /? for >mart. 4either >mart nor 9ears seems to be ready to gi#e in to the pressure of Wal5%art@s competition6 and >mart in particular has laid plan for the comeback. >mart@s &EA Boshe -ntonini concedes that >mart made some crucial mistakes in the 13,;s by mo#ing away from the concept of the giant stores. <he company decided that the smaller store could better ser#e smaller markets. <he company upend 161;; new stores that were as small as ';6;;; s7uare feet6 instead of /;6;;; s7uare foot store that has been >mart@s standard. <he company also passed up an opportunity to get into the membership warehouse club market6 which is yielding big profits for Wal5 %art. $nstead choosing to di#ersify into other kinds of chains such as +uilders 97uare6 Waldenbooks etc. <oday6 -ntonini@s plans call for re#ersing the pattern of shirking stores. +y the end of 133(6 the company will ha#e refurbished expanded6 closed or relocated almost all of its 26 ;; 4orth -merican 9tores. >mart is mo#ing into the warehouse market through ac7uisition of existing warehouse clubs. >mart@s old discount stores look dilapidated6 small and crowded compared to the newer Wal5 %art or target stores and prices were often higher. -n outdated in#entory system meant that items were fre7uently out of stock. Cinally6 store personnel were less than friendly and enthusiastic. >mart@s new stores will look like the recently opened <he in#entory system has been replaced with prototype in Aak park6 %ichingnD brightly lit6 with wide aisles6 larger racks6 bit signs6 and contemporary graphics. computeri)ed point5of5sale registers that are linked by satellite to corporate head7uarters6 so sales and in#entors can be closely tracked. -ntonini communicates directly with all employees se#eral times a month #ia the satellite system6 to explain goals and boost morale. Will >mart be able to make a turn round in declining or static economy? 9o far6 sales at the new Aak Park store ha#e exceeded the sales plan by ';?. <he store produced : 2/; in sales per s7uare foot6 #ersus the >mart a#erage of : 1/3. +y the end of 1331 -ntonini expects to ha#e ; percent of >mart@s stores transformed into the new format6 and he plans to complete the o#erhaul by 133( >mart and its &EA are determined to gi#e Wal5%art and 9ears5a run for their money.

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Which of >5mart@s recent problem probably affected the retailer@s image? Explain. !ow would you e#aluate >5mart@s merchandise control? 0oes -ntonini@s expansion into warehouse clubs make sense? Why?

Amity Global Business School, Chandi a!h