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ADL-15-AM2

ADL-15-AM2

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Published by Sanjeev Kumar
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Published by: Sanjeev Kumar on Mar 17, 2011
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ADL-15-Corporate Policies and Practices-AM2
Assignment - A
Question 1. Diversification to new markets can be a risky proposition. The risk can beminimised if the coompanies can identify their strengths and evaluate marketopportunities accordingly. Discuss the various types of diversification strategies in lightof the statement.Question 2. Has globalisation made it easier for MNCs entering India now? Howliberalisation in Economic reforms has smoothened the path for them?Question 3. Trusting your organisation to grow and develop in a haphazard fashion istaking a large chance on the future. This is the fundamental reason for doing strategicplanning. Discuss the role of SWOT analysis in strategic planning.Question 4. How has the Internet helped in the evaluation of Worls as a Global Village?Question 5. Discuss the startegic initiative by Mr Ratan Tata of launching "Nano" whichsuggests the cost leadership approach adopted by TATA. Do you think this step maysnatch leadership position of Maruti Suzuki in the small car segment?
Assignment - B
Question 1. Mergers and acquisitions can be desirable expansion strategy for banks inIndia? Comment with suitable examples.Question 2. Indian Companies at the for front of technological innovation face severalchallanges. The chief challange is increasing complexity. Discuss.Question 3. The PESTLE analysis is a perfect tool for managers and policy makers;helping them in analyzing the forces that are driving their industry and how these factorswill influence their buisnesses and the whole industry in general. Conduct PESTLEanalysis for retail sector of India.
Case Study 
Corporate social responsibility (CSR) has been defined as the "commitment of businessto contribute to sustainable economic development working with employees, their families, the local community, and society at large to improve their quality of life, inways that are both good for business and good for development."To meet with the CSR it Is expected that a business in its entire procurement-production-processing-marketing chain should focus on human development involving the producer,the worker, the supplier, the consumer, the civil society, and the environment. Indeed, a
 
very tough task, Most businesses would certainly flounder in not being able to achieve atleast one or many of those expectations. But AMUL has shown the way.CSR-seneltlve Organizational StructureAMUL Is a three tier co-operative organization. The first tier Is the co-operative societyat the village, of which; milk producers are voluntary members, managing the co-operative through a democratically elected 9-member managing committee, and doingbusiness by purchasing milk from members and selling it to the district level co-operative. There are more than 11,000 co-operatives In villages of Gujarat.The second tier Is the district co-operative that processes milk into milk products,markets locally and sells surplus to the state co-operative for national and Internationalmarketing. There are 12 district co-operatives each being managed by a 15-member board elected by the college comprising the nominated representatives or chairmen of thevillage co-operatives. Third tier Is the state level cooperative - the Gujarat Co-operativeMilk Marketing Federation (GCMMF) responsible for national and internationalmarketing of milk and mllK products produced and sold to It. The GCMMF Is managedby the board democratically elected by and from amongst the chairmen of the district co-operatives.The entire three-tier structure with the GCMMF at its apex, is a unique institutionbecause It encompasses the entire chain from production of raw material to reaching theconsumer with the end product. Every function Involves human intervention: 23.60 lakhprimary milk producers; 35,000 rural workmen in more than 11,400 village societies;12,000 workers In 15 dairy plants; 750 marketing professionals; 10,500 salesmen Indistribution network and 600,000 salesmen in retail network. Accumulation of humancapital Is sine qua non for the development and growth of any enterprise or economy.The GCMMF is sensitive towards CSR. It believes that technology and capital erereplicable Inputs but not the human capital, Since men are the basis for achieving theCSR, the GCMMF lays emphasis on their development Into: competent, courteous,credible, reliable, responsive communicators and performers,CSR-seneltlve Business PhilosophyThe first step towards discharging the CSR Is the business philosophy of the GCMMF. Itis two-fold: one, to serve the interests of milk producers and second, to provide qualityproducts to consumers as value for money. Evolution of an organizational system hasensured that the corporate social responsibility towards the primary milk producers,village and the ecological balance is fulfilled. The milk producers are paid for their milk in "ccordance with market forces and realization of value for their produce, invariably theprice paid to tlie member-producers In Gujarat Is higher by 15 per cent than the nationalaverage.CSR-orientation To Distributors & RetailersThe GCMMF has identified the distributors and retailers are its important link In Itsvendor supply chain. Through surveys the GCMMF found that 90% of the distributors do
 
not get any opportunity of exposure to latest management practices. The GCMMFrealized that it was a corporate social responsibility to strengthen the core businessprocesses of its distributors so as to keep them in mainstream business and compete withthose with formal training in management. The GCMMF has developed and trained all itsdistributors through Value-Miss ion-Strategy Workshops, competence building, AmulYatra, Amul Quality Circle meetings, computerization, and electronic commerceactivities.Competency Building Module of the GCMMF is meant to infuse professional sellingskills by making the distributors and their salesmen aware of latest sales managementtools and techniques; enhance their knowledge of products; positioning and segmentationstrategies for various products. Under Amul Yatra the distributors and their salesmen aretaken on a visit to Anand. During this visit they are shown dairy plants, their upkeep,international standards of hygiene and quality; the practices adopted for clean milproduction, and above all the cooperative philosophy. Through one to one talk with thefarmers, the distributors and salesmen realize AMUL is a large business of small farmers.The visit leaves an everlasting impression on their minds that by selling AMUL products,they are discharging a social responsibility towards a large number of poor farmerswhose livelihood depends upon their skill and integrity. They feel proud that they areparticipants in development of rural society and thus in nation building.Earnings of GCMMF Nurturing its primary members - the milk producers - is the firstmission of the GCMMF. Discharge of this responsibility is reflected in the manner inwhich the GCMMF conducts its business and shares its earnings. The milk from thevillage co-operatives is purchased at an interim price. So as to maximize the earnings of the milk producers the GCMMF changes the product profile during the fiscal and directsits sales and marketing activities towards those products that would bring in maxirnumreturns. True! Every business organization follows the same principle. But the GCMMFfollows it with the central interest of the producers. During the fiscal, as the GCMMFfinds that from its earnings it is possible to pay more to the producers for milk, the finalprice is declared higher than the interim price being paid. Before the GCMMF closes itsfinancial accounts the co-operatives are paid 'price difference', the amount between theinterim price and the final price. Thus profit of the GCMMF is very low. The net profit(PADT) of the GCMMF during 2003-04 was Rs 7.31 crore against a turnover of Rs 2.947crore, a meager 0.25%. Further out of the net profit of Rs 7.31 crore. Rs 4 crore wasgiven as share dividend to the co-operatives. To fulfill its corporate social responsibilitytowards its milk producers and co-operatives the GCMMF works on razor thin profitsand retention of funds.CSR-oriented To StafThe GCMMF hires and trains people to take advantage over its competitors. It hasdeveloped in-house modules for training and competence buil-ding to improve and upgrade of their knowledge; communication skills to understand the customer, beresponsive to customer requirements, and communicate clearly for trouble shooting of problems. They are expected to be courteous, frie-ndly, respectful, and considerate to thecustomer. To improve the credibility and trustworthiness of the managers it is important

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