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MS-91

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MS - 91

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MS-91/TMA/SEM - II/2014
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Advanced Strategic Management

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School of Management Studies

INDIRA GANDHI NATIONAL OPEN UNIVERSITY
MAIDAN GARHI, NEW DELHI 110 068

Full Solution of Question No. 2 as DEMO

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Q1. Discuss various pricing strategies available to firms under different market structures,
giving examples.
Price-fixation is an important managerial function in all business enterprises. If the price set is quite high,
the seller may not find enough number of consumers to buy his product. If the price fixed is too low, the
seller may not be able to cover his cost. Thus, fixing appropriate price is a major decision-taking function
of any enterprise. Price- decisions, no doubt, need to be reviewed from time to time.
Market Structures and Pricing Decisions
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Under Oligopoly there are few sellers competing in the market. They may be rivals or may form
collusion. The price policy of one producer is affected by the price policy of the others. Each producer
before he fixes the prices of his product tries to understand the price behavior of other producers in the
market. For instance producer A thinks that if he lowers the price of his product and others dont then he
will be able to capture wider market but it may so happen that if he lowers the price of his product and
others also lower their prices then he will not be able to get more buyers and therefore all the producers
may subsequently suffer. --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------A technique often used to analyze interdependent behavior among oligopolistic firms is game theory.
Game theory illustrates how the choices between two players affect the outcomes of a "game." This
analysis illustrates two firms cooperating through collusion are better off than if they compete.
The exhibit to the right illustrates the alternative facing two oligopolistic firms, Juice-Up and OmniCola,
as they ponder the prospects of advertising their products.

In the top left quadrant, if OmniCola and Juice-Up BOTH decide to advertise, then each receives
$200 million in profit.

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------The Bad of Oligopoly

Like much of life, oligopoly has both bad and good. The bads are that oligopoly: (1) tends to be
inefficient in the allocation of resources and (2) promotes the concentration, and thus inequality, of
income and wealth.
Inefficiency: First and foremost, oligopoly does NOT efficiently allocate resources. Like any firm with
market control, an oligopoly charges a higher price and produces less output than the efficiency
benchmark of perfect competition. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------.
On the surface, oligopoly and monopolistic competition seem quite different. Oligopoly contains a few
large firms that dominate a market. Monopolistic competition contains a larger number of small firms,
each with some, but not a lot of market control. -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------For example, convenience stores in a large city are undoubtedly monopolistically competitive. However,
convenience stores in a smaller town might very well be oligopoly.

Q2. State the characteristics of a dynamic market and identify the strategic choices in a
dynamic environment.
Characteristics of a dynamic market and identify the strategic choices in a dynamic environment.
Generally dynamic environment is characterized by newly formed or re-formed industries that has been
created by technological innovations, emergence of new consumer needs/ segments, or other socioeconomic changes that elevate a new product or a service to the level of potentially viable business
opportunity. Dynamic environment is also created when old/traditional industries experience fundamental
shifts in competitive rules coupled with growth in scale by orders of magnitude, caused by some of the
factors mentioned earlier. The essential characteristic of a dynamic environment is the absence of any

rules of the game which may pose a risk or provide an opportunity. In either case it must be managed
from the strategic management point of view. The following section outlines the common characteristics
of dynamic industry environment.
Embryonic and Spin-off Firms: Dynamic environment has a greater proportion of newly formed
companies compared to more stable industry environment. Related to the presence of these companies is
that of many spin-off firms or firms created by personnel leaving firms in the industry to create their own
firms.
Technological and Strategic Uncertainty: Usually there is s great deal of technological uncertainty in a
dynamic industry environment. Alternate production technologies may be at R&D stage or experimental
stage, all of which not be tried on a large scale. Related to the technological uncertainty, but on a broader
scale, are a wide variety of strategic approaches often tried by the industries in dynamic environment.
There is great deal of uncertainty about the strategies of the competitors with different firms following
different approaches to product/market positioning, marketing, etc.
High initial costs coupled with steep cost reduction: Small production volumes coupled with newness
of technological/production process produce high costs in a dynamic environment relative to a more
stable environment. But the steep learning curve is followed rapidly by a succession of ideas related to
improved production procedures, plant layout, and employee productivity and so on. Additionally,
increasing sales make major additions to the scale and accumulated volume of output produced by firms.
If the gains due to learning are combined with increasing market opportunities, the initial high costs are
eclipsed by the rapid decline in costs.
First-Time Buyers: Most of the buyers of the new product/services produced by embryonic industries in
a dynamic market are first-time buyers. The task of a firm in a dynamic environment is thus of convincing
the buyers and persuading them to try the new products or services instead of the existing ones.
Short-Time Horizons: The pressure to develop customers or produce products to meet the demand is so
great that problems are dealt expeditiously rather than relying on comprehensive analysis of future
conditions.
Nothing stays the same. This underlies strategic management, which seeks to capitalize on change. Of
course, rates of change vary, calling for different strategies. Rapid change characterizes dynamic
environments -- vigorous marketplace activity, new and evolving products, expanding markets, advancing
technology, social revolutions -- and rapid change usually includes uncertainty. To adapt, the small
business owner should not only know that fast-moving conditions and some degree of unpredictability
represent dynamic environments, but also should know where to look for signs of accelerating change.
Political

The macro-environment refers to the conditions all companies encounter regardless of specific industry.
A PEST analysis scans the political, economic, social and technological macro-environments for elements
that affect business. The small business owner should make it a habit to analyze the macro-environment
for elements that open the door to change. In the political arena, deregulation, for instance, might fuel a
dynamic business environment.
Economic
Economic changes can spark a dynamic business environment, too. Falling interest rates may allow a
business or its competitors to expand, rapidly changing the industrys growth rate. Falling prices for
needed raw resources may do the same. Look for circumstances that provide an impetus for action.
Societal
Socio-cultural conditions can act to catalyze the business environment. Social networking has changed
industry thinking about how to connect with markets. In the news industry, for instance, anchors now
regularly ask viewers to tweet information or to follow them on Facebook, seeking to interact rather than
merely present. Shifting demographics may also lead to a dynamic environment, as businesses respond
with new and improved products and services. Aging baby boomers have sparked such a shift in the
plastic surgery, cosmetics and vitamin industries.
Technological
A new invention or discovery can revolutionize an industry. The small business owner should be on the
lookout for innovations that promise to change the way business is conducted. The invention of the
printing press, the automobile and refrigeration opened opportunities for those who could see the
implications of the new technologies. Sometimes a breakthrough heralds a period of continual
technological advancement. Such is the case in the cellphone industry. Releasing phones from wall jacks
was revolutionary enough. Now phones can open garage doors. Such continuous change signals a
dynamic business environment.
Market
New players in a marketplace can become change agents, especially if these competitors are aggressive or
employ new approaches to courting customers or creating products. Additionally, the markets themselves
may create dynamic conditions. For instance, untapped markets in foreign locations may open, presenting
vast new opportunities. Examining market events, the small business owner should consider both direct
and indirect effects on the company. What affects a companys suppliers, for instance, may affect the
small business itself.

The other features of a dynamic industry environment include inability of firms to obtain raw material and
components, absence of required infrastructure, absence of product or technological standardization,
erratic product quality, customers confusion, etc. In an environment described above, firms will have to
craft a strategy to survive and thrive which radically differs from strategies adopted by firms in more
stable conditions. The following are some of the generic strategic alternatives available to a firm.

Q3. Describe the steps involved in developing R & D strategy. Select an organization (of your
choice) and discuss how it has developed an effective R & D strategy.
Research & Development (R & D) could be defined as the process of discovering new knowledge about
products and services and application of such knowledge to create new and improved products / processes
to meet market requirements. --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Creating Planning Staff within a R&D Organization
Creating a planning staff or establishing a strong commitment by the R&D managers in a small R&D
organization to devote enough effort to R&D strategic planning is necessary. Although line managers
within a large R&D organization by themselves can develop a R&D strategy, in practice, if there is no

planning staff to facilitate the development of a R&D strategy, there will never be a R&D strategy.
Although some companies have a R&D strategy, it was not easy to develop one. The R&D planners
normally run into two types of problems: analytical and organizational problems. The analytical problems
surface when the R&D planners first attempt to facilitate the development of a R&D strategy. They find
that there is no accepted methodology for developing a R&D strategy. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------The R&D projects that are actually selected and the R&D strategy need to be meaningful. In other words,
a R&D strategy is not meaningful if it does not influence which R&D projects are selected and carried
out. A R&D organization in a household products company addressed viewing the development of a
R&D strategy as involving two phases. In the first phase the senior R&D managers defined the overall
direction of the R&D strategy. During the second phase, middle-level R&D managers defined the R&D
strategy through the projects they selected and carried out.
--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------The key to taking each of the steps discussed above is picking a problem that the R&D organization is
facing that also calls for a more systematic analysis of the use of R&D resources. The value of carrying
out a series of concrete steps is that together they serve as stepping-stones to improve R&D strategic
planning. Moreover, because they produce tangible results along the way, they also help elicit support for
the R&D strategic planning process.
Organizational I am familiar with is NHS Highland
Research and Development in NHS Highland General Perspectives
Strong, vibrant R & D activity throughout the NHS is a significant support to the recruitment and
retention of staff in all disciplines. Patients should also have the opportunity to benefit from involvement
in research, irrespective of where they live, a principle which is recognised and endorsed by the Chief
Scientist. --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Aim and Objectives

The aim of this strategy is to contribute to the improvement of patient care, public health and services,
both nationally and within NHS Highland, by supporting and managing research and development
activity.
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Acknowledge the value of contract research and provide support for evidence based trial recruitment.
Protect and capitalise on intellectual property developed through research and clinical practice.

Q4. Citing real world examples, comment on how the success of corporate planning depends on its
implementation.
Planning in its Larger Context
Working Backwards Through Any "System"
Before we jump into the typical phases in the standard "generic" planning process, let's stand back and
minute and briefly look at the role of planning in its overall context. This is more than an academic
exercise -- understanding this overall context for planning can greatly help the reader to design and carry
out the planning process in almost planning application.
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Objectives
Objectives are specific accomplishments that must be accomplished in total, or in some combination, to
achieve the goals in the plan. Objectives are usually "milestones" along the way when implementing the
strategies.

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------NOTE: Different groups of planners might have different names for the following activities and groups
them differently. However, the nature of the activities and their general sequence remains the same.
NOTE: The following are typical phases in planning. They do not comprise the complete, ideal planning
process.
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------4. Establish Goals

Based on the analysis and alignment to the overall mission of the system, planners establish a set of goals
that build on strengths to take advantage of opportunities, while building up weaknesses and warding off
threats.
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------9. Acknowledge Completion and Celebrate Success
This critical step is often ignored -- which can eventually undermine the success of many of your future
planning efforts. The purpose of a plan is to address a current problem or pursue a development goal. It
seems simplistic to assert that you should acknowledge if the problem was solved or the goal met.
However, this step in the planning process is often ignored in lieu of moving on the next problem to solve
or goal to pursue. Skipping this step can cultivate apathy and skepticism -- even cynicism -- in your
organization. Don't skip this step.
Guidelines to Ensure Successful Planning and Implementation
A common failure in many kinds of planning is that the plan is never really implemented. Instead, all
focus is on writing a plan document. Too often, the plan sits collecting dust on a shelf. Therefore, most of

the following guidelines help to ensure that the planning process is carried out completely and is
implemented completely -- or, deviations from the intended plan are recognized and managed
accordingly.
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Rewarding:
I'm more inclined to write the paper if the paper will contribute to an effort in such a way that I might be
rewarded for my effort.

Q5. Select an organization of your choice (name & describe the organization) and discuss the
philanthropy activities/initiatives that have been undertaken by the organization.
Ans:

Philanthropy activities/initiatives that have been undertaken ITPO

Corporate Social Responsibility (CSR) is a concept whereby organizations serve the interests of society
by taking responsibility for the impact of their activities on customers, employees, shareholders,
communities and the environment in all aspects of their operations.
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ITPO would ensure that there is no duplication of CSR activities undertaken by ITPO with that of
programmes run by Central, State and Local Governments. Before assigning projects to specialized
agencies, efforts would be made to verify the reliability and clean track record of the agency. ITPO would
also consider taking up CSR activities under the Public-Private-Partnership (PPP) mode where possible.
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ITPO would include a separate paragraph in the Annual Report on the implementation of CSR project
including the facts relating to the physical and financial progress.
The implementation of CSR guidelines will form part of MoU. ITPO would report to TISS the details of
the CSR project. The Department of Commerce will be apprised on the implementation of CSR project as
part of the Mid-term Review of MoU process.

CSR Initiatives of ITPO

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------During the current year, the Department of Public Enterprises issued an Office Memorandum on 24th
June 2013, which refers to the recent calamitous natural disaster witnessed in the State of Uttarakhand
and urges CPSEs to undertake relief and rehabilitation measures. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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