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MB0023
3 credits

Registration No.: 520911739

January 07, 2010

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Q 1. Describe any situation in which you were involved where

the communication went wrong. Analyze the communication
process in that situation, using the terms sender, receiver and
other elements. Which element (s) of the communication
process disrupted the situation? What lessons did you learn?

Answer:
Situation in which I was involved, where the communication went wrong.

As a Manager I was a sender for a communication and intended to be received by my

executives. I have sent the following communication to my executives through a notice
and displayed on the notice board:

“Coming second Saturday to complete our targets for the month a review meeting is
arranged and all should attend. If any executive is not able to attend should find out the
contents of the meeting from their peers without fail”.

But my communication went wrong and out of 10 executives, only three executives have
attended at 4.00 PM who checked with me the time of the meeting.

Following elements have disrupted my communication.

1. The “Channel” I have chosen did not ensure the receipt of the communication by
“Receivers”
2. The communication lacked the “Chronological context”. The second Saturday
being a non working day.
3. The communication has created a “Psychological noise” by not mentioning
correct time of the meeting and confusion has been created.
4. The “social context” also is one of the cause for the failure of the communication
as I have not taken all my executives into confident by giving any advance
information or a intention of the meeting earlier.

I have learnt following lessons from the above incident:

a. My communication was unclear by not giving exact time of meeting.
b. The media I have used is the placing the notice on the notice board, instead had I
circulated to all the receivers and obtained their signatures by asking their
availability or feed back my communication would not have failed.
c. I have chosen a wrong day a holiday though the task was a routine one.
d. I could have maintained good relations with my executives for success of my
communication.

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Q 2. Distinguish between the meanings of the following

through sentences –
a) “Between” and “among”
b) “Anxious” and “eager”
c) “Soul” and “sole”
d) “Silent” and “salient”
e) “Cite” and “sight‟

Answer:
Meanings of the words distinguished through sentences.
a) “Between” and “among”
• The father has portioned his agricultural land equally “between” his two sons.
• The teacher distributed the sweets “among” all his students.
b) “Anxious” and “eager”
• We are anxious to see the strike settle soon.
• All the people were eager to see the cinema actors in the election rally.
c) “Soul” and “sole”
• Sri Mangalampally Balamurali Krishna is considered as soul of the
contemporary Karnatic Music.
• Ram was the sole survivor of the air crash.
• The court has sole right to decide about this case.
d) “Silent” and “Salient”
• The air pollution in the city is the silent killer.
• The salient features of the Indian constitution are not known to many citizens of
the country.
e) “Cite” and “sight”
• Hyderabad is having many historic sites worth visiting.
• Shoot at sight orders were given to apprehend the dangerous terrorists.

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Q 3. Write an agenda for a meeting with the purpose of

formulating next year’s marketing plan for a brand of designer
clothing for men/women. Also write a brief minutes of the
meeting, imagining and summing up the proceedings.

Answer:

AGENDA
Date: August 15, 2009

To: 1. Mr. P. Krishna Rao, General Manager (Marketing)

2. Mr. Mahaveer Jain, General Manager (Finance)
3. Mr. Dayakar Verma, General Manager (Production)
4. Ms. Komal Kapoor, Manager (Advertising)
5. Mr. Ram Singh, Manager (Raw Material)

From: Mr. Manoj Sighania, Vice President (Marketing)

Subject: Marketing plan for “Sigma” brand designer clothing for men/women for the
year 2010-11.

Date & Timing of the Meeting: Friday, September 04, 2010 from 2.00 PM to 4.00 PM

Venue: Conference Room in Head Office.

Back ground: The “Sigma” brand designer clothing for men/women will be launched in
the last quarter of the F.Y. 2009-10. The meeting aims to discuss and chalk out a
comprehensive marketing plan to achieve the targeted sales for the year 2010-11.

Following points will be discussed in the meeting.

1. Tentative market plan will setting of Targets for different model clothing for men
and women separately by Mr. P. Krishna Rao, General Manager (Marketing) who
will initiate the meeting with a presentation on his plan.
2. Mr. Dayakar Verma, General Manager (Production) shall be giving his production
plan inclusive of raw material, consumables and men required.
3. Ms. Komal Kapoor, Manager (Advertising) shall give her advertising budget by
eliciting new avenues of advertising and suggestions for appointing of a brand
ambassador.
4. Mr. Ram Singh, Manager (Raw Material) shall prepare the potential vendors with
possibility of new credit terms for raw materials and identify the transporters with
least cost.
5. Mr. Mahaveer Jain, General Manager (Finance) will sum up the Market plan by
giving his inputs on the contribution ratio and profitability.

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MINUTES OF THE MEETING HELD ON September, 2009 FROM 2.00 PM TO

4.00 PM AT CONFERENCE ROOM IN HEAD OFFICE

Purpose: To Discuss the Marketing Plan for “Sigma” brand designer clothing for
men/women for the year 2010-11

Mr. Manoj Sighania Vice President (Marketing) has chaired the meeting.

Present
1. Mr. P. Krishna Rao, General Manager (Marketing)
2. Mr. Mahaveer Jain, General Manager (Finance)
3. Mr. Dayakar Varma, General Manager (Production)
4. Ms. Komal Kapoor, Manager (Advertising)
5. Mr. Ram Singh, Manager (Raw Materials)

1. Mr. Manoj Singhania welcomed the members of the meeting and explained above
the lauching plan of “Sigma”, the new Brand of designer clothing for men/women
and the Management’s plan to increase the turn over of Rs.300 Crores during the
F.Y. 2010-11. He expected that all the members have well prepared for the
meeting as indicated in the Agenda dates August 15, 2010.
2. Initiating the meeting, Mr. P. Krishna Rao, General Manager (Marketing),
explained through his presentation, the tentative market plan with the possibility
of sales of Rs.350 Crores of new brand Sigma clothing. GM Finance had few
queries about the percentages of wholesaler’s margin and distributor’s margin and
also credit period to be given to them. GM marketing has to discuss with the
concerned persons and submit the details by September 04, 2010.
3. Mr. Dayakar Verma, General Manager (Production) has presented his production
plan and his requirement with tentative costing. He was in the view that by
installing new machinery only he can achieve the required production. VP
(marketing) asked GM finance to discuss the same in forth coming Capital Assets
committee meeting on September 04, 2010 and finalize the same.
4. Ms. Komal Kapoor, Manager (Advertising) has given her presentation on new
advertisements for Sigma and proposed that Mr. Sharuk Khan and Ms. Katrina
Kaif are being contemplated to be brand ambassadors for the new brand of
designer clothing. Final quotes from them would be received by September 01,
2010 and the same can be finalized in forth coming meeting.
5. Mr. Ram Singh, Manager (Materials) presented the list of potential suppliers and
their credit terms. He explained that the transport cost has gone up due to raise in
fuel and the same will mar the profitability. The chair suggested that the goods
can be transported by rail wherever it is possible and also negotiate with the
transports on annual rates so that we may reach the required cost of transportation.
Manager materials has to submit his report on this by September 04, 2010.
6. Mr. Mahaveer Jain, General Manager (Finance) has explained the possibility of
meeting the required Sales target and suitability of the Marketing plan with some
suggestions to fine tune it.
7. Appreciating the members for their fruitful participation and efforts to prepare the
inputs for the market plan in a short notice, the chair thanked them and suggested
to have the next meeting on August 04, 2010.
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Q 4. Identify a recent development in any organization of your
choice. Write a press release to present the development, by
responding to 4 points – 1) USP or uniqueness 2) Answers to
key questions “where”, “when”, “why” and “how” 3) Benefits
if any to the community and 4) Company credentials.

Answer:

FOR IMMEDIATE RELEASE Bharti-Walmart logo

Amritsar-143001
Contact: Jenilia D’souza
Manager Public Relations
(011) 230458763) Extn. 101

New Release

Bharti-Walmart Cash & Carry Stores coming up in Amritsar

Amritsar, May 25, 2009: Bharti War-Mart an equal joint venture between world’s largest
retailer War Mart and the Bharti Group that owns India’s largest telecom company by
sales on Sunday said its first Indian cash and carry stores will give discount upto 25%
over the local wholesale market.

With this, Wal Mart becomes the second foreign retailer after Germany’s Metro to start
cash and carry operation in India.

Bharti Wal Mart will sell cereals 2-5% cheaper, daily household product 10% cheaper,
and higher-margin apparel and general merchandise 25% cheaper.

At the inauguration of its Amritsar-based store, that cost over $6-7 million, excluding real
estate expenses, the company didn’t specify by when the store would break even. “We
are not worried about profitability now. We are focused on serving cheap products to our
customers. If we can have satisfied customers, profits will flow in, said Bharti War-Mart
CEO Raj Jain.

“There is a crying need for cash and carry business in India,” Bharti Enterprises MD
Rajan Mittal said. Retailers can choose from 3,000 stock keeping unit (SKU) in the
Bharti War-Mart store compared to 700 SKUs in a typical wholesale store, he added.

The 50,000 Sq.ft Amritsar store has already got 30,000 kirana stores, hotels, restaurants,
and offices signed up as members out of a potential 75,000 members in 25-km radius,
Mittal said.

The company has 800 suppliers, of which 80% are from Punjab. The store employs 200
people, including 60 from the company’s retails training school in the city. The company
plans to roll out 15 such stores over three years in Punjab, Haryana, Delhi and Uttar
Pradesh.
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Q 5. Write a solicited job application letter in response to an

advertised position for a Marketing Executive for a consumer
products company, along with a one page profile about
yourself.

Answer:
Application for the post of marketing Executive:
Dated: August 15, 2009

The HR Manager,
M/s Procter & Gamble Home Products Limited,
P&G Plaza,
Cardinal Gracias Road,
Chakala, Andheri (E)
Mumbai – 400 099
Maharashtra, India.

Dear Sir,

Sub: Application for Marketing Executive position-reg.,

Ref: Your Advertisement in Times of India, Mumbai dated August 14, 2009

With reference to your advertisement cited, I have the pleasure in offering my

candidature for the position of Marketing Executive in your esteemed organization.

Let me introduce myself you as a post graduate in Management with

specialization in Marketing and systems from Sikkim Manipal University. I am having 4
years experience in marketing department of two reputed FMCG companies.

I am committed and always reached my targets with my sincere and positive

attitude. I am a quick learner and have aptitude to learn new things and adjust to new
environment in a shortest possible time.

I hope to meet you and explain my abilities in a personal interview for which I
request you to give me an opportunity to prove myself.

I am attaching my brief resume to this letter and expect a positive response from
you.

Thanking you,
Yours sincerely,

MOHD ASHRAF KHAN

Encl: Resume
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MOHD ASHRAF KHAN

Room no-106, Ist flr, Gulistan Apartment, Near Railway
Station, Bombay Colony,
Mumbra (Mumbai)
Phone: (02522) 243279
Mobile: 9890202015
khan_ashraf7777@yahoo.com

Objective: A middle or senior level position in the field of Marketing in a ruputed

consumer products company.

Education: Two year MBA with Marketing and Systems specialization from Sikkim and
Manipal University with 74% April 2004.

Experience: 1. Marketing Executive in Glaxosmithkline Consumer Healthcare Ltd. From

April 2007 – Present.
Independently handling all the operations of marketing of consumer
healthcare products of the company in the Metro area of Hyderabad and
Secunderabad. Responsible for dealing with all distributors, whole sellers
and stockiest for marketing of company’s products and reach the target set
by the Head Marketing. Received “Star Marketing Executive” for 2007 &
2008 consecutively for out reaching the target by 42%.

2. Executive (Sales) in Hindustan Liver from May 2005 to March 2007.

Worked under GM Marketing and Sales Andhra Pradesh circle and
responsible for developing new distributors, conducting institutions sales, up
country sales promotion campaigns etc. I was successful in all my tasks and
received special increments for my achievements.

3. Trainee Executive (Sales) in Hindustan Liver from May 2004 to April

2006.
Received comprehensive training in sales operations of consumer
items and attended various campaigns along with my Senior Sales Reps.
Learnt systematic approach of the sales of consumer products and due to my
excellent performance, promoted to Executive Sales after completion of my
training.

Professional Activities: 1. Member of marketing committee of Federation of chambers

of commerce & Industry of AP, Hyderabad. 2. Member of Hyderabad
Management Association.

Reference: Will be available on request.

Date: August 15, 2010

Place: Mumbai. Signature

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Q 6. Case Study
Amway’s Relationship with Stakeholders

Amway is one of the largest direct sales companies in the world. It continues to be a family
owned business which was founded in 1959. Today, it employs 14,000 people worldwide and
markets over 450 product lines. Its vision is to help people lead better lives. Its success is
largely due to its three million ABOs (Amway Business Owners) spread across 80 countries.
Thanks to Amway, these people have a business of their own.

The only shareholders of Amway are the families that own Amway. The communication
channels used by Amway to communicate regularly with its internal and external
stakeholders are websites, email, events, publications and membership of trade bodies.

Amway sells directly to consumers, without the presence of retail outlets. It has its own
supply chain through the ABOs. Amway seeks regular feedback from the ABOs and
customers to find out how well it is doing and to improve service. The ABOs are independent
small businesses, but depend on Amway suppliers to produce quality products.

Amway‟s involvement with communities is a part of its vision to „help people lead better
lives‟. It promotes its corporate social responsibility (CSR) all over the world. Corporate
social responsibility at Amway involves supporting social causes, acting in an ethical manner
by making good products and supporting its stakeholders in a number of ways. For example,
Amway has partnered with the children‟s charity UNICEF. It helps provide vaccinations to
fight the world‟s six most deadly diseases. It has chosen this charity because of its ABOs‟
concern about families.

Ethical businesses get actively involved in improving the communities where they work.
Amway‟s business ethics not only provides a clear framework within which to work, but also
gives it a positive business advantage. Its „One by One‟ program is good for both the
environment and for business. This program supports organic farming, seeks to reduce waste
and packaging and to switch to renewable energy sources. There is a cost involved in these
practices, but this can be balanced against the benefits derived by both the business and the
community.

Amway has to balance the needs of its many different stakeholders. It sets high standards of
ethics and codes of conduct, in order to make sure that these are upheld. Its CSR program
helps the environment, its own employees and underprivileged children all around the world.

Question:
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Who are the external stakeholders that Amway communicates
with? What communication channels would you recommend to
Amway, apart from what is mentioned in the case and why?

Answer:
Amway is having three million external stakeholders who are called ABOs (Amway
Business Owners) spread across 80 countries. ABOs are the families that own Amway
business. Amway sells its products directly through its supply chain to its consumers
without any retail outlets.

Presently Amway is regularly communicating with its external stakeholders through

websites, email, events, publications and membership of trade bodies.

Apart from the regular communication channels Amway presently using to communicate
with its External stake holders following communication channels are suggested.

a. Establishing a comprehensive Intranet: Presently the Amway website provides a

log in password for its ABOs to know their account information. But if a
comprehensive Intranet with a chat engine is set up for all ABOs to interact
frequently, the business can be improved multifold with quick and clear information
exchanged instantly saving time. It will facilitate pre-meeting discussion, discourage
grapevine.
b. Corporate Umbrella Avertising: Some of the Amway’s products are not suitable for
some places like India and they are weak. To prevent Amway has to take up
Corporate Umbrella Advertising aimed at consumers and link a new or weak product
to more established product which would help the ABOs to enhance their sales.
c. Business Reports from ABOs: Amway has to introduce a different way of
communicating through Business Reports from its external stake holders. A brief and
non formal business report generating system would heop the ABOs to report about
their performance from time to time. Such reports are to be encouraged and the same
reports may be disseminated to other ABOs for enhancing the knowledge and
problems being faced which would eliminate grass root problems of the marketing the
products.

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