IES’s Management College and Research Centre, Mumbai

(FINAL EXAMINATION)

Date : 12/11/2020 Day: Thursday Time: 11.00 am To 01.30 PM Duration: 21/2 Hrs.

Course : PGDM-1st Yr. Term: I Sub: Value Based Management Max. Marks: 60
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Instructions:
 All questions are COMPULSORY.
 Each question carries 10 marks.
 Present a logical and detailed reasoning in support of your answers using examples and
diagrams, models or figures
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1. Godrej Consumer Products Ltd. was established in its current form in 2001, with a 10 CO2
single minded FMCG focus. In 1930, Godrej became the first company in the world to
develop the technology to manufacture soap with vegetable oils; that spirit of
innovation has continued throughout the organization's history. Its FAIRGLOW
brand, India's first Fairness soap, has created marketing history as one of the most
successful innovations.
GCPL products include hair colours, toiletries, fabric care liquid detergents and
soaps. The soaps available under the Godrej brand are Cinthol, Godrej No.1, Evita,
Godrej Shikakai, Godrej Fair Glow and Vigil. GCPL focuses on completely
understanding consumer requirements and behavior and introduction of innovative
new products They are the leaders in the hair color category in India and have a vast
product range from GODREJ COLOURSOFT LIQUID HAIR COLOURS; GODREJ LIQUID
& POWDER HAIR DYES to GODREJ KESH KALA OIL, GODREJ NUPUR Mehendi. Its
Liquid Detergent brand EZEE is the market leader in its category. Godrej ColourSoft
and Godrej Renew Hair Cream respond to the young peoples’ quest for the latest
fashion colors. GCPL’s has five power brands - Cinthol, Godrej Fair Glow and Godrej
No 1 in soaps, Godrej Hair colors and the liquid detergent Ezee. 
The Godrej Research and Development Centre - a body recognized by the
Department of Science and Technology, New Delhi, develops all GCPL products in-
house. It is also active in evaluating competitor’s products within the Indian market.
The Centre holds a number of patents both in India and abroad for a range of
processes and product. 
The TFM content in soaps, which is regarded as a key differentiator globally, is
amongst the highest in the Godrej Fair Glow, Cinthol and Godrej No. 1 ranges. Higher
TFM percentage results in improved lather and reduced ‘wear off’ which means
greater baths per unit. 
The company has manufacturing facilities at Malanpur (Madhya Pradesh) Baddi-
Thana (Himachal Pradesh), Baddi- Katha (Himachal Pradesh), Sikkim and Guwahati
(Assam) where the entire range of GCPL products is manufactured along with the
help of the contract manufacturing units. The factories are strongly committed to
Total Quality Management culture, adhere to International & Indian Standards and
systems and follow Good Manufacturing Practices (GMP).
According to a study by McKinsey Global Institute (MGI), Indian incomes are likely
to grow threefold over the next two decades and as a result, India will become the
world’s 5th largest consumer market by 2025.
GPCL currently exports to 33 countries including UAE, Sri Lanka, Bangladesh,
Thailand, Afghanistan, South Africa and Mauritius Over the past three years, Godrej
has added a substantial overseas presence through a string of acquisitions.

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 GCPL’s chances of continuing its success story in the challenging economic
environment especially considering commodity price fluctuation and raw material
inventory remains a question. The prices of GCPLs products have increased on the
back of spiraling vegetable oil costs. 
The SUPERBRANDS Council has conferred the BUSINESS SUPERBRAND status to
Godrej Consumer Products Ltd (GCPL). With this GCPL has now been recognized as
one of the strongest corporate brands in the country. The other players in the FMCG
sector include Tata Consumer Products, Marico India Ltd, Hindustan Unilever, Dabur
India, Colgate, Procter & Gamble, Gillette India, Emami and Jyoti Laboratories. 
With a market share of 9.6% GPCL is the 2 nd largest player in the domestic toilet
soap market after HUL, which enjoys a market share of 46.6% Toilet soaps are the
largest contributor to GPCL’s revenues accounting for 65.6% of domestic revenues
and 51.2% of consolidated sales. 
The hair color business seems to be growing although the market penetration is still
low. As compared to earlier when hair color was thought of only when gray hair
would appear, now more and more young men and women color their hair as it has
become a fashion statement and this may lead to improving penetration in spite of
stiff competition from Garnier and L’Oreal in the premium end of the market and
Emami at the lower end.
International acquisitions still account for a small share in the total revenues and
make an insignificant contribution to profitability.
The price fluctuation in the price of raw material, i.e. palm oil, moves within a
reasonable band. Fears of competition from China with regards to introduction of
cheap price products gripped the FMCG sector. GPCL’s core soaps segment is facing
an intense competition from HUL and ITC. HUL launched its Fair & Lovely brand in
response to the GPCL’s Fair Glow brand Fair & Lovely is at the 1 st place while
Godrej’s Fair Glow remains at the 3rd place.
i. Conduct SWOT analysis
ii. Recommend appropriate organization structure
2. Write a 500 word Essay on : 10 CO3
Progress in Managerial mindset over the last 50 years from ‘Business of Business is
Business’ to ‘Stakeholder Capitalism’

3. What price do you put on someone you love? That's the real and unasked question in 10 CO3
the debate on passive euthanasia - terminating the lives of the incurably ill who are no
longer conscious or capable of acting on their own. I recall a family's terrible dilemma
which I found myself involved in some years ago.
One of the sisters in the family was stricken by an irreversible and fatal disease that
attacks the auto-immune system and for which there is no known cure. The diagnosis
had been made too late to try alternative therapies which might have deferred the
inevitable. The patient - to whom I was not related but who was as close to me as if
she were my own sister - went into a coma and was taken to a state-of-the-art medical
facility in Delhi.
The moment she was admitted into the hospital, the patient, in effect, ceased to be a
human individual with human attachments of family and loved ones and became
instead the property of a team of medical specialists. No longer conscious of where she
was or what was happening to her, she was put into an intensive care unit which no
one could enter except those who were treating her. We could see her through a glass
pane, attached to mechanical devices which took over from her the business of
existence: the breathing of the lungs, the beating of the heart, the circulation of blood,
the intake of nutrition. She became a machine, linked to other machines.

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 Regular as clockwork the attendant team of specialists would look in on the patient.
Literally look in. Open the door, look at her from the doorway, make a note on
clipboards they were carrying and go away. It was a large team and day by day it
seemed to get larger. Who are all these people? I asked a nurse. Doctors, she replied.
What sort of doctors? I asked. Special doctors, said the nurse. They were indeed
special doctors, as I discovered. One was a dietitian. Another was a dermatologist.
Why did a patient unable to take in any nutrition other than through a drip need a
dietitian to visit three times a day? No one knew. Why did the patient need a
dermatologist's visit every day? No one knew.
But each time these specialists would look in on her, the visit would be put on the bill.
Which, like the team of specialists, was daily growing bigger? It was, after all, a state-
of-the-art private hospital. With high overheads, including specialists who occupied
expensive offices and had to earn fees in order to pay their rentals.
Twice a day we'd go to see the head doctor. No, there was no change in the patient. No,
no change could be expected. No one could bring themselves to ask the question that
hung.
I finally gathered the courage to get the family together and talk to them about what to
next.
After this meeting, full of sadness, some queries about the presence of a will, some
hopeful expressions of divine interventions, some of dignity of life I pondered over the
situation and walked up to the head doctor with a request sometime that day. We
weren't told when, but the machines were switched off. The patient stopped being a
patient and became a closed file and a final bill which the family paid, racked with
remorse, feeling that what they were paying was blood money. Was this sum what a
life was worth, no more and no less? To the loss of a loved one was added the burden
of guilt.
Parliament can legislate on the ethics of euthanasia. Who's going to legislate on the
economics of death, and the cost that conscience has to bear? What is the price of
someone you love?
Explain with reasons which branch of ethics was followed by (Any two)
a) The author
b) The special doctors
c) The Head doctor
d) The hospital management
4. Ernest Shackleton was one of the principal figures of the period known as the Heroic 10 CO1
Age of Antarctic Exploration. For one of such expeditions he is stated to have placed
the advertisement below :

For 60 vacancies he received over 3000 applications

List down five leadership qualities Shackleton must have possessed, in the order of
their importance and with reasons for their selection.

5. Do you believe that? (Any two) 10 CO1

A. At tipping points, male leaders would do better than their female counterparts?
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 B. The ‘Level 5’ of leadership is more likely to be attained by female leaders than their
male counterparts?
C. People orientation is a very important dimension of Organizational Culture.

6. A) Do you believe that the three concepts, BCG Matrix, GE Matrix and SBUs form the 10 CO2
most important triad ensuring organizational success?

B) The Mission Statement of New York Times appears below, along with how they
display the same in their establishments
“Our mission is simple: We seek the truth and help people
understand the world. This mission is rooted in our belief
that great journalism has the power to make each reader’s
life richer and more fulfilling and all of society stronger
and more just.
At The Times, our mission and values guide the work we
do every day. By acting in their spirit, we serve readers
and societies, ensure the continued strength of our
journalism and business, and foster a healthy and vibrant Times culture.
The Times attracts talented and passionate people who produce and support the
distribution of the world’s best news report — one that is unrivaled in its ambition,
breadth and independence. All of us at the company — whether we gather news,
explain why our journalism is worth paying for, defend our First Amendment rights
or participate in the awe-inspiring ballet of printing and delivering the newspaper
to a million doorsteps — know that the integrity of our journalism comes first”
Please improve upon both the Statement and the articulation explaining the
reasoning
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