MS-64 Sample Paper - International Marketing

MBA - Master of Business Administration

Note: There are two sections A and B. Attempt any three questions from Section A. Section B is compulsory. All questions carry equal marks.

1. (a) "Operating in international markets is much more complex than marketing domestically." Critically evaluate the statement with suitable examples.

(b) One of your friends is willing to export handicrafts from India. Explain to your friends, export promotion activities undertaken by the organizations/institutions, he should get in touch with.

2. (a) Carry out a brief analysis of recent trends in India's foreign trade.

(b) Explain the following terms:

(i) FAS
(ii) FOB
(iii) CIF
(iv) DDP

3. (a) Distinguish between different forms of Regional Economic Groupings giving suitable examples.

(b) As a newly appointed export manager. You have received an export order for export of basmati rice to Saudi Arabia. Write down the steps you will take for executing the export order.

4. (a) Explain the concept of International Product Life Cycle (IPLC) with appropriate examples. Can you identify and describe a few market situations where IPLC is not valid?

(b) You have been engaged by an entrepreneur who is willing to export readymade ladies casual-wear from India. Prepare a checklist you would require to assess its export potential. Suggest the sources from where this information can be sought.

SECTION - B

5. Study the case given below and answer the questions given at the end.

A major cereal manufacturer produces and markets standardized breakfast cereals to countries around the world. Minor modifications in attributes such as sweetness of the product are made to cater to local needs. However, the core products and brands are standardized. The company entered the Chinese market a few years back and was extremely satisfied with the results. The company's sales continue to grow at a rate f around 50 percent a year in China and other Asian countries, and based on the market reforms taking place, the company started operations in India by manufacturing and marketing its products. Initial response to the product was extremely encouraging, and within one year the company was thinking in terms of rapidly expanding its production capacity. However, after a year, sales tapered off and started to fall. Detailed consumer research seemed to suggest that while the upper-middle social class, especially families where both spouses were working to whom this product was targeted adopted the cereals as an alternative meal (i.e., breakfast) for a short time, they eventually returned to the traditional Indian breakfast. The CEOs of some other firms in the food industry in India are quoted as saying that non-Indian snack products and restaurant business are the areas where MNCs can hope for success. Trying to replace a full meal with a non-Indian product has less of a chance of succeeding. You are a senior executive in the international divisions of this food MNC having post-graduate qualification in management from IGNOU and several years of experience of operating in various countries in a product management function. You have been appointed head f the fact finding mission to determine answers to these specific questions. What, in you opinion, would be answers to these questions?

(a) Was entering the Indian market with a standardized product a mistake? Justify.
(b) Was it a problem of the product, or the way it was positioned?
(c) Given the advantages to be gained through leveraging of brand equity and product knowledge on a global basis, and the disadvantages of differing local tastes, what would be your strategy for entering new markets?