INTERNATIONAL BUSINESS - Who do you feel should be held responsible for the unemployment created because of relocation of a company in the given situation – the company

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INTERNATIONAL BUSINESS

Case   (20 Marks)

M/s Adjani Industries Ltd is working out for import of turbine shaft for a steam turbine at the rate of USD 4600 per unit on C&F Mumbai port basis. Following data is given for calculation purpose: (a) Landing Charges @ 1% of CIF (b) Exch. Rate: 1 USD = Rs 60.00 (c) BCD 7.5%, CVD 8.24 %, SAD 4% (d) Assessable Value = CIF value + Landing charges (e) Marine Insurance 1% of C& F (f) Ocean freight 3% of FOB You may assume any data if required. Answer the following question.

Q1. Calculate Basic Customs Duty (BCD)

Q2.   Calculate SAD

Q3.   Calculate CIF values in Rs

Q4.   Calculate Total assessable value in Rs

Case   (20 Marks)

Progressive Chemical Industries Ltd, is engaged in Manufacturing and export of specialty chemicals, having turnover of Rs 300   crores. The Company is growing and having good export orders. The CEO is in mood to expand the business and aiming to reach turnover of Rs 1000(thousand) crores in next 5 (five) yrs. The CEO is worried about the increase in input costs and workers     demands. Union has threatened to go on strike indefinitely. Union has demanded 50% increase in salary and other benefits, But is     not agreeing to link it to productivity. It has also raised issues like unsafe, hazardous working conditions, leakage of poisonous gases affecting the health of workers. The consultant has advised the CEO to be strict and take strict action against the erring employees    and be ready to declare lockout if situation  warrants.

Answer the following  question.

Q1. Prepare a draft agreement for the above situation which could be acceptable for Management and Union.

Q2.   As a HR Head how would you convince the Union and workers?

Q3.   Do you feel management policies/practices are right?

Q4.   What are the various laws which could be applicable in the above   problems?

Case   (20 Marks)

Strategic R & D by TNCs in Developing Countries TNCs have had long units in developing host countries for adapting products and processes to the local conditions, and in a few cases, to products for local markets. Since the min­1980s, however, they have also  started locating strategic R & D centers in some developing countries, for developing generic technologies and products for regional or global markets. The main incentives for this are : (a) access to highly qualified scientists as shortages of research personnel  emerge in certain fields in industrialized countries, (b) Cost differentials in research salaries between developing and industrialized countries, and (c) rationalization of operations, assigning particular affiliates the responsibility for developing, manufacturing, and marketing particular products worldwide. Th new trends are more visible in industries dealing with new technologies, such as microelectronics, biotechnology, and new materials. In these technologies, the location of R & D can be geographically de­linked more easily from the location of manufacturing. It is also possible to separate R & D in core activities from that in non­core  activities. Consequently, countries like India, Israel, Singapore, Malaysia or Brazil serve TNCs as good locations for strategic R & D. For instance, Sony Corporation of Japan has around nine R & D units in Asian developing countries. It has three units in   Singapore conducting R & D on core components such as optical data shortage devices, integrated chip design for audio products   and CD­ROM drives, and multimedia and microchip software. It has three units in Malaysia working on video design, derivative models and circuit blocks for new TV chases, radio cassettes, discman and hi­fi receiver designs. It has one unit in Republic of    Korea focusing on the design of compact discs, radio cassettes, tape recorders, and car stereos. It has one in Taiwan designing and developing video tape­recorders, minidisk players, video CDs, and duplicators. Finally, it has one unit in Indonesia focusing on the design of audio products. Such units often work in collaboration with science and technology institutes in the host country. For instance, Daimler Benz has established such a unit in Bangalore, India, in collaboration with the Indian Institute of Science to work  on projects related to its vehicles and avionics business. Current work includes interface design of avionics landing systems and   smart GPS sensors for use by the group’s business worldwide. Source: World Investment Report 1999.

Answer the following question.

Q1. Explain why MNCs have located R & D centers in developing countries?

Q2.   Mention the areas where R & D activities can easily be   decentralized.

Case   (20 Marks)

NEC, a Japanese computer and electronics manufacturer, announced it was moving out of Scotland to gain cost advantages in China. These cost advantages included not only labor, but also taxes, because the company would be operating within a special Chinese economic zone. The move stranded its Scottish employees, particularly since other companies in the area, such as Coats, Motorola,    and Mayflower, had recently moved facilities from Scotland to China as well. Similarly, two U.S. companies, Coast and Cast Alloys, moved golf club production from Mexico to China to reduce production costs. Many critics of FDI argue that it is unethical for governments to lure companies away from existing locations by offering lucrative incentives. (Incentives are often much greater than the tax breaks offered by China.) These critics also argue that it is unethical for companies to accept them. Companies say that their response to more favorable conditions – such as incentives, taxes, and regulations – is necessary because competitors are bound to    take advantage of these conditions. Do governments in countries where a company is already located have any ethical obligations – especially if their policies, such as environmental regulations or high taxes, burden producers? On the one hand, direct investment    may lead to better global use of resources and will employ laborers from developing countries who otherwise may not find work. On the other hand, it is the newly unemployed workers who suffer if they lose their jobs and cannot easily find new ones. For these employees, there is little solace in the economic gains that go to previously unemployed workers abroad or the lower consumer      prices or higher corporate earnings resulting from the foreign production. Some people argue that the plight of these newly   unemployed workers is no different from the results of technological change, such as when workers in clothespin factories lost their  jobs with the invention of the electric clothes dryer. Other people argue that displacement from FDI is different because the workers   can seldom move abroad to take advantage of the new opportunities there and because their employers are responsible for the job losses. They argue that the company has an ethical obligation to give employees advance notice of the move and to provide training   and help with job searches.

Answer the following  question.

Q1. Do you agree that countries are wrong in luring companies by offering incentives and tax benefits? Give reasons in support of your answer.

Q2. Who do you feel should be held responsible for the unemployment created because of relocation of a company in the given situation – the company itself, the current country, or the country to which the company is relocating? Discuss

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Principles and Practice of Management - What went wrong here

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Principles and Practice of Management

Case   (20 Marks)

Because of a number of new product introductions, and the modifications of several existing products, the marketing director has decided to issue a new sales manual to its sales force. The present manual is pocket­sized, about 5 by 8½ inches, and is bound in   book form. To make the new manual more efficient and to allow for more product information on each page, the size is increased to 8½ by 11 inches, and the pages are in a loose­leaf binder so that they can be easily replaced without reprinting the entire manual. When the new manuals are issued you notice Sam Jeffries, an old­timer on the sales force, carefully cutting the 8½ by 11 pages     down to 5 by 8½ inches and pasting them over pages in the old manual. When you ask him why he is doing this, he tells you that the old manual fits in his pocket, and he doesn’t want to carry a big loose­leaf binder around.

Answer the following question.

Q1.   What went wrong here?

Q2.   Is it worth the effort to try to convince Jeffries to use the new  manual?

Case   (20 Marks)

The Gurjjar agitation in the Western part of India (particularly in the Indian state of Rajasthan) had claimed many lives since 2007. The Gurjjar community was demanding Scheduled Tribe status for the community but the issue became a matter of debate as   scholars held divergent views about the origins of the Gurjjars. The issue also took a political hue and posed a serious challenge for policy maker in India.

Answer the following  question.

Q1.  Should the issue of inclusion of the Gurjjar community in the Scheduled Tribes category be corrected by political means? What will be the major consequences for Indian politics and society if the Gurjjars are enlisted in the Scheduled Tribes Category?

 Q2. Is there a need to redefine the criteria for considering any community for inclusion in the Scheduled Tribes category? Discuss.

Case   (20 Marks)

The Regional Administrative office of a company was hastily set up. Victor a young executive was directly recruited to take charge    of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The   officer cadres of the administrative office were a mix of directly recruited officers and promote officers. Females dominated the    junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on the     job training because when results were not up to the expectations blame was brought on the Data Processing Cell. Victor realized     that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not   clearly understood by various functionaries, and a system and procedures were blindly and randomly. Following First seminar   Dcuhna conducted a one week training course for the clerical cadre, especially for juniors, freshly recruited clerks. The grand finale followed swiftly Dcuhna happened to ge annoyed with a female clerk. During the absence of her officer, who was on sick leave and ahd not been substituted by another officer, she bean submitting nil returns. Dcuhna took pains to explain her that certain topics a nil feedback was not tenable. The lady reported that it was none of his business to tell her this. He should talk to her officer when the officer reports back from leave. Dcuhna fired her and reported the situation to CRM. The other ladies were up in the arms against Dcuhna. The lady also complained to higher management that Dcuhna had no business to scold her, He countered that has been a   male clerk in her place he would have scolded him too, when females enjoyed equal rights with males he was not impartial. Dcuhna was transferred to another place rather than another department which was humiliating to him. A shocked and disillusioned Dcuhna quit the enterprise.

Answer the following  question.

Q1.   Diagnose the problem and enumerate the reasons for the failure of Dcuhna   ?

Q2.   What could Dcuhna have done to avoid the situation in which he found himself   ?

Case   (20 Marks)

Perdue Farms, running the international business of food and agriculture, was a privately held family run business established with    the vision, ‘To be the most trusted name in food and agricultural products’. In 2012, in the markets of the eastern United States,   Perdue Farms stood as the third largest poultry company and the number one brand of fresh chickens. The three generations of the Perdue family had followed the same vision in the business, though their approaches had varied. Arthur, Franklin, and Jim, had   worked for at least five years outside the family business before joining Perdue Farms; Jim opined that, “You can’t find out about yourself and your abilities in a family business as easily as you can in an independent business.” The successful succession planning   at Perdue Farms from the second to the third generation could be attributed to the fact that during the transfer of ownership from   Frank to Jim, a family business consultant was called in to address the transition issues. According to Jim, the major challenges in business succession included persons belonging to the older generation being reluctant to step away from the business, and being unable to provide motivation for the younger generation... In a bid to bring new varieties of chicken into the market, Arthur in the  early days of the business crossbred the best available varieties of chicken to produce better quality hybrids. The founder of the farm set up the business based on a vision which was followed by all the generations... Though all the three generations of the Perdue  family had been able to successfully run the family business with a common a vision of quality, integrity, teamwork, and    stewardship, there were differences in all the three leaders.. I Under Jim’s stewardship, Perdue Farms grew many­fold but it also became the target of various allegations. In March 2010, nonprofit environmental groups like Assateague Coast keeper and Water keeper Alliance filed a suit accusing Perdue Farms and its contractor Hudson Farms of polluting the waters flowing into the Chesapeake Bay. Perdue Farms was struggling to counteract many of the allegations leveled against it such as negative effects of its operations on the environment, exploitation of farmers, and making false claims of producing ‘humanely’ raised chickens.

Disagreeing with these charges, Jim opined that the company was doing enough in seeking environmental protections; he said, “We’re doing a lot (to protect the environment) and we’ll continue doing a lot, and I think the rest of the country will benefit from what we’re doing and learning  here..

Answer the following  question.

Q1. Discuss the concept of family business, its advantages & disadvantages.

Q2.   Analyze the management style across different  generations,

Q3.   Analyze the management style across different  generations.

Q4. Explain the role played by an entrepreneur in setting up a family business, identifying the 

opportunities and sustaining the growth of the  firm.

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

Principles and Practice of Management - What could Dcuhna have done to avoid the situation in which he found himself

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

Principles and Practice of Management

Case   (20 Marks)

Because of a number of new product introductions, and the modifications of several existing products, the marketing director has decided to issue a new sales manual to its sales force. The present manual is pocket­sized, about 5 by 8½ inches, and is bound in   book form. To make the new manual more efficient and to allow for more product information on each page, the size is increased to 8½ by 11 inches, and the pages are in a loose­leaf binder so that they can be easily replaced without reprinting the entire manual. When the new manuals are issued you notice Sam Jeffries, an old­timer on the sales force, carefully cutting the 8½ by 11 pages     down to 5 by 8½ inches and pasting them over pages in the old manual. When you ask him why he is doing this, he tells you that the old manual fits in his pocket, and he doesn’t want to carry a big loose­leaf binder around.

Answer the following question.

Q1.   What went wrong here?

Q2.   Is it worth the effort to try to convince Jeffries to use the new  manual?

Case   (20 Marks)

The Gurjjar agitation in the Western part of India (particularly in the Indian state of Rajasthan) had claimed many lives since 2007. The Gurjjar community was demanding Scheduled Tribe status for the community but the issue became a matter of debate as   scholars held divergent views about the origins of the Gurjjars. The issue also took a political hue and posed a serious challenge for policy maker in India.

Answer the following  question.

Q1.  Should the issue of inclusion of the Gurjjar community in the Scheduled Tribes category be corrected by political means? What will be the major consequences for Indian politics and society if the Gurjjars are enlisted in the Scheduled Tribes Category?

 Q2. Is there a need to redefine the criteria for considering any community for inclusion in the Scheduled Tribes category? Discuss.

Case   (20 Marks)

The Regional Administrative office of a company was hastily set up. Victor a young executive was directly recruited to take charge    of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The   officer cadres of the administrative office were a mix of directly recruited officers and promote officers. Females dominated the    junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on the     job training because when results were not up to the expectations blame was brought on the Data Processing Cell. Victor realized     that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not   clearly understood by various functionaries, and a system and procedures were blindly and randomly. Following First seminar   Dcuhna conducted a one week training course for the clerical cadre, especially for juniors, freshly recruited clerks. The grand finale followed swiftly Dcuhna happened to ge annoyed with a female clerk. During the absence of her officer, who was on sick leave and ahd not been substituted by another officer, she bean submitting nil returns. Dcuhna took pains to explain her that certain topics a nil feedback was not tenable. The lady reported that it was none of his business to tell her this. He should talk to her officer when the officer reports back from leave. Dcuhna fired her and reported the situation to CRM. The other ladies were up in the arms against Dcuhna. The lady also complained to higher management that Dcuhna had no business to scold her, He countered that has been a   male clerk in her place he would have scolded him too, when females enjoyed equal rights with males he was not impartial. Dcuhna was transferred to another place rather than another department which was humiliating to him. A shocked and disillusioned Dcuhna quit the enterprise.

Answer the following  question.

Q1.   Diagnose the problem and enumerate the reasons for the failure of Dcuhna   ?

Q2.   What could Dcuhna have done to avoid the situation in which he found himself   ?

Case   (20 Marks)

Perdue Farms, running the international business of food and agriculture, was a privately held family run business established with    the vision, ‘To be the most trusted name in food and agricultural products’. In 2012, in the markets of the eastern United States,   Perdue Farms stood as the third largest poultry company and the number one brand of fresh chickens. The three generations of the Perdue family had followed the same vision in the business, though their approaches had varied. Arthur, Franklin, and Jim, had   worked for at least five years outside the family business before joining Perdue Farms; Jim opined that, “You can’t find out about yourself and your abilities in a family business as easily as you can in an independent business.” The successful succession planning   at Perdue Farms from the second to the third generation could be attributed to the fact that during the transfer of ownership from   Frank to Jim, a family business consultant was called in to address the transition issues. According to Jim, the major challenges in business succession included persons belonging to the older generation being reluctant to step away from the business, and being unable to provide motivation for the younger generation... In a bid to bring new varieties of chicken into the market, Arthur in the  early days of the business crossbred the best available varieties of chicken to produce better quality hybrids. The founder of the farm set up the business based on a vision which was followed by all the generations... Though all the three generations of the Perdue  family had been able to successfully run the family business with a common a vision of quality, integrity, teamwork, and    stewardship, there were differences in all the three leaders.. I Under Jim’s stewardship, Perdue Farms grew many­fold but it also became the target of various allegations. In March 2010, nonprofit environmental groups like Assateague Coast keeper and Water keeper Alliance filed a suit accusing Perdue Farms and its contractor Hudson Farms of polluting the waters flowing into the Chesapeake Bay. Perdue Farms was struggling to counteract many of the allegations leveled against it such as negative effects of its operations on the environment, exploitation of farmers, and making false claims of producing ‘humanely’ raised chickens.

Disagreeing with these charges, Jim opined that the company was doing enough in seeking environmental protections; he said, “We’re doing a lot (to protect the environment) and we’ll continue doing a lot, and I think the rest of the country will benefit from what we’re doing and learning  here..

Answer the following  question.

Q1. Discuss the concept of family business, its advantages & disadvantages.

Q2.   Analyze the management style across different  generations,

Q3.   Analyze the management style across different  generations.

Q4. Explain the role played by an entrepreneur in setting up a family business, identifying the 

opportunities and sustaining the growth of the  firm.

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

INTERNATIONAL BUSINESS - What are the various laws which could be applicable in the above problems

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

INTERNATIONAL BUSINESS

Case   (20 Marks)

M/s Adjani Industries Ltd is working out for import of turbine shaft for a steam turbine at the rate of USD 4600 per unit on C&F Mumbai port basis. Following data is given for calculation purpose: (a) Landing Charges @ 1% of CIF (b) Exch. Rate: 1 USD = Rs 60.00 (c) BCD 7.5%, CVD 8.24 %, SAD 4% (d) Assessable Value = CIF value + Landing charges (e) Marine Insurance 1% of C& F (f) Ocean freight 3% of FOB You may assume any data if required. Answer the following question.

Q1. Calculate Basic Customs Duty (BCD)

Q2.   Calculate SAD

Q3.   Calculate CIF values in Rs

Q4.   Calculate Total assessable value in Rs

Case   (20 Marks)

Progressive Chemical Industries Ltd, is engaged in Manufacturing and export of specialty chemicals, having turnover of Rs 300   crores. The Company is growing and having good export orders. The CEO is in mood to expand the business and aiming to reach turnover of Rs 1000(thousand) crores in next 5 (five) yrs. The CEO is worried about the increase in input costs and workers     demands. Union has threatened to go on strike indefinitely. Union has demanded 50% increase in salary and other benefits, But is     not agreeing to link it to productivity. It has also raised issues like unsafe, hazardous working conditions, leakage of poisonous gases affecting the health of workers. The consultant has advised the CEO to be strict and take strict action against the erring employees    and be ready to declare lockout if situation  warrants.

Answer the following  question.

Q1. Prepare a draft agreement for the above situation which could be acceptable for Management and Union.

Q2.   As a HR Head how would you convince the Union and workers?

Q3.   Do you feel management policies/practices are right?

Q4.   What are the various laws which could be applicable in the above   problems?

Case   (20 Marks)

Strategic R & D by TNCs in Developing Countries TNCs have had long units in developing host countries for adapting products and processes to the local conditions, and in a few cases, to products for local markets. Since the min­1980s, however, they have also  started locating strategic R & D centers in some developing countries, for developing generic technologies and products for regional or global markets. The main incentives for this are : (a) access to highly qualified scientists as shortages of research personnel  emerge in certain fields in industrialized countries, (b) Cost differentials in research salaries between developing and industrialized countries, and (c) rationalization of operations, assigning particular affiliates the responsibility for developing, manufacturing, and marketing particular products worldwide. Th new trends are more visible in industries dealing with new technologies, such as microelectronics, biotechnology, and new materials. In these technologies, the location of R & D can be geographically de­linked more easily from the location of manufacturing. It is also possible to separate R & D in core activities from that in non­core  activities. Consequently, countries like India, Israel, Singapore, Malaysia or Brazil serve TNCs as good locations for strategic R & D. For instance, Sony Corporation of Japan has around nine R & D units in Asian developing countries. It has three units in   Singapore conducting R & D on core components such as optical data shortage devices, integrated chip design for audio products   and CD­ROM drives, and multimedia and microchip software. It has three units in Malaysia working on video design, derivative models and circuit blocks for new TV chases, radio cassettes, discman and hi­fi receiver designs. It has one unit in Republic of    Korea focusing on the design of compact discs, radio cassettes, tape recorders, and car stereos. It has one in Taiwan designing and developing video tape­recorders, minidisk players, video CDs, and duplicators. Finally, it has one unit in Indonesia focusing on the design of audio products. Such units often work in collaboration with science and technology institutes in the host country. For instance, Daimler Benz has established such a unit in Bangalore, India, in collaboration with the Indian Institute of Science to work  on projects related to its vehicles and avionics business. Current work includes interface design of avionics landing systems and   smart GPS sensors for use by the group’s business worldwide. Source: World Investment Report 1999.

Answer the following question.

Q1. Explain why MNCs have located R & D centers in developing countries?

Q2.   Mention the areas where R & D activities can easily be   decentralized.

Case   (20 Marks)

NEC, a Japanese computer and electronics manufacturer, announced it was moving out of Scotland to gain cost advantages in China. These cost advantages included not only labor, but also taxes, because the company would be operating within a special Chinese economic zone. The move stranded its Scottish employees, particularly since other companies in the area, such as Coats, Motorola,    and Mayflower, had recently moved facilities from Scotland to China as well. Similarly, two U.S. companies, Coast and Cast Alloys, moved golf club production from Mexico to China to reduce production costs. Many critics of FDI argue that it is unethical for governments to lure companies away from existing locations by offering lucrative incentives. (Incentives are often much greater than the tax breaks offered by China.) These critics also argue that it is unethical for companies to accept them. Companies say that their response to more favorable conditions – such as incentives, taxes, and regulations – is necessary because competitors are bound to    take advantage of these conditions. Do governments in countries where a company is already located have any ethical obligations – especially if their policies, such as environmental regulations or high taxes, burden producers? On the one hand, direct investment    may lead to better global use of resources and will employ laborers from developing countries who otherwise may not find work. On the other hand, it is the newly unemployed workers who suffer if they lose their jobs and cannot easily find new ones. For these employees, there is little solace in the economic gains that go to previously unemployed workers abroad or the lower consumer      prices or higher corporate earnings resulting from the foreign production. Some people argue that the plight of these newly   unemployed workers is no different from the results of technological change, such as when workers in clothespin factories lost their  jobs with the invention of the electric clothes dryer. Other people argue that displacement from FDI is different because the workers   can seldom move abroad to take advantage of the new opportunities there and because their employers are responsible for the job losses. They argue that the company has an ethical obligation to give employees advance notice of the move and to provide training   and help with job searches.

Answer the following  question.

Q1. Do you agree that countries are wrong in luring companies by offering incentives and tax benefits? Give reasons in support of your answer.

Q2. Who do you feel should be held responsible for the unemployment created because of relocation of a company in the given situation – the company itself, the current country, or the country to which the company is relocating? Discuss

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224