MS-63 Previous Exam Paper Product Management
MBA - Master of Business Administration
Note: This paper consists of two sections A and B. Attempt any three questions from Section A. Section B is compulsory. All questions carry equal marks.
1. Briefly explain the cash quadrant approach to product portfolio management. Explain how you would apply this approach to manage the product portfolio of an FMCG company dealing in personal hygiene and detergent
2. What are the key considerations in designing a positioning strategy for a product? Describe the alternative bases of positioning that you can apply for a small car for the lndian market.
3. As a product manager, you have received about five new product ideas in your processed Foods division. What are the processes that can be used to screen these ideas and select the best one? Which process would you like to use and why?
4. (a) Comment upon the significance of branding for consumer products in today's competitive marketing environment.
(b) For a new brand of shaving cream 10 be introduced by your company, explain the brand name selection process that can be followed.
5. (a) What are the major bottlenecks in new product development?
(b) What the help of appropriate examples, explain the reasons for product failures.
SECTION B
Read the case given below and answer the questions given at the end of the case.
Komal Food Products Company Ltd.
Komal food Products Company which was founded in 1935 to manufacture grocery and other food products had in the course of years growth into a vast enterprise having offices and branches in almost all the important cities of India.
The company's head office and factory were situated in Calcutta. Its products were distributed through five zonal sales offices, which directed 25 district sales offices the administrative responsibility of each zonal office was borne by a manager whose duty was to promote sales in his zone. He was advised and instructed by he head office from time to time.
Under the control of each zonal manager there were four functional heads, viz., personnel manager, accounts manager, sales manager and office manager. These executives advised and assisted the zonal manager on various functions relating to the zonal administration. Each functional head enjoyed considerable freedom and independence with respect to his work.
On matters relating to sales the zonal manager received advice from the sales manager. The latter formulated policies, planned schedules for sales operations, suggested improvements in district sales administration; and submitted his views on all the matters concerning sales to the zonal manager. At times he issued orders and instructions to the district sales manager but these were typically routed through the zonal manager. Ordinarily his views and advice were accepted and approved by the zonal manager.
The sales manager was assisted in his work by three product managers who were considered to be experts in their respective fields. Their duty was to travel with the sales supervisors of the various districts and study and market for the company's products; survey the competitive position of the company's products study dealer and consumer reactions. Sales trends, and advise the district sales manager and the sales supervisors regarding the steps to be taken for promoting sales in the districts. Every month each submitted a report on the sales activities of the company to the sales manager. The relationship between the product manager and the sales manager is the same as that between the zonal manager and also sales manager.
Also directly responsible to the zonal manager were five district sales managers each of whom was responsible for sales in his territory. Each district manager was in turn assisted by five sales supervisors besides several salesmen. The duties and function of district sales managers were to:
(i) select, train and supervise his sales supervisor and salesmen following the policies and procedures laid down by the zonal manager
(ii) make a study of the nature of consumer demand. changing market conditions, existing stock and to formulate sales campaigns, promotional methods
(iii) fix the sales targets to be attained in his territory from time to time
(iv) formulate the credit policies to be followed after consultation with the zonal manager
(v) develop better teamwork among the sales supervisors and salesmen
(vi) see that the customers were satisfied with the company's services
(vii) undertake such other functions and duties as might be assigned to him from time to time by the zonal manager.
Every month each district sales manager submitted a detailed report on the sales activities of the company in his district to the zonal manager. Ordinarily these reports were passed on to the sales manager for the necessary action to be taken with respect to each district On the morning of June 6,1991, the following conversation took place over phone between Mr. Rajan, the sales manager at the South Zonal Office and Mr, Shankar one of the district managers in the zone.
Shankar: I wish to bring to your notice an important matter that needs your urgent consideration.... The product managers are interfering too much with the sales activities of my district. I receive frequent complaints from the supervisors that they are not able to carry out my Instructions due to unnecessary interference from these people. If this state of affairs continues it will be very difficult to maintain our sales. The morale of the supervisors will be seriously affected. I will not be responsible if sales drop this time in our area on this account. You must take some steps to see that the relationship between the line and staff is maintained on good terms.
Rajan :i Mr. Shankar, you need not worry' I shall call the product managers and see that they maintain the proper relationship with you....
Next day Mr. Rajan called all the product managers and after discussing routine matters, he said,".... I was told by Mr. Shankar that his sales supervisors are complaining that you are interfering with their activities ... Definitely you are all expected to advise them on the steps to e taken for increasing sales. But, at the same time, please remember that you have to play only an advisory role While advising these people you must also see that the line authority is respected…"
The product managers did not say anything.
In the subsequent months Mt. Rajan did not receive any complaint from the district office. But in the first week of October, while scrutinising the sales progress report of the various districts for the previous quarter, the zonal manager found an unusual decline in sales in the district, which was under the supervision of Mr. Shankar.
The zonal manager called Mr. Shankar and asked him why there was so much decline in sales in his territory while all the other districts showed very good progress. Shankar.... "During the past three months the product managers have not advised our men properly. In fact, they did not advise the supervisors of the recent changes and trends in the market. They seem to be unwilling to cooperate with our sales force. What can I do? Even then, we have done our best to maintain sales..."
When asked about this by the zonal manager of the product managers said, ".... We used to give advice to this district office also as we usually do with other district offices. On a complaint, seems from Mr. Shankar we had been told by Mr. Rajan that we were exceeding our authority and unnecessarily interfering with the activities of this district. We had been asked to restrain ourselves ... The district manager takes advice directly from the zonal sales manager. We have got nothing to do in this matter…"
Questions:
(i) How has the conflict situation between product managers and sales personnel arisen?
(ii) What reorganization of responsibilities of product managers would you suggest to avoid such a situation in future?
