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INTERVIEW QUESTIONS
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Fake it until you Make it
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1/26/2011
JASH KANTARIA
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TABLE OF CONTENTS
Table of Contents....................................................................................................... 2
HR QUESTION........................................................................................................ 57
TECHNICAL............................................................................................................58
ANALYTICAL QUESTIONS.......................................................................................61
TCS QUESTIONS........................................................................................................69
CRISIL Question........................................................................................................70
PERSONAL QUESTION
6. Your weakness
7. Your strengths
8. Some achievement
16. What research have you done about our company apart from the
ppt?
17. You have participated in finance/marketing/ operations forum.
What was your learning?
18. Why marketing when you are interested in finance?
19. Tell me the most adverse situation in which you were and how
did you get out of it?
20. Questions from cv regarding extracurricular activities?
1. What is marketing?
2. What do you mean by formal definition of marketing?
Marketing is the process of performing market research, selling products and/or services to
customers and promoting them via advertising to further enhance sales.[1] It generates the strategy
that underlies sales techniques, business communication, and business developments.[2] It is an
integrated process through which companies build strong customer relationships and create value
for their customers and for themselves.[2]
Marketing is used to identify the customer, to satisfy the customer, and to keep the customer.
With the customer as the focus of its activities, it can be concluded that marketing management
is one of the major components of business management. Marketing evolved to meet the stasis in
developing new markets caused by mature markets and overcapacities in the last 2-3 centuries.
[citation needed]
The adoption of marketing strategies requires businesses to shift their focus from
production to the perceived needs and wants of their customers as the means of staying
profitable.[citation needed]
The term marketing concept holds that achieving organizational goals depends on knowing the
needs and wants of target markets and delivering the desired satisfactions.[3] It proposes that in
order to satisfy its organizational objectives, an organization should anticipate the needs and
wants of consumers and satisfy these more effectively than competitors.[3]
Earlier approaches
The marketing orientation evolved from earlier orientations, namely, the production orientation,
the product orientation and the selling orientation
Product[9] Quality of the product until the 1960s A firm employing a product
orientation is chiefly concerned with the quality of its own product. A firm would
also assume that as long as its product was of a high standard, people would buy
and consume the product.
Selling[9] Selling methods 1950s and 1960s A firm using a sales orientation focuses
primarily on the selling/promotion of a particular product, and not determining new
consumer desires as such. Consequently, this entails simply selling an already
existing product, and using promotion techniques to attain the highest sales
possible. Such an orientation may suit scenarios in which a firm holds dead stock, or
otherwise sells a product that is in high demand, with little likelihood of changes in
consumer tastes diminishing demand.
Marketing[9] Needs and wants of customers 1970 to present day The 'marketing
orientation' is perhaps the most common orientation used in contemporary
marketing. It involves a firm essentially basing its marketing plans around the
marketing concept, and thus supplying products to suit new consumer tastes. As an
example, a firm would employ market research to gauge consumer desires, use
R&D to develop a product attuned to the revealed information, and then utilize
promotion techniques to ensure persons know the product exists.
When in an organization and faced with a difficult decision, there are several steps one can take
to ensure the best possible solutions will be decided. These steps are put into seven effective
ways to go about this decision making process (McMahon 2007).
The first step - Outline your goal and outcome. This will enable decision makers to see exactly
what they are trying to accomplish and keep them on a specific path.
The second step - Gather data. This will help decision makers have actual evidence to help them
come up with a solution.
The third step - Brainstorm to develop alternatives. Coming up with more than one solution
ables you to see which one can actually work.
The fourth step - List pros and cons of each alternative. With the list of pros and cons, you can
eliminate the solutions that have more cons than pros, making your decision easier.
The fifth step - Make the decision. Once you analyze each solution, you should pick the one that
has many pros (or the pros that are most significant), and is a solution that everyone can agree
with.
The sixth step - Immediately take action. Once the decision is picked, you should implement it
right away.
The seventh step - Learn from, and reflect on the decision making. This step allows you to see
what you did right and wrong when coming up, and putting the decision to use
The value chain, also known as value chain analysis, is a concept from business
management that was first described and popularized by Michael Porter in his 1985
best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.
[1]
A value system includes the value chains of a firm's supplier (and their suppliers all the way
back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably
extended to the buyers of their products, and so on).
Capturing the value generated along the chain is the new approach taken by many management
strategists. For example, a manufacturer might require its parts suppliers to be located nearby its
assembly plant to minimize the cost of transportation. By exploiting the upstream and
downstream information flowing along the value chain, the firms may try to bypass the
intermediaries creating new business models, or in other ways create improvements in its value
system.
The Value Chain
To analyze the specific activities through which firms can create a competitive
advantage, it is useful to model the firm as a chain of value-creating activities. Michael
Porter identified a set of interrelated generic activities common to a wide range of firms.
The resulting model is known as the value chain and is depicted below:
The goal of these activities is to create value that exceeds the cost of providing the
product or service, thus generating a profit margin.
• Inbound logistics include the receiving, warehousing, and inventory control of
input materials.
• Operations are the value-creating activities that transform the inputs into the
final product.
• Outbound logistics are the activities required to get the finished product to the
customer, including warehousing, order fulfillment, etc.
• Marketing & Sales are those activities associated with getting buyers to
purchase the product, including channel selection, advertising, pricing, etc.
• Service activities are those that maintain and enhance the product's value
including customer support, repair services, etc.
Any or all of these primary activities may be vital in developing a competitive advantage.
For example, logistics activities are critical for a provider of distribution services, and
service activities may be the key focus for a firm offering on-site maintenance contracts
for office equipment.
These five categories are generic and portrayed here in a general manner. Each
generic activity includes specific activities that vary by industry.
Support Activities
The primary value chain activities described above are facilitated by support activities.
Porter identified four generic categories of support activities, the details of which are
industry-specific.
• Procurement - the function of purchasing the raw materials and other inputs
used in the value-creating activities.
• Technology Development - includes research and development, process
automation, and other technology development used to support the value-chain
activities.
• Human Resource Management - the activities associated with recruiting,
development, and compensation of employees.
• Firm Infrastructure - includes activities such as finance, legal, quality
management, etc.
Support activities often are viewed as "overhead", but some firms successfully have
used them to develop a competitive advantage, for example, to develop a cost
advantage through innovative management of information systems.
In order to better understand the activities leading to a competitive advantage, one can
begin with the generic value chain and then identify the relevant firm-specific activities.
Process flows can be mapped, and these flows used to isolate the individual value-
creating activities.
Once the discrete activities are defined, linkages between activities should be identified.
A linkage exists if the performance or cost of one activity affects that of another.
Competitive advantage may be obtained by optimizing and coordinating linked activities.
The value chain also is useful in outsourcing decisions. Understanding the linkages
between activities can lead to more optimal make-or-buy decisions that can result in
either a cost advantage or a differentiation advantage.
The firm's value chain links to the value chains of upstream suppliers and downstream
buyers. The result is a larger stream of activities known as the value system. The
development of a competitive advantage depends not only on the firm-specific value
chain, but also on the value system of which the firm is a part.
Attitudes and their connection with industrial mental health are related to
Maslow's theory of motivation.
• Hygiene factors (e.g. status, job security, salary and fringe benefits) that do
not give positive satisfaction, though dissatisfaction results from their
absence. These are extrinsic to the work itself, and include aspects such as
company policies, supervisory practices, or wages/salary[4].
The major benefit of the Herfindahl index in relationship to such measures as the concentration
ratio is that it gives more weight to larger firms.
The measure is essentially equivalent to the Simpson diversity index used in ecology.
Brand owned not by a manufacturer or producer but by a retailer or supplier who gets its goods made by a
contract manufacturer under its own label. Also called private brand.
Private labels are owned by the retailers themselves, which are also known as store
brands or own labels.
Segmentation, targeting, and positioning together comprise a three stage process. We first (1)
determine which kinds of customers exist, then (2) select which ones we are best off trying to
serve and, finally, (3) implement our segmentation by optimizing our products/services for that
segment and communicating that we have made the choice to distinguish ourselves that way.
Segmentation involves finding out what kinds of consumers with different
needs exist. In the auto market, for example, some consumers demand
speed and performance, while others are much more concerned about
roominess and safety. In general, it holds true that “You can’t be all things to
all people,” and experience has demonstrated that firms that specialize in
meeting the needs of one group of consumers over another tend to be more
profitable.
SEGMENTATION DEFINED
• Geographic Segmentation.
• Demographic Segmentation.
• Psychographic Segmentation.
• Activities.
• Interests.
• Opinions.
• Attitudes.
• Values
• Behaviouralistic Segmentatio
In the next step, we decide to target one or more segments. Our choice
should generally depend on several factors. First, how well are existing
segments served by other manufacturers? It will be more difficult to appeal
to a segment that is already well served than to one whose needs are not
currently being served well. Secondly, how large is the segment, and how
can we expect it to grow? (Note that a downside to a large, rapidly growing
segment is that it tends to attract competition). Thirdly, do we have
strengths as a company that will help us appeal particularly to one group of
consumers? Firms may already have an established reputation.
Positioning involves implementing our targeting. For example, Apple Computer has chosen to
position itself as a maker of user-friendly computers. Thus, Apple has done a lot through its
advertising to promote itself, through its unintimidating icons, as a computer for “non-geeks.”
The Visual C software programming language, in contrast, is aimed a “techies.”
Targeting
DEFINITION: SOV = Share of Voice. The total percentage that you possess of the particular
niche, market, or audience you are targeting.
Example: There are 100,000 businesses in the same industry as your list or ezine services. You
have 10,000 members on your list. It could be argued that your SOV is 10% of that industry if
your list specifically serves that niche.
Why does knowing your SOV matter? Answer = Because with email newsletters and discussion
lists, it is a strong selling point to advertisers when you can tell them that you are reaching a 40-
90% share of a particular market niche that is of value to them (depending on what your SOV is).
If reaching a high percentage of their target market is important, this will endear them to you and
possibly increase their level of advertising with your list(s).
GRP (short for Gross Rating Point) is an acronym used in advertising to measure the
size of an audience reached by a specific media vehicle or schedule
Sum of all rating points over a specific time period or over the course of a media
plan; sometimes called homes per rating point. The rating of a show represents the
percentage of people (or households) tuned in to a television program as compared
to the number of television sets in the particular television universe (geographical
location)
In the case of a TV advertisement that is aired 5 times reaching 50% of the gross audience with
only 60% in the target audience, it would have 250 GRPs (= 5 x 50) -- i.e., GRPs = reach x
frequency - TRP in this case should be 60% out of 250 GRPs = 150 TRPs - this is the rating
point in the target, 60% of the gross rating.
Both of these metrics are critical components to determine the marketing effectiveness of a
particular advertisement.
24. What is Gross impression?
The total number of people who have seen an advertisement, multiplied by the
number of times it has been run.
Guerrilla marketing involves unusual approaches such as intercept encounters in public places,
street giveaways of products, PR stunts, any unconventional marketing intended to get maximum
results from minimal resources. More innovative approaches to Guerrilla marketing now utilize
cutting edge mobile digital technologies to really engage the consumer and create a memorable
brand experience.
The term Guerrilla Marketing is now often used more loosely as a descriptor for non-traditional
media, such as:
through social networks -- Viral marketing and viral advertising are buzzwords referring to
marketing techniques that use pre-existing social networks to produce increases in brand
awareness or to achieve other marketing objectives (such as product sales) through self-
replicating viral processes, analogous to the spread of virus or computer viruses. It can be word-
of-mouth delivered or enhanced by the network effects of the Internet.[1] Viral promotions may
take the form of video clips, interactive Flash games, advergames, ebooks, brandable software,
images, or even text messages.
The goal of marketers interested in creating successful viral marketing programs is to identify
individuals with high Social Networking Potential (SNP) and create viral messages that appeal to
this segment of the population and have a high probability of being taken by another competitor.
•
• Presence marketing — marketing for being there
• Grassroots marketing — tapping into the collective efforts of brand
enthusiasts
• Wild Posting Campaigns
• Alternative marketing
• Buzz marketing — word of mouth marketing
• Undercover marketing — subtle product placement
• Astroturfing — releasing company news to imitate grassroots popularity
• Experiential marketing — interaction with product
• Tissue-pack marketing — hand-to-hand marketing
• Live-in marketing — real life product placement - see related article or
Hostival Connect
• Wait marketing — when and where consumers are waiting (such as medical
offices and gas pumps) and receptive to communications
Guerrilla marketing was initially used by small and medium size (SMEs) businesses, but it is
now increasingly adopted by large businesses.
Readership – to find whether Readers have the population your company is planning
to target
The most obvious difference between B2B and B2C is the customer requirement. B2C focuses
on individual customer transactions, whereas B2B focuses on other businesses as the consumer.
This difference creates different needs for B2B applications.
One difference between B2B and B2C is the type of order. For example, when you order office
supplies or parts, you usually order the same products as well as the same amounts at fairly
regular intervals. Repeat and standing orders are a common B2B requirement.
Type of payment is also a different requirement for B2B transactions. When your company
makes a purchase, you rarely use a credit card for payment. More likely, you will have varied
forms of payment such as lines of credit and open orders. B2B applications are designed with
these requirements in mind.
Another difference is the type of search function in B2B applications. A catalog to browse
through is not necessarily a requirement, depending on the type of B2B purchase you want to
make. When shopping for specific items, your company may benefit from a configurator and bid
function rather than browsing and searching an online catalog.
Lastly, the type of connection between B2B and B2C differs. When you are connecting to a B2B
application to make a purchase, you are normally connecting to one partner (a buy-side or sell
side application) or several trusted partners (an e-marketplace or Trading partner agreement
application). Because you are dealing with a relatively static list of trading partners, virtual
private network (VPN) technology may be used to provide secure access to selected applications
inside your firewall, thus avoiding the need to replicate data and applications outside your
firewall.
In summary, B2B applications have these unique characteristics that set them apart from B2C
applications:
Brand equity refers to the marketing effects and outcomes that accrue to a
product with its brand name compared with those that would accrue if the
same product did not have the brand name. Because of the well known brand
name the company some time charges premium prices from the counsumer
There are many ways to measure a brand. Some measurements approaches are at the firm
level, some at the product level, and still others are at the consumer level.
Firm Level: Firm level approaches measure the brand as a financial asset. In short, a calculation
is made regarding how much the brand is worth as an intangible asset. For example, if you were
to take the value of the firm, as derived by its market capitalization - and then subtract tangible
assets and "measurable" intangible assets- the residual would be the brand equity.[7] One high
profile firm level approach is by the consulting firm Interbrand. To do its calculation, Interbrand
estimates brand value on the basis of projected profits discounted to a present value. The
discount rate is a subjective rate determined by Interbrand and Wall Street equity specialists and
reflects the risk profile, market leadership, stability and global reach of the brand[9].
Product Level: The classic product level brand measurement example is to compare the price of
a no-name or private label product to an "equivalent" branded product. The difference in price,
assuming all things equal, is due to the brand[10]. More recently a revenue premium approach has
been advocated [4].
Consumer Level: This approach seeks to map the mind of the consumer to find out what
associations with the brand the consumer has. This approach seeks to measure the awareness
(recall and recognition) and brand image (the overall associations that the brand has). Free
association tests and projective techniques are commonly used to uncover the tangible and
intangible attributes, attitudes, and intentions about a brand[5]. Brands with high levels of
awareness and strong, favorable and unique associations are high equity brands[5].
All of these calculations are, at best, approximations. A more complete understanding of the
brand can occur if multiple measures are used.
The BCG matrix (aka B.C.G. analysis, Boston Consulting Group analysis,
portfolio diagram) is a chart that had been created by Bruce Henderson for
the Boston Consulting Group in 1968 to help corporations with analyzing their
business units or product lines. This helps the company allocate resources
and is used as an analytical tool in brand marketing, product management,
strategic management, and portfolio analysis.[1]
BCG is used by Companies that are large enough to be organized into strategic
business units face the challenge of allocating resources among those units.
To use the chart, analysts plot a scatter graph to rank the business units (or products) on the basis
of their relative market shares and growth rates.
• Cash cows are units with high market share in a slow-growing industry.
These units typically generate cash in excess of the amount of cash needed
to maintain the business. They are regarded as staid and boring, in a
"mature" market, and every corporation would be thrilled to own as many as
possible. They are to be "milked" continuously with as little investment as
possible, since such investment would be wasted in an industry with low
growth.
• Dogs, or more charitably called pets, are units with low market share in a
mature, slow-growing industry. These units typically "break even", generating
barely enough cash to maintain the business's market share. Though owning
a break-even unit provides the social benefit of providing jobs and possible
synergies that assist other business units, from an accounting point of view
such a unit is worthless, not generating cash for the company. They depress
a profitable company's return on assets ratio, used by many investors to
judge how well a company is being managed. Dogs, it is thought, should be
sold off.
• Question marks (also known as problem child) are growing rapidly and thus
consume large amounts of cash, but because they have low market shares
they do not generate much cash. The result is a large net cash
consumption. A question mark has the potential to gain market share and
become a star, and eventually a cash cow when the market growth slows. If
the question mark does not succeed in becoming the market leader, then
after perhaps years of cash consumption it will degenerate into a dog when
the market growth declines. Question marks must be analyzed carefully in
order to determine whether they are worth the investment required to grow
market share.
• Stars are units with a high market share in a fast-growing industry. The hope
is that stars become the next cash cows. Sustaining the business unit's
market leadership may require extra cash, but this is worthwhile if that's
what it takes for the unit to remain a leader. When growth slows, stars
become cash cows if they have been able to maintain their category
leadership, or they move from brief stardom to dogdom.[citation needed]
As a particular industry matures and its growth slows, all business units become either cash cows
or dogs. The natural cycle for most business units is that they start as question marks, then turn
into stars. Eventually the market stops growing thus the business unit becomes a cash cow. At
the end of the cycle the cash cow turns into a dog.
Trade in happens when you trade an old item for a new product. It could be the
same item, item of same type (electronic goods) or completely different items (Big
Bazaar’s old news paper collection scheme).
Bundling - When 2 or more items are sold together for a price which is less than the
sum total of the individual prices, it is called bundling.
The addon should be part of the same pack. For ex: 10 gms pack having 15 gms.
• Cost-plus pricing - Set the price at your production cost, including both cost of goods
and fixed costs at your current volume, plus a certain profit margin. For example, your
widgets cost $20 in raw materials and production costs, and at current sales volume (or
anticipated initial sales volume), your fixed costs come to $30 per unit. Your total cost is
$50 per unit. You decide that you want to operate at a 20% markup, so you add $10 (20%
x $50) to the cost and come up with a price of $60 per unit. So long as you have your
costs calculated correctly and have accurately predicted your sales volume, you will
always be operating at a profit.
• Target return pricing - Set your price to achieve a target return-on-investment (ROI).
For example, let's use the same situation as above, and assume that you have $10,000
invested in the company. Your expected sales volume is 1,000 units in the first year. You
want to recoup all your investment in the first year, so you need to make $10,000 profit
on 1,000 units, or $10 profit per unit, giving you again a price of $60 per unit.
• Value-based pricing - Price your product based on the value it creates for the customer.
This is usually the most profitable form of pricing, if you can achieve it. The most
extreme variation on this is "pay for performance" pricing for services, in which you
charge on a variable scale according to the results you achieve. Let's say that your widget
above saves the typical customer $1,000 a year in, say, energy costs. In that case, $60
seems like a bargain - maybe even too cheap. If your product reliably produced that kind
of cost savings, you could easily charge $200, $300 or more for it, and customers would
gladly pay it, since they would get their money back in a matter of months. However,
there is one more major factor that must be considered.
• Psychological pricing - Ultimately, you must take into consideration the consumer's
perception of your price, figuring things like:
o Positioning - If you want to be the "low-cost leader", you must be priced lower
than your competition. If you want to signal high quality, you should probably be
priced higher than most of your competition.
o Popular price points - There are certain "price points" (specific prices) at which
people become much more willing to buy a certain type of product. For example,
"under $100" is a popular price point. "Enough under $20 to be under $20 with
sales tax" is another popular price point, because it's "one bill" that people
commonly carry. Meals under $5 are still a popular price point, as are entree or
snack items under $1 (notice how many fast-food places have a $0.99 "value
menu"). Dropping your price to a popular price point might mean a lower margin,
but more than enough increase in sales to offset it.
o Fair pricing - Sometimes it simply doesn't matter what the value of the product
is, even if you don't have any direct competition. There is simply a limit to what
consumers perceive as "fair". If it's obvious that your product only cost $20 to
manufacture, even if it delivered $10,000 in value, you'd have a hard time
charging two or three thousand dollars for it -- people would just feel like they
were being gouged. A little market testing will help you determine the maximum
price consumers will perceive as fair.
Line Pricing is the use of a limited number of prices for all product offerings of a vendor. This is
a tradition started in the old five and dime stores in which everything cost either 5 or 10 cents. Its
underlying rationale is that these amounts are seen as suitable price points for a whole range of
products by prospective customers. It has the advantage of ease of administering, but the
disadvantage of inflexibility, particularly in times of inflation or unstable prices.
Marketing decisions generally fall into the following four controllable categories:
• Product
• Price
• Place (distribution)
• Promotion
The term "marketing mix" became popularized after Neil H. Borden published his 1964 article,
The Concept of the Marketing Mix. Borden began using the term in his teaching in the late 1940's
after James Culliton had described the marketing manager as a "mixer of ingredients". The
ingredients in Borden's marketing mix included product planning, pricing, branding, distribution
channels, personal selling, advertising, promotions, packaging, display, servicing, physical
handling, and fact finding and analysis. E. Jerome McCarthy later grouped these ingredients into
the four categories that today are known as the 4 P's of marketing, depicted below:
Product Decisions
The term "product" refers to tangible, physical products as well as services. Here are some
examples of the product decisions to be made:
• Brand name
• Functionality
• Styling
• Quality
• Safety
• Packaging
• Repairs and Support
• Warranty
• Accessories and services
Price Decisions
Some examples of pricing decisions to be made include:
• Distribution channels
• Market coverage (inclusive, selective, or exclusive distribution)
• Specific channel members
• Inventory management
• Warehousing
• Distribution centers
• Order processing
• Transportation
• Reverse logistics
Promotion Decisions
In the context of the marketing mix, promotion represents the various aspects of marketing
communication, that is, the communication of information about the product with the goal of
generating a positive customer response. Marketing communication decisions include:
Three more Ps have been added to the marketing mix namely People, Process and Physical
Evidence. This marketing mix is known as Extended Marketing Mix.
• People: All people involved with consumption of a service are important. For example
workers, management, consumers etc. It also defines the market segmentation, mainly
demographic segmentation. It addresses particular class of people for whom the product
or service is made available.
• Process: Procedure, mechanism and flow of activities by which services are used. Also
the 'Procedure' how the product will reach the end user.
• Physical Evidence: The marketing strategy should include effectively communicating
their satisfaction to potential customers.
If Maslow's theory holds, there are some important implications for management. There are
opportunities to motivate employees through management style, job design, company events, and
compensation packages, some examples of which follow:
• Physiological needs: Provide lunch breaks, rest breaks, and wages that are sufficient to
purchase the essentials of life.
• Safety Needs: Provide a safe working environment, retirement benefits, and job security.
• Social Needs: Create a sense of community via team-based projects and social events.
• Esteem Needs: Recognize achievements to make employees feel appreciated and valued.
Offer job titles that convey the importance of the position.
• Self-Actualization: Provide employees a challenge and the opportunity to reach their full
career potential.
38. What is brand/line
extension?
Product extensions are versions of the same parent product that serve a segment
of the target market and increase the variety of an offering. An example of a
product extension is Coke vs. Diet Coke in same product category of soft drinks.
This tactic is undertaken due to the brand loyalty and brand awareness they enjoy
consumers are more likely to buy a new product that has a tried and trusted brand
name on it. This means the market is catered for as they are receiving a product
from a brand they trust and Coca Cola is catered for as they can increase their
product portfolio and they have a larger hold over the market in which they are
performing in.
Product lining is the marketing strategy of offering for sale several related
products. Unlike product bundling, where several products are combined into one,
lining involves offering several related products individually. A line can comprise
related products of various sizes, types, colors, qualities, or prices. Line depth
refers to the number of product variants in a line. Line consistency refers to how
closely related the products that make up the line are. Line vulnerability refers to
the percentage of sales or profits that are derived from only a few products in the
line.
Price Discounts
The normally quoted price to end users is known as the list price. This price usually is
discounted for distribution channel members and some end users. There are several types of
discounts, as outlined below.
Skim pricing attempts to "skim the cream" off the top of the market by setting a high price and
selling to those customers who are less price sensitive. Skimming is a strategy used to pursue the
objective of profit margin maximization.
• Demand is expected to be relatively inelastic; that is, the customers are not highly price
sensitive.
• Large cost savings are not expected at high volumes, or it is difficult to predict the cost
savings that would be achieved at high volume.
• The company does not have the resources to finance the large capital expenditures
necessary for high volume production with initially low profit margins.
Penetration pricing pursues the objective of quantity maximization by means of a low price. It
is most appropriate when:
• Demand is expected to be highly elastic; that is, customers are price sensitive and the
quantity demanded will increase significantly as price declines.
• Large decreases in cost are expected as cumulative volume increases.
• The product is of the nature of something that can gain mass appeal fairly quickly.
• There is a threat of impending competition.
41. 3 V’s approach
Activity-based costing (ABC) is a costing model that identifies activities in an organization and
assigns the cost of each activity resource to all products and services according to the actual
consumption by each: it assigns more indirect costs (overhead) into direct costs.
In this way, an organization can precisely estimate the cost of individual products and services so
they can identify and eliminate those that are unprofitable and lower the prices of those that are
overpriced
Direct costs are those for activities or services that benefit specific projects, e.g., salaries for
project staff and materials required for a particular project. Because these activities are easily
traced to projects, their costs are usually charged to projects on an item-by-item basis.
Indirect costs are those for activities or services that benefit more than one project. Their precise
benefits to a specific project are often difficult or impossible to trace. For example, it may be
difficult to determine precisely how the activities of the director of an organization benefit a
specific project. Indirect costs do not vary substantially within certain production volumes or
other indicators of activity, and so are considered to be fixed costs.[1]
For example, the cost of meat in a hamburger can be attributed directly to the cost
of manufacturing that product. Other costs, such as depreciation or administrative
expenses, are more difficult to assign to a specific product, and so are not
considered direct costs.
Brand dilution is the weakening of a brand though its overuse. This frequently
happens as a result of ill-judged brand extension.
IMC Components
Importance of IMC
Several shifts in the advertising and media industry have caused IMC to develop into a primary
strategy for marketers:
You have to understand what the consumer's wants and needs are. Times have changed and you
can no longer sell whatever you can make. The product characteristics have to match the
specifics of what someone wants to buy. And part of what the consumer is buying is the personal
"buying experience."
Understand the consumer's cost to satisfy the want or need. The product price may be only one
part of the consumer's cost structure. Often it is the cost of time to drive somewhere, the cost of
conscience of what you buy, the cost of guilt for not treating the kids, etc.
As above, turn the standard logic around. Think convenience of the buying experience and then
relate that to a delivery mechanism. Consider all possible definitions of "convenience" as it
relates to satisfying the consumer's wants and needs. Convenience may include aspects of the
physical or virtual location, access ease, transaction service time, and hours of availability.
46. cannibalization
While this may seem inherently negative, in the context of a carefully planned strategy, it
can be effective, by ultimately growing the market, or better meeting consumer demands.
Cannibalization is a key consideration in product portfolio analysis.
For example, when Coca Cola introduced Diet Coke, a similar product, this took sales
away from the original Coke, but ultimately led to an expanded market for diet soft
drinks.
For decades, if the Air Force wanted an important target destroyed, they
would use a tactic known as carpet bombing. Carpet bombing involved
using dozens (sometimes even hundreds!) of large, slow bombers to drop
millions of tons worth of bombs on the target. The idea was that even if only
10 percent of the bombs hit the target, it would still be destroyed. Mass
media advertising is the same exact thing. Marketers throw up an ad in front
of as many people as possible, hoping that maybe 10 percent of the people
who see the ad actually visit the store and, of those ten people, hopefully two
or three actually buy something. This is as inefficient as it sounds.
Advertising or marketing clutter refers to the large volume of advertising messages that the
average consumer is exposed to on a daily basis. This phenomenon results from a marketplace
that is overcrowded with products leading to huge competition for customers.
pricing strategy that promises consumers the lowest available price without
coupon clipping, waiting for discount promotions, or comparison shopping;
also called value pricing. EDLP saves retailers the time and expense of
periodic price markdowns, saves manufacturers the cost of distributing and
processing coupons, and is believed to generate shopper loyalty.
A grey market or gray market also known as parallel market[1] is the trade of a commodity
through distribution channels which, while legal, are unofficial, unauthorized, or unintended by
the original manufacturer. The term gray economy, however, refers to workers being paid under
the table, without paying income taxes or contributing to such public services as Social Security
and Medicare.[2] It is sometimes referred to as the underground economy or "hidden economy."
A black market is the trade of goods and services that are illegal in themselves and/or distributed
through illegal channels, such as the selling of stolen goods, certain drugs or unregistered
handguns. The two main types of grey market are imported manufactured goods that would
normally be unavailable or more expensive in a certain country and unissued securities that are
not yet traded in official markets.
1. An unofficial market where new issues of shares are bought and sold before they become
officially available for trading on the stock exchange.
2. The sale or import of goods by unauthorized dealers.
55. Gross domestic product
The gross domestic product (GDP) or gross domestic income (GDI) is the
market value of all final goods and services produced within a country in a given
period of time. It is often positively correlated with the standard of living,[1]
alternative measures to GDP for that purpose.
Every company product line covers a certain part of the total possible range. For example BMW
automobiles are located in the upper price range of the automobile market. Line stretching occurs
when a company lengthens its product line beyond the current product range. The company can
stretch its line down market or up market or both ways.
A company positioned in the middle market may want to introduce a lower priced line for any of
these reasons:
1. The company may notice strong growth opportunities as mass retailers such as Wal Mart, Big
Bazaar, Best Buy and others attract a growing number of shoppers who want Value-priced
goods.
2. The company may wish to tie up lower end competitors who might otherwise try to move up
market. If the company has been attacked by low end competitor, it often decides to counter
attack by entering the low end of the market.
3. The company may find that the middle market is stagnating or declining.
These can be utilized in the positioning (marketing) of a brand for competitive advantage via
brand/product.
In essence:
Points-of-parity (POPs) – Associations that are not necessarily unique to the brand but may be
shared by other brands i.e. where you can at least match the competitors claimed benefits. While
POPs may usually not be the reason to choose a brand, their absence can certainly be a reason to
drop a brand.
• Relevance
• Distinctiveness
• Believability
Whilst when assessing the deliverability criteria for PODs look at their:
• Feasibility
• Communicability
• Sustainability
61. Co-branding
Co-branding, also called brand partnership[1], is when two companies form an
alliance to work together, creating marketing synergy.
Ingredient branding is special case of co-branding where it creates brand
equity for material, components or parts that are necessarily contained within
other branded products.
For example, a chocolate bar that sells for C$1.50 in a Canadian city should
cost US$1.00 in a U.S. city when the exchange rate between Canada and the U.S. is 1.50
USD/CDN. (Both chocolate bars cost US$1.00.)
Strategic Business Unit or SBU is understood as a business unit within the overall
corporate identity which is distinguishable from other business because it serves a
defined external market where management can conduct strategic planning in relation to
products and markets. The unique small business unit benefits that a firm aggressively
promotes in a consistent manner. When companies become really large, they are best
thought of as being composed of a number of businesses (or SBUs).
In the broader domain of strategic management, the phrase "Strategic Business Unit"
came into use in the 1960s, largely as a result of General Electric's many units.
These organizational entities are large enough and homogeneous enough to exercise
control over most strategic factors affecting their performance. They are managed as self
contained planning units for which discrete business strategies can be developed. A
Strategic Business Unit can encompass an entire company, or can simply be a smaller
part of a company set up to perform a specific task. The SBU has its own business
strategy, objectives and competitors and these will often be different from those of the
parent company. Research conducted in this include the BCG Matrix.
This approach entails the creation of business units to address each market in which the
company is operating. The organization of the business unit is determined by the needs of
the market.
Self-orientation is divided into three parts (1) Principle oriented: having set views.
(2) Status oriented: influenced by other's thinking. (3) Action oriented: seeks
activity, adventure, and variety. The eight basic lifestyle groups are (1) Actualizers,
(2) Fulfillers, (3) Believers, (4) Achievers, (5) Strivers, (6) Experiencers, (7) Makers,
and (8) Strugglers.
EBITDA
EBITDA is the initialism for earnings before interest, taxes, depreciation, and amortization.
It is a non-GAAP metric that is measured exactly as stated.
EBITDA differs from the operating cash flow in a cash flow statement primarily by excluding
payments for taxes or interest as well as changes in working capital.
EBITDA also differs from free cash flow because it excludes cash requirements for replacing
capital assets (capex).
EBITDA Margin refers to EBITDA divided by total revenue. EBITDA margin measures the
extent to which cash operating expenses use up revenue.
Gross margin, gross profit margin or gross profit rate is the difference
between the sales and the production costs excluding overhead, payroll, taxation,
and interest payments. Gross margin can be defined as the amount of contribution
to the business enterprise, after paying for direct-fixed and direct-variable unit
costs, required to cover overheads (fixed commitments) and provide a buffer for
unknown items.
gross profit or sales profit is the difference between revenue and the cost of
making a product or providing a service, before deducting overhead, payroll,
taxation, and interest payments.
Items in P/L Ac
What ratios do we see in Construction Company?
Leverage ratios?
It might mean that the company is doing good in terms of profit or they
have reduced its equity base.
No, never. Current ratio should not be the only ratio for our judgment
criterion. It means that Company does not have enough cash for payment
of short term expenses.
No Difference
What is liquidity?
1. The degree to which an asset or security can be bought or sold in the
market without affecting the asset's price. Liquidity is characterized by a
high level of trading activity. Assets that can by easily bought or sold, are
known as liquid assets.
ROCE
A variation of this ratio is return on average capital employed (ROACE), which takes the
average of opening and closing capital employed for the time period
Because there are differences between what a company can deduct for
tax and accounting purposes, there will be a difference between a
company's taxable income and income before tax. A deferred tax liability
records the fact that the company will, in the future, pay more income tax
because of a transaction that took place during the current period, such
as an installment sale receivable.
CAPM Model
The CAPM says that the expected return of a security or a portfolio equals
the rate on a risk-free security plus a risk premium. If this expected return
does not meet or beat the required return, then the investment should not
be undertaken
Types of debt
A company uses various kinds of debt to finance its operations. The
various types of debt can generally be categorized into: 1) secured and
unsecured debt, 2) private and public debt, 3) syndicated and bilateral
debt, and 4) other types of debt that display one or more of the
characteristics noted above
Contingent Liability
Contingent liabilities are liabilities that may or may not be incurred by
an entity depending on the outcome of a future event such as a court
case. These liabilities are recorded in a company's accounts and shown in
the balance sheet when both probable and reasonably estimable.
Debt covenants, also called banking covenants or financial covenants, are agreements between a
company and its creditors that the company should operate within certain limits.
The conditions agreed to vary. A company may, for example, agree to limit other borrowing or
to maintain a certain level of gearing. Other common limits include levels of interest cover,
working capital and debt service cover.
What is capital budgeting? What are the various
tools used in capital budgeting?
Capital budgeting (or investment appraisal) is the planning process used to determine whether a
firm's long term investments such as new machinery, replacement machinery, new plants, new
products, and research development projects are worth pursuing. It is budget for major capital, or
investment, expenditures.
Assuming that the cash flow calculated does not include the investment made in the project, a
profitability index of 1 indicates breakeven. Any value lower than one would indicate that the
project's PV is less than the initial investment. As the value of the profitability index increases,
so does the financial attractiveness of the proposed project.
What is the impact of inflation on discounting?
The capital markets consist of primary markets and secondary markets. Newly formed (issued)
securities are bought or sold in primary markets. Secondary markets allow investors to sell
securities that they hold or buy existing securities.
- Banking
Candidate 1:
1.Tell me something which is not in your CV.
Candidate 2:
1.Tell me something about yourself.
2.Why should we take you?
3.How will you adjust yourself to places we place you?
4.Suppose we have a nerolac dealer you have to convert to asian
paints dealer.How will you do it?
5.What is positioning?
6.What research have you done about asian paints apart from the ppt?
7.You have participated in finance forum.Why marketing when you are
interested in finance?
8.What is product life cycle?
9.What is the concept of marketing?
10.What is brand equity?
Candidate 3:
1.What is product life cycle?
2.What is BCG matrix?
3.What is pricing?
4.What do you understand by marketing?
5.Why do you want to pursue marketing?
6.What do you know about asian paints apart from PPT?
7.Tell me the most adverse situation in which you were and how did
you get out of it?
8.What are the four P’s of marketing?
9.What is production cost?
10.What are the concepts of marketing you have learnt?
11.Porter’s five factor theory?
Candidate 4:
1.What are the four P’s of marketing?
2.OB’s Maslow theory?
3.Tell me something about yourself which is not in your CV.
4.What work you did in NGO?
5.Personal questions from CV regarding extra curricular activities?
6.What is product life cycle?
7.What is BCG matrix?
8.What is your passion in life?
Candidate 5:
1.Tell me something about yourself which is not in your CV.
2.Why Asian Paints?
3.If you were suppose to recruit a person how would you go about it.
4.What did you study in OB?
5.What’s the difference between attitude and personality?
6.Maslow’s hierarchy theory?
7.What is ERG theory?
8.Who proposed two factor theory?
9.Why Asian Paints?
10.How did you prepare for asian paints?
11.If not asian paints then which other companies have you applied
for?
Candidate 6:
1.Tell me something about yourself which is not in your CV.
2.Tell me the most adverse situation in which you were and how did
you get out of it?
3.What is product life cycle?
4.4 P’s and 2 new P’s?
5.OB’s Maslow theory?
6.3 things you would tell a competitor dealer to convert him to asian
paints?
7.Suppose you are in my seat and I am in your then what you would
look for ?
8.Three areas of improvement?
9.3 methods of pricing?
10.What is discount?Pricing or promotion?
Candidate 7:
1.Brief introduction.
2.If you are self motivated then which theory of OB fits in it.
3.Personal work experience related questions.
4.Why HR?
5.You have self motivated people in team.Is your job of motivating
them over?What kind of projects you would like to do if given a choice?
6.What is the relation between HR and IR?
7.What is competency?
Candidate 8:
1.Tell me something about yourself which is not in your CV.
2.Job profile,responsibilities,academic projects,BCG matrix,market
scheming
3.What is brand/line extension.
4.What are the different types of pricing?
5.What are your hobbies?
6.Sell the product(given in the academic project of the candidate).
7.What are the different types of discount and market scheming?
Candidate 9:
1.Maslow’s theory.Two factor theory.
2.Why Asian Paints?
3.Have you reached the self actualization stage?Who do you think has
reached?
4.What innovative things have you done at IMT?
5.What all have you studied in OB?
6.Personality and job difference.
7.What is job analysis?
Candidate 10:
1.4P’s of marketing +3 extra P’s
2.Brand value,brand identity,brand definition
3.What project would you want to do?
4.BCG matrix.Where does question mark appear?
5.How to find potential market?
6.What is a product life cycle?
HR QUESTION
TECHNICAL
All samples of the same size have an equal chance of being selected from the
population.
• What is CPM?
ANALYTICAL QUESTIONS
• Let’s say Pepsi is losing its market share to Coke in a particular
cluster, say Banadra in Mumbai. You as a researcher tell me what
is the information you will collect and from whom if you have to
tell Pepsi why they are losing market share.
• Showed Data:
High Middle Low
Incom Incom Incom
e e e
%age of households where 30 50 66
housewives go to shop for
rice
Why this decreasing trend?
• options given:
a. Launch a premium brand of Peter England.
b. Launch South Indian McDonald.
c. Convert Air India into Kingfisher.
d. One more similar option.
o Choose which option you would like to do and why?
• Suppose sales of Surf Excel are declining. What kind of research
you would like to do.
• Case:-Fertilised company optimistic about growth
• Stock prices are declining. Carry out the best research.
• FIFA 2008 Market potential? How would you research?
• Past data/ forecasting/ piracy …?
o Case: - “mobile + internet + satellite connection”
o Say 10 uses/applications so that it can be sold to the
marketer?
• ‘Super Rice’ case-further analysis. Why lesser women go to buy
rice when they are from high end segment?
• Situation:A hindi version launch of operating system.What are the
problems in targeting the software?
• Case:-Internet Penetration is not high while mobile penetration is
very high. So what steps the government should take?
• Case on ‘mobile,internet,satellite connector.’You are supposed to
market it.Give 10 points of its usability.
• What is your take on marriage?Do women make good managers?
• Where would you like to work?Technological clients or service
oriented clients?
• 3.’Stock Market Case’.What do you study?What are the flaws?
Why changes are needed?
• Your take on stock markets.
INTERVIEW QUESTIONS OF IMRB
Candidate 1:
1. Tell me something about yourself which is not in your CV.
2.How much u succeeded in asian paints?Then why you did not except
the offer?
3.Technical Questions like-scaling/cluster/MDS/factor analysis.
4.Case given,asked to study and solve.Looked for analytical approach,
5.Questions about family,dad’s business.Why you did not join dad’s
business?
6.Questions about past projects.
7.Anything you want to ask us.
The candidate had worked with IMRB
Candidate 2:
1.Tell me something about yourself which is not in your CV
2.Why MR not equity research?
3.Why IMRB finance profile?Why not marketing?
Case:-Fertilised company optimistic about growth
Candidate 3:
1.Tell me something about yourself.
2.Your profile shows you are inclined towards Finance, why MR?
Candidate 4:
1.Why MR?
4.Family Background.
7.If not selected then what? Do you have any backup plans?
8.Do you always need to conduct causal research to find the cause
effect relationship.
Candidate 5:
1.LAN gaming – online. (1 st prize).
2.HR: - like speed? Regnault?
3.FIFA 2008 Market potential? How would you research?
4.Past data/ forecasting/ piracy …?
5.Problems in MR? How to remove piracy?
6.HR: - family? Business?
7.How is the mood outside? FEEEDBACK??
8.Schooling performance? Why poor….
General overview: - not technical, not taxing. Question generated from
answers given by candidates.
Candidate: 6
Candidate 7:
1.What did you do to pass your time during dinner?
2. Tell me something about yourself which is not in your CV.
3.You have done all finance projects.So why take marketing?
4.You were in placecom,so you have experience of selling,then why not
go into sales?
5.Why MR?Why IMRB?
6. .Do you have any location or any department preferences?
7.Why not Mumbai?
‘Super Rice’ case-further analysis.Why lesser women go to buy rice
when they are from high end segment?
8.Would you pursue MR?
(talked about leaving it by mistake)
Candidate 8:
1.What are mean,median,mode?
2.Situation:A hindi version launch of operating system.What are the
problems in targeting the software?
3. Tell me something about yourself.
4.Which location you would like to work at?
5.Do you have any question?
Candidate 9:
1.Tell me something about yourself.
2.Question fron CV-ANN Project.What is the difference between
artificial and neural network?
3. .What are mean,median,mode?
4.What is Kurtosis skewness?
Case:-Internet Penetration is not high while mobile penetration is very
high.So what steps the government should take?
5.Why IMRB?
6.Why MR and not sales?
7.Do you have any location or any department preferences?
8.Why you are so desperate to go to MR?
9.You are good at technical skills then why take up MR?
10. .Do you have any question?
11.Which website shows overlapping divisions?
12.What is the difference between ‘z’ test and ‘t’ test?
13.Why is the no.30 criteria of ‘t-test’ so significant?
Candidate 10:
1. .Tell me something about yourself.
2.What do you do in free time?Your hobbies,family background etc.
3.Questions about hobby of singing in details.
4.Skills developed during MBA?
5.Asks about internet.New launches by Microsoft/explorers.
6.What is stratified sampling/quota sampling/clustered sampling?
7.What are the different types of scales?
8.Male and female-is it a type of scale?If yes why?
9.Why IMRB?Why MR?
10. Do you have any location or any department preferences?
11.’Super Rice’ case surface explanation.
Candidate 11:
1.Tell me something about yourself which is not in your CV.
2.Why IMRB?Why MR?
3.Case on ‘mobile,internet,satellite connector.’You are supposed to
market it.Give 10 points of its usability.
4.What is your take on marriage?Do women make good managers?
5.Where would you like to work?Technological clients or service
oriented clients?
6.Why you want a job in marketing?
7.Why you refused ‘Leo Brunette’ PPO?
8.Questions about family background.
Candidate 12:
1.What is kurtoisis,skewness?
2.’Rice’ case linked to MR
3.’Stock Market Case’.What do you study?What are the flaws?Why
changes are needed?
4. Tell me something about yourself.
5.Your take on stock markets.
6.Why not interested in finance?
7.Why IT?
8.Why IMRB?
9. . Do you have any location or any department preferences?
10.Do you have any question for the panel?
11.Can we change departments?
Answers-difficult to change.
12.Relate ‘brand equity’ to ‘y=mx+c’
13.You have a background of economics+finance.Then why take up
marketing?
14.Why in stock broking?’Research project basic in finance’
15.Questions from family background
Candidate 13:
1.Technical questions like-what is a normal curve?What is a slope?How
you relate normal curves with marketing?
2. Do you have any location or any department preferences?
3. .Why IMRB?Why MR?
4.A switch from finance to MR?Why so?
5.Would you pursue MR for long?
The topics for the GDs conducted by SBI for the Final Placements of
Batch
2007-09, were :
3) Has Globalization really helped India? What are the dangers lurking
on
the horizon?
So, make the best use of this list. All the very Best!
TCS QUESTIONS
CRISIL QUESTION
Rakesh
Sweta
• Net Cash Ac
• tell me abt yourself
• SIP? What did you do? SAIL Co.
• How did you evaluate the company?
• What were the risks in the sector?
• SAIL Probs?
• EBITDA Margin of SAIL vs. other comp
• ROCE, Def Tax Liability, what is liquidity?>
• DSCR?
• Cash flow from operations?
• why MBA after engg?
• If you were supposed to give two names except yours for the job
who would they be?
• family background
• If the gearing as well as the DSE of the comp is good why does
the comp delay payment if interest?
Sumit
• about yourself
• why CRISIL
• ROCE
• Def Tax Liab
• Cash flow from operations?
• Contents
• SIP? Analysing and comparing diff sources of fund mobilization
• US Treasury bonds & Indian bonds
• Risk Period
• CAPM Model
• Net working capital , when can it be (-)
• Current Ratio - what values - even if CR is/ why the comp is facing
liquidity crisis?
Nikita
• about family
• why not family business?
• ROCE ? Implication? NOI calculatn
• SIP? What did you learn? What solution?
• fundamental analysis - how do you start - how do you check
• from investors point of view what ratios will you check?
• DSCR
• how will you check liquidity if a comp?
Mayank
• Tell me something about yourself..
• What were your projects? Sip?
• Unitech...Real Estates....What effects?
• What would be the right ratios? The perspective of toll bridge
company.
• When market fell in 2008 how did the real estate revive since
then?
• When would the revenues for the toll bridge company fall?
• Why did the pricing of commodity market rise in 2008 and when
will again? What was the reason for the same?
Karan
• What is constant net debt of a company?
• Types of debt
• What is EBIT?
• Yearning Ratio?
• Pension fund deficit?
• Asset retirement obligation?
• Securitization?
• Contingent Liability?
• Why so much difference in school , college and MBA marks?
Hemant
• Family Background?
• Business—Risk in gold and silver jewellery industry?
• What will you ask a company if all the HCs of credit are good?
• How will you analyse whether a company has a seasonal demand
or a straight demand depending upon its annual (only) balance sheet
and income statement?
Dhaval
• DSCR?
• ROCE?
• Revenue Management—Paper Presentation
• Why crisil?
• Family background
• Do you have any questions?
• Deferred tax?
Apoorv
• About yourself?
• ROCE?
• Can operation margin be 100%?
• Can PAT margin be 100%?
• Family?
• Any Questions?
o Chances of growth?
o Scope of research?
• Ressesion?—Why? How? How is India affected? (Textile)
Anas
• ROCE?
• If you are comparing FMCG and Steel industry and if the leverage
and debt covenants is same..Which industry would you be concerned
about?
• EBIT?—Can it be 100%?
• What are you learning from your job?
• Deffered tax liability?
• Family?