jouueyp [eLISNpUr jo amgeu oyy aTe IByM saotaras [BLSMpuT Jo SuaeyreUr uTEldXg gqonpoad Mou [BHJsnpur jo vorPoYrssepD O42 ore TEU sa004d quowdopaaop yonposd mau Jo sodeys oyp are FEY ABaqerys qonpoad yeuysnpur ur soSueyo oyy ome FEU jSunoyzeut Teuysnpur jo sonsHojowreyo yy Ome -TVYAL suorjsonb gf A] Aue domsuy (syxeut 0g = 9 x ¢) — V NOLLOUS syaeur QoL: wNUTXE| sanoy aay, : OWL, ONILAMUVN TVIMLSNGNI sunayaey soqsoutog PAN, p10% ANNE ‘NOLLVNINVXE ARUOAC "WIN 008 WINN9. 10. 13. 16, What are the factors influence industrial pricing decision? What are the hierarchy of marketing strategic planning? SECTION B — (5 x 10 = 50 marks) Answer any FIVE questions. xplain classification of industrial products and services What are the differences between industrial and consumer marketing? Briefly explain the industrial buying-decision process. xplain the scope of industrial marketing research. Explain industrial product life cycle and strategies. Explain the tasks of physical distribution. Explain the role of advertising in industrial marketing. Describe the industrial pricing strategies 2 MBMM 3003 detail of the proposal stated the following splitting up of the expenses Rs. 40,000 towards salaries and Rs, 30,000 towards travelling expenses of 2 sales personnel who would be transferred from Bangalore to Chennai. Questions (a) What decision would you take if you were in place of Mr. Nathan? (b) Do you feel the proposal of New sub-office is economically justified against the stated policy of the company? If yes, why? If No, then how could it be made justifiable? 7 MBMM 3003 ie008 WANE e jo Ayrunxoad oy 0} onp ‘weyeurey! uy -pourerdxo ‘aq pfnoo squawaduese 043 yorum Aq ayn Uo Ou SEM dua] YoNS s¥ pure sIvOA TeLOAIS UMOAS pey yxomrou uorngiystp s,suduioo oy “worse aatjue oy2 Oo} sales Surfooy Jo} axyUeo BuLyoys ay) SB pash sem “YoryM ‘oxopeBueg 4” UMOpOS Be pourmuru ose Aueduoo ayy, “epeIey, pur npey [UBL “wyPIeUARY, UT SopEs Loy aqisuodsoa stm oropedug 1 aoyjo yeuorar oy, ‘geSuvut [euorser B 4q papeoy 9 ‘oqopedueg pue enexoy ‘THE MON Ie saotyo youvag pey I pue Tequinyy UL poyeNsis 210.0 sonjo puoy puv A10joej Suvduioo ayy, ‘suoMeor[dde snoroumnu ul doaou aurrad ¥ se pasn aq pynoo 1843 damod asioy Jo oduBA apIM w JO SIOJOUT d1UOIVDeIa Bunoyem pue Surnpemucu jo ssoursnq oy} UL sem Sueduios ayy, “ysoroyUT UNI-UOT Se [TM su una qLoys sAuvduog oy3 UT oq pnom uorst99p ysoq oq) TeYM Suropisuoo sem puR TeUUOYO ut aoyyo - qns v Sutuado a0 oropeSuug Jv JeBeUBUE jeuorSor sty mo [esodord B paateoer “pyT 09 [eownoa[g xedy Jo xoeuwur sopes ‘ULYIEN “AT “py Suedwiog Jeounooyg xody Suneyaepy TeLMasnpuy Apnas ase “$x0s[ndwiog (syareut 0% = 02 x 1) — 0 NOLLOAS CL S008 WWW 9 ay3 ‘sBuiyy aayjo Buowy “sesuadxe jo eadna sod so[es Qe “Sy Jo ONNBA B BurAaryoR UaYs “YALL ST “SU. qe soyjo-qns reuuoyy ay) Jo sesuedxe poyeunse’ pur avok yxou qe NJ, Ul payadxe oq pros WALT 09 “SY Jo eoo1gy sopes IBY} payers [esodosd MUL WPL OF “SY O40M NAL UE soles oyR ‘STYI JO WAR] p “Sy sastradxe pus oxox Z ‘sy atom soyes OYy ways wos snotaard ay] UI Og SBA OBA SI} BYIO aaopeduvg oy} Jog ‘osuodxo jo oodna sod sajes Jo oyjea paxy & aAeTyoR 0} odYJO BUOLBor ayy UO Suysisut jo Aoyod yous v pey AuBdwoo oy, TYVIM 31U]S 0} Nab 40ye Yoo] pfnom yorym ‘reuuayg 4B ooygo-qns v Buruado 40} jesodord popreyop v poyytugns Mou pey doSeuew peuorser oy) ‘A[Burprosoy “asore poott B Yons JI ‘TOMALAYSIP oy) JurTeBe oseo BuToUTAUOD v dn qnd oy posn oq plhoo yey} woreUoFUT [eNqowy a1OW! yoa[JOo p[nos aoyJo-qns ey3 ‘ToAoce10;] “saonoead a[quatsapun uo yoy owuojNE UE ynd os[e pmom yt “Goya Suyoyreur sty UT JomMgLySTp ayy Burdjey jo osodind poawpoop oy3 soy aq PINOM sty a[LYAA “ToINGLAySTp oy} Jo sxozreNbpLoYy ay} -‘Teuuayg 78 cogjo uv uodo 0} sum apt auo puw I JnOge sBuTYOWIOS Op o} snorxuE Geaamoy ‘sem URYIEN “AN “Woyqord sty Twop pue 19948 0} pey ay Jf papsou sem Surypem odonysy alos 1ey} pazifwar UREN “AP ‘oSvuBut soyes ayy yt YaST Je AoyVeUT sTyy possnosrp pey oFthe regional headquarters, the “distribution network was closely controlled by the regional office. The company have general dealers covering sales and they all purchased goods directly from the regional office. All the dealers got a fixed discount. The ultimate price for ‘the customers were fixed by the company. Each dealer covered a specific area, which was generally one to several districts and the company discouraged the inferences of one dealer in another's territory. However, in the cities of Bangalore and Mysore, there were more than one dealer. They collectively covered the sales in the city. The company salesman regularly contacted the dealers and the office maintained good marketing information. In the states of Tamil Nadu and Kerala, however, the arrangement was quite different. Due to some historical reasons, all the sales in this territory were channelled through one distributor. This distributor in turn had appointed his our dealers to cover the cities of Chennai and Kochi and other district in these 2 states. The regional office, therefore, had very little information on the exact marketing set-up in this territory and the distributor operated almost independently. On general occasions, the regional manager had attempted to bring the distributor under closer control. He had the impression.that the company was not able to exploit the full potential of the region due to the authoritarian rule of the distributor. 4 MBMM 3003 He occasionally received reports that the distributor was not even aware of certain important. tenders floated in the region and that on other occasions he had not bothered to submit quotations in time. There were also complaints from dealers that they did not get a fair deal and would instead prefer to deal with the company directly. The sales and service personnel of the regional office used to visit the states of TN and KL only when requested specifically by the distributor. Their independent visits were generally objected to by the distributor, as it would mean by passing him. The real problem behind this was that the distributor had, in the « initial stages, given considerable financial help to the company. He was also an important shareholder. and thus had connections at the highest level. This did not mean, however, that the top management was prepared to sacrifice the company’s interests. But at the same time they preferred to leave the distributor undisturbed. The regional manager felt that the little prices of negative feedback he had received could be tip of the iceberg. However, in the absence of any information, he could not put up a convincing case against the distributor. He had always been helpless wherever some dealer working under the distributor complained to him. He felt it would seriously affect their morale if they realised that the company could not control the distributor. 5 MBMM 3003