Case Study 1 ;

1. a.Each organization has its own corporate culture. Personnel policies are essential for informing new employees of expectations, they keep the workplace running smoothly, and maintain the corporate culture. Organizations adopt personnel policies because they give the employees guidelines on how to behave in the organization. Some of the benefits of personnel policies are increase in productivity, efficiency in goal achievement and employee equality.

Personnel policies are guidelines that an organization or company creates to manage its workers. Personnel policies describe the type of job performance and workplace behavior an organization expects from its employees, and what type of compensation and opportunities for advancement it is offering in return. The rules, requirements, benefits and opportunities outlined in personnel policies are often viewed as a reflection of an organization's values and goals.
Recruitment and Selection Policies pertaining to the recruitment and selection process are the foundation of building any workforce. You must have a plan for creating applications, how to prequalify applicants, how applicants move up to become a candidate and other employment procedures. This set of policies also benefits current employees who refer applicants to your business. Training and Professional Development Provisions for employee training and development are included in human resource policy documents because it informs employees of the kind of professional development available to them. In addition, policies related to training and development assistance in the formulation of employee development plans or performance improvement plans. Training and development policies serve as an outline of educational benefits available to current employees. Handling Employee Concerns Many companies have written procedures for handling employee complaints, whether they are internal, informal complaints or allegations made about the employer to enforcement agencies. The benefit of this policy is to document your companys commitment to nondiscriminatory practices and how such complaints are resolved. These policies also benefit employees because they provide important information about workplace communication in the event an employee is unsure of who she contacts to discuss any concerns or problems. Workplace Safety In a time when more than worker safety in the performance of her job is the primary issue addressed in safety policies, employers distribute policies that address matters such as workplace violence. These

types of policies are generally discussed in detail with employee groups; an emergency evacuation policy isnt effective if you dont discuss it until the emergency happens. Another benefit to having a human resources safety policy is adherence to federal and state guidelines for workplace safety. Organizational Structure An introduction to the human resources policy manual explains the organizational structure, what departments fulfill which expectations and company leadership. In the introductory section, many employers also explain the company philosophy as it is related to customer service, co-workers, leadership and business ethics. Ethics statements are extremely popular, especially in a world where social responsibility is observed by so much of the population. This section of a human resources policy manual may also state the company's compliance with federal, state and local anti-discrimination laws. Employment Rules Employees are accustomed to learning specific workplace rules such as dress code, discipline procedures, parking, attendance and working hours, holidays, employee benefits and payroll dates. The human resources policy on these issues is easy accessed by employees who have questions, or reviewed by new employees eager to learn more about their new employer. The benefit is that you have a written commitment to employees about the operation of the business.

2. PERSONNEL POLICY Personnel policies constitute guide to action. They furnish the general standards or basis on which decisions are reached. A policy is man-made rule or predetermined course of action that is established to guide the performance of work towards the organization. It is a type of standing plan that serves to guide subordinates in the execution of their work------------- Edwin B. Flippo. Policies include that body of understanding which makes the action of each member of group in a given set of circumstances more predictable to other members. --------Haynes and Massie. Policies are general statement or understanding which guide or channel thinking in decision making of subordinates. ------Koontz and ODonnell. Personnel policies are statements of objectives for the guidance of management in its relations with employees. ORIGIN, DEVELOPMENT AND SOURCES OF PERSONNEL POLICIES Policies stem from a wide variety of places and people. They are not created in a vacuum but are based on a few principal sources, which determine the content and meaning of policies. These are: The past experience of the organization. The prevailing practices. The attitude, ideals and philosophy of the board of directors.

The knowledge and experience gained from handling personnel problems. Employees suggestions and complaints. Collective bargaining programme. State and national legislations. Changes in the countrys economy. International forces. Culture of the plant. The extent of unionism. The attitudes and social values of labour. The goals of the organization. The ethical points of view or the social responsibility.

OBJECTIVES OF PERSONNEL POLICY Attention on objectives of the organization. Maximum individual development and satisfaction. Maximum use of resources. Offsetting uncertainty and change. Good industrial relations. Better control. Morale. Consistent treatment. Continuity of practice.

CHARACTERISTICS OF PERSONNEL POLICY 1. A personnel policy is formulated in the context of organizational objectives. 2. A policy may be in written or it has to be interpreted from the behaviour of organizational members particularly people at top. 3. A policy is formulated through the various steps in the decision making process. 4. It provides guidelines. 5. Policy formulation is a function of all managers, however top management has important role in policy making. 6. Policy statement should be positive, clear and easily understood by everyone. 7. It provides two-way communication. 8. It should be balanced and maintain consistency.

PRINCIPLE OF PERSONNEL POLICY Principle of common interest Principle of development

Principle of recognition of work Principle of recognition of trade unions Principle of participation Principle of change STEPS IN POLICY Initiating the needs Fact findings Putting the policy in writing Communicating the policy Evaluating the policy. CONTENTS OF PERSONEL POLICY Name of the company. Procedure and techniques of recruitment and selection. Organizational relationship---allocation of work authorities and responsibilities. Working conditions. Training and development--- full details regarding planning objectives and methods of training. Procedure of handling the grievances. Rules and regulations. Joint consultation. Line of authority. Collective bargaining. Industrial relations. Health and safety. Welfare. Wages and salaries.

3.

MAIN POLICY STATEMENTS 1. Employment Policy----------to obtain suitable qualified and experienced personnel and to enable them to derive satisfaction from employment by offering them attractive wages, good working conditions, security and opportunities for promotions. 2. Training policy-------to provide adequate training facilities to enable employees to learn to do their job effectively and to prepare themselves for promotions. 3. Wage and salary policy-----to pay wages and salaries that compare favourably with those of other firms locally within a structure that has due regards for recognized differentials and individual ability. 4. Industrial relation policy-----to operate adequate procedures for dealing with disputes and grievances quickly and make every effort to improve relations between management and employees through the use of participative method. 5. Welfare policy-----to safeguard the health and safety of all employees and to provide such welfare and social activities as are sincerely desired by employees and are mutually beneficial to them and company.

4. Principles of personnel policy Management Management for us means assuming responsibility for our stakeholders and delegating at the right level. We achieve both predefined and individual goals regardless of personal preferences and while maintaining equal opportunities, irrespective of origin, nationality, sex, sexual orientation, religion or age. Managers challenge and motivate, in the same way as they themselves are challenged and motivated. Employment plan The employment plan is discussed annually by the Board of Directors as part of the budget meet-ing. In principle, we want to avoid any labour reserves. We cover peak times using interdepartmen-tal support, overtime or temporary employees. Staff development

We demand a high level of commitment and qualifications. We encourage the development of technical and social skills through training and further education. Because we invest a lot in our employees, we strive to maintain long-term employment relationships. We support young people by offering apprenticeships and/or internships. Social aspects We offer progressive working conditions and competitive employee benefits. We also provide assistance for employees who use public transport and help with health insurance provisions. Smok-ing is only permitted in designated areas. Salaries Our system ensures that our salaries are competitive, gender-neutral and meet requirements. The basic salary is the main component of the salary. In addition there is a variable component which is dependent on the extent to which individually agreed targets are achieved and on the operating performance of the company as a whole. More details are available in the Employment Regulations. Job structure We offer a practical infrastructure with modern, if not fashionable, working tools. Depending on the position, we are open to flexible working hours. Information, communication and behaviour Regarding information and communication, we practice the principle of reciprocity: actively communicate information and actively obtain information. We behave in a respectful, loyal, open and honest manner, and act with integrity. We complete our tasks with dedication and to the best of our knowledge. Working environment We work in an environment of mutual trust. We hold joint events to build team spirit and mutual understanding.

Case study 2:

1. recruitment provides a desirable number of candidates for an organization's open positions. Recruitment also manages the costs in time and money for hiring employees. Recruitment enables the organization to meet social and legal obligations. By sourcing, developing and recruiting candidates, recruitment facilitates the organization's hiring process.

The recruitment process is one of the most fundamental value added HR Processes. The recruitment is especially critical for managers in the organization. The managers use the recruitment process intensively, and satisfaction with Human Resources is mostly about the satisfaction with the recruitment process. The recruitment process is sensitive to the external and internal changes, and it can be used as the best indicator for the future HR trends. By careful analysis of HR Recruitment Measures, the

HR Management team can predict the trends in the job market simply. Main Recruitment Process Goals The recruitment process is designed to staff the organization with the new employees, and it uses many different recruitment sources to attract the right talent in the defined quality and within a defined time. The recruitment process has several goals: Find the best talents for the vacancies Manage the recruitment sources Manage the vacancies in the organization Run the internal recruitment process Building the strong HR Marketing platform Co-operation with local and international universities Provide feedback about the trends in the job market Most recruitment goals are not visible to managers directly, and they use just sourcing of the job candidates as the main outcome from the recruitment process. HR has to use the other outcomes from the recruitment process as it is the source of valuable information. Finding the best talents on the job market This is the most important goal of the recruitment process. The HR Recruiters are paid for delivering the candidates to managers, who make the final decision about hiring a new employee. The organizations are fighting for the best talents in the job market. HR Recruiters have to develop the competitive approaches to make the attractive job offers. The candidates select the organization, which is recognized for being modern and competitive. The job adverts and job offers have to reflect this. The managers love to hire the best employees available on the job market. They love to interview motivated job candidates. The role of HR is to describe the real need to the manager. Many times, the best job candidate is not the appropriate job candidate. Recruitment Sources Management The recruitment sources management is an extremely significant goal of the recruitment process. The recruitment sources deliver the candidates for the selection procedure in the organization. The better the candidates are; the higher quality job candidates can be hired. The proper management of the recruitment sources has a significant impact on the competitive advantage of the organization. The better employees do not have to be more expensive, but the organization has to manage the recruitment sources to attract the high quality job candidates. Building the Strong Internal Recruitment Process The external recruitment is not the only goal of the recruitment process. Building the strong internal recruitment helps the organization to keep the best talents in the organization. The employees have a chance to apply for a new job position, and they can change their career path. The internal recruitment is a difficult HR topic as the managers have to allow their best employees to take a new role within the organization. The role of Human Resources is in allowing the best employees to rotate and in supporting the managers in developing the

successors. HR Marketing The HR Marketing is essential for the large organization, which need to attract many job candidates. The large organization cannot hire just the experts; they have to attract many university graduates. The graduates do select the employer by the strength of the brand name on the job market and offered opportunities in the organization. The HR has to design the recruitment activities, which support the name of the employer on the job market. The organization has to build a positive brand name, and it has to promote the job opportunities and excellent career paths. 2. Factors Governing Recruitment: Given its key role and external visibility, recruitment isnaturally subject to influence of several factors. These include external andinternal forces. External Forces: Of particular importance is the supply and demand of specific skills in the labour market. If the demand for a particular skill ishigh relative to the supply, an extraordinary recruiting effort may be needed.When the unemployment rate in a given area is high the companiesrecruitment process may be simpler. The number of unsolicited applicantsis usually greater, and the increased size of the labour pool provides betteropportunities for attracting qualified applicants. On the other hand, as theunemployment rates drops recruiting efforts must be increased and newsources explored.Labour-market conditions in a local area are of primary importance inrecruiting for most non-managerial, supervisory and middle-mgt. positions.However, so far as recruitment for executive and professional positions areconcerned conditions of all India market are important.Another external factor is political and legal considerations.Reservation of jobs for SCs, STs, minorities, and other backward classes(OBCs) is a political decision. The companies image also matters inattracting large number of job seekers. Blue-chip companies attract largenumber of applications. Often, it is not the money that is important. It is theperception of the job seekers about the company that matters in attractingqualified prospective employees. Internal Factors: There are certain internal forces which deserveconsideration while recruiting personnel. One such internal factor is the recruiting policy of the organization. Most organizations have a policy onrecruiting internally (from own employees) or externally (from outside theorganization).Generally, the policy is to prefer internal sourcing, as own employees know the company well and can recommend candidates who fitthe organizations culture. Another related policy is to have temporary and part-time employees. An organization hiring temporary and part-time employees is in a less advantageous position in attracting sufficient applications. MNCs operating in our country prefer local citizens as they can understand local languages, customs and business practices well. A major internal factor that can determine the success of therecruiting programme is whether or not the company engages in HRP.Effective HRP greatly facilitates the recruiting efforts.Size is another internal

factor having its influence on the recruitmentprocess. An organization with one hundred thousand employee will findrecruiting less problematic than an organization with just one hundredemployees.Cost of recruiting is yet another internal factor that has to beconsidered. Recruiting cost are calculated per new higher and fig. isconsiderable now-a-days. Recruiters must, therefore, operate withinbudgets. Careful HRP and forethought by recruiters can minimizerecruitment costs. One cost-saving measure, for instance, is recruiting formultiple job openings simultaneously. The best solution is to use proactivepersonnel practices to reduce employee turnovers, thus, minimizing theneed for recruiting. Evaluating the quality, quantity and cost of recruitmenthelps ensure that it is efficient and cost-effective.Finally, an organization registering growth and expansion will havemore recruiting on hand than the one which finds its fortunes declining.

3. AN OVERVIEW OF THE PROCESS ----------------------------------------------------------------------------------PROCESS ELEMENTS FOR ALL POSITIONS ---------------------------------------------!------------!---------------------STEP 1 PREPARING JOB ANALYSES PREPARING JOB DESC ---------------------------------------------------------------------------------STEP 2 PREPARING JOB SPECS ----------------------------------------------------------------------------------STEP 3 DECIDING TERMS AND CONDITIONS OF EMPLOYMENT [ MEETS ALL GOVERNMENT REGULATION ON EMPLOYMENT CONDITIONS] -----------------------------------------------------------------------------------STEP 4 ADVERTISING [COPY/MEDIA PLAN]

except for senior positions [ head hunting]

[ MUST REFLECT TRUTH, NO FALSE INFORMATION, NO GENDER BIAS, NO DISCRIMINATION,NO AGE BAR, ETC] --------------------------------------------------------------------------------------------------------------------------------------STEP 5 INTERNAL APPLICANT EXTERNAL APPLICANT except for tech [ outsourcing ] ONLINE APPLICANT and senior positions [ head hunting] -------------------------------------------------------------------------------------------------------------------------------------STEP 6 SIFTING APPLICATIONS ----------------------------------------------------------------------------------------------------------STEP 7 PERSONAL INTERVIEW -INDIVIDUAL PER TO PER ----------------------------------------------------------------------------------------------STEP 8 -PANEL INTERVIEW ------------------------------------------------------------------------------------------------------STEP 9 -SELECTION BOARD only for senior positions ------------------------------------------------------------------------------------------------------STEP 10 TESTING [ BEHAVIORAL] -PSYCHOLOGICAL procedural element for all positions except senior position -PERSONALITY procedural element for all positions except senior position -ABILITY procedural element for all positions except senior position -APTITUDE procedural element for all positions except senior position -PSYCHOMETRIC procedural element for all positions -----------------------------------------------------------------------------------------------------------------------------------STEP 11 TESTING [ TECHNICAL ] only for tech. positions -----------------------------------------------------------------------------------------------------------------------------------STEP 12

ASSESSMENT CENTRE only for senior positions -POTENTIAL ----------------------------------------------------------------------------------------------------------------------------------STEP 13 OBTAINING REFERENCE procedural element for all positions ---------------------------------------------------------------------------------------------------------------------------------STEP 14 CHECKING REFERENCE procedural element for all positions ------------------------------------------------------------------------------------------------STEP 15 MAKING DECISION procedural element for all positions [ NO DISCRIMINATION, NO COLOR BAR, NO SEX DISCRIMINATION, PURELY ON MERIT ] -----------------------------------------------------------------------------------------------STEP 16 OFFERING EMPLOYMENT procedural element for all positions ------------------------------------------------------------------------------------------------STEP 17 PREPARING EMPLOYMENT procedural element for all positions LETTER ----------------------------------------------------------------------------------------------------------------------------------STEP 18 -HR sends out letters to the unsuccessful candidates. --------------------------------------------------------------------------------------STEP 19 -HR CHECKS REFERENCES. [ ABIDE BY LAW ] --------------------------------------------------------------------------------------STEP 20 -HR SENDS OUT OFFER LETTERS TO SUCCESSFUL CANDIDATES. ----------------------------------------------------------------------------------------STEP 21

-THE LINE MANAGERS / AGREE TO THE START DATE AND INDUCTION PROGRAMME. -------------------------------------------------------------------------------STEP 22 PERSONAL FILE CREATION -HR CREATES ''PERSONAL FILE ''. --------------------------------------------------------------------------------STEP 23 HANDOVER TO HR / ADMINISTRATION -THE LINE MANAGER HANDS OVER THE RESPONSIBILITY FOR PAYROLL ADMIN AND INDUCTION TO HR. ----------------------------------------------------------------------------------STEP 24 -HR PREPARES WELCOME PACK / EMPLOYEE MANUAL. -----------------------------------------------------------------------------------------STEP 25 ARCHIVING OF APPOINTMENT FILES. -HR ARCHIVES SELECTED CANDIDATES FILE. -HR DESTROYS UNSUCCESSFUL CANDIDATES FILES AFTER 6 MONTHS. [ BY LAW, ALL OLD FILES MUST BE DESTROYED ] ======================================================= ==========================================================

4. Recruitment is the process used by an organization to locate and attract job applicants in order to fill a position. An effective approach to recruitment can help a company successfully compete for limited human resources. To maximize competitive advantage, a company must choose the recruiting method that produces the best pool of candidates quickly and cost effectively. There are five steps to the process.

STEP 1: IDENTIFY THE JOB OPENING This step would appear to be an easy one-just wait until an employee turns in a notice of resignation. Many job openings are, in fact, identified in this way. A major problem with this approach is that it may take the company a long time to fill the opening. For instance, it usually takes six to eight weeks to notify and screen applicants, and a week or more to make a decision regarding a job offer. After the decision is made, the selected candidate must give notice (usually about two weeks) to his or her previous employer. Thus, the job in question is likely to remain vacant for months, even if the process runs smoothly. Ideally, organizations should attempt to identify job openings well in advance of an announced resignation. The HRM department should plan for future openings in both the short and long term. The projection of future openings provides organizations with the time needed to plan and implement recruitment strategies so that they do not fall prey to the "must-hire-by-last-week" syndrome. The HR plan should answer at least the following questions: Are any newly budgeted positions opening soon? Is a contract under negotiation that may result in the need for additional hires? What is the amount of expected turnover in the next several months? STEP 2: DECIDE HOW TO FILL THE JOB OPENING The first question to ask after determining that an opening exists is "Do we need to find a new person to fill the vacant position?" Sometimes it is unnecessary to staff a vacant position because the firm can rely on other alternatives. For instance, it may be more prudent to provide overtime opportunities to current workers to complete the needed work. Other alternatives include job elimination and job redesign (i.e., incorporating the tasks of the vacant position into currently existing positions). If the firm chooses to fill the vacancy, it must address two issues: (1) whether to outsource, and (2) in the absence of outsourcing, whether to recruit candidates internally or externally. STEP 3: IDENTIFY THE TARGET POPULATION Now the organization must determine what types of individuals it is looking for to fill the vacant positions. To address this question, an organization must define its target population. Two issues arise here: (1) specifying worker requirements and (2) deciding whether to target a certain segment of the applicant population. An organization must identify specific requirements of the job: the duties, reporting relationships, salary range for hiring, and competencies required of a new worker (e.g., education, experience, knowledge, skills, and abilities). Ideally, much of this information will have been gathered during a job analysis and thus be contained in the job description. If not, the recruiter should gather it from the hiring manager. An organization must also decide at this point whether to target all qualified applicants or to focus its recruitment efforts on certain segments of the qualified applicant population. When recruiting internally, the issue is this: Should the company post the job so that all qualified employees can be considered? Or should the company select certain high-potential employees and groom them for the position? When recruiting externally, the company must decide whether to inform all potential applicants or target certain types. Companies may reap advantages when they target members of certain groups. Another strategy is to target graduates of specific schools that have exceptionally strong programs in the functional areas of concern. Additionally, some companies target top-performing employees working for other companies. Recruitment of such individuals poses some

unique problems, however; these individuals may be difficult to reach because they are not actively seeking a new job. Moreover, the practice of pirating employees from other firms raises some serious ethical questions.

Case Study 3:

Q1) Does the company have an orientation programme? It doesnt look like the company has an orientation programme or it is inaffective. ---------------------------------------Q2) If yes how effective is it? It is not as effective, as it should be. -----------------------------------------Q3) How is formal Orientation programme conducted? The orientation process has three stages: 1 A general orientation 2 A departmental orientation, and 3 A specific job orientation They are conducted by different parties. The General Orientation is usually managed by either the Training Department or the Human Resources Department, with the Departmental Orientation by the Department Head or first Assistant, while the specific Job Orientation can be carried out by an experienced and trained employee (trained on how to train). These guidelines are intended for people conducting the General Orientation: A general rule of thumb for having the audience interested in the general orientation is to 1 Make them feel at ease (open circle). 2 Make sure that they had enough time to read the employee manual ahead of orientation time. 3 Spend a good portion of the introduction time towards self-introductions, spiced with open questions. 4 Get them to know who Management is: have a big chart in the orientation/training room which depicts how the organisation is set up, with photos of the management team next to their title. 5 Get them acquainted with the operation: have another large chart in the room depicting the flow of work and communications regarding the organization; this flow should include customers, suppliers and all parties affecting the organisation (I had just planned such a chart for the hotel where I dealt with Training and Development, wrote it out in text, had an artist depict it with cartoon characters on a big white chart, making it educational but humorous - after all this was a hotel. Maybe in a technical

company humour is not allowed. I explained it to the artist and we showed how each job position affected the final product since the customer's / guest's first contact with the operation and ending with the last contact. 6 Have them know and see departments in operation: based on this drawing I conducted the orientation and explained all functions of the hotel, promising a personal tour of all the departments we discussed, including back areas, where the Department Heads received us personally and gave further insight on their departments. 7 Allay their fears and doubts: cover subjects which are usually never mentioned in orientations, such as the difficulties new employees or supervisors experience, about turnover figures, about how people assimilate better after hanging out three months, about how they can turn to you for any difficulties they experience, be it regarding their rejection by existing old-timers or other matters. Let them know they can always turn to you for confidential advice (do not forget that any new person has fears and doubts regarding being accepted, succeeding or failing). 8 Encourage friendships among new employees: try to create a team spirit among the existing group of newcomers - by the end of the day or the two days you will have created a group of employees at different levels and from different departments who will cooperate and enhance communications across the organisation. 9 Extend respect to them as human beings: have lunch with them as a group (I saw too many people who conduct orientations go to a different lunch room and this is very insulting). 10 Enable first hand contact with upper management: have different Executives come to welcome the group and assure them of management's commitment to help them succeed. Introduce each of the newcomers, dwell on their position, career background and personal interests. 11 Assure them that the organisation welcomes their observations, comments, and critiques. 12 Last but not least, share company goals with them. Discuss it with them. Ask what their own personal and career goals are and try to (right there and then) mesh their own goals with the company goals. This strategy (action plan) has proven to be highly successful. It cuts down on turnover drastically, engenders trust, cooperation and motivation.

Although these sessions should be welcoming, orientations for new employees should also be more than a feel-good gesture. They should also be more than an instructional session that provides essential human resources, benefits, and payroll information for new employees. The most effective orientations help new employees understand what will be expected of them and prepare them for the organization's work culture. Orient the expectations of new employees Managing expectations has long been a mantra of salespeople, account executives, and others whose responsibilities are focused primarily outside the organization. Expectation management falls on human resources managers as well. Managing expectations can start as early as during new-employee orientations.

In new-employee orientations, the HR manager is essentially bringing new employees' expectations in line with the organization's expectations. Accurately aligning these sets of expectations in the first weeks of employment helps employees become productive more quickly and ensures that they enjoy greater job satisfaction throughout their tenures. Some studies suggest that well-executed newemployee orientations can also: 1 Lengthen the time that employees stay with a company. 2 Enhance staff cooperation and communication. 3 Improve client-customer relations because staff members have better work attitudes. Communicate the organization's big picture Where is your organization going? Even if your company has not made a formal strategic planning document, it has communicated some important long-term goals. Too often, however, these goals aren't shared with new employees whose efforts help determine whether the organization's goals are met. Therefore, it should come as no surprise that employees, even entire departments, sometimes operate under disparate assumptions about the company's priorities and objectives. All new employees, from entry-level staff members to senior executives, should view themselves as members of an organization-wide team working toward a defined and united goal. Certainly new employees need to understand their specific roles, but first they need to understand the big-picture objectives of the organization, including objectives such as: 1 Is the organization striving to be an industry innovator? 2 Is the organization working to develop an international presence? Whatever the objectives, new employees should be given a brief introduction to your organization's goals. If you can, provide a copy of your annual report or a company brochure that explains your organization's goals. With a bigger-picture perspective, employees are better equipped to understand their specific role as it relates to long-term objectives. Describe the unspoken company culture Company culture can't be fully captured in job descriptions or employee manuals, because culture is both explicit and unspoken. Most employees determine what behaviors are acceptable as the organization evolves. However, an effective orientation can help new employees transition more easily into the unique culture of your organization. Even in highly conventional corporate cultures, it's preferable to share the unspoken aspects of company culture to ensure that all new employees understand their work environments. Don't make the mistake of assuming that cultural nuances are obvious or that new employees will raise questions if they're unsure about what to wear or when to arrive at work. Some unspoken aspects of company culture to share are: 1 Dress code What's the norm for the dress code? 2 Internal communication Is vertical communication encouraged or frowned upon? 3 Phone etiquette Do employees routinely forward their phone calls to voice mail? 4 Parking Are there any unspoken rules about where employees can park? 5 Lunch Do most employees eat in or out? Are there good places to eat nearby? 6 Work hours Are work hours fixed or flexible? 7 Extracurricular activities Are there groups of employees that get together outside work? 8 Attitudes Are work teams more cooperative or more competitive?

Share the routine details As a seasoned HR professional, you probably already use a comprehensive checklist to ensure that new employees receive and complete all required documentation, from W-4 forms to insurance forms to email account requests. Unfortunately, the sheer volume of this paperwork can eclipse the routine information that new employees need on their very first day. To help new employees get started, be sure that they know: 1 The layout of your office or campus A tour is preferable, but at the very least provide a user-friendly map. 2 The location of the restrooms Inform them of the locations of restrooms near their work areas. 3 Names and contact information of two coworkers Give them the contact information of two coworkers in their department, besides their immediate supervisor or hiring manager. Outline the employee's specific role The best way for new employees to become productive quickly is by immersing themselves in their new positions. Immerse new employees in their jobs For positions with formal training, immersion is easy. New employees simply pass from orientation to training, often in the same day. For positions without formal training, role immersion can be more difficult. Too often, supervisors and managers aren't available when new employees start, so employees are left with little more to do than read the company handbook during their first few days on the job. This can be confusing, especially for new employees who are expecting a challenging, fast-paced environment. Introduce new employees to their jobs The best employee orientations conclude with introductions to each employee's specific job role. If several employees in a single role have been hired at one time, this introduction can occur in a group setting. Otherwise, new employees should receive one-on-one introductions from their managers or team leaders as part of their orientation. Orient employees for success Starting a new job always involves a learning curve, but effective orientations can help new employees make the transition by equipping them with: 1 An understanding of company goals. 2 An appreciation for the company's unique culture. 3 Routine information to get started. 4 An introduction to their role within the organization. Employees who are well oriented to the company and to their jobs are ready to begin making a significant contribution. ########################################## Q4) If you were Navin what would have you done? 1.DISCUSS THE PROS/CONS OF THE CURRENT SYSTEM AND THE NEED FOR REVISION FOR THE SAKE OF OPERATION EFFICIENY.

CS 4:

Q1) Why should Power and focus on shedding jobs to save on cost? It is a mean to save the company and carry on the good work. ------------------------------------Q2) Are there no alternative strategies? THRER ARE ALTERNATIVES BUT THE FUNDING IS THE MAJOR CONSTRAINT. --------------------------------------Q3) Will the proposed shedding of jobs and scale of six units help airbus survive the intense competition from Boeing? YES, THIS IS THE EXACT SITUATION. ----------------------------------Q4) Comment on the whole issue? THES WHOLE ISSUE COULD HAVE BEEN AVOIDED, IF THERE WAS AN EFFECTIVE STRATEGIC PLANNING. #########################

P&P of Management

CS1:

1. 1. How should Mr. Durant assess the opportunities in various countries around the world?

[IN EVERY COUNTRY, -THE COMPANY SHOULD ASSESS THE MARKET . -DEFINE THE SOCIO-ECONOMIC PROFILE. -IDENTIFY THE PRODUCTS DEMAND WHICH MATCHES THE MARKET. -THEN POSITION THE CARREFOUR RETAIL OUTLETS. =======================

2. Should Carrefour adopt Wal-Mart's strategy of "low prices everyday"? What would be the advantage or disadvantage of such a strategy? [NO CARREFOUR SHOULD NOT FOLLOW BLINDLY THE WAL-MART. ADVANTAGES -it will gain some limited gain in the market entry. DISADVANTAGES -it will not be able to match the supply chain strength of wal-mart. ====================== 3. How could Carrefour differentiate itself from Wal-Mart? CARREFOUR SHOULD POSITION ITSELF AS MID UPMARKET RETAILER AND OFFER PRODUCTS ACCORDINGLY. ====================== 4. Identify cultures in selected countries that need to be considered in order to be successful? JAPAN It is widely known for its traditional arts as well as its contemporary pop culture. -one must understand the buying behaviors and decision making of the individuals. @@@@@@@@@@@@@@@@@@@

CS 2: 1. 1) The reengineering efforts of P&G focused on the business process system. Do you think other processes, such as the human system, or other managerial policies need to be considered in a process redesign? CATEGORY MANAGEMENT SYSTEM NEEDS TO BE SET UP -policies -procedured -practices Etc ====================== 2) What do you think was the reaction of the brand managers, who may have worked under the old system for many years, when the category management structure was installed? -NEGATIVE REACTION FROM THE BRAND MANAGERS ARE EXPECTED. BRAND MANAGEMENT IS A STAFF FUNCTION , WHILE THE CATEGORY MANAGEMENT IS A LINE MANAGEMENT FUNCTION. SUCH CHANGE NEEDS -change management drive -orientation programme. ======================= 3) As a consultant, would you have recommended a top-down or a bottom-up approach, or both, to process redesign and organizational change? TOP DOWN APPROACH IS THE RIGHT APPROACH , AS IT RELECTS -the management mission -the management objectives -the management strategies. ==================== 4) What are the advantages and disadvantages of each approach. TOP DOWN ADVANTAGES -it clearly shows the management intentions and drive. DISADVANTAGES -low participation from the bottom line staff -------------------------BOTTOM UP

ADVANTAGES -it clearly shows EMOTIONAL PARTICIPATION OF THE STAFF. DISADVANTAGES -LACKS THE LEADERSHIP CS3; Questions: 1) What is your assessment of Daimler-Benz's operations in many different fields?

Daimler-Benz, with more than 300,000 employees worldwide, consisted of four major groups: The first, by far the biggest and most successful group, was Mercedes-Benz with about 200,000 employees. It is best known for its passenger cars and commercial vehicles. [THIS BUSINESS UNIT HAS THE CORE COMPETENCE AND HENCE VERY SUCCESSFUL. -------------------------------------------------------------The second was the AEG Daimler-Benz industries in the business of rail systems, microelectronics, heavy diesel engines, energy systems technology, and automation. [THIS BUSINESS UNIT HAS TOO MANY SUB-UNITS AND WIDE DIVERSIFICATION AND LACKS CORE COMPETENCY IN SOME WHICH AFFECTS THE OVERALL PERFORMANCE. ---------------------------------------------------------------------------The third was the Aerospace Group in the business of aircraft (the company has a more than one-third interest in the Airbus consortium), space systems, defense and civil systems, and propulsion systems. [THIS BUSINESS UNIT HAS MANY SUB-UNITS AND ARE INTEGRATED AND HAS THE CORE COMPETENCY / HENCE IS SUCCESSFUL.. ---------------------------------------------------------------------------Finally, there was the Inter Services Group consisting of systemshaus, financial services, insurance brokerage, trading, marketing services, mobile communications services, and real estate management. [THIS BUSINESS UNIT HAS TOO MANY SUB-UNITS AND WIDE DIVERSIFICATION AND LACKS CORE COMPETENCY IN SOME WHICH AFFECTS THE OVERALL PERFORMANCE. ============================================================= 2) Should the various groups operate autonomously? What kinds of activities should be centralized? [THE BUSINESS UNITS SHOULD OPERATE AUTONOMOUSLY . THE KINDS OF ACTIVITIES THAT COULD CENTRALIZED ARE -IT SYSTEMS -HR SYSTEMS

-FINANCE ============================================ 3) Daimler-Benz is best known for its Mercedes-Benz cars. Why do you think Daimler bought AEG in the first place and why did it venture into the Aerospace and Inter Services businesses? [ BETTER USE OF TECHNOLOGY AND COMPETENCE PLUS SALES OPPORTUNITIES. =========================================== 4) Given the apparent mistakes in acquiring non-automotive businesses, what should Jurgen Schrempp do now? [ RE-ORGANIZE / RESTRUCTURE THE BUSINESS UNIT AND HIRE COMPETENT TALENTS TO RUN THE SHOW]

CS4: 1) Prepare a profile of the potential buyer of the Lexus. Target Customer Description The target customer with Lexus flagship hybrid design is seeking to present a bold image to others. Price is therefore a secondary factor to the message their car portrays in their purchasing decisions. Potential customers are born within ten years of the baby boomer generation aged forty-five and up. As a wealthy and image-conscious person he/she can spend money freely, taking up hobbies and living a visibly envious life. He/she purchases this car for its green status to benefit his/her self-image. They choose to purchase hybrids either because they are environmentally conscious, or they wish to appear to be. They combine extravagance and excess with environmental care by purchasing a car that is both green, and also features top-of-the-line technology, performance, and luxury. ---------------------------------------------------------------------------------------

2) What should Mercedes and BMW do to counteract the Japanese threat in the United States and Europe? [BOTH MERC / BMW HAVE QUALITY PRODUCT/ PRODUCT POSITIONING. THEY NEED TO STUDY THE MARKET AND DEVELOP A SEMI-LUXURY BRAND TO MATCH LEXUS -----------------------------------------------------------------3) Why has the Lexus model been very successful in the U.S. but has not been marketed in Japan? (Suggestion: Review the frequency of repair records of luxury cars. Also talk to Lexus dealers or Lexus owners).

[ IN THE US CAR MARKET , THERE WAS A GAP BETWEEN MERC/BMW AND THE LOCAL BRANDS. THIS IS WHERE THE LEXUS FITTED IN WELL WITH THEIR PRICE/ PROFILE] ------------------------------------------------------------

4) Do you think Lexus will succeed in Japan? Why or why not? LEXUS CAN SUCCEED IN JAPAN, PROVIDED IT IS POSITIONED PROPERLY.

Business communication

CS1

1.

2. Some of the business communication media that you can utilize if you have to launch a soap in rural include newspaper, radio announcements, posters, television and magazines. These communication media are considered to be the most beneficial media for the task.

Question: CASE 1: Nestle has launched quality street ,lion and after 8 choclates imported from Europe. Qualtty Street is an assortment of chocolates priced at Rs. 7 5 for 218 gm. After Eight is a popular adult chocolate priced at Rs.25 for 20 gm and Lion is a caramel wafer bar priced at Rs. 20 for a 45 gm bar. (Kit Kat )is priced at Rs. 6 for a 17 gm bar and has a chocolaty taste while Lion has a crunchy taste). The brands have different tastes and will appeal to different target segments (though the target segment is one which may have already been exposed to these brands during visits abroad). These brands have been introduced in metros in upmarket stores

which sell brands bears the label "lmported by Nestle India Ltd." indicating that they may be better than smuggled ones (which may be stale). Question : 1 Suggest suitable media /media vehicles for promoting these brands. Give reasons in support of your answer THESE ARE BEING INTRODUCED IN THE METRO UPMARKET STORES. WHAT WE NEED IS AN INTEGRATED MARKETING COMMUNICATION FOR AN EFFECTIVE MARKETING AND GOOD RESULTS. The primary goal of marketing communications is to build awareness of a business, its products, and its position through customer-facing materials such as brochures, press releases, Web sites, and trade OUTLET presentations. Planning an integrated and consistent cross-team approach to these activities one that reinforces a company's message with target audiences and motivates customers to buy . A good marketing communications plan requires you to do substantial research. You need to have an indepth understanding of your target audiences and the processes involved in buying, selling, and communicating. After you've armed yourself with the knowledge that you need, you can determine what you hope to gain from your marketing activities, what you want your customers to know, and how best to communicate that information to them. You'll also need to decide on a budget and schedule, and to evaluate any constraints that these might place on the campaign. Ideally, your marketing plan should outline the communications process step by step. The following links take you to the tools and information that you need to produce a first-rate marketing communications plan. The marketing communications strategy process usually begins with creating a "messaging strategy" -determining the consistent theme or fundamental selling message that will he used in all marketing materials. Another key part of the messaging process is creating the positioning statement. This two sentence statement tells what you sell, to whom, and why customers should buy it. As you move through the process of creating a positioning statement, you'll want to capture your brainstorming results, such as in your marketing strategy mind map. Then, refine and test those creative approaches until you settle on your company's positioning statement. Your positioning statement is critical to making all of the other parts of the marketing communications strategy work well. This is because every awareness-building and product information program needs to paint a clear, concise picture of what you sell and how customers will benefit from using your products. Selecting effective marketing programs Once you have settled on a strong positioning statement, you can develop sound strategies for your marcom programs. For most companies this means considering programs such as:

 Public relations Advertising Web site Direct marketing (offline & online) Packaging Merchandising promotions A mind map is a good way to capture ideas about which programs look like they will be most effective. Add these programs to the Marketing Communications section of your strategic marketing mind map. Later, evaluate each program to see if it should be in your final strategic marketing plan. In large companies where each marketing program has its own manager, you can link your main strategic marketing mind map to each program's own planning mind map. In companies where the whole marcom strategy is implemented by one team, you can add details about marcom programs in the team's main marketing mind map. Benefits of a sound marcom strategy The process of creating a marcom strategy has gotten more complex as more marketing activities move to the Internet. This has made it even more important to understand customer segments and how to communicate with those potential customers. When you develop a marcom strategy based on a sound strategic marketing view of your market your marcom program will be more effective -- and customers will have a better, more consistent brand experience. ====================== Integrated Marketing Communications Strategy The Communications Mix Advertising any paid form of nonpersonal presentation by a sponsor Personal Selling personal presentations by a firms sales force Sales Promotion short term incentives to encourage sales Public Relations building good relations with various publics Direct Marketing short term incentives to encourage sales Developing Effective Communication Identifying Target Audience Determining Communications Objectives Buyer Readiness Stages Designing Message Message Content Message Structure Message Format

Media Selection personal and nonpersonal communications channels Message Source Feedback Collection Promotion Budget Affordable Percentage of Sales Competitive Parity Objective and Task Promotion Mix Advertising reaches many buyers, expressive impersonal Personal Selling personal interaction, relationship building costly Sales Promotion generates immediate response short-lived Public Relations more believable, economical, underused by firms Direct Marketing customized, interactive Promotion Mix Push Strategy directing communications to channel members Pull Strategy directing communications to end users Factors type of product/market buyer readiness stage product life-cycle stage Emerging Communications Environment Shift from mass marketing to segmented marketing Shift from mass media to focused media Integrated Marketing Communications Coordinate and integrate communications channels advertising personal selling sales promotion direct marketing public relations

 packaging @@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 2 What business communication media you will utilize if you have to launch a soap in rural India? Advertising goes hand in hand with economic growth. With economic liberalization and increasing rural prosperity, marketers are keen to inform villagers about the benefits of buying and consuming their products and services. Prior to the introduction of economic liberalization in 1990s, there was little incentive for marketers to advertise their products and services, as rural markets were predominantly a seller's market. The influence of the electronic media, in particular television, video and the Hindi film industry, is contributing to the growth of rural aspirations, which are being manifested in rural India in the form of increasing consumerism. The rural environment is different from the urban and therefore communication to potential customers in a proper and effective manner is a major challenge for corporate marketers. The majority of advertisements designed by corporate marketers, are largely urban oriented and extend themselves to rural areas without any consideration to the values and sensitivities of the rural audience, which are often in striking contrast to those of their urban counterparts. This has led to a negative perception in the minds of villagers, about urban media planners and advertisers. Rural communication is not a 'peripheral activity'. It does not, for instance, involve taking an audio-visual van to a village and assuming that this step is enough to reach out to customers. It requires an entirely different mindset, which demands getting rid of many mental barriers. Companies have to realize that rural is a long-haul market, as gains in the short term are neither immediate nor large. CHALLENGES IN RURAL COMMUNICATION There are many challenges to communication in rural. Low literacy level; poor media reach and exposure and vast, heterogeneous and diversely spread rural audiences characterized by variations in language, culture and lifestyle-all these factors pose multiple challenges to marketers looking to take their messages to the largely media-dark or media-grey areas, of rural markets. Heterogeneity and spread The communication pattern in any society is a part of its culture. No communication medium can exist in a cultural vacuum. Communicating the message to rural consumers ha posed enormous challenges to the rural marketer, because of the large numbers of consumers scatters across the country. The problem is further compounded by the heterogeneous nature of consumers there are 16 scheduled languages and 114 local vernaculars. For example, the dialect used in the Vidharbha region ,in konkan region, in costal Maharastra. Limited Media Reach The limited reach of the mass media imposes limitations on universal communication to rural consumers. These factors lead to poor message comprehension and negligible impact, which fail to translate into consumer awareness and hence fail in generating consumer pull. Understanding the Rural Audience It is not sufficient to understand rural communication challenges as stated above: rather, what is equally crucial is the need to understand the behavioral and psychographic characteristics of the rural audience,

in order to develop an effective rural communication strategy. CREATING ADVERTISEMENTS FOR RURAL AUDIENCES Communication experts need to keep the following factors in mind when creating advertisements for rural audiences. * Understanding the mindset of potential customers, including their hopes, fears, aspirations and apprehension conducting a qualitative study among the target audience would help in better understanding of the consumer mindset. * Pick up 'gems' in the form of idioms, expressions, words, etc. in relation to the product category for later use in the creative. * Tricky, clever, gimmicky, or even suggestive advertising does not work with rural audiences. 'Flicks' using very expensive computer graphics without any human presence go over the heads of rural audiences. * Combining education with 'entertainment is a good route to take when targeting rural audiences. Using locally popular film stars or even featuring religious events (melas) popular in the region, helps strike a chord with rural audiences. According to a study, it is Govinda and Sharukh Khan who is most popular among rural folk in north India. * 'Quickies' (short television commercials) do not register well with rural audiences. Advertising agencies need to provide for ample time and space to communicate a message properly and effectively to the intended audience. This is seen for instance, in the popularity of the two-minute theatre commercials screened in rural cinemas. * RURAL MEDIA * Rural media can be classified broadly into conventional mass, non-conventional media and personalized media. The various media vehicles are as follows: CONVENTIONAL MASS MEDIA NON-CONVENTIONAL MEDIA PERSONALIZED MEDIA Television Haat and mela Direct mailer Radio Folk media (puppet show, magic show) Point of sale(demonstration, leaflet) Press Video van Word of mouth Cinema Mandi Interpersonal communication Outdoor: wall painting, hoarding Animator INOVATIVE MEDIA OUTDOOR MEDIA: WALL PAINTING * This medium is the most widespread form of advertising and is the favorite of the Indian rural masses, as they can view it at their leisure. Wall paintings are important because they constantly remind rural

people about name and logos in addition to highlighting the key brand promise. They also reflect the vibrant economic and social life of the area. Characteristics of wall paintings * They are economical as compared to other traditional media forms, as the manpower and infrastructure requirements are low. * They can easily be customized in accordance with regional language variations without this impacting their artistic content. * Audience recall rates are high. Limitations * The lack of availability of wall space at prominent locations is an issue. * The quality of the wall space available is not always satisfactory. The base of rural wall structures is generally not smooth and this impacts the final output. * No exclusive wall rights are given to the company. It may happen that a company gets a wall painted and after sometimes when the company executive passes through, he finds that the painting has been replaced by the advertisement of some other company. * The quality of the painters available is also low. Companies prefer hiring painters locally as they are familiar with the area and the cost of hiring them is lower when compared to the cost of hiring painters from outside. FOLK MEDIA * Folk media consist of folk songs, folk dances and other theatrical forms, including puppetry, street theatre and magic shows, which are an intrinsic part of the culture and heritage of the land. * They are capable of communicating message about contemporary issues, topics and concerns as per the needs and demands of a changing society. * They are a face-to-face and personal form of communication. * The essential characteristics of folk media are that are interactive, repetitive and narrative Kinds of Folk Media * Folk theatre * Magic show

* Puppet shows * Interactive games * Folk Theatre Folk theatre, interspersed with folk song and dance, is a simple and entertaining form of communication. It can also be informative and educational. In the past, folk theatre has been used to arose public opinion against the British Raj, to draw attention to atrocities against the girl child and raise public consciousness about other socially relevant issues. * Folk songs Folk songs are basically simple and direct compositions that are usually transmitted orally from one generation to the next and not through the written word. The structure of the folk song is characterized by simplicity and uniformity in rhythm. The songs consist of many stanzas sung in more or less the same tune. Each region and state has its own particular traditions of folk songs and ballads. * Folk Dances Folk dances are basically simple and rhythmic and mostly religious in nature. Communication takes place through dramatic gestures and the accompanying music. Folk dances are visually very arresting, attracting audiences with their elaborate costumes and stage settings. * Magic shows Magic shows are another very entertaining form of folk entertainment and draw large crowds, particularly because of the curiosity factor and the use of hypnotic effects. * Puppet Shows The kathputli puppet performance is the most common form of this folk tradition.The origin of puppet theatre is closely linked to the performance of religious ceremonies. The connection between rituals and the use of puppets is found in almost all the states in India. Traditional puppeteers were mostly itinerant performers who depended on royal patronage for their survival. Even today tales of chivalrous kings like Prithiviraj C hauhan and Amar Singh Rathor are narrated through puppet performances in the villages and towns of Rajasthan. The different forms of traditional puppetry are glove, rod, string-rod and shadow puppets. The differences exist not only in name but also in form, structure, manipulation techniques and geographical origin spread. CONCLUSION To sum up, it is clear that in any form of rural communication, while we may have a national strategy, we have to think and act locally. The need for focused communication aimed at the rural market, should not be underestimated. This calls for innovation and substantive changes in marketing strategies and approaches. The innovation should be carried out within the framework of what can best be

characterized as the 4-R principle: Reincarnate innovation If the Indian advertising industry is to reach out to rural India in an effective and efficient manner, it has to be grounded firmly in rural perceptions, value and traditions. It has to immerse itself in local colours, customs and modes of communication in order to make itself relevant to the needs and desires of rural society. It has to gain the trust of the masses by undercutting its own excessive dependency on western styles of advertising, on the one hand and on its use of ###########################################################################

CASE 2: The herbal shampoo market is valued at around Rs. 100 crores. Ny/e, Ayur, Dqbur and Biotique are some of the established brands in the market. Helene Curtis (JK Group) has introduced a premium herbal shampoo (with variants Shikskai, henna and qmla and brqhmi and josur) priced between Rs. 80 and Rs. 90 (500 ml) for different types of hair. The proposition is the benefits offered by lhe variant based on the combination of herbs, benefits offered by the variants range from extra protection and nourishment to colour, body and bounce. The shampoos have been launched under the brand name Premium Herbsl Shsmpoos and they target urban housewives with a monthly household income of Rs.25,000. The brand is distributed through 7 0,000 retail outlets and 120 Raymond shops. The company has planned only point of purchase (POP) posters initially and may consider the electronic media later. The shampoo has an annual advertising expenditure of Rs. 10 crores. Question : 1 Comment on the marketing mix of JK's Premium Herbsl Shampoos ? 1 Comment on the marketing mix of JK's Premium Herbsl Shampoos ?

[THE POP ALONE IS A VERY WEAK APPROACH TO THE PROMOTION . THE INITIAL PROMOTION MIX MUST -create awareness -create interest -influence the buawareness -create interest

-influence the buying decision -sell the benefits -complete the sales transaction. ------------------------------------------------------------2 How can you make their communication more effective ?. 2 How can you make their communication more effective ?.

TO MAKE THE COMMUNICATION MORE EFFECTIVE , WE SHOULD SELECT THE PROMOTIONAL MIX ARE: Personal Selling , -here the marketing communication is used *to inform the customers/ prospects *to create awareness *to present the product *to influence the customer *to sell benefits *to help the customer to make the buying decision *to seek commitment *to help to close the sale. -------------------------------------Sales Promotion -here the marketing communication is used *to inform the customers *to physically present *to influence the customers *to help the customers to feel the product *to help the customer to make the buying decision *to offer consumer incentives *to help the final transactions -------------------------------------------Public Relations (and publicity) -here the marketing communication is used *to publicise the company *to publicise the product *to publicise the company's research/ development *to publicise the company image *to create the company brand *to inform public *to communicate with the community. *to establish relations with government

*to establish community relations -------------------------------------------------Direct Mail -here the marketing communication is used *to inform *to talk to individuals *to focus on niche market *to inform the decision makers directly *to advertise cost efficiently *to promote selected market segments *to contact individuals for one-to-one marketing ---------------------------------------------------------------------Trade Fairs and Exhibitions -here the marketing communication is used *to inform individuals *to provide visibility *to talk to individuals *to inform the decision makers directly *to advertise cost efficiently *to promote person to person *to contact individuals for one-to-one marketing -------------------------------------------------------------------Advertising (above and below the line) -here the marketing communication is used ABOVE THE LINE *to MASS inform the customers/ prospects *to create MASS awareness *to present the product *to influence the customer *to sell benefits *to help the customer to make the buying decision BELOW THE LINE *to physically present *to make it visible at the point of sale. *to influence the customers *to help the customers to feel the product *to help the customer to make the buying decision *to offer consumer incentives *to help the final transactions *to display and promote *to merchandise the product

-----------------------------------------------------------------------------Sponsorship -here the marketing communication is used *to MASS inform the customers/ prospects *to create MASS awareness *to present the product *to influence the customer *to sell benefits --------------------------------------------------------Packaging -here the marketing communication is used -here the marketing communication is used *to MASS inform the customers/ prospects *to create MASS awareness *to present the product *to influence the customer *to make it visible at the point of sale -------------------------------------------------------------Merchandising (and point-of-sale) -here the marketing communication is used *to create visiblity at the point of sale. *to influence the customers *to help the customers to feel the product *to help the customer to make the buying decision *to offer consumer incentives *to help the final transactions *to display and promote *to merchandise the product -------------------------------------------------------------------EMarketing (and Internet promotions) -here the marketing communication is used *to inform *to talk to individuals *to focus on niche market *to inform the decision makers directly *to advertise cost efficiently ---------------------------------------------------------------Branding (and corporate identity) -here the marketing communication is used *to create an unique position for the company *to create an unique position for the product *to create unique visibility *to make it easy to identify

*to make it easy to buy *to make it easy to sell ----------------------------------------------------------ALL THE MARKETING COMMUNICATION EFFORTS ARE DIRECTED -TO MAKE IT EASY FOR THE CUSTOMERS TO MAKE THE BUYING DECISION. -HENCE MORE SALES. @@@@@@@@@@@@@@@@@@@ CASE 3: (i) Iran Rafsanjan Co., Rafsanjan City, Iran has taken a marine insurance policy No. VB/84/3629/29 dated 20th December, 2005 from Albroz Insurance Co., Kerman City, Iran for the import of 500 tractor gears from Apex Products (India) Ltd., Delhi. The exporter shipped the cargo on board vessel SEEMA on 26th December, 2005 for Bandar Abbas Port of Iran. As per the letter of credit condition, the exporter was required to fax the shipment details to Albroz Insurance Company within 24 hours of the shipment. However, the exporter could not fax such details due to change in telephone (fax) number of the insurance company. Draft an express telegram to intimate shipment details. Draft an express telegram to intimate shipment details.

Albroz Insurance Co., Kerman Cityv

subject Iran Rafsanjan Co., Rafsanjan City, Iran Sub marine insurance policy No. VB/84/3629/29 dated

Apex Products (India) Ltd., Delhi. The exporter shipped the cargo-500 tractors-- on board vessel SEEMA on 26th December, 2005 for Bandar Abbas Port of Iran

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ii) Yours is a multinational company having joint venture with a Chinese company. Plant is to be located at Surat. The company immediately needs an Executive - Foreign Affairs (male/female) with ability of writing and speaking Chinese language. Draft a recruitment advertisement for publication under classified column of a national daily. Salary-is no bar for the right candidate. E-mail address AN INDIAN MULTINATIONAL CO. HAVING JOINT VENTURE WITH A CHINESE CO.LOCATED IN SURAT SEEKS AN EXECUTIVEFOREIGN AFFAIRS --EXPERT INTERPRETOR WITH THE ABILITY TO WRITE/SPEAK CHINESE MANDARIN LANGUAGE. RIGHT SALARY PACKAGE FOR THE RIGHT TALENT. POTENTIAL CANDIDATES MAY APPLY TO EMAIL:

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iii) The local head office of State Bank of India is located at 11, Parliament Street, New Delhi-110001. The bank wants to construct 76 flats at Noida for its employees and invite applications for pre-qualification of contractors. Full details are available on its website - www.sbi.co.in or www.statebankofindia.com/ procurement_news. Draft a notice for pre-qualification of contractors. Prequalification for CONTRACTORS The local head office of State Bank of India is located at 11, Parliament Street, New Delhi-110001. invites application from reputed CONTRACTORS for prequalification to render professional services for construction of Bank's 76 flats at Noida for its employees . For further information and downloading of application form, log on to Banks website www.sbi.co.in or www.statebankofindia.com/procurement_news. Last date of submission is XXXXXXXXXX #################################### iv) The Joint Admission Board (JAB) of Indian Institutes of Technology in its meeting held on 17th September, 2005 at Kolkata has taken some decisions with regard to Joint Entrance Examination (JEE)

2006, i.e., to appear in JEE, one must secure at least 60% marks (55% for SC/ST and PD) in 10+2 examination; a candidate can have only two attempts with effect from JEE-2006; and a candidate who joins any of the IITs through JEE-2006 will not be permitted to appear in JEE in future.* It was also decided that candidates, who have passed their qualifying examination in 2005 or earlier, will be allowed to appear in JEE-2006 as the last chance, with no consideration of marks or attempts at JEE subject to age requirements. On behalf of the JAB, draft a suitable press release to be issued by organizing chairman highlighting these decisions. -------------------------------------------------Based on the resolution passed unanimously by the members of The Joint Admission Board (JAB) of Indian Institutes of Technology in its meeting held on 17th September, 2005 at Kolkata I wish to inform the press and the people in general , about the decisions taken with regard to Joint Entrance Examination (JEE) 2006, No. 1 to appear in JEE, one must secure at least 60% marks (55% for SC/ST and PD) in 10+2 examination; No. 2 a candidate can have only two attempts with effect from JEE-2006; No .3 a candidate who joins any of the IITs through JEE-2006 will not be permitted to appear in JEE in future. No. 4 candidates, who have passed their qualifying examination in 2005 or earlier, will be allowed to appear in JEE-2006 as the last chance, with no consideration of marks or attempts at JEE subject to age requirements. Thank you ladies/ gentlemen.