Master of Business Administration- MBA Descriptive Practice Question Paper MB0053 International Business management- 4 Credits- 4th semester

(Book ID: B1724) Set- 1 (40 marks) 1. What is globalisation and what are its benefits? (Refer unit 1) 2. Compare the Absolute and Comparative Cost Advantage theories. (Refer unit 2) 3. Why is it important to analyse the business environment for a firm? Explain the role played by culture in global business. ((Refer unit 3 and 4) 4. Case study: IHRM at Unilever Unilever PLC. is the worlds largest Fast Moving Consumer Goods (FMCG) Company with a turnover of 39.8 billion and is the leader in Home and Personal Care Products, Foods and Beverages. It employs 1,63,000 people in more than 100 countries worldwide. Unilevers products are sold in over 170 countries around the world. Their manufacturing facilities are spread across many countries and they also export products to countries where they do not have manufacturing operations. Currently, they have 264 manufacturing sites worldwide, all of which strive for improved performance on safety, efficiency, quality and environmental impacts working to global Unilever standards and management systems. Hindustan Unilever Limited (HUL), a subsidiary of Unilever PLC. is India's largest FMCG company with around two thirds of the market share in its sector. HUL has several manufacturing plants spread across the country. The mission that inspires more than 15,000 employees, including over 1,400 managers of HUL group is to help people feel good, look good and get more out of life with brands and services that are good for them and good for others. It is a mission HUL shares with its parent company, Unilever. The fundamental principle determining the organisation structure is to infuse speed and flexibility in decision-making and implementation with empowered managers across the companys nationwide operations. HUL is known for its capability to appeal to and darn the right employees. Several Unilever India managers have taken senior level responsibilities in Unilever's worldwide system. In 2008, over 80 HUL managers held top positions in different Unilever companies or corporate functions.

The management realised that to be competitive, they had to re-structure their hiring policies, and hence developed an international cadre of managers. The management posted its employees to various parts of the world after providing them intensive training on culture and country-specific details. These managers are expected to work in any country with the same amount of efficiency as they would in any other. Discussion questions 1. Suggest the most appropriate organisational structure for HUL. 2. What makes HULs managers most sought after in Unilever?

(Refer unit 13)

Master of Business Administration- MBA Descriptive Practice Question Paper MB0053 International Business management- 4 Credits- 4th Semester (Book ID: B1724) Set- 2 (40 marks) 1. What is the need for regional integration? Discuss any one of the Indias trade agreements in detail. (Refer unit 6) 2. Evaluate the role of WTO and discuss the major agreements in brief. (Refer unit 7) 3. Write short notes on a) Letter of credit and b) Export promotion schemes. (Refer unit 14) 4. Case study: XYZ Fruit Beverage Company M/s. XYZ Company was in the business of making fruit beverages. The said M/s. XYZ intended to expand its market and started exporting fruit beverages to Japan. Subsequently, it so happened that the Japanese Government, imposed higher tax on the fruit beverages imported from other countries into Japan. The Japanese Government with intention to protect its own domestic market imposed a lesser tax to domestic producers compared to the foreign producers. Discussion Questions 1. What do you think would be the strategy of XYZ Company in protecting their business interests? 2. How relevant is the concept of political risk to the managerial decisions of a Company and whether sufficient recourse is available in the international forum to mitigate such risks? (Refer unit 8)