MB0050 Research Methodology - 4 Credits Assignment Set- 1 60 Marks Note: Each question carries 10 Marks.

Answer all the questions. Q 1. Give examples of specific situations that would call for the following types of research, explaining why a) Exploratory research b) Descriptive research c) Diagnostic research d) Evaluation research. (10 marks). Q 2.In the context of hypothesis testing, briefly explain the difference between a) Null and alternative hypothesis b) Type 1 and type 2 error c) Two tailed and one tailed test d) Parametric and non parametric tests. (10 marks). Q 3. Explain the difference between a causal relationship and correlation, with an example of each. What are the possible reasons for a correlation between two variables? ( 10 marks). Q 4. Briefly explain any two factors that affect the choice of a sampling technique. What are the characteristics of a good sample?(10 marks). Q 5. Select any topic for research and explain how you will use both secondary and primary sources to gather the required information. (10 marks). Q 6. Case Study: You are engaged to carry out a market survey on behalf of a leading Newspaper that is keen to increase its circulation in Bangalore City, in order to ascertain reader habits and interests. Develop a title for the study, define the research problem and the objectives or questions to be answered by the study. (10 marks). Master of Business Administration MBA Semester 3rd core MB0050 Research Methodology - 4 Credits Assignment Set- 2 60 Marks Note: Each question carries 10 Marks. Answer all the questions. Q 1.Discuss the relative advantages and disadvantages of the different methods of distributing questionnaires to the respondents of a study. (10 marks). Q 2. In processing data, what is the difference between measures of central tendency and measures of dispersion? What is the most important measure of central tendency and dispersion? (10 marks). Q 3. What are the characteristics of a good research design? Explain how the research design for exploratory studies is different from the research design for descriptive and diagnostic studies.( 10 marks). Q 4. How is the Case Study method useful in Business Research? Give two specific examples of how the case study method can be applied to business research. (10 marks). Q 5. What are the differences between observation and interviewing as methods of data collection? Give two specific examples of situations where either observation or interviewing would be more appropriate.( 10 marks). Q 6. Case Study: You are engaged to carry out a market survey on behalf of a leading Newspaper that is keen to increase its circulation in Bangalore City, in order to ascertain reader habits and interests. What type of research report would be most appropriate? Develop an outline of the research report with the main sections.(10 marks).

MB0053 - Q.1 what is globalization? What are its benefits? How does globalization help in international business? Give some instances.

Answer:Economic "globalization" is a historical process, the result of human innovation and technological progress. It refers to the increasing integration of economies around the world, particularly through trade and financial flows. The term sometimes also refers to the movement of people (labor) and knowledge (technology) across international borders. There are also broader cultural, political and environmental dimensions of globalization that are not covered here. At its most basic, there is nothing mysterious about globalization. The term has come into common usage since the 1980s, reflecting technological advances that have made it easier and quicker to complete international transactions both trade and financial flows. It refers to an extension beyond national borders of the same market forces that have operated for centuries at all levels of human economic activity village markets, urban industries, or financial centers. Benefits of globalization We have moved from a world where the big eat the small to a world where the fast eat the slow, as observed by Klaus Schwab of the Davos World Economic Forum. All economic analysts must agree that the living standards of people have considerably improved through the market growth. With the development in technology and their introduction in the global markets, there is not only a steady increase in the demand for commodities but has also led to greater utilization. Investment sector is witnessing high infusions by more and more people connected to the world's trade happenings with the help of computers. As per statistics, everyday more than $1.5 trillion is now swapped in the world's currency markets and around one-fifth of products and services are generated per year are bought and sold. Buyers of products and services in all nations comprise one huge group who gain from world trade for reasons encompassing opportunity charge, comparative benefit, economical to purchase than to produce, trade's guidelines, stable business and alterations in consumption and production. Compared to others, consumers are likely to profit less from globalization. Another factor which is often considered as a positive outcome of globalization is the lower inflation. This is because the market rivalry stops the businesses from increasing prices unless guaranteed by steady productivity. Technological

advancement and productivity expansion are the other benefits of globalization because since 1970s growing international rivalry has triggered the industries to improvise increasingly. Some other benefits of globalization as per statistics Commerce as a percentage of gross world product has increased in 1986 from 15% to nearly 27% in recent years. The stock of foreign direct investment resources has increased rapidly as a percentage of gross world product in the past twenty years. For the purpose of commerce and pleasure, more and more people are crossing national borders. Globally, on average nations in 1950 witnessed just one overseas visitor for every 100 citizens. By the mid-1980s it increased to six and ever since the number has doubled to 12. Worldwide telephone traffic has tripled since 1991. The number of mobile subscribers has elevated from almost zero to 1.8 billion indicating around 30% of the world population. Internet users will quickly touch 1 billion. Impact of globalization in international business: Trade: Developing countries as a whole have increased their share of world trade from 19 percent in 1971 to 29 percent in 1999. But Chart 2b shows great variation among the major regions. For instance, the newly industrialized economies (NIEs) of Asia have done well, while Africa as a whole has fared poorly. The composition of what countries export is also important. The strongest rise by far has been in the export of manufactured goods. The share of primary commodities in world exports such as food and raw materials that are often produced by the poorest countries, has declined. Capital movements: Chart 3 depicts what many people associate with globalization, sharply increased private capital flows to developing countries during much of the 1990s. It also shows that: The increase followed a particularly "dry" period in the 1980s; Net official flows of "aid" or development assistance have fallen significantly since the early 1980s; and The composition of private flows has changed dramatically. Direct foreign investment has become the most important category. Both portfolio investment and bank credit rose but they have been more volatile, falling sharply in the wake of the financial crises of the late 1990s. Movement of people: Workers move from one country to another partly to find better employment opportunities. The numbers involved are still quite small, but

in the period 1965-90, the proportion of labor forces round the world that was foreign born increased by about one-half. Most migration occurs between developing countries. But the flow of migrants to advanced economies is likely to provide a means through which global wages converge. There is also the potential for skills to be transferred back to the developing countries and for wages in those countries to rise. Spread of knowledge (and technology): Information exchange is an integral, often overlooked, aspect of globalization. For instance, direct foreign investment brings not only an expansion of the physical capital stock, but also technical innovation. More generally, knowledge about production methods, management techniques, export markets and economic policies is available at very low cost, and it represents a highly valuable resource for the developing countries.

MB0052 Q.1 What similarities and differences do you find in BCG business portfolio matrix, Ansoff growth matrix and GE growth pyramid.

Answer:Strategic Advantage Profile (SAP) shows the strength and weakness of an organisation. Preparation of SAP is very similar to ETOP analysis. The five functional areas in most organisations are production or operation, finance or accounting, marketing or distribution, human resource and corporate planning, and research and development. These functional areas are listed to identify their relative strengths and weaknesses in SAP. Very similar to the ETOP analysis, positive, neutral, and negative signs are denoted and brief description is written in SAP profile. Each functional area is very broad and has many constituents. 1 BCG portfolio matrix The BCG matrix is a portfolio management tool used in product life cycle. BCG matrix is often used to highlight the products which get more funding and attention within the company. During a products life cycle, it is categorised into one of four types for the purpose of funding decisions. Figure below depicts the BCG matrix. BCG Growth Share Matrix Question Marks (high growth, low market share) are new products with potential

success, but they need a lot of cash for development. If such a product gains enough market shares to become a market leader, which is categorised under Stars, the organisation takes money from more mature products and spends it on Question Marks. Stars (high growth, high market share) are products at the peak of their product life cycle and they are in a growing market. When their market rate grows, they become Cash Cows. Cash Cows (low growth, high market share) are typically products that bring in far more money than is needed to maintain their market share. In this declining stage of their life cycle, these products are milked for cash that can be invested in new Question Marks. Dogs (low growth, low market share) are products that have low market share and do not have the potential to bring in much cash. According to BCG matrix, Dogs have to be sold off or be managed carefully for the small amount of cash they guarantee. The key to success is assumed to be the market share. Firms with the highest market share tend to have a cost leadership position based on economies of scale among other things. If a company is able to apply the experience curve to its advantage, it should able to produce and sell new products at low price, enough to garner early market share leadership. Limitations of BCG matrix: The use of highs and lows to form four categories is too simple The correlation between market share and profitability is questionable. Low share business can also be profitable. Product lines or business are considered only in relation to one competitor: the market leader. Small competitors with fast growing shares are ignored. Growth rate is the only aspect of industry attractiveness Market share is the only aspect of overall competitive position 2 Igor Ansoff growth matrix The Ansoff Growth matrix is a tool that helps organisations to decide about their product and market growth strategy. Growth matrix suggests that an organisations attempts to grow depend on whether it markets new or existing products in new or existing markets. Ansoff's matrix suggests strategic choices to achieve the objectives. Figure 3.6 depicts Ansoff growth matrix. Ansoff Growth Matrix Market penetration Market penetration is a strategy where the business focuses on selling existing products into existing markets. This increases the revenue of the organisation. Market development Market development is a growth strategy where the business seeks to sell its existing products into new markets. This means that the product is the same, but it is marketed to a new audience. Product development Product development is a growth strategy where a business aims to introduce new products into existing markets. This strategy may need the development of new competencies and requires the business to revise

products to appeal to existing markets. Diversification Diversification is the growth strategy where a business markets new products in new markets. This is an intrinsically riskier strategy because the business is moving into markets in which it has little or no experience. For a business to adopt a diversification strategy, it should have a clear idea about what it expects to gain from the strategy and an honest assessment of the risks. Market Penetration Product Development Market Development Diversification New Market Existing Market 3 McKinsey/GE growth pyramid The McKinsey/GE matrix is a tool that performs a business portfolio analysis on the Strategic Business units in an organisation. It is more sophisticated than BCG matrix in the following three aspects: Industry (market) attractiveness - Industry attractiveness replaces market growth. It includes market growth, industry profitability, size and pricing practices, among other possible opportunities and threats. Competitive strength - Competitive strength replaces market share. It includes market share as well as technological positions, profitability, size, among other possible strengths and weaknesses. McKinsey/GE growth pyramid matrix works with 3*3 grids while BCG matrix is 2*2 matrixes. External factors that determine market attractiveness are the following: Market size Market growth Market profitability Pricing trends Competitive intensity/rivalry Overall risk of returns in the industry Opportunity to differentiate products and services Segmentation Distribution structure (e.g., retail, direct, wholesale) Internal factors that affect competitive strength are the following: Strength of assets and competencies Relative brand strength Market share Customer loyalty Relative cost position (cost structure compared to competitors) Distribution strength Record of technological or other innovation Access to financial and other investment resources