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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Linkages
Noteworthy is the fact that while strategy formulation is primarily an entrepreneurial activity, based on strategic decision-making, the implementation of strategy is mainly an administrative task based on strategic as well as operational decision-making.
- ♦ Forward Linkages : The dif... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Issues in Strategy Implementation
This section focuses on the various issues involved in the implementation of strategies. The different issues involved in strategy implementation cover practically everything that is included in the discipline of management studies. A strategist, theref... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.3 STRATEGIC CHANGE THROUGH DIGITAL TRANSFORMATION
Organizations are being pushed harder than ever to shift digitally in order to stay competitive. Digital transformation, however, may be a difficult and complicated process. To guarantee that projects for digital transformation are effective, c... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.3.1 Strategic Change
The changes in the environmental forces often require businesses to make modifications in their existing strategies and bring out new strategies. Strategic change is a complex process that involves a corporate strategy focused on new markets, products, ser... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.3.2 How does digital transformation work?
The use of digital technologies to develop fresh, improved, or entirely new company procedures, goods, or services is known as "digital transformation." It's a fundamental adjustment that can be challenging to identify and even more ... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## How does change management work?
Change management is a process or set of tools and best practices used to manage changes in an organization. It assists in making changes in a safe and regulated manner, reducing the possibility of detrimental effects on the company. Any sort of organisation, inc... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## The role of change management in digital transformation
Digital transformation is a process of organizational change that enables an organization to use technology to create new value for customers, employees, and other stakeholders. A good change management strategy is necessary... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.3.3Change Management Strategies for Digital Transformation
One of the most important area of focus for guaranteeing a successful transformation is change management. Businesses nowadays increasingly find themselves responsible for managing more than simply their staff, clients,... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.3.4How to manage change during digital transformation?
Any organisation may find the work of digital transformation challenging and overwhelming. To ensure that a digital transition is effective, change management is essential. Here are some pointers for navigating change duri... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.4 ORGRANISATIONAL FRAMEWORK
The McKinsey 7S Model refers to a tool that analyzes a company's 'organizational design.' The goal of the model is to depict how effectiveness can be achieved in an organization through the interactions of hard and soft elements. The McKinsey 7s Model focuses on h... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Hard elements are:
Strategy: What steps does the company intend to take to address current and futures challenges?
Structure: How is work divided, how do different departments work and collaborate?
Systems: Which formal and informal processes is the company's structure based on? | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Soft elements are:
Shared Values: What is the idea the organization subscribes to? Is this idea communicated credibly to others?
Staff: This elements refers to employees development and relevant processes, performances and feedback programs etc.
Skill: What is the company's base of skills and c... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## STRATEGIC MANAGEMENT
The Hard elements are directly controlled by the management. The following elements are the hard elements in an organization:
- ♦ Strategy: the direction of the organization, a blueprint to build on a core competency and achieve competitive advantage to drive... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.4.1 Organization Structure
The ideal organizational structure is a place where ideas filter up as well as down, where the merit of ideas carries more weight than their source, and where participation and shared objectives are valued more than executive order.
- Edson Spencer
Change... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Types of Organization Structure
Organizational structure is the company's formal configuration of its intended roles, procedures, governance mechanisms, authority, and decision-making processes. Organizational structure, influenced by factors such as an organization's age and size, acts a... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## A Simple Structure
Simple organizational structure is most appropriate for companies that follow a single-business strategy and offer a line of products in a single geographic market. The simple structure also is appropriate for companies implementing focused cost leadership or focused differentia... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## B Functional Structure
A widely used structure in business organisations is functional type because of its simplicity and low cost. A functional structure groups tasks and activities by business function, such as production/operations, marketing, finance/accounting, research and develop... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## C Divisional Structure
As a firm, grows year after year it faces difficulty in managing different products and services in different markets. Some form of divisional structure generally becomes necessary to motivate employees, control operations, and compete successfully in diver... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## STRATEGIC MANAGEMENT
A divisional structure has some clear advantages. First and the foremost, accountability is clear. That is, divisional managers can be held responsible for sales and profit levels. Because a divisional structure is based on extensive delegation of authority, managers and e... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## D Multi Divisional Structure
Multidivisional (M-form) structure is composed of operating divisions where each division represents a separate business to which the top corporate officer delegates responsibility for day-to-day operations and business unit strategy to division managers. By s... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Multidivisional structure calls for:
- ♦ Creating separate divisions, each representing a distinct business
- ♦ Each division would house its functional hierarchy;
- ♦ Division managers would be given responsibility for managing day-to-day operations;
- ♦ A small corporate office that w... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## E Strategic Business Unit (SBU) Structure
This concept is relevant to multi-product, multi-business enterprises. It is impractical for an enterprise with a multitude of businesses to provide separate strategic planning treatment to each one of its products/businesses; it has to necessa... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## STRATEGIC MANAGEMENT
- ♦ Unrelated products/businesses in any group are separated. If they could be assigned to any other SBU applying the criterion of functional relation, they are assigned; accordingly, otherwise they are made into separate SBUs.
- ♦ Grouping the businesses on SBU lines helps th... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## F Matrix Structure
Most organizations find that organising around either functions (in the functional structure) or around products and geography (in the divisional structure) provides an appropriate organizational structure. The matrix structure, in contrast, may be very appropriate when organiza... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Changing organizational design
| Old Organizational Design | New Organizational Design |
|------------------------------------------------|------------------------------------------------------|
| ♦ One large corporation | ♦ Mi... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## G Network Structure
A radical organizational design, the network structure is an example of what could be termed a 'non-structure' by its virtual elimination of in-house business functions. Many activities are outsourced. A corporation organized in this manner is often called a virtual o... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## STRATEGY IMPLEMENTATION AND EVALUATION
<!-- image -->
Figure: Network Structure
Companies like Airtel use the network structure in their operations function by subcontracting manufacturing to other companies in low-cost.
The network organization structure provides an organizat... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## H Hourglass Structure
In the recent year's information technology and communications have significantly altered the functioning of organizations. The role played by middle management is diminishing as the tasks performed by them are increasingly being replaced by the technological tools. Hourglass... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.4.2 Organization Culture
Every organisation has a unique organizational culture. It has its own philosophy and principles, its own history, values, and rituals, its own ways of approaching problems and making decisions, its own work climate. It has its own embedded patterns of how to ... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Where Does Corporate Culture Come From?
A company's culture is manifested in the values and business principles that management preaches and practices, in its ethical standards and official policies, in its stakeholder relationships (especially its dealings with employees, union... | [
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0.040621381253004074,
0.008860621601343155,
0.007293752860277891,
-0.0010717103723436594... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Culture: ally or obstacle to strategy execution?
An organization's culture is either an important contributor or an obstacle to successful strategy execution. The beliefs, vision, objectives, and business approaches and practices underpinning a company's strategy may or may not be compa... | [
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-0.007868237793445587... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Role of culture in strategy execution
Strong culture promotes good strategy execution when there's fit and impedes execution when there's negligible fit. A culture grounded in values, practices, and behavioural norms that match what is needed for good strategy execution helps energize people t... | [
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0.005621582269668579,
... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## STRATEGY IMPLEMENTATION AND EVALUATION
Perils of Strategy-Culture Conflict: When a company's culture is out of sync with what is needed for strategic success, the culture has to be changed as rapidly as can be managed - this, of course, presumes that it is one or more aspects of the culture that a... | [
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... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## STRATEGIC MANAGEMENT
strongly associated with the old culture, and taking every opportunity to communicate to employees the basis for cultural change and its benefits to all concerned.
Implanting the needed culture-building values and behaviour depends on a sincere, sustained c... | [
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0.0012194354785606265,
... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.5 STRATEGIC LEADERSHIP
A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves .
-Lao Tzu
Strategic leadership sets the firms direction by developing and communicating vision of future, formulate strategies in... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## STRATEGIC MANAGEMENT
3. Keeping the organization responsive to changing conditions, alert for new opportunities, bubbling with innovative ideas, and ahead of rivals in developing competitively valuable competencies and capabilities.
4. Exercising ethical leadership and insisting that t... | [
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0.0... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## STRATEGIC MANAGEMENT
<!-- image -->
Figure: Effective Strategic Leadership
In the today's competitive landscape, strategic leaders are challenged to adapt their frames of reference so that they can deal with rapid, complex changes. A managerial frame of reference is the set of assump... | [
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0.0002202358009526506,
... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.6 STRATEGIC CONTROL
Controlling is one of the important functions of management and is often regarded as the core of the management process. It is a function intended to ensure and make possible the performance of planned activities and to achieve the predetermined goals and results.... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## STRATEGIC MANAGEMENT
Strategic Control: According to Schendel and Hofer 'Strategic control focuses on the dual questions of whether: (1) the strategy is being implemented as planned; and (2) the results produced by the strategy are those intended.'
There is often a time gap between the st... | [
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0.00015522945614065975,
0.... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## 5.7 STRATEGIC PERFORMANCE MEASURES
A company's performance depends heavily on execution of strategy. Companies that continuously outperform their competitors are those who execute well. Executives in a variety of businesses should explore about utilizing strategic performance measurement... | [
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... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Managing the political aspects of implementing a strategy
People involved in the planning process for the implementation of a strategy may be affected by two sets of forces. The "rational" forces of openness, communication, and self-analysis can exist on the one hand. On the other hand, ther... | [
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0.... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Types of Strategic Performance Measures
There are various types of strategic performance measures, including:
- ♦ Financial Measures : Financial measures, such as revenue growth, return on investment (ROI), and profit margins, provide an understanding of the organization's financial perf... | [
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0.023670677095651627,
... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Toward More Holistic Measures of Strategic Performance
Development of management thought and practice has persistently pushed the frontier of strategic performance beyond financial metrics. Thus, the Triple Bottom Line framework (TBL) emphasises People and Planetary Concerns besid... | [
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0.... |
Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## The Importance of Strategic Performance Measures
Strategic performance measures are essential for organizations for several reasons:
- ♦ Goal Alignment: Strategic performance measures help organizations align their strategies with their goals and objectives, ensuring that they are on track to ach... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## Choosing the Right Strategic Performance Measures
Organizations should choose strategic performance measures that are aligned with their goals and objectives and that provide relevant and actionable information. In selecting the right measures, organizations should consider the following factors:
... | [
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Inter_P6B_SM_Chapter_5_Strategy_Implementation_and_Evaluation.pdf | SM | Study_Material | N/A | [Concept: Theory]
## SUMMARY
The chapter on Strategy Implementation and Evaluation provides a comprehensive overview of the processes and factors involved in executing and assessing the effectiveness of organizational strategies. The following are the main learning objectives covered in the chapter... | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | TimeAllowed–3Hours(Totaltimefor6Aand6B)
MaximumMarks–50
1.
Thequestionpapercomprisestwoparts,PartIandPartII.
2.
PartIcomprisesCaseScenariobasedMultipleChoiceQuestions(MCQs)
3.
PartIIcomprisesquestionswhichrequiredescriptivetypeanswers.
4.
Working note should form part of the answer. Wherever necessary, suitabl... | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (d)
`1.20
4.
What is the EBIT-EPS indifference points by formulae between Financing PlanI
and Plan II? | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (d)
`45,15,253.56
5.
What is the EBIT-EPS indifference points by formulae between Financing PlanI
and Plan III? | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (d)
`52,08,333.33
(5x2=10Marks)
6.
A company has a degree of operating leverage is 2 and degree of financial
leverageis3.Ifthesalesofthecompanyincreaseby5%duringthenextquarter,
the
Earning Per Share (EPS) will increase by? | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (d)
60%
(2Marks)
7.
Followingarethedataonacapitalprojectbeingevaluatedbythe
management
of
Aman Ltd.
Particulars
ProjectA
Annualcostsaving
`1,80,000
Usefullife
5years
Internalrateofreturn
10%
Salvagevalue
PVAF(15,4years)
3.79
Basedupontheinformation,thepaybackperiodoftheprojectwillbe | [
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-... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (a)ABC Industries is a mid-sized company manufacturing consumer goods.
Last quarter, the company reported sales of ₹ 2,00,000. The production
process involves significant variable costs, which account for 50% of the
sales value.Additionally, the company incurs₹ 40,000 as fixedoperating
costs for rent, utilities, an... | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (b)
P Ltd. has the following capital structure at book-value as on 31stMarch,
2024:
Particulars
(`)
Equitysharecapital(1,00,000shares)
10,00,000
12%Preferenceshares
15,00,000
10%Debentures
15,00,000
40,00,000
AdditionalInformation:
1.
TheequitysharesofPLtd.arecurrentlytradedat₹100pershare.
2.
Thecompa... | [
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0.015568996779620647,
... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (c)
Vyom Limited, an IT conglomerate, is planning to take over Aryayash
Limited, a startup company incorporated 2 years ago but holding a lot of
prospects. To determine the buyout consideration, Vyom Limited has
approached you as a Finance controller to estimate the fair value of the
startup company today based on... | [
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... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (a)FromthefollowinginformationpertainingtoM/sAnyaCo.Ltd.,
PREPAREitstrading,Profit&LossAccountfortheyearendedon
31March,
2024andasummarizedBalanceSheet asatthatdate:
Amt in `
Current Ratio
2.5
QuickRatio
1.3
ProprietaryRatio(FixedAssets/ProprietaryFund)
0.6
GrossProfittoSale Ratio
10%
Debtors Velocity
4... | [
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-... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (b)
ParasTMTLtd.isaTMTmanufacturingcompanywithafacevalueof
`10pershare.
Thefollowinginformationisgivenaboutthecompany:
Thecompanyisexpectedtogrow@10%p.a.fornextfouryears then 5%
for an indefinite period.
Rateofreturnexpectedbytheshareholdersontheirshare investments is
15%.
Company paid ` 4 as divi... | [
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0.01977345533668995,
0.006... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (b)
You are a financial consultant for a company that has a very high capital
base but low earnings per share (EPS). EXPLAIN over-capitalization.
Whatarethecauses andconsequencesofover-capitalization?"
(4Marks) | [
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0.0248922947794199,
-0... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (c)
"XYZ Corp. has adopted a strategy to maximize short-term profits by
increasingproductpricessignificantly.ANALYZEwhythismightnotbe
afeasibleoperationalcriterionforsustainablegrowth."
(2Marks)
OR | [
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0.0111329834908247,
-0.00... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (c)
DEFINEModifiedInternalRateofReturnmethod.
(2Marks)
PAPER6B:STRATEGICMANAGEMENT
1.
Thequestionpapercomprisestwoparts,PartIandPartII.
2.
PartIcomprisescasescenariobasedmultiplechoicequestions(MCQs)
3.
PartIIcomprisesquestionswhichrequiredescriptivetypeanswers.
PART I – Case scenario based MCQs (15 Mark... | [
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0.0716111809015274,
-0.00016243886784650385,
0.019501034170389175,
0.0025944251101464033,... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | Question 1. (A) (Compulsory)
1.
(A)EcoForge, a startup specializing in eco-friendly building materials crafted
from agricultural waste, entered the highly competitive manufacturing
industry with a vision of promoting sustainability. Despite its innovative
approach, the company faced significant challenges as a new... | [
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0.0056653195060789585,
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0.03111986257135868,
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0.03485887870192528,
0.02096882462501526,
0.02098979614675045,
0.030736878514289856,
-0.016... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (d)
FocussedDifferentiation
(2Marks)
(iii) The case mentions EcoForge identifying “critical influence of
regulatory policies and socio-cultural factors shaping consumer
preferences.” Which strategic analysis framework is most relevant
here? | [
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0.0115... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (d)
Ansoff’sMatrix
(2Marks)
(iv) EcoForge’s strategy to deepen its presence in existing markets and
explore new ones corresponds to which growth strategy in Ansoff’s
Matrix? | [
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0.027843263000249863,
0.028298357501626015,
0.021651659160852432,
0.017102889716625214,
... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (i)
The CEO of GoFlyHigh Airlines has built a high-performance team
over five years by closely monitoring performance metrics, setting
clear expectations, and motivating employees through rewards and
structured improvement plans. Her disciplined and results-focused
approach
has
driven
organizational
success
b... | [
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0.00... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (d)
IntrapreneurLeadership
(2Marks)
(ii)
UN&T reached out to Mukesh S, an entrepreneur from India to get
his team to work on a mega solar energy project and enter India’s
deccan plateau which enjoys an abundance of sunshine. What
strategy is UN&T trying to implement? | [
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0.037756484001874924,
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0.014418283477425575,
0.044644974172115326,
... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (d)
Diversification
(2Marks)
(iii) Urbankeyhasauniquecapabilityinrapidprototyping,allowing them to
bring new products to market faster than the competitors. Such an
advantage can be termed as? | [
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0.026131872087717056,
-0.0001721423031995073,
-0... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (a)Chic Threads, a boutique fashion brand renowned for its commitment to
sustainability and ethical practices, has recently launched a new line of
eco-friendlyclothingmadefromrecycledmaterials.Thebrand recognizes the
growing
influence
of
environmentally
consciousconsumerswhoactivelyshapeindustrystandardsthrought... | [
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0.008142895065248013,
... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (b)
You are a strategic manager for a tech company launching a new
smartphone model. The company wants to target tech-savvy consumers
who value innovation and cutting-edge technology. Using the concept of
customer behavior, develop a marketing strategy to promote the new
smartphone.
(5Marks) | [
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0.004644213709980249,
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0.008458980359137058,
0.026896005496382713,
0.007006109692156315,
0.... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (c)
GreenEdge Solutions, a mid-sized technology company, hasimplemented
a new strategic plan focused on achieving sustainable growth and
strengthening its market presence. The leadership team is determined to
monitor the effectiveness of their strategies to ensure they align with the
organization’s overall goals a... | [
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0.02300984598696232,
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0.012933904305100441,
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-0.012006007134914398,
0.02053573727607727,
0.0053... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (a)ConnectGroupwasoneoftheleadingmakersofthemobilehandsets till a few
years ago and which went at the bottom of the heap. Connect Group
didn't adapt to the current market trends, which eventually ledtoits
downfall. Which would have helped Connect Group to change, adapt
andsurvive?Explainthestepstoinitiatethechange.... | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (a)EasyAccessisamarketingservicescompanyprovidingconsultancyto a range of
business clients. Easy Access and its rivals have managed to
persuadetheGovernmenttorequireallmarketingservicescompanies
to
complete a time-consuming and bureaucratic registration process and to
comply with an industry code of conduct. Do yo... | [
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-0.... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (a)LeatheriteLtd.wasstartedasaleathercompanytomanufacture
footwear.
Currently, they are in the manufacturing of footwears for males and
females. The top management desires to expand the business in leather
manufacturing goods. To expand they decided to purchase more
machines to manufacture leather bags for males a... | [
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0.015265978872776031,
0.07348587363958359,
-... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_1_Questions.pdf | FM | MTP | January_2025 | (b)
Major core competencies are identified in three areas - competitor
differentiation,customervalueandapplicationtoothermarkets. Discuss.
OR
DifferentiationbetweenStrategicPlanningandOperationalPlanning.
(5Marks) | [
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0.03771338611841202,
0.02620035409927368,
-0.... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | TimeAllowed–3Hours(Totaltimefor6Aand6B)
MaximumMarks–50
1.
Thequestionpapercomprisestwoparts,PartIandPartII.
2.
PartIcomprisesCaseScenariobasedMultipleChoiceQuestions(MCQs)
3.
PartIIcomprisesquestionswhichrequiredescriptivetypeanswers.
4.
Working note should form part of the answer. Wherever necessary, suitabl... | [
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-0.... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (i)
Rs. 100 per debenture redeemable at par has 2% floatation cost and 10 years
of maturity.Themarket priceper debentureis Rs.105.
(ii)
Rs.100perpreferenceshareredeemableatparhas3%floatationcostand
10yearsofmaturity.ThemarketpriceperpreferenceshareisRs.106.
(iii) Equity share has Rs. 4 floatation cost and ma... | [
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0.029586762189865112,
-0.... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (d)
10.55%
5.
What will be the current market price of MNP Ltd.’s equity shares if Ke = 10%,
expected dividend is Rs. 2 per share and annual growth rate is 5% from the
following options: | [
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0.048853352665901184,
0.0017474296037107706,
-0.014873440377414227,
0.03620588406920433,
0.018408671021461487,
0.028861859813332558,
0.013535712845623493,
0.... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (d)
45pershare
(5x2=10Marks)
6.
EBIT
=4,00,000
EBT
=3,00,000
Sales
=16,00,000
Whichofthefollowingis/arecorrect?
1.
DFLis1.33
2.
Interestcoverageratiois3
3.
Operatingprofitmarginis25%
Selectthecorrectanswerusingthecodegivenbelow: | [
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-0.008164082653820515,
-0.00118312519043684,
0.03160961717367172,
-0.00471332436427474,
-0.032057471573352814,
0.026386752724647522,
0.019887814298272133,
0.022774003446102142,
0.044169239699840546,
0.016873029991984367,
0.03324878215789795,
0.02286570519208908,
0.028... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (d)
3only
(2Marks)
7.If velocity of stock is 3 months, annualsales amount to Rs.6 lakh at 20% gross
profitmarginandopeningstockisRs.90,000;whatistheclosingstockvalue? | [
-0.008157143369317055,
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0.004219692666083574,
0.05340457335114479,
-0.0076271044090390205,
-0.013... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (a)
The financial statement and operating results of Alpha Limited
revealedthe following position as on 31st March, 2023:
—
Equity share capital (Rs. 10 fully
paid share)
Rs.20,00,000
—
Workingcapital
Rs.6,00,000
—
Bankoverdraft
Rs.1,00,000
—
Currentratio
2.5:1
—
Liquidityratio
1.5:1
—
Proprietary... | [
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0.012604501098394394,
-0... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (b)
Theta Limited is expecting an annual earning of Rs. 3 Lakhs before
paying any interest and taxes. The company has Rs. 10 lakhs of 10%
debentures in its capital structure. The capitalisation rate is 12.5%. You
are required to calculate the value of Theta Limited as per the NI
approach.Also,COMPUTEtheoverallcos... | [
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0.034192249178886414,
0.04543107748031616,
0.06550448387861252,
0.0006293040933087468,
0.013... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (c)
ThefollowingdatarelatestoBetaLimited:
Rs.
Sales
2,00,000
Less:VariableExpenses(30%)
60,000
Contribution
1,40,000
Fixedoperatingexpenses
1,00,000
EBIT
40,000
Less:Interest
5,000
EBT
35,000 | [
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0.009217651560902596,
0.0018125277711078525,
0.00723135145381093,
-0.026535408571362495,
-0.0066371806897223,
0.015301384963095188,
0.0219316054135561,
-0.002662076149135828,
0.01732107810676098,
0.03771001473069191,
0.030192626640200615,
0.005473417229950428,
-0.0382... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (i)
CALCULATEbywhatpercentagewillEBTincreaseifsalesincreases by
6 percent.
(ii)
CALCULATEbywhatpercentagewillEBITincreaseifthereis10per cent
increase in sales?
(iii)
CALCULATEbywhatpercentage EBTincrease ifEBITincreasesby
6percent?
(5 Marks) | [
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0.0427163802087307,
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0.024642949923872948,
0.0304107703268528,
0.011227970011532307,
0.06447547674179077,
0.009996138513088226,
0.03671281412243843,
0.01211634837090969,
-0.0168... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (a)ABC Ltd., anewlyformed companyhas applied to the Private Bankfor the first
time for financing it’s Working Capital Requirements. Thefollowing
information
is
available
about
the
projections
for
the
currentyear:EstimatedLevelofActivityCompletedUnitsofProduction31,200.
RawMaterialCost
Rs40perunit
DirectW... | [
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0.024743475019931793,
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0.010589582845568657,
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0.03256437927484512,
-0.01955319009721279,
0.007929517887532711,
0.026121508330106735,
0.05322042852640152,
-0.004118726588785648,
0.014237923547625542,
-0.031... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (b)
Return
on
Equity
(ROE) is
Satva
Limited
is
15%
and
the
capitalizationrateapplicabletothecompanyisat20%.SatvaLimited’sBookVal
ue per share (BVPS) is Rs 125. Calculate the intrinsic value of the share
today using Gordon’s model and Walter’s modelif the company’s
policyistoretain65%oftheearning.
(4Marks)... | [
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0.04539288952946663,
-0.012489703483879566,
-0.011577581986784935,
-0.015277545899152756,
-0.021652938798069954,
0.032395411282777786,
0.00019381953461561352,
-0.00438266433775425,
0.03483568876981735,
0.00583163695409894,
0.027572302147746086,
0.017530476674437523,
... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (c)
MENTION any one advantage of stock dividend – to the company as well
astotheinvestor
(2Marks)
PAPER6B:STRATEGICMANAGEMENT
1.
Thequestionpapercomprisestwoparts,PartIandPartII.
2.
PartIcomprisescasescenariobasedmultiplechoicequestions(MCQs)
3.
PartIIcomprisesquestionswhichrequiredescriptivetypeanswers.... | [
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0.0003506891371216625,
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0.00758753065019846,
0.0035191187635064125,
0.01530992891639471,
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0.0456077940762043,
-0.003224819665774703,
0.04901335760951042,
0.03035052679479122,
0.00... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | Question 1. (A) (Compulsory)
1.
(A)GalaxyEnterprisesLimited(GEL)operatesasadiversifiedconglomerate with a
significant presence in various industries, including electronics, packaged
foods, textiles, heavy machinery, and renewable energy. Leveraging its
substantial
free
reserves
of
₹85,000
crores,
GEL
hasb... | [
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0.01473026443272829,
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0.0313115194439888,
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0.015959052368998528,
-0.007583863101899624,
0.024958090856671333,
0.0338444784283638,
0.016265232115983963,
0.03888247534632683,
0.022366197779774666,
-0.004297... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (i)
GELhasapprovedsignificantinvestmentsinmodernizingitsrenewable
energydivisionandenteringtheelectricvehiclesegment.Analyzethelevel
of
strategy these decisions represent and identify the correct justification for your
answer. | [
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0.... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (b)
Business level, as these initiatives align with the goals of a single division
to gain a competitive edge. | [
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-... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (d)
Operationallevel,asthesefocusonday-to-dayactivitieswithinthe divisions.
(2Marks)
(ii)
With the merger of Nova Green Energy Limited and Zenith Solar Limited into
Synergy Renewables Ltd (SRL), how does this development influence GEL’s
strategic priorities in the renewable energy sector under Porter’s Five Forc... | [
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-0.... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (d)
Themergerstrengthensthebargainingpowerofsuppliersduetogreater
relianceonkeyinputs.
(2Marks)
(iii) GEL’s decision to enter the EV market represents a diversification strategy.
Evaluate which type of diversification strategy is being pursued and the
reasoning behind this classification. | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (b)
Vertical integration, as GEL seeks to integrate upstream or
downstreamactivities in the automotive value chain. | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (d)
Conglomeratediversification,asGELentersanentirelyunrelatedand
independentbusinesssegment.
(2Marks)
(iv) GEL identified shareholders and the Board of Directors as key stakeholders.
Analyze the rationale for classifying them as both high influence and high
interestandhow thisinfluencesstrategiccommunication. | [
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... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (v)
By approving modernization in renewable energy and diversification into EVs,
what corporate strategy is GEL pursuing, and how does it position thecompany
as per Ansoff’s product market growth matrix? | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (i)
Harish, a middle manager, is confused about the difference between flexibility
and resilience while working around an uncertain situation in the organization.
Canyou help find the right difference between the two? | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (a)
Flexibility is about adaptingtonew things quickly, whileresilienceis
aboutholdingontothecurrentpositionofthethingsfortheshort-term
as
the
organisation is confident of its efficiencies. | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (d)
Botharethesame.
(2Marks)
(ii)
Suman, the marketing head of Jalwa Music Co., was doing research on the
onlinemusicstreamingbusinessinIndiaforhernewagemusicfor youngsters. She
analyzed that though the players in the market wereinnovating rapidly, it was
difficult to maintain a sustainable competitive adv... | [
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-0.... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (d)
Thedifficultyinestimatingcompetitors'responses.
(2Marks)
(iii) During which stage of the Product Life Cycle would you typically expect the
highest marketing expenditure per unit sold as companies aggressivelypromote
their product? | [
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Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (a)Jupiter Electronics Ltd. is known for its ability to come out with path-
breaking products. Though the work environment at Jupiters is relaxed
and casual, there is a very strong commitment to deadlines. The
employees believe in a “work hard play hard" ethic. The organisation has
moved away from formal and hierar... | [
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0.0036872350610792637,... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (b)
Reshuffle Corp is a company that manufactures and sells office furniture.
They offer a range of products, from desks and chairs to cabinets and
shelves. Recently, the company has been facing increased competition
fromonlineretailersofferingsimilarproductsatlowerprices.
Analyzingthecharacteristicsofproductsinth... | [
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... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (c)
Abusinessconsultancyfirmfocusesonprovidingspecializedservices
inenvironmentalmanagementconsultancy.Itassistsclientcompanies
inestablishingrobustenvironmentalmanagementaccountingsystems
for the measurement, recording, and analysis of environmental costs. A
significant
portion
of
the
firm’s
operations ... | [
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0.03069208934903145,
-0.0049... |
Inter_P6_FMSM_FM_SM_January_2025_MTP_2_Questions.pdf | FM | MTP | January_2025 | (a)Rohit Patel has a small chemist shop in the central part of Ahmedabad.
WhatkindofcompetenciesRohitcanbuildtogaincompetitive
advantageoveronlinemedicinesellers?
(5Marks) | [
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0.02953975275158882,
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0.03476287052035332,
-0.... |
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