NMIMS MBA 3rd SEM SEP 2026 Assignments

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Consumer Behaviour

Sep 2026 Examination

 

Q1 A retail chain has expanded its online grocery app into semi-urban Indian markets where customers are familiar with neighborhood kirana stores but less confident about digital ordering. Although awareness of the app is increasing through local promotions and social media, many consumers hesitate to place repeat orders. Interviews reveal concerns about product freshness, online payment safety, delivery reliability, and whether family members will approve of shifting away from established local buying habits. The company has already introduced discounts, yet trial conversion remains weak. The operations and marketing teams now need a structured approach to understand how awareness, interest, evaluation, trial, and final adoption are being blocked by financial, performance, and social risk. Using the adoption process and the concept of perceived risk, explain what actions the retailer should take at each stage to reduce customer hesitation and increase adoption in semi-urban markets? (10 Marks)

Ans 1.

Introduction

This retail chain’s online grocery expansion into semi-urban markets faces a classic adoption challenge, where awareness has grown but trial and repeat usage remain weak because customers perceive meaningful financial, performance, and social risk in abandoning trusted kirana store habits. Applying the adoption process alongside perceived risk theory gives the operations and marketing teams a structured way to identify exactly where hesitation is occurring and what interventions

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Q2 A global consumer technology company has built its reputation on premium devices known for elegant design, high performance, and seamless integration across smartphones, tablets, laptops, and wearables. Its leadership believes that this closed ecosystem has driven repeat purchases and deep customer loyalty. However, recent market research shows that younger consumers increasingly value flexibility, interoperability, and price transparency. Competitors are offering open platforms, compatible accessories, and lower-priced alternatives without sacrificing core functionality. The firm’s strategy team must assess whether preserving strict ecosystem control still strengthens retention and perceived value, or whether limited openness would better align with evolving technology-driven consumer behaviour and expectations. Evaluate whether the company should continue prioritizing a premium, tightly integrated product ecosystem or widen compatibility with third-party devices and services. Which option is likely to create stronger long-term customer value, loyalty, and competitive advantage, and why? (10 Marks)

Ans 2.

Introduction

This technology company’s closed ecosystem strategy has historically driven loyalty and premium positioning, but evolving consumer expectations around flexibility and price transparency, especially among younger buyers, require the strategy team to genuinely evaluate whether continued strict integration still maximizes long-term customer value or whether measured openness better serves evolving market realities across an increasingly competitive technology landsca

Q3(A) A consumer electronics company is preparing to launch a new generation of smart televisions in a market where adoption has slowed among older and tradition-oriented buyers. Market research shows that a sizeable segment behaves like Robert, a long-time user of conventional televisions who sees streaming features, apps, and internet connectivity as unnecessary complications rather than benefits. At the same time, another segment consists of innovation-seeking early adopters who actively look for advanced features. The marketing head realizes that a single positioning strategy will fail because dogmatic consumers need familiarity, simplicity, and trust, while innovators want novelty and performance. The firm now needs a more sophisticated market-entry plan. Design a segmented launch strategy for the smart TV that can convert resistant consumers like Robert without alienating innovative buyers. Your answer should create a persuasive marketing framework that uses familiarity, trust, ease of use, and reassurance while still positioning the product as a meaningful upgrade in consumer electronics. (5 Marks)

Ans 3A.

Introduction

Launching the new smart TV successfully requires a segmented strategy that converts dogmatic, tradition-oriented consumers like Robert while simultaneously satisfying innovation-seeking early adopters, since a single positioning message cannot credibly address both groups’ fundamentally different motivation

 

Q3(B) A regional beverage company has introduced a fruit-based sparkling drink aimed at busy urban consumers who make quick, low-involvement purchase decisions. Initial taste tests are positive, but sales remain inconsistent because shoppers forget the brand at the point of purchase. The firm cannot afford heavy educational campaigns, so it is considering a passive learning approach through repeated digital ads, retail displays, packaging consistency, and a memorable audio signature. Senior managers are concerned that repetition alone may create short-term familiarity without deeper preference or sustained loyalty. They want a strategy that converts repeated exposure into stronger consumer learning outcomes while also protecting the brand from becoming generic or easily substitutable. Create a passive-learning strategy for the beverage brand that uses repetition, brand elements, and low-involvement cues to build recognition, recall, and eventual loyalty. How would your strategy balance familiarity-building with meaningful reinforcement so that long-term brand equity improves rather than weakens? (5 Marks)

Ans 3B.

Introduction

Building brand equity for this low-involvement sparkling drink requires a passive learning strategy that uses repeated exposure strategically, converting simple recognition into genuine recall and eventual preference rather than fostering forgettable, easily substitutable familiarity alone.

Concept and Application

Understanding Passive Learning

 

Corporate Finance

Sep 2026 Examination

 

Q1 An Indian consumer electronics company is considering a major investment in a new automated manufacturing line and an in-house R&D center for smart appliances. The proposal requires a large upfront outlay and is likely to reduce reported profits for the next two years due to depreciation, training costs, and development expenses. However, management expects better product quality, lower defect rates, stronger brand positioning, and higher cash flows over the next seven years. Some board members prefer postponing the project to protect short-term earnings, while others argue it can strengthen competitive advantage and improve shareholder wealth in the long run. Applying the concept of wealth maximization, how should the CFO evaluate and justify this investment decision using risk, time value of money, and long-term shareholder value considerations instead of relying only on short-term profit impact? (10 Marks)

Ans 1.

Introduction

This consumer electronics company’s automation and R&D investment illustrates the classic tension between short-term reported earnings and long-term shareholder wealth maximization. Applying wealth maximization as the guiding principle, rather than short-term profit protection, gives the CFO a coherent framework for justifying this investment using risk, time value of money, and long-term value creation, directly addressing the board’s genuine disagreement

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Q2 Investment Requirements: An investor must accumulate exactly Rs.1,50,00,000 at the end of 12 years to meet a liability. Investment Structure: the investment policy permits the following structure only – an immediate deposit today, equal annual end-of-year deposits for years 1 to 8, no deposits in years 9 and 10, equal annual beginning-of-year deposits in years 11 and 12. Interest Rates: the account earns 9% nominal for the first 5 years compounded quarterly, 8.4% effective annually for the next 4 years, and a force-equivalent annual rate such that money doubles in 8 years for the final 3 years. Deposit Structure: the annual end-of-year deposit from years 1 to 8 must be 1.5 times the immediate deposit; each beginning-of-year deposit in years 11 and 12 must be 80% of the annual end-of-year deposit. Objective: Determine the immediate deposit and the common annual end-of-year deposit required, showing all time-value equivalences across changing compounding conventions. (10 Marks)

Ans 2.

Introduction

This problem requires determining an immediate deposit and a related annual deposit that together accumulate to a specified future liability, across three distinct interest rate regimes and a mixed pattern of end-of-year and beginning-of-year deposits. Applying time value of money principles consistently across changing compounding conventions is essential to solving this correctly.

Concept and Application

 

 

Q3(A) Expansion Financing Overview: Company is evaluating its marginal weighted average cost of capital for a Rs.300 crore expansion. Target Market-Value Mix: Equity 50%, Debt 35%, Redeemable Preference Shares 15%. Available Retained Earnings: Rs.72 crore. New Equity Issuance: new equity, if issued beyond retained earnings, will be sold at Rs.480 per share, flotation cost on issue price 4%, current dividend Rs.24 per share, expected dividend growth 7% for the next 3 years and 5% perpetually thereafter. Debt Financing: existing debt can be raised up to Rs.90 crore through 10-year debentures, coupon rate 9%, issued at 96% of face value, flotation cost on face value 2%; any debt beyond this limit will require secured borrowing at an effective pre-tax yield of 11.2%. Preference Shares: issued at Rs.95 net proceeds per Rs.100 face value, dividend 10%, redeemable at par after 8 years. Corporate Tax Rate: 30%. Objective: Compute the marginal WACC applicable to the full Rs.300 crore expansion, identifying the breakpoint at which the cost of equity and/or debt changes and using the appropriate cost for each financing tranche. (5 Marks)

Ans 3A.

Introduction

Computing marginal WACC for this Rs 300 crore expansion requires identifying breakpoints where the cost of equity or debt changes due to exhausting cheaper financing sources, then applying the correct marginal cost for each financing tranche within the target capital structure.

Concept and Application

Why Marginal WACC Requires

 

Q3(B) Project Cash Flows: Year 0: -Rs.140 crore, Year 1: Rs.32 crore, Year 2: Rs.46 crore, Year 3: -Rs.18 crore, Year 4: Rs.54 crore, Year 5: Rs.68 crore. Financial Assumptions: Finance Rate 13%, Reinvestment Rate 10%. Reinvestment Details: Year 4 inflow will be reinvested for only half a year at the reinvestment rate. The firm plans a terminal distribution midway through Year 5. All other positive cash flows will be reinvested to the terminal date at the stated annual reinvestment rate on an effective basis. Objective: Compute the project’s MIRR to the terminal date at the end of Year 5. Treat the negative cash flows at Years 0 and 3 appropriately under the finance rate. (5 Marks)

Ans 3B.

Introduction

Computing MIRR for this project requires discounting negative intermediate cash flows back to time zero at the finance rate, compounding positive cash flows forward to the terminal date at the reinvestment rate, then solving for the single rate that equates these two values over the project horizon.

Concept and Application

Why MIRR Differs from

 

Digital Marketing

Sep 2026 Examination

 

Q1 Drawing on digital marketing frameworks, apply the concept of integrated marketing communications (IMC) to design a roadmap for integrating digital channels into the retailer’s marketing strategy. What steps should you take to ensure alignment of the digital and traditional marketing teams, leverage customer data for personalization, and measure the effectiveness of digital touchpoints versus traditional ones? As the Chief Marketing Officer (CMO) of a national apparel retailer that has invested heavily in traditional mass media for years, you are tasked with spearheading its digital transformation. The board is keen on seeing measurable increases in consumer engagement, personalized communications, and better marketing ROI through the adoption of digital marketing channels such as content marketing, social media, and search marketing. The legacy team is concerned about shifting budget away from established offline channels. (10 Marks)

Ans 1.

Introduction

Shifting a national apparel retailer from decades of mass media dependence toward a digital first marketing model is fundamentally an integrated marketing communications challenge, not a simple channel addition exercise. Integrated marketing communications treats every touchpoint, whether a television advertisement, an in-store display, a social media post or a search ad, as part of one coherent brand conversation with the customer rather than a collection of disconnected messages competing for attention. As CMO, the roadmap must align digital and traditional teams around shared customer data and objectives, phase in digital channels without abruptly

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Q2 A startup has launched a subscription-based wellness service primarily through its website, but user acquisition has been slower than anticipated. The marketing team is considering partnerships with influencers, affiliate networks, and building active user communities on professional and social forums. They aim to increase visibility and user trust, but resources are limited and selection of the most impactful marketing channels is critical. Evaluate the effectiveness of integrating partner marketing (affiliate programs, sponsorships, PR) and community-based marketing (social media, business forums) to expand reach and foster brand trust for a newly launched online service. Which channels should be prioritized and what key improvements would you recommend based on potential performance metrics? (10 Marks)

Ans 2.

Introduction

A subscription wellness startup facing slower than expected user acquisition through its website needs channels that build trust quickly, since wellness purchases depend heavily on credibility and social proof rather than impulse decisions made on price or convenience alone. Partner marketing, through affiliates, sponsorships and PR, and community-based marketing, through social media and

 

Q3 (A) An educational technology startup has launched a digital platform for learners of different ages and backgrounds. Facing competition from established online players, it struggles with awareness and trust. The founders plan to use website/blog content, influencer-led video series, social media groups, and email communication for traction. A. Construct a content strategy to position the platform as a thought leader and build loyalty among diverse learners. (5 Marks)

Ans 3 (A).

Introduction

Facing established online education competitors, this edtech startup cannot win on awareness spend alone and must instead build genuine thought leadership through a content strategy that demonstrates expertise while genuinely serving the varied needs of learners across different ages and backgrounds.

Concept and Application

Segmenting Content by Learner Persona

Since the platform serves learners of different ages and backgrounds, a single undifferentiated content stream will fail to build loyalty across such varied needs and expectations. The

 

 

Q3 (B) Continuing from Q.3 A, the startup aims for brand authority, learner engagement, and viral growth. Explain a community strategy blending native content, influencer marketing, and interactive features to create a differentiated digital presence. (5 Marks)

Ans 3 (B).

Introduction

Building on the content foundation from Q3(A), the startup now needs a community strategy that converts content consumption into brand authority, active learner engagement and organic viral growth by blending native content, influencer marketing and interactive features into one differentiated digital presence.

Concept and Application

Creating Native Content That Feels Platform-Grown

Rather than repurposing generic educational content, the platform should develop native formats specific to its community, such as learner-generated success stories, peer study challenges, or platform-

 

Organisational Theory, Structure and Design

Sep 2026 Examination

 

Q1 A large manufacturing company has announced a strategic shift toward innovation, faster problem-solving, and customer responsiveness. Despite the announcement, middle managers continue to insist on approvals for minor decisions, employees avoid taking initiative, and new product ideas rarely move beyond discussion. Senior leaders are frustrated because the formal strategy appears strong, but execution remains slow and compliance-driven. The company has never conducted a structured cultural review and relies mainly on annual performance reports. The executive committee now wants to understand whether the obstacle lies in leadership behavior, communication patterns, employee assumptions, or outdated systems. They are considering employee surveys, focus groups, cultural audits, and leadership assessments to guide the transformation effort. How should the executive committee apply methods of analyzing organizational culture to identify cultural misalignment and design appropriate corrective measures for communication, leadership behavior, and HR systems? (10 Marks)

Ans 1.

Introduction

This manufacturing company’s gap between its announced strategic shift and persistent compliance-driven behavior reveals a cultural misalignment that annual performance reports alone cannot diagnose. The executive committee needs a structured, multi-method approach to analyzing organizational culture, examining leadership behavior, communication patterns, employee assumptions, and HR systems together, before designing corrective interventions that genuinely close

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Q2 A mid-sized electric mobility startup has earned investor attention through bold product ideas and rapid experimentation. Its adhocracy-oriented culture encourages employees to challenge assumptions, test unconventional solutions, and move quickly without excessive controls. However, as competition intensifies and deadlines tighten, product teams are experiencing burnout, duplicated work, and uneven accountability. Some board members want a stronger market culture focused on targets, speed, and competitive outcomes. Others argue that too much pressure could damage creativity and retention. A third group recommends a hybrid model that preserves innovation while introducing clearer structures, quality controls, and shared decision rules. The CEO must choose a cultural direction before the next funding round. Evaluate the strategic suitability of an adhocracy culture, a market culture, and a hybrid culture for this company’s next phase. Which option would best support innovation, employee sustainability, and competitive performance, and why should senior management prefer it over the other alternatives? (10 Marks)

Ans 2.

Introduction

This electric mobility startup’s adhocracy culture has driven the bold experimentation that earned investor attention, but intensifying competition and tightening deadlines now expose real costs in burnout and uneven accountability, requiring the CEO to evaluate whether adhocracy, market culture, or a hybrid model best supports the company’s next phase heading into a critical funding decision.

Concept and App

 

Q3(A) A global retail organization has publicly positioned itself as an inclusive employer and has invested heavily in employer branding around equity, opportunity, and belonging. However, an internal review shows that employee experiences vary sharply across business units. Some managers mentor diverse talent and encourage open dialogue, while others rely on informal networks, overlook underrepresented employees for key assignments, and interpret inclusion efforts as nonessential. Employee resource groups exist but operate without influence, and diversity policies are not consistently enforced. The board has asked the CEO to move beyond fragmented initiatives and create a leadership-centered system that makes inclusion operational at every level. You have been asked to propose a culture-building strategy that turns intent into measurable organizational practice. Develop a leadership-driven cultural integration strategy that aligns managerial behavior, talent systems, and communication channels with the company’s stated diversity and inclusion values. (5 Marks)

Ans 3A.

Introduction

This global retailer’s gap between its public inclusion branding and inconsistent manager-level practice requires a leadership-driven cultural integration strategy that makes diversity and inclusion an operational practice embedded in daily management behavior, not merely a branding exercise disconnected from actual employee experience.

Concept and Application

Aligning

 

Q3(B) A fast-growing consumer services company proudly displays slogans about teamwork, empowerment, and customer obsession across its offices and digital platforms. Despite these visible symbols, employee survey comments reveal fear of speaking up, limited trust in managers, and frustration over reward systems that recognize only individual sales numbers. Exit interviews suggest that the company’s stated values are not reflected in everyday practices. Middle managers insist the culture is healthy because performance targets are being met, but the HR director believes deeper issues are emerging beneath the surface. The board now wants a structured method to analyze the real culture before engagement, retention, and brand reputation deteriorate further. Create an integrated cultural diagnosis and renewal framework for the company that identifies gaps across artifacts, espoused values, and underlying assumptions. (5 Marks)

Ans 3B.

Introduction

This consumer services company’s disconnect between visible cultural symbols and actual employee experience requires an integrated diagnostic framework examining artifacts, espoused values, and underlying assumptions, revealing why performance targets being met does not necessarily

 

Research Methodology

Sep 2026 Examination

 

Q1 A private bank is preparing a customer satisfaction survey for its digital banking platform after receiving mixed feedback on app usability, transaction delays, and support responsiveness. The operations team is under pressure to launch the survey immediately because leadership wants quick insights before the next product review. However, past surveys have failed because customers misunderstood rating scales and skipped key questions. The research analyst recommends a pretest with a small but representative sample of users before full deployment. Senior managers are unsure whether this extra step is worth the time. They need to understand how pretesting can improve flow, clarity, timing, and response options in a structured questionnaire. Applying the concept of pretesting structured questions, what steps should the bank take to pilot the questionnaire, identify design weaknesses, and refine the final instrument before company-wide administration? (10 Marks)

Ans 1.

Introduction

Pretesting a structured questionnaire before full deployment is a critical step in survey research, since it identifies design flaws that would otherwise compromise data quality across an entire company wide administration. For the bank’s digital banking satisfaction survey, where past attempts failed due to confusing rating scales and skipped questions, a proper pretest can reveal exactly these problems on a small scale before they affect the full customer base, giving management

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Q2 A beverage company is preparing to launch a new line of healthy energy drinks for young professionals in major metro cities. Management wants to assess market readiness, consumer expectations, and price sensitivity before the launch, but it also wants to understand whether attitudes and buying intentions change after repeated exposure to advertising and trial experiences. The finance team is pushing for a one-time survey to reduce costs and accelerate decision-making. However, the brand manager believes consumer perceptions may evolve over time, especially in a highly competitive category. The research team must determine the most suitable time horizon for the study. Evaluate whether a cross-sectional or longitudinal time horizon would be more effective for this study. Justify your recommendation by assessing the trade-offs involving depth, cost, speed, and ability to support stronger conclusions, and explain the managerial consequences of choosing the less suitable option? (10 Marks)

Ans 2.

Introduction

Choosing between a cross-sectional and a longitudinal time horizon is a fundamental research design decision that shapes the depth, cost, and strength of conclusions a study can support. For the beverage company launching healthy energy drinks, this choice directly affects whether the research can capture how consumer attitudes evolve with repeated exposure to advertising and trial, a concern

 

 

Q3(A) A national supermarket chain is facing inconsistent customer experience across metro outlets. Sales reports show long checkout abandonment, uneven movement across aisles, and poor conversion in premium product sections. The research director believes that customer surveys are failing because shoppers give socially desirable answers or skip forms altogether. She wants a field study that captures actual behavior such as queue reactions, navigation patterns, and responses to staff interaction in real time. However, the legal team is concerned about privacy, and store managers want a method that can be replicated across branches. You are hired to develop an observation-based research design that can produce reliable and ethically defensible insights. Design an observation framework for the chain that combines at least two observation dimensions and one major observation approach to generate valid, actionable findings while balancing authenticity, measurability, and ethics. What specific procedures, tools, and safeguards would you build into the study? (5 Marks)

Ans 3A.

Introduction

The supermarket chain’s inconsistent customer experience, combined with unreliable survey responses due to social desirability bias, calls for an observation based research design. Combining multiple observation dimensions with a suitable observation approach can capture authentic shopper

 

 

Q3(B) Ritika, a public health researcher, has returned from rural Madhya Pradesh with dozens of interview transcripts collected from mothers, health workers, and village elders about barriers to healthcare access. The narratives reveal issues such as long travel distances, cultural taboos, mistrust of modern medicine, and gaps in outreach systems. However, the material is unstructured, emotionally rich, and highly diverse. Her university research supervisor wants her to move beyond simple description and build a rigorous qualitative analysis process that can produce meaningful insights for policy and practice. She must now organize, interpret, and validate these narratives without losing their depth and contextual significance. Design a qualitative data analysis framework for Ritika’s study that integrates data reduction, data display, and conclusion drawing, while also ensuring credibility, dependability, and confirmability. How would you structure coding, theme development, validation, and interpretation so that the villagers’ narratives are transformed into actionable and trustworthy research findings? (5 Marks)

Ans 3B.

Introduction

Ritika’s rich but unstructured interview transcripts require a rigorous qualitative analysis framework that organises the material into meaningful themes while preserving depth and ensuring the findings are credible enough to inform healthcare policy and practice in rural Madhya Pradesh.

Concept and Application

Data Reduction

Data reduction involves systematically coding the transcripts, identifying recurring concepts such as travel distance, cultural taboos, and mistrust of modern medicine, and organising these codes into broader categories. Starting with open coding to capture ideas directly from the narratives, then

 

Supply Chain Management

Sep 2026 Examination

 

Q1 A national value-retail chain has rapidly expanded into tier-2 and tier-3 cities with a promise of low prices and reliable product availability. However, the company is facing frequent stockouts of fast-moving products, excess inventory of slow-moving items, and rising transportation costs. Marketing promotions are often introduced without coordination with operations, while regional warehouses continue to depend on outdated data and manual planning systems. Using the concept of strategic fit, explain how the company should redesign its supply chain strategy to align with its competitive promise of affordability and rapid replenishment. Illustrate your answer with suitable supply chain decisions related to sourcing, inventory, distribution, technology adoption, and performance measurement. (10 Marks)

Ans 1.

Introduction

This value-retail chain’s rapid tier-2 and tier-3 expansion has exposed a strategic fit gap, where its competitive promise of affordability and rapid replenishment is undermined by uncoordinated promotions, outdated regional planning systems, and inconsistent inventory outcomes across stockouts and excess stock. Applying strategic fit requires aligning every supply chain decision with the company’s core competitive priority, ensuring sourcing, inventory, distribution, and technology

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Q2 A regional grocery distributor dealing in fresh produce is facing increasing spoilage, rising freight costs, and inconsistent service levels to retail outlets. Some stores experience stockouts during peak demand periods, while others maintain excess inventory that expires before sale. Currently, management evaluates performance mainly through monthly sales revenue and total logistics cost, which fails to identify operational inefficiencies. Evaluate the supply chain performance metrics that should receive highest managerial priority in this situation. Justify how these metrics can help reduce waste, improve responsiveness, and enhance customer satisfaction. (10 Marks)

Ans 2.

Introduction

This grocery distributor’s reliance on monthly sales revenue and total logistics cost fails to capture the operational inefficiencies actually driving spoilage, inconsistent service, and freight cost increases, meaning management needs performance metrics that directly diagnose where and why the supply chain is underperforming rather than only summarizing financial outcomes after the fact,

 

Q3(A) An Indian e-commerce retailer is preparing for a nationwide festive sale expected to create highly uneven demand across different product categories. In earlier sale periods, the company experienced stockouts of fast-moving products, delayed deliveries, and excess inventory in warehouses. To improve performance, the firm plans to redesign its safety inventory management system using predictive forecasting, regional demand analysis, and supplier coordination. Design a suitable safety inventory strategy for the company and explain how the proposed system can help maintain service levels and reduce delivery delays during peak demand conditions. (5 Marks)

Ans 3A.

Introduction

This e-commerce retailer’s festive sale stockouts and delays stem from safety inventory decisions that failed to anticipate highly uneven demand across product categories, requiring a redesigned strategy combining predictive forecasting, regional analysis, and supplier coordination to maintain service levels during peak conditions.

Concept and Application

Category-Specific Safety Stock Levels

Rather than applying

 

Q3(B) HomeKart, a national e-commerce company selling household essentials, is experiencing rapid growth in customer orders across urban, semi-urban, and rural markets. The company faces challenges such as fragmented inventory information, inconsistent logistics performance, and high last-mile delivery costs. To improve customer experience and operational efficiency, the company plans to redesign its e-business-enabled distribution network using digital technologies and partner collaboration. Design a suitable e-business-enabled distribution network strategy for the company and explain how the proposed system can improve visibility, flexibility, and delivery responsiveness across diverse markets. (5 Marks)

Ans 3B.

Introduction

HomeKart’s fragmented inventory visibility, inconsistent logistics, and high last-mile costs across urban, semi-urban, and rural markets require an e-business-enabled distribution network that uses digital integration and partner collaboration to unify visibility and improve delivery responsiveness at scale.

Concept and Application

Unifying Inventory

 

Brand Management

Sep 2026 Examination

 

 

Q1. A global quick-service restaurant brand is expanding aggressively across diverse Indian cities. Its headquarters wants strict consistency in logo use, store experience, and core menu communication to preserve the global brand image. However, regional franchise managers argue that local food preferences, cultural expectations, and digital consumption patterns vary widely across markets. Sales data shows that stores with localized menu items and region-specific online campaigns perform better than stores following a standardized global model. At the same time, the company fears that excessive adaptation may fragment the brand and confuse customers. The country head has asked for a branding solution that balances consistency, local relevance, and digital responsiveness in a highly competitive market. Using branding challenges and opportunities from the context, how should the company apply a global-local branding approach and digital engagement strategy to improve relevance without diluting its core brand identity? (10 Marks)

Ans 1.

Introduction

This global quick-service restaurant brand’s expansion across diverse Indian cities has surfaced the classic tension between global consistency and local relevance: headquarters wants strict uniformity in logo, store experience, and menu communication, while regional managers and the sales data itself show that localized menus and region-specific digital campaigns outperform the standardized model. This is not a new problem in international branding, but it becomes especially acute in a market as culturally and linguistically diverse as India, where food preferences, festival calendars, and digital

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Q2. A fast-growing premium tea café chain in India has expanded rapidly across metro cities and now faces slowing repeat purchases despite strong footfall. Customers recognize the brand name and store design, but market research shows inconsistent perceptions: some see it as a luxury beverage brand, while others view it as an affordable social hangout. The leadership team is divided. The CEO wants to invest in loyalty programs and emotional storytelling to deepen brand equity, while the CMO argues the brand first needs a sharper identity and clearer positioning in consumers’ minds. Competitors are also copying store ambience, menu innovation, and digital engagement features. Evaluate whether the company should prioritize strengthening brand equity through the CBBE model or sharpening its brand positioning first. Justify your recommendation by assessing how salience, judgments, feelings, and the five positioning elements would influence long-term loyalty, premium pricing, and competitive differentiation. (10 Marks)

Ans 2.

Introduction

This premium tea café chain’s slowing repeat purchases, despite strong footfall and brand recognition, reveal a specific gap in the CBBE model: the brand has achieved salience, customers know the name and recognize the store, but it has failed to establish consistent judgments and feelings, since some see it as luxury and others as an affordable hangout. This inconsistency matters more than it might first appear, since a brand that means different things to different customers cannot build the kind of stable emotional attachment that drives repeat visits, premium pricing, or resistance to competitor

 

Q3(A). A global lifestyle brand known for minimalist design and premium positioning is preparing to enter a culturally distinct Asian market. The leadership team believes its existing global identity is strong, but local advisors warn that consumer expectations, symbols, humour, family orientation, and colour associations differ significantly from those in its home market. The company wants to avoid the mistake of appearing culturally detached, yet it also does not want to dilute its internationally recognized image. Managers are debating whether to localize packaging, modify communication tone, introduce regional storytelling, and adapt digital content. You are tasked with proposing a market-entry branding approach that integrates cultural adaptation with strategic consistency. Develop a creative market-entry model showing how the brand should adapt its identity facets and brand elements for the new country while maintaining global consistency, and justify how your approach would strengthen both local relevance and international brand equity? (5 Marks)

Ans 3A.

Introduction

This global lifestyle brand’s entry into a culturally distinct Asian market requires balancing its strong existing identity against real cultural gaps in symbols, humour, family orientation, and colour meaning. A market-entry model that adapts specific identity facets while keeping others strategically fixed allows the brand to build local relevance without appearing culturally detached or diluting its internationally

 

Q3(B). A 40-year-old family-owned packaged foods company has seen declining relevance among urban millennials and Gen Z consumers, despite strong awareness among older households. Its logo, packaging, and slogan have remained unchanged for two decades, while newer rivals use digital storytelling, modern design, and sustainability-led messaging. The board wants to refresh the brand without losing its legacy customer base. Internal discussions reveal confusion about what the brand actually stands for beyond product quality. The marketing head has been asked to redefine the brand identity by aligning visual cues, tone of voice, cultural values, and consumer relationships in a way that strengthens long-term brand equity. Design an integrated brand identity framework for this company using Kapferer’s six facets and recommend a coordinated set of brand elements that can rebuild recognition, trust, and emotional relevance across physical and digital touchpoints while preserving the firm’s heritage positioning. What should this new framework include? (5 Marks)

Ans 3B.

Introduction

This 40-year-old packaged foods company’s declining relevance among younger consumers, despite strong legacy awareness, reflects a brand identity that has not been actively defined in two decades, even as competitors use modern design and sustainability-led storytelling. Kapferer’s six facets give the marketing head a structured way to rebuild a coherent identity that appeals to Gen Z and millennials without abandoning the trust the brand holds with older

 

Information Systems for Management

Sep 2026 Examination

 

 

Q1. A state government department is under pressure to improve public service delivery after citizens complained about long queues, repeated form submissions, and inconsistent updates on application status. Separate departments handling identity verification, licensing, and payment processing operate with isolated databases, creating duplication and delays. Senior officials want to launch an integrated digital platform that allows citizens to submit applications online, track progress, and receive faster responses. At the same time, internal departments need to share data more efficiently to reduce paperwork and improve accountability. However, the department must also address cybersecurity risks, data privacy requirements, and resistance from employees who are accustomed to paper-based administrative processes. Applying the principles of e-government, how should the agency design its digital service model to improve accessibility, transparency, and interdepartmental coordination? Recommend how government-to-citizen and government-to-government systems can be used to streamline services while addressing compliance and security concerns. (10 Marks)

Ans 1.

Introduction

This state government department’s citizen complaints about long queues, repeated submissions, and inconsistent status updates trace back to a structural problem rather than a service-delivery failure alone: identity verification, licensing, and payment processing operate as isolated databases that cannot talk to each other. This is a common pattern in public administration, where each function was digitized independently over time without a shared architecture connecting them, leaving citizens to repeatedly prove the same information to different departments that could, in principle, already share it. Applying e-government principles, particularly integrated government-to-citizen and gov

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Q2. A mid-sized e-commerce platform selling household essentials is reviewing its digital growth strategy. The company’s leadership has discovered that most of its traffic now comes from smartphones, especially from non-metro regions where customers rely primarily on mobile internet and digital payments like UPI. However, the desktop team argues that larger screens still offer a better product discovery experience and support higher-value purchases. The mobile team counters that convenience, app-based engagement, one-click purchasing, and digital wallets are reshaping customer expectations. With limited technology resources available for the coming year, management must choose whether to prioritize the mobile platform or continue balancing investments across desktop-driven development. Evaluate whether the company should focus first on mobile app enhancement or desktop website expansion. Justify your decision by assessing accessibility, customer behavior, payment convenience, retention potential, and strategic relevance in India’s evolving e-commerce ecosystem? (5 Marks)

Ans 2.

Introduction

This e-commerce platform’s leadership faces a genuine strategic choice under limited technology resources: most traffic now originates from mobile devices in non-metro regions relying on UPI, yet the desktop team correctly notes that larger screens still support certain kinds of higher-value purchase decisions. This is not a purely technical debate but a strategic one about where the company’s actual customer base and category

 

 

Q3(A). A healthcare network plans to launch a mobile app for appointment scheduling, digital prescriptions, reminders, and patient record access across urban and semi-urban markets. The app must function smoothly on both Android and iOS devices with varying screen sizes and hardware capabilities. Patients include elderly users, working professionals, and first-time digital adopters, so usability and accessibility are critical. The organization also handles sensitive health information, requiring strong encryption, secure APIs, and compliance with privacy expectations. Executives want the app to leverage push notifications and location-based services where useful, but they are concerned that poor performance or complex navigation could reduce trust and adoption. Propose a mobile application development framework for the healthcare provider that integrates user-centered design, cross-platform compatibility, secure APIs, and performance optimization. How would your framework create a reliable, accessible, and scalable patient experience while balancing privacy, usability, and rapid service delivery? (5 Marks)

Ans 3A.

Introduction

This healthcare network’s mobile app must serve elderly users, working professionals, and first-time digital adopters across varying devices, while handling sensitive health data that demands strong security. A development framework combining user-centered design, cross-platform compatibility, secure APIs, and performance optimization can deliver a reliable, accessible patient

 

 

Q3 (B). A multinational services firm introduced an AI-powered recruitment tool to reduce screening time and improve hiring consistency across business units. After an internal audit, the HR analytics team discovered that the system systematically ranked male candidates higher because historical hiring data reflected past organizational bias. Some executives want to continue using the tool because of cost savings, while others argue it damages employer credibility and violates fairness principles. The CHRO has asked a strategy team to rethink the recruitment model so that it remains technologically advanced but ethically defensible. The company wants a solution that combines business performance with inclusivity, responsible AI, and moral legitimacy. Create a redesign strategy for the AI hiring system that eliminates discriminatory outcomes, embeds inclusivity and transparency into recruitment decisions, and defines ongoing accountability for ethical performance. What new process architecture would you propose to ensure fair talent selection without abandoning the efficiency benefits of AI-enabled hiring? (5 Marks)

Ans 3B.

Introduction

This multinational firm’s discovery that its AI recruitment tool systematically favoured male candidates, because historical hiring data reflected past organizational bias, is a data problem more than a technology failure. The redesign strategy needs to address both the discriminatory outcome

 

Integrated Marketing Communications

Sep 2026 Examination

 

Q1. A fast-growing direct-to-consumer skincare brand plans to expand from metro cities into tier-2 markets over the next six months. Its leadership team wants advertising to support both immediate sales growth and long-term brand loyalty, but current campaign goals are vague, such as ‘increase visibility’ and ‘improve customer interest.’ As a result, the marketing team has struggled to choose the right message, budget levels, and media platforms. Competitors are launching aggressive online promotions, and customer preferences are shifting quickly toward ingredient transparency and dermatologist-backed claims. The CEO has asked the brand manager to convert broad ambitions into clearly defined advertising objectives that can guide execution and performance evaluation. How should the company establish SMART advertising objectives and align them with its broader business goals? Apply the SMART framework to this case and recommend how management should use data, A/B testing, and periodic review to keep objectives relevant in a changing market environment? (10 Marks)

Ans 1.

Introduction

This direct-to-consumer skincare brand’s expansion into tier-2 markets is being held back not by weak execution but by vague ambition: goals like “increase visibility” and “improve customer interest” give the marketing team nothing concrete to design a message, budget, or media plan around. This vagueness has real consequences, since without a specific target the team cannot decide how much budget an objective actually warrants, which platforms best reach the intended audience, or what success would even look like at the end of the campaign. Converting these ambitions into SMART advertising objectives, Specific, Measurable, Achievable, Relevant, and Time-bound, gives the brand

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Q2. A fast-growing beverage startup is launching a functional drink in two metropolitan markets and plans to invest aggressively in influencer partnerships, sampling events, digital video, and app-based promotions during the first six months. The founders believe that early visibility and trial generation will create repeat purchase and strong lifetime value, so they favor a pay-out planning budget based on expected future returns. However, investors are concerned that consumer adoption forecasts are optimistic, established rivals may react quickly, and market trends could shift before repeat demand stabilizes. The startup has limited reserves and cannot afford prolonged underperformance, yet delaying communication investment could reduce launch momentum and retailer confidence. Evaluate the company’s planned reliance on projected future returns to justify heavy upfront communication spending. Is this approach strategically prudent, and what safeguards, metrics, and adjustments would you recommend to reduce forecasting risk while preserving long-term growth potential? (10 Marks)

Ans 2.

Introduction

This beverage startup’s plan to fund heavy upfront communication spending against projected future returns reflects a payout planning approach, budgeting based on expected lifetime value rather than current, provable results. This is not inherently unsound for a new product launch, since some upfront investment in visibility is unavoidable and delaying it entirely risks losing exactly the retailer confidence and shelf momentum the founders are trying to build. But the founders’ optimism about

 

 

Q3 (a). A national fashion retailer operating through stores and an e-commerce platform is facing declining repeat purchases despite high website traffic and strong seasonal sales. Customer information exists across billing systems, loyalty records, social media interactions, and online browsing logs, but these datasets are fragmented and inconsistently formatted. The marketing head wants to move beyond generic promotional emails and create highly targeted campaigns for premium buyers, discount seekers, and inactive customers. At the same time, senior management expects measurable improvements in conversion rates, retention, and campaign ROI. The firm is considering building a centralized data warehouse and using CRM tools to personalize communication across email, app notifications, and support channels. Design an integrated database marketing framework for the retailer that combines customer segmentation, predictive analytics, and CRM-led retention initiatives while ensuring measurable campaign performance. How would your framework improve personalization, reduce churn, and support long-term customer value creation in this situation? (5 Marks)

Ans 3A.

Introduction

This national fashion retailer’s declining repeat purchases, despite strong traffic and seasonal sales, point to a personalization gap rather than a demand problem: customer data exists across billing, loyalty, social, and browsing systems, but its fragmentation prevents the retailer from acting on it. An integrated database marketing framework can convert this scattered data into targeted retention

 

Q3 (b). An e-commerce retailer with nationwide reach has experienced inconsistent sales across product categories even though its advertising spend remains high. Internal analysis reveals that products with frequent and detailed customer reviews perform significantly better than those with limited feedback. At the same time, the company is receiving negative comments about delayed delivery and confusing return policies on public platforms. Senior leadership recognizes that reviews influence credibility, search visibility, and purchase decisions, but there is no structured process for encouraging reviews or responding to them. You have been asked to create a system that turns consumer-generated reviews into a strategic asset rather than a reactive customer service issue. Design a review management and reputation-building system that encourages authentic consumer-generated reviews, converts feedback into operational improvement, and strengthens search visibility and trust. What comprehensive mechanism would you create for this business? (5 Marks)

Ans 3B.

Introduction

This e-commerce retailer’s inconsistent sales despite high advertising spend point to a specific, fixable gap: products with detailed reviews are outperforming those without, yet the company has no structured process for generating or acting on reviews, while unresolved complaints about delivery and returns are damaging trust in public view. A comprehensive review management system can convert this

 

Sales Management

Sep 2026 Examination

 

 

Q1. A renewable energy equipment company plans to launch operations in three new regions and urgently needs experienced sales professionals who can sell complex solutions to business clients. However, the company’s current recruitment efforts depend mainly on generic job advertisements, producing many low-quality applicants and few candidates with the required adaptability, product learning ability, and relationship-building skills. Competitors with stronger market reputations are attracting the best talent first. The sales head believes the firm must shift from reactive hiring to a proactive strategy that reaches both active and passive candidates while also improving the company’s attractiveness as an employer in the sales market. Apply the recruitment strategies from the context to recommend how the company should build a stronger sales talent pipeline. Which combination of employee referrals, passive candidate outreach, online platforms, and employer branding should be prioritized, and why? (10 Marks)

Ans 1.

Introduction

This renewable energy equipment company’s expansion into three new regions exposes a common weakness in reactive recruitment: generic job advertisements attract volume without the specific adaptability, product-learning ability, and relationship-building skills needed to sell complex solutions to business clients, while competitors with stronger reputations reach the best candidates first. Selling technical, high-value solutions to business buyers requires representatives who can learn quickly, adjust to unfamiliar regional markets, and build the kind of trust that long sales cycles

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Q2. A mid-sized B2B services firm has grown rapidly over the last year, but its sales operations still depend on spreadsheets, personal notes, and weekly verbal updates. Sales representatives track leads in different formats, and managers often discover too late that follow-ups were missed or deals were stalled in the pipeline. Forecasts are frequently inaccurate because information is fragmented and not updated in real time. The managing director is considering a CRM platform with dashboards to monitor leads, conversion stages, and rep-wise performance. However, some senior salespeople argue that such systems are expensive, time-consuming, and may reduce selling time rather than improve it. Evaluate the effectiveness of relying on spreadsheets and informal updates in this case. Should the firm invest in CRM and dashboard tools, and how would you justify your recommendation by weighing operational benefits, performance visibility, and possible implementation challenges? (10 Marks)

Ans 2.

Introduction

This mid-sized B2B services firm’s rapid growth has outpaced the informal processes, spreadsheets, personal notes, and weekly verbal updates, that once worked when the sales team was small enough for a manager to hold the full pipeline in memory. Evaluating whether to invest in a CRM platform with dashboards requires weighing the genuine operational risk created by fragmented, stale information against the equally genuine concern that a poorly implemented system could reduce selling time rather than improve it. The managing director’s proposal is a natural response to

 

Q3(A). An online fashion retailer has seen rising sales through influencer campaigns, but its return rates and negative reviews have also increased sharply. Internal analysis shows that many customers buy impulsively during promotions, then feel uncertain after delivery because product expectations, sizing, and styling support are not aligned with their needs. The company tracks orders, complaints, social media comments, and customer service interactions through its CRM, but these insights are not being translated into action. Senior management believes the problem is not only product-related but also linked to weak post-purchase engagement. You have been invited to propose a fresh relationship-building approach that strengthens satisfaction after the sale and improves long-term customer value. Create a multi-channel post-purchase engagement strategy that uses CRM insights, customer feedback, and personalized follow-ups to reduce dissatisfaction and increase repeat buying. (5 Marks)

Ans 3A.

Introduction

This online fashion retailer’s rising returns and negative reviews trace back to a specific pattern: influencer-driven promotions encourage impulsive purchases without the product knowledge or fit confidence a considered purchase would involve, and this gap surfaces as regret once the item arrives. The company already holds the relevant data, orders, complaints, social comments, and service interactions, inside its CRM, but

 

 

Q3(B). Horizon Haven, a growing premium resort chain, has noticed that its booking volumes are rising, but repeat stays and referral rates remain inconsistent across locations. CRM reports reveal patterns in weekend family packages, seasonal booking behavior, and guest feedback, yet several high-value corporate clients still hesitate at the proposal stage for reasons the numbers do not fully explain. Senior sales managers argue that frontline teams should rely more on intuition during negotiations, while the analytics team insists on stricter data-led prioritization. The leadership team wants a practical system that helps sales staff make strategic, tactical, and operational decisions without weakening long-term client relationships. Design an integrated sales decision framework for Horizon Haven that combines customer-data analysis, managerial intuition, and continuous monitoring to improve conversion and retention. (5 Marks)

Ans 3B.

Introduction

Horizon Haven’s situation reflects a common tension in relationship-driven, high-value selling: CRM data explains broad patterns well, such as seasonal demand and family package preferences, but struggles to explain the subtle hesitation of individual corporate clients at the proposal stage, where relationship history matters more than aggregate trends. The resort chain needs a framework that assigns data and intuition to the level of decision-making each suits best, rather than choosing one