Download GTU (Gujarat Technological University) MBA 2019 Winter 3rd Sem 3539213 Sales And Distribution Management Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 3539213 Date: 05-12-2019
Subject Name: Sales and Distribution Management
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Definitions / terms / explanations / short questions based on concepts of
theory/practical
a) Retailing
b) Supply Chain Management
c) Reference Power
d) Catalogue marketing
e) Value ?added selling
f) Sales volume quotas
g) Refresher training
14
Q.2 (a) List and explain some of the theories of personal selling with relevant
examples of each theory.
07
(b) Assume you are a sales manager. You will be opening a new branch for
which you are looking to promote one of the existing salespersons as a
branch sales manager. What criteria or qualities you would look for in
selecting a person for the position of branch sales manager?
07
OR
(b) Suggest sales strategies for a courier service company operating in a
domestic market, Make suitable assumptions, if needed.
07
Q.3 (a) Explain the procedure of designing sales territories with a relevant
example.
07
(b) To develop a value proposition for his customers and ensure long term
relationships, what are some of the steps which a retailer can take?
07
OR
Q.3 (a) Explain the methods used by companies for setting sales quotas. 07
(b) E-Choupal is a concept which can be extended by many companies to
improve distribution in rural areas. Discuss how it can be useful?
07
Q.4 (a) What are the major reasons of channel conflicts? Explain the techniques
of handling channel conflicts.
07
(b) Taking a hypothetical example, explain the process of preparing a Sales
Budget
07
OR
Q.4 (a) What are the major functions of a warehouse? How is warehousing
related to inventory decisions?
07
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 3539213 Date: 05-12-2019
Subject Name: Sales and Distribution Management
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Definitions / terms / explanations / short questions based on concepts of
theory/practical
a) Retailing
b) Supply Chain Management
c) Reference Power
d) Catalogue marketing
e) Value ?added selling
f) Sales volume quotas
g) Refresher training
14
Q.2 (a) List and explain some of the theories of personal selling with relevant
examples of each theory.
07
(b) Assume you are a sales manager. You will be opening a new branch for
which you are looking to promote one of the existing salespersons as a
branch sales manager. What criteria or qualities you would look for in
selecting a person for the position of branch sales manager?
07
OR
(b) Suggest sales strategies for a courier service company operating in a
domestic market, Make suitable assumptions, if needed.
07
Q.3 (a) Explain the procedure of designing sales territories with a relevant
example.
07
(b) To develop a value proposition for his customers and ensure long term
relationships, what are some of the steps which a retailer can take?
07
OR
Q.3 (a) Explain the methods used by companies for setting sales quotas. 07
(b) E-Choupal is a concept which can be extended by many companies to
improve distribution in rural areas. Discuss how it can be useful?
07
Q.4 (a) What are the major reasons of channel conflicts? Explain the techniques
of handling channel conflicts.
07
(b) Taking a hypothetical example, explain the process of preparing a Sales
Budget
07
OR
Q.4 (a) What are the major functions of a warehouse? How is warehousing
related to inventory decisions?
07
Page 2 of 3
(b) List the steps for developing a channel information system ? channel MIS
for a medium scale selling enterprise.
07
Q.5
CASE STUDY:
Sunshine Luminaires was an established in 1992 in Bangalore, India to
manufacture lamps mainly for household use. The company was
established by Dr. Srinath Kashyap who had extensive experience in the
lamp industry with the major multinational manufacturers in India and
overseas.
Sunshine was involved till now in manufacturing and supplying lamps for
consumer and household use under various brands for the leading lamp
companies. Dr. Kashyap was involved in looking after the manufacturing
and marketing functions while his wife looked after the finances and the
HR functions. The company had a total of 50 employees and grossed
revenue of Rs. 9 crores in 2005.
The market in India was large and growing due to the increasing
affluence and the massive rural electrification programmes of the
Government. Post the liberalization in 1992; the market dynamics slowly
started changing due to increased competition from leading brands
looking to capture larger market shares. Dr. Kashyap felt it was time to
diversify this business and get into newer product segments.
Sunshine Luminaires hired Dr. Mohan Das, a bright Engineer from IIT
and a MBA from leading Business school. After working in some leading
companies, Mohan felt it was for him to exploit his innovative skills and
create world class products. In a very short span of time after joining
Sunshine, Dr. Das was able to produce some very interesting and
technologically advanced products.
Early in 2004, Sunshine was approached by leading global players
interested in sourcing products from sunshine, for the European and
American markets. These markets were large, but almost saturated, with
demand coming mainly from replacements. Although this would
guarantee large and assured business, sunshine would have to
compromise on margins. Also, the products would have to offer under the
sourcing companies brands and these c ompanie s? brands and these
companies were sticklers from deliveries.
Around this time, Mohan met his old friend Sachin Sharma, also a fellow
alumnus from his business school. Sachin had spent many years in Africa
and Europe with India's largest companies and had excellent
understanding of the international markets and a large number of
contacts. Sachin had just returned to India. Looking for a suitable
Opportunity. He suggested to Mohan that he could help Sunshine export
their products to Africa, where he had some good contacts.
Dr. Kashyap felt that over time, in low value products like lamps, the
large MNCs would be forced to give way to players from developing
countries like China and India, who would over time establish the
products under their own brands. Establishing the Sunshine brand over
time was therefore vital for the future.
Meanwhile, Mohan had designed a slew on new and innovative products-
comparable with the best in their class in the world, in the energy efficient
and industrial lamp categories. Given suitable financial investments, these
could take company's revenues to over Rs. 100 crores by 2008 between
the domestic and export markets.
(a) Should the sales be organized on geographic or product basis? 07
FirstRanker.com - FirstRanker's Choice
Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 3539213 Date: 05-12-2019
Subject Name: Sales and Distribution Management
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Definitions / terms / explanations / short questions based on concepts of
theory/practical
a) Retailing
b) Supply Chain Management
c) Reference Power
d) Catalogue marketing
e) Value ?added selling
f) Sales volume quotas
g) Refresher training
14
Q.2 (a) List and explain some of the theories of personal selling with relevant
examples of each theory.
07
(b) Assume you are a sales manager. You will be opening a new branch for
which you are looking to promote one of the existing salespersons as a
branch sales manager. What criteria or qualities you would look for in
selecting a person for the position of branch sales manager?
07
OR
(b) Suggest sales strategies for a courier service company operating in a
domestic market, Make suitable assumptions, if needed.
07
Q.3 (a) Explain the procedure of designing sales territories with a relevant
example.
07
(b) To develop a value proposition for his customers and ensure long term
relationships, what are some of the steps which a retailer can take?
07
OR
Q.3 (a) Explain the methods used by companies for setting sales quotas. 07
(b) E-Choupal is a concept which can be extended by many companies to
improve distribution in rural areas. Discuss how it can be useful?
07
Q.4 (a) What are the major reasons of channel conflicts? Explain the techniques
of handling channel conflicts.
07
(b) Taking a hypothetical example, explain the process of preparing a Sales
Budget
07
OR
Q.4 (a) What are the major functions of a warehouse? How is warehousing
related to inventory decisions?
07
Page 2 of 3
(b) List the steps for developing a channel information system ? channel MIS
for a medium scale selling enterprise.
07
Q.5
CASE STUDY:
Sunshine Luminaires was an established in 1992 in Bangalore, India to
manufacture lamps mainly for household use. The company was
established by Dr. Srinath Kashyap who had extensive experience in the
lamp industry with the major multinational manufacturers in India and
overseas.
Sunshine was involved till now in manufacturing and supplying lamps for
consumer and household use under various brands for the leading lamp
companies. Dr. Kashyap was involved in looking after the manufacturing
and marketing functions while his wife looked after the finances and the
HR functions. The company had a total of 50 employees and grossed
revenue of Rs. 9 crores in 2005.
The market in India was large and growing due to the increasing
affluence and the massive rural electrification programmes of the
Government. Post the liberalization in 1992; the market dynamics slowly
started changing due to increased competition from leading brands
looking to capture larger market shares. Dr. Kashyap felt it was time to
diversify this business and get into newer product segments.
Sunshine Luminaires hired Dr. Mohan Das, a bright Engineer from IIT
and a MBA from leading Business school. After working in some leading
companies, Mohan felt it was for him to exploit his innovative skills and
create world class products. In a very short span of time after joining
Sunshine, Dr. Das was able to produce some very interesting and
technologically advanced products.
Early in 2004, Sunshine was approached by leading global players
interested in sourcing products from sunshine, for the European and
American markets. These markets were large, but almost saturated, with
demand coming mainly from replacements. Although this would
guarantee large and assured business, sunshine would have to
compromise on margins. Also, the products would have to offer under the
sourcing companies brands and these c ompanie s? brands and these
companies were sticklers from deliveries.
Around this time, Mohan met his old friend Sachin Sharma, also a fellow
alumnus from his business school. Sachin had spent many years in Africa
and Europe with India's largest companies and had excellent
understanding of the international markets and a large number of
contacts. Sachin had just returned to India. Looking for a suitable
Opportunity. He suggested to Mohan that he could help Sunshine export
their products to Africa, where he had some good contacts.
Dr. Kashyap felt that over time, in low value products like lamps, the
large MNCs would be forced to give way to players from developing
countries like China and India, who would over time establish the
products under their own brands. Establishing the Sunshine brand over
time was therefore vital for the future.
Meanwhile, Mohan had designed a slew on new and innovative products-
comparable with the best in their class in the world, in the energy efficient
and industrial lamp categories. Given suitable financial investments, these
could take company's revenues to over Rs. 100 crores by 2008 between
the domestic and export markets.
(a) Should the sales be organized on geographic or product basis? 07
Page 3 of 3
(b) Should the distribution be common for all products? 07
OR
Q.5 (a) Should he have his own Sales and Distribution organizations in some
countries?
07
(b)
Should domestic and export organizations be separate? 07
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This post was last modified on 19 February 2020