Full Marks:60

TRIBHUVAN UNIVERSITY
Pass Marks: 30
FACULTY OF MANAGMENT
Time: 3 Hrs.
Officeof the Dean
August 2024

BBM /Eighth Semester /MGT 318: Business Strategy

Candidates are required to answerall the questionsin their own words as far as practicable.

Group “A"
BriefAnsWer Questions:
-f6=6}
What is meant by the evolutionary approach of strategy?

(2. Enlist any two most suitable corporate value statements of business organization.

3. Define core competencies.

Briefly explain the value net.

Differentiate unrelated diversification form related diversification.

What makes learning organization?

Group “B"

Descrtptive Answer Questions:

[6 x3=18]
Describe the key relationship between strategic decision and strategic planning.

8. Explain the environmental scanning process.

Inwhich condition, you apply stability strategy?

Suggest strategic position in 'star' combination under BCG matrix.

Outline possible scenarios ofthe tourism business for the upcomingfive years.
12. Which organizational structure is suitable for the manufacturing firm? Justify.

Group “C»

Answer Questions: [4 x6=24]

Analytical
Justify the statement that effective implementation of strategy leverages corporate
performance.

14. Sketch the major economic and social factors that have a direct impact on the trading

business in urban area of Nepal.

15. Elaborate on the various criteria of strategyevaluation.

16/ Describe the process of effective implementation of the strategy.

Group “D"

ComprehensiveAnswer Questions: [4x3=12]

17. Read the following cases carefully and answerthe questions that follow:

Raw materials used in Nepal's cement industry are produced domestically, and several
studies indicale that the industry has export potential, which might aid in
substantial

lowering the country's widening trade imbalance. Many cement industries have started
exporting cement in significant volume in recent three years. When comparcd to other
domesticproductions, the value addition in cement production is significant. According
 to the most recent data, Nepal has roughly 50 cement companies with a combined annual
production capacity of 25 million tons.

According to projections fron the Coment Industry Association, the yearly internal
demand for cement has deercnscd from l0million to 8 million tons, Nepal uses 303
kilograms of cement per person, a lot less than other nations like China (1716 kg), South
Kona(ll02kg), and Bhutan (734 kg), Industrialists belicve that if the government starts

more large-Ncale buildiug projccts and cncourages the cement industry's exports to India,
cement consumption might risc toat least Bhutan's level. India's cement consumption is
prodicted to triple by 2028 as a result of the country's extensive infrastructure

development and expanding building requirements.

Wih-the largost-oomoHt-manufaoturing Shivam-Cement-Companyis

plant-in-the-nation,

Nepal's largest greenfield project. The sector started its operations in 2011
commercial
and is expected to set sales records in 2024. The company wants to use high-grade
limestone to create import substitution and supply local customers with high-quality
products.Shivam Cement has made significant investments in infrastructure, production
methods, money, and people resources. The company uses its limestone quarries to make
3000 TPD ofcementand i900 TPD of clinker. The facility is ideallý situated to distribute

goodsboth nationally and to nearby markets, having its location in the Hetauda Industrial

region.

Using the slogans "No Compromise in Quality" and "Quality over Quantity," Shivam
Cement is dedicated to providing the highest quality cement. It has been certified to ISO
18001:2007, NS/ISO and NS quality 9001:2015. The company was the first
14001:2015,
in the manufacturing win the NS Quality Award in 2019, specifically
sector to for the
cement industry. Shivam Cement grinds cement to produce fine, regulated particle sizes
using cutting-edge German and Danish technology. In 2015, the business underwent a
public limited company conversion, making it Nepal's first listed cementcompany.

Shivam Cement makes use of a computer-based digital control system for cement mills
and kilns, guaranteeing timely corrective actions. The company is committed to
preserving a clean, smoke-and dust-free environment for sutainable development, and it
has made large investments in pollution control technology. Shivam Cement also
prioritizes product distribution, ensuring easy access to its goods across the country. The
corporation has designated 350 dealers to offer customers prompt, excellent service. Its
competitors are said to have a less wide distribution network than it has. The goal of
Shivam Cement is to grow its company.Based on the case description,provide the level
based solution offollowing questions.

Questions:

a, Based on Porter's five forces framework examine competitive forces of the

company.
b. Analyze a strength, wcakness, opportunity, and threat (SWOT) profile of the
industry.

C. Based on the informalion and your rationality, propose a vision, mission, and
company values for the company in new context.
d. Make suggestions for business strategies that the company should implement
during the coming years.

2
 TRIBHUVAN UNIVERSITY Full Marks: 60
Pass Marks: 30
FACULTY OF MANAGEMENT
Time: 3 Hrs.
Office of the Dean

August 2024
BBM /Eighth Semester / BNK 218: Micro Finance and Rural Banking

Candidates are required to answer all the questions in their own words as far aspracticable.

Group “A"
Brief Answer Questions: [6 x I=6]
1.
What do you mean by micro finance?

2. Write the meaning of financial inclusion.

3. What do you mean by saving?

4. What is the meaning ofdeprived sector lending?

5. Define the term credit service.

6. What is financial literacy?

Group “B"
Descriptive Answer Questions: [6 x3 =18]
A Explain the features ofmicro finance.

Describe the approaches of micro finance.

How does micro finance differ from main stream finance?

Y0. Write the objective ofcapital structure management in micro finance.

What is saving product? Explain the types of saving product.

12: Differentiate betweenfinancial inchusion and financial access.

Group “C"

Analytical Answer Questions: 14 x6= 24]

i13. Differentiate between priority sector lending and deprived sector lending.

14. Mow do micro finance and rural banking activities help low income people in Nepal?

Whal is diect lending? Explain lhe imporlance ofdirect lending.

16. Discuss about the historical background of micro finance.

 (Group "D"
ComprekensiveAnswer Questions: 14 x3 =/2/

17. Read the tolowing case carefully and answers the question that follow.

sahara lagubita Bitiiya Sastha Limited is wel known micro finance in Nepal. This
mieno finanece provides various types saving and credit services. Micro finance provides
Larious types of loan to its customcrs. Its loans include agriculture loans, loans to cottage
industries. farnming, housing and other consumer loans. Micro finance provides its various

-
services from its branch offices. It is also selling the deposit products and loan products
to is customers through the employees micro finance representative by setting some
target to its staff. It provides the incentive to the employces on the basis of performance.
Interest rate ofthe deposit product is lower than the industry average interest rate.

This micro finance provides short term as will as long term loan to the rural area people
and economically low income group
Major part of the total loan is long term
people.
loans. Micro finance even provide loan on the basis of group guarantee. It provides the
various types of loan including term loans home loan mortgage loan, hire purchase loan,
agricultural loan, loan against gold and silver etc.

While evaluating the statement of the micro finance for past few years, it
financial

deposit condition is poor as compare to credit. Its non-performing loans are increasing.
Assets and liability management of micro finance is weak. Loan recovery condition of
micro finance is poor. On the other hand provision for possible loan loss is also
increasing. Most of the financial indicators of micro finance like net income,price
earnings ratio, dividend payout ratio etc. are decreasing every year. Most of the
shareholder are dissatisfied with current management so they want to raise their voice in

coming annual general meeting of Sahara Lagubitta Bitiiya Sastha Limited.

Questions:

a. Describe the service provided by Sahara Laghubitta Bittiya Sanstha.

b. Who are the major clients of micro finance? Why they take service from micro
finance?

C. Do you think the repayment rate is poor in micro finance institutions than other
financial institutions? Why?
d. How does micro finance increase the quality of service and reduce its non
performing loan? Explain.

2
 TRIBIIUVAN UNIVERSITY Full Marks: 60
'ACULY OF MANAGEMENT Pass Marks: 30
Orice of the Dean Time: 3 Hrs.

August 2024

BBM /Eighth Semester / ELE 224: OrganizationalChange and Development

Own words as far as practlcable.

Candidates are required to answer all the questionsIn their

Group “A"

Brief Answer Questions:

(6 ×I=6/
1. Mentionthe internal forces for change.

2. Mention Kurt Lewis's three stages of change process.

3. Write about thìrd party interventions.

4 State the role ofconsultant in OD process.

List two techniques of diversity management.

Enlist two ethical issues to be considered while taking change decision.

Group “B

Descriptive Answer Questions:

[6 x3 =18]
Á. Explain the areas of organizational change.

8 Sketch the major steps of a diagnostic cycle.

Explain the Burke- Litwin model of organizational change.

10. Highlight structural intervention.

technology and culture in change and organizational

1!. Show the relationship between
development.

power and in the practice of OD.

List out the roles of politics

Group "C"
[4 x6=24]
Analytical Answer uestions:
the organization."
agents both from within or outside
13./ "Organizations can appoint change
change agents and external change
Explain the statement with reasons to appoint
internal

and development.
agents for organizational change
and
organizational effectiveness
ainms to improve
"OD is an integrative process that

culture through planned interventions". Describe

/creale positivechange in organizational
process.
organizational devclopment as an integrative

common steps in process of organizational development.

15. Explain the

Based on the line, describe various formsof

16. "Stress is an inseparable part of work life".

stresses.
 Group ")"

Comprehensie Answer Questlons:

14 x 3=12)
17. Read the tollowing caNcs carefully and answerthe questions that follow:

|901 headed in a new era for Sea Sidc, the mail order relailing agent. The billion Rupees
(ompy nas gnowing faster than cver beore and was no longer the small, home grown
catalog store. Located in South Kolkala, its five thousand employces reflected the local
ulwe, as did managcment practices and the philosophy of its founder and Chairman,
its

Shantanu Das:"Take care of your people, take care of your customers, and the rest will
take care of itsclf." In 1991 Mr. Das decided that the company needed to apply modern
anagement principles to keep up with its growih in size-and-0omplexity
The first step was to recruit a new executive vice president from competitor Mountain
\iew. Subodh Marwah, to lead the changes. Mr. Marwah quickly made numerous
changes to modernize the management systems and processes, including team based
management, numerous training programs for trainees at all levels, a new multi-rater
evaluation system in which managers were rated by peers and subordinates as well as
their supervisors, and the use of numerous consultants to provide advice. The company
revised its old mission to provide excellent products and services and to turn every
customer into a friend. In addition, the company created one new international venture
andone new business each year, resulting in solid businesses in UK,
Japan and Germany.
Mr. Marwah was elevated to chief executive officer in
1993 and, continuing the
modernization, hired seven new vice presidents,
including Ankit Vema as new vice
president of human resource to oversee all ofthe
changes in the employee arena. The first
TWO years, the changes seemed to be working as the company
added 100 million Rupees
in revenue and posted record profits.

All was not as rosy as the profit picture seemed to

show, however. In spite ofthe many
programs aimed at employee's welfare, training,and teams, many employees
complained
of always having to meet production and
sales quotas. The new employee performance
evaluation system resulted in numerical
ratings, which seemed to depersonalize
relationships.No matter how many pieces she
monogrammed per day, one employee felt
that her work was never appreciated. Other
employees complained of too many
meetings
necessitated by the reorganization and the
cross-functional teams. One team of catalog
artists, buyers, and copywriters
needed numerous meetings each week to coordinate
their
activities. A quality assurance managercomplained that his workweek has increased from
forty hours to fifty-five hours and that the meetings were taking time away
from doing
his real job. Many employees
complained that they did not need to go to training
programs to lcarn how to take care of customers and communicate when
they had been
doing that all along.

The doubts grew until Jate 1994, when the board, led by
Mr. Das decided that the new
management was moving the company loo lar too last and getting too far away from the
basic philosophies lhal made the compnny successtul. On
December 2, 1994, Mr. Das
and the Vice Chairman Nikhil Rao askel for Mr. Marwah's resignation and fired
Mr.
Verma, citing the need to relurn to basic and lack of confidence in the new direction of
the company.

Mr. Das then chose thirty-four-years-old Vikash Sen as chief executive officer to guide
the relurn to basic. Mr. Sen, an eleven-year veleran of Sea Side (his entire vorking
career), imnediately slarted the about-face by disnantling most of the teams,

ruorganizing the ollhers, and retuming to the basies of the top quulity classic clothes and

2
excellent customer service. Thrce other executives left the company shortly after Mr.
Sen's appointment.

Shortly after his takeover, however, papcr priccs doubled, postal rates increased, and
clothing demands dropped dropped by 60 percent.
sharply. Third-quarter profits the As
year cnded, overall profits werc down to Rupces 30.6 million on barely Rs. I billion
in

sales and Mr. Scn had to canccl onc mailing to save moncy. Rather than cutting qualíty

and laying oll people, Mr. Scn spent cven more on increasing quality and employee

benetits,such as adoption assistance and mental health referrals. His philosophy

was that
who feel squeezed by the
customers still demand quality products and that employees
were positive, with first
company will not provide good customer service. Early
results

quarter profits three times those of the year before.

Critics Mr. Sen's return to

of basic argue that the modernization attempts were necessary
to competition in
to position the company for global competition and faster reaction
occurred primarily in acquisition and new
several of its catalog lines. Its return to growth
for which was so famous. Mr. Sen
catalog lines and not in the main catalog
it
specially
expansion on hold as he concentrates on the core
has put further acquisition and global
fewer meetings and more time to do their work.
businesses. Employees say that they have

Questions:

a. Sketch the environment of Sea Side.

ofchanges made at Sea Side?
b. How would you characterize the two sets

C.
Explain the change process different than before.

d will view future attempts to change Sea Side? Give

How do you think employees
your opinions.

3
 TRIBHUVANUNIVERSITY
Full Marks: 60
FACULTY OF MANAGEMENT
Pass Marks: 30
Office of the Dean
Time: 3Hrs.
August 2024

BBM Eighth Semester / ELE 221: Emerging Global Business Issues

/

Candidates are required to answer all the questions in their own words as faras practicable.

Group “A"

BrtefAnswer Ouestons:
1. Name two main characteristics of global business.

State the main componentsof New Trade Theory.

3 Mentiontwo objective of SAFTA.

4 What are TrunkeyProjects in the context of global business?

State differentformsof FDI.

Define host economy.

Group "B"
Descriptive Answer Ouestions: [6 x3 =18]
7. Explain the components ofglobal business.

Present the relevance of product life cycle theory in explaining the evolution of products
in the global marketplace.

Briefly explain different formsofMerger & Acquisition.

Describe various techniques used for FDI.

11 Explain how companies manage financial risks in the international financial markets.

12./Describe the components ofglobal supply chain.

Group “C"
Analytical Answer Questions: (4 x6=24]

13.What differences do you notice in the challenges faced by global and domestic business?
Explain.

14. Explain the concept of Global E-Business and its components. Discuss the role of
technology and digital platforms in facilitating global business transactions and
operations.

Describe Investment' as global business expansion mode.

 16. Þxylain the nile of forcign cxehange in international trade. How does the pegued
(hehange rate bctwccn Nepal and India affect their intcrnational tradc and businest
relations?

Group "D"
ComprehensiveAnswer Questions: 14 x 3=12)

17. Read the following cases carefully and answerthe questions that follow:

Burger King new offering: a burger with no meat and

is causing a stir in Thailand with its

a jaw-dropping amountof cheese.week, the Thai operator of the fast food chain
This
tnrotucet whatit calts the “"reat chieeseburger;" atun fited wth as many as 20stces of
American cheese. The item launched on Thai menus Sunday, at a reduced price of 109
Thai baht ($3.1), compared with the usual price of 380 baht ($10.9). It quickly went viral
on social mediain Thailand, with many users on TiKTok posting videos of them trying
the new sandwich.

At one Burger King branch in Bangkok on Tuesday, a shift manager was overheard
saying the outlet had to stop taking delivery orders so they could have enough
stock left
for walk-in diners. One customer whoordered the cheesy treat told she'd tried it for CNN
the first tme after seeing it on social media. Jeepetch, a
25-year-old IT engineer, said she
loved cheese but "this was a bit too much." I
could only finish half of it," she said,
wiping her mouth with a tissue. "This is an insane
amount of cheese added into one
burger. Food is good when things are at the right
combination."

Jeepetch addedthat she would probably not order the gooey fare again next time: “Other
burgers are already good. I think I will go back to my
double cheese angusasusual."

Another customer echoed that view, callingthe cheeseburger “too intense."

"Imay not try it again. Ilike a few slices of cheese in my burger but not this much,"
said
Alisa Chuengviroj, a 26-year-old entrepreneur who sells skincare products online. Like
Jeepetch, she said shehad visited the store after seeing many people post about the burger
online.

The menu addition is an example of how fast food franchises around the world are
sceking to gain traction by rolling out zany or eye-catching menu options that they hope
will spread across social media.

In the United States, Burger King has doubled down on the

Whopper, a flame-grilled
signalure beef burger that has also taken off on platforms such as TikTok through a
catchy commercial jingle that came out late last year.

Restaurants are also continuously tailoring their offerings to suit local tastes in different
countrics.In Thailand, cheese is especially popular among
young customers, and it is
common for the dairy product to be sprinkled on all kinds ofdishes.

Burger King's menu in the country also includes salmon katsu burgers, an apparent nod
to consumers'preference or a healthy alternative to beef.

The chain is owned in Thailand by Minor Intermational,a local hospitality group that is
one of Asia's largest reslaurant owners. The company, which also operates outlets for
brands including Dairy Qucen and Benihana, did not respond to multiple calls from CNN
for comment T'uesday.
2
 ged
usiness
Questions:

a. What is Burger King's new offering in Thailand, and why has it caused a stir?

b. In what ways do restaurants tailor their offerings to suit local tastes in different

countries?

C. Explore the potential challenges and opportunities for fast food franchises like
Burger King in introducing unique and unconventional menu options in different
countries.

d. What are the risks associated with such collaborations to Minor International?