Reference No: QM0177TECPages: 22Published on: 1, January, 1983
Abstract: Deals with the development of a simulation model to study the various schedule algorithms for the IIMA HP timesharing system having sixteen users. Studies various algorithms that have been decided on the basis of short and long jobs as well as variation in the time slice. Flow time and queue ... More
Reference No: CMA0576TECPages: 44Published on: 1, January, 1983
Abstract: This note gives a comprehensive view of the marketing environment of pesticides. It deals with production and import of pesticides, supply of pesticides, capacity utilization and pesticides formulation, demand for pesticides, marketing channels, and pesticides market studies. In addition, it gives five case studies of marketing of pesticides in five ... More
Reference No: MAR0281Pages: 14Published on: 1, January, 1983
Abstract: Reviews an advertising campaign prepared by a new advertising agency for CaliBer Suitings that were relatively new in the market. A relatively unconventional approach was used in the campaign. A detailed posttest of the campaign was undertaken; the case is concerned with the evaluation of this research and ... More
Reference No: F&A0361TECPages: 7Published on: 1, January, 1983
Abstract: This note compares the conventional and the Arditti-Levy methods of measuring cash flows and discount rate. It proves that the conventional method is consistent with the wealth maximizing principle. ... More
Reference No: BP0144(D)Pages: 24Published on: 1, January, 1983
Abstract: Reviews the company's performance during a seven-year period--1974-75 to 1980-81. Voltas had resorted to certain operational strategies having significant financial implications: 1) it altered its method of calculating depreciation on its fixed assets; 2) it entered into foreign collaboration for its international operations; 3) it absorbed two of its affiliate companies with ... More
Reference No: CMA0568TECPages: 7Published on: 1, January, 1983
Abstract: This note covers some important concepts and methods which are normally used for project appraisal. Concepts and methods covered include (1) budgeting 'model' situation, (2) incremental concept, (3) current or constant prices, (4) direct and indirect impacts of a project, (5) acquisition and opportunity costs, (6) initial investment and terminal values, (7) time horizon, (8) time value of ... More
Reference No: P&IR0064(C)Pages: 6 Published on: 1, January, 1983
Abstract: The company is facing a strike situation due to reduction in bonus payment as compared to the previous year's bonus. While the workers are on strike, the management is wondering whether to pay a higher bonus and whether to pay wages for the strike period. This case focuses on the ... More
Reference No: MAR0279Pages: 11Published on: 1, January, 1983
Abstract: The case is concerned with professional use of advertising and sales promotion approach to a vital problem of general public interest by a nonprofit organization. The major elements are research inputs into creative strategy for a multimedia campaign. ... More
Reference No: BP0144(A)Pages: 17Published on: 1, January, 1983
Abstract: Describes the growth of Voltas over a 25-year period. The case identifies the significant changes in the companys strategies during this period. It highlights the challenges of the 1980s, and the opportunities and threats facing the company. ... More
Reference No: CMA0566Pages: 11Published on: 1, January, 1983
Abstract: Describes the working of a state-level apex fishery cooperative - MFCCA. The status of fishery industry in the state, prevalent fish marketing flows and marketing system have been included as background material. Details of the working of fishermens primary cooperative societies have been covered. An overview of the MFCCA, its ... More
Reference No: BP0176TECPages: 17Published on: 1, January, 1983
Abstract: The note reviews some of the literature in the field of strategic management. Some of the major topics covered are: 1) nature of policy, 2) hierarchy of policies, 3) general management, 4) functions of the general manager, 5) skills of the general manager, 6) concept of corporate strategy, 7) evaluation of performance, 8)
strategy formulation, etc. ... More