RVC ACL 2

Question 1 – Read the following carefully and correlate it with the implications of Plant
Layout

PLANT LOCATION AND LAYOUT

The Location Of The Plant Can Have A Crucial Effect On The Profitability Of AProject, And
The Scope For Future Expansion. Many Factors Must Be Considered When

Selecting A Suitable Site, And Only A Brief Review Of The Principal Factors Will Be
Given In This Section. The Principal Factors To Be Considered Are:
¾ Location, With Respect To The Marketing Area.
¾ Raw Material Supply.
¾ Transport Facilities.
¾ Availability Of Labour.
¾ Availability Of Utilities: Water, Fuel, Power.
¾ Availability Of Suitable Land.
¾ Environmental Impact, And Effluent Disposal.
¾ Local Community Considerations.
¾ Climate.
¾ Political Strategic Considerations.
Marketing Area
For Materials That Are Produced In Bulk Quantities: Such As Cement, Mineral Acids
And Fertilizers, Where The Cost Of The Product Per Ton Is Relatively Low And The
Cost Of Transport A Significant Fraction Of The Sales Price, The Plant Should Be
Located Close To The Primary Market. This Consideration Will Be Less Important For
Low Volume Production, High-Priced Products; Such As Pharmaceuticals. In An
International Market, There May Be An Advantage To Be Gained By Locating The Plant
Within An Area With Preferential Tariff.
.Raw Materials
The Availability And Price Of Suitable Raw Materials Will Often Determine The Site
Location. Plants Producing Bulk Chemicals Are Best Located Close To The Source Of
The Major Raw Material; Where This Is Also Close To The Marketing Area.
Soda Ash Plant Should Be Located Near The Salt Lakes Or Near Sea, Where Sodium
Chloride Is Available Abundantly.
Transport
The Transport Of Materials And Products To And From Plant Will Be An Overriding
Consideration In Site Selection.
If Practicable, A Site Should Be Selected That Is Close At Least Two Major Forms Of
Transport: Road, Rail, Waterway Or A Seaport. Road Transport Is Being Increasingly
Used, And Is Suitable For Local Distribution From A Central Warehouse. Rail Transport
Will Be Cheaper For The Long-Distance Transport Of Bulk Chemicals.
Air Transport Is Convenient And Efficient For The Movement Of Personnel And
Essential Equipment And Supplies, And The Proximity Of The Site To A Major Airport
Should Be Considered.
Availability Of Labour
Labour Will Be Needed For Construction Of The Plant And Its Operation. Skilled
Construction Workers Will Usually Be Brought In From Outside The Site, But There
Should Be An Adequate Pool Of Unskilled Labour Available Locally; And Labour
Suitable For Training To Operate The Plant. Skilled Tradesmen Will Be Needed For
Plant Maintenance. Local Trade Union Customs And Restrictive Practices Will Have To
Be Considered When Assessing The Availability And Suitability Of The Labour For
Recruitment And Training.
Utilities (Services)
The Word “Utilities” Is Now Generally Used For The Ancillary Services Needed In The
Operation Of Any Production Process. These Services Will Normally Be Supplied From
A Central Facility; And Will Include:
Electricity: - Power Required For Electrochemical Processes, Motors,
Lightings, And General Use
Steam For Process Heating: - The Steams Required For The Process Are
Generated In The Tube Boilers Using Most Economic Fuel.
Cooling Water: - Natural And Forced Draft Cooling Towers Are Generally
Used To Provide The Cooling Water Required On Site.
Water For General Use: - The Water Required For The General Purpose
Will Be Taken From Local Water Supplies Like Rivers, Lakes And Seas.
Because Of This Reason All The Plants Located On The Banks Of River.

Question 2 – Read the following carefully and analyze the reasons for Toyota’s
successful production management (concentrate on TPS). And explain the
concepts of JIT, 5 S’s of quality.
We study the performance of the kanban, minimal blocking, basestock, CON-WIP, and hybrid  
kanban-CONWIP control policies in a four-machine tandem production line making parts for an
automobile assembly line. Pdf-file

The equipment selection problem is essential in manufacturing today. It typically involves the  
selection of a set of equipment to be used in production based on technical and economical
criteria. This paper will focus on an activity-based costing approach to the equipment selection
problem for flexible manufacturing systems. pdf-file

Operational Factors that Influence the Successful Adoption of Internet Technology in  

Manufacturing. Pdf-file. October 2002

Workflow management systems (WFMS) are a cornerstone of mission-criticial, possibly cross-  

organizational business processes. For largescale applications both their performance and
availability are crucial factors, and the system needs to be properly configured to meet the
application demands. 

A Kaizen Based Approach for Cellular Manufacturing System Design: A Case Study. Pdf-file  
Planning ahead can make relocating your company a headache-free experience  

Models and Solving Procedures for Continuous-Time Production Planning. Pdf-file  

Thus, in addition to quality, cost and time, flexibility has become an important competitive  
weapon for manufacturing companies. In the manufacturing flexibility field, understanding,
classifying and measuring manufacturing flexibility is very important to researchers and
practitioners alike as the concepts, as expressed in the literature, are at best vague and at
worst, confusing. pdf-file. 2004

The Control-Point Policy. Pdf-file 2000  

Since the 1980s, manufacturing executives have invested billions in flexible automation. Now  
that approach may be too inflexible and capital intensive. A better option could be to build
product- and capacity-specific facilities that get written off if the market or the environment
changes. pdf-file 2006

Consider a firm that owns a fixed capacity of a resource that is consumed in the production or  
delivery of multiple products. The firm’s problem is to maximize its total expected revenues over
a finite horizon either by choosing a dynamic pricing strategy for each product, or, if prices are
fixed, by selecting a dynamic rule that controls the allocation of capacity to requests for the
different products. pdf-file 2004

Eradicating the "high-inventory-poor-service-level" problem.   

The most crucial investment for the factory of the future will be made not in hardware or  
software, but in understanding how manufacturing technology provides new options to power
business success.  

Functional thinking is described as a way to practice innovation and lead to new insights than  
what is known in process analysis, added value and method study. Pdf-file 160 KB. June 2003

   

This article aims to provide some insight into the methods that can be deployed to build rapid  
and sustained improvement, by first looking at the recent history of operations improvement
methods, then describing a new framework for mapping improvement paths and using it to
characterize the strategies deployed by some of the world’s fastest improvers. pdf-file 1996

World-class plants combine best practices, teamwork, and technology to achieve optimal  
performance. (Nov 2000)
This paper conducts a probabilistic analysis of an important class of heuristics for multi-item  
capacitated lot sizing problems. Pdf-file 2004
Integrated assignment ACL 2
1. As the Marketing Head of the Company, Design three strategies to improve the sales of washing
machines. Which one do you think is the most appropriate in present situation and why? What
measures do you suggest to increase the sales in Eastern region from 8% to at least 20%

Product development :Product development

Microsoft surface :Microsoft surface

Slide 16:iii) It is Marketing strategy that realises the unit’s income and profits What are the target markets? What
type of customers to be approached? At what price to sell? What level of advertising and sales promotion to be
undertaken?

Slide 17:Example: HLL – To achieve a sales income of Rs.15000 crore by 2008 3 SBU’s – soaps and
Detergents, food and Beverages, Personal care together have to achieve this Soaps and Detergents accounts
for 70% business and so the target from this SBU is also 70% (Rs.10,500 crore by 2008) Soaps and Detergents
SBU has four product lines: Bathing soaps, Washing soaps, detergent powder, detergent cakes How much
contribution to expect from each product line? In bathing soaps, how much contribution to expect from Lifebuoy
brand? – for ex: 1500 crore . Marketing strategies have to be framed to achieve this revenue

Formulating the Marketing Strategy :Formulating the Marketing Strategy i) Selecting the target markets ii)
Positioning the offer iii) Assembling the marketing mix

i) Selecting the Target market :i) Selecting the Target market Fundamental to market strategy formulation
Target market selection boils down to deciding - what parts of the market are we going to serve? - what parts of
the market we choose not to serve? - what is the logic of selecting a particular segment?

Slide 20:Production-oriented manager sees everyone as basically similar and practices “mass marketing”
Marketing-oriented manager sees everyone as different and practices “target marketing” Selecting a Marketing-
Oriented Strategy Is Target Marketing

ii) Positioning the offer :ii) Positioning the offer Does the firm want to lodge the product as the most distinctive
offer in the market? Or does it want to lodge as latest? Or the most competitive offer in the market? Or as the
value-maximiser for the consumer? Is the firm seeking leader position with its product offer?

Example :Example Soft drink 7 up which is No.3 next to pepsi and coke positioned itself as un-cola thereby
capturing mindspace among people looking for alternative to cola drinks If a firm is first to introduce a product,
then it should reinforce that fact. For ex.cola’s ‘the real thing’ says that others are only imitations and that cola is
the market leader. Yamaha Bike – the rugged personality

Slide 24:Raymonds – the complete man Mc.Donalds in India: ‘Mc. Donalds mein hai kuch baat’ – a place for the
entire family to enjoy now it is positioned as ‘To aaj Mc.Donalds ho jaaye’

iii) Assembling the marketing mix :iii) Assembling the marketing mix It means assembling 4 P’s of the
marketing mix in the best possible combination Mix has to be worked out for every brand Weightage has to be
decided for each P Ex.Asian paints emphasis is on place Marketing mix has to take its cue from
customers/markets Marketing mix cannot be static Marketing mix is the visible part of marketing strategy

Slide 26:Developing Marketing Mixes for Target Markets

Slide 28:Examples of Channels of Distribution Charles Schwab Toyota Sara Lee Nestle Wholesaler Wholesaler
Retailer Consumer Wholesaler Retailer Retailer The Place Element of the Marketing Mix

Slide 29:Personal Selling Advertising Publicity The Promotion Element of the Marketing Mix
 Slide 30:Pricing Objectives Legal Environment Cost and Demand The Price Element of the Marketing Mix

Slide 31:Understanding the Target Market Leads to Good Strategies! All Four Ps Contribute to the Whole

Categories of Marketing Strategies :Categories of Marketing Strategies Two broad categories Price oriented
strategies Differentiation oriented strategies

i) Price oriented strategies :i) Price oriented strategies Price route requires cost leadership Strive for cost
leadership right from the start Example – Nirma (Low cost washing powder) HLL – surf – used differentiation
strategy - later had to follow Nirma – introduced Wheel in low cost segment

ii) Differentiation based strategy :ii) Differentiation based strategy Products can be differentiated based on
multitude of attributes Anything can be differentiated Ex: Eureka Forbes – Home Selling Citibank – personalised
services Differentiation helps a firm to move away from competition Firm should possess relevant competitive
advantage to resort to competition

2. 2) The Inventory Manager feels that the concept of Economic Order Quantity (EOQ) can also be
implemented along with Just in Time. You have been asked to compare both. How will you do It?
And which one will you prefer?
As I cover in many of my posts, the number one problem I experience with inventory management is
"what difference does it make if I have too much inventory, I'm going to sell it eventually anyway, right?"

Typically, this question comes into play in terms of over ordering stock that really does sell, but not
fast enough to warrant such large orders.  Many posts on this site cover this the issue of how much to
order and the true cost of carrying excess stock.

Another problem I haven't really addressed is what happens when inventory sells so slowly and costs
so much to carry that it's not only not worth it to order more, but it's actually worth it to destroy that
which you do have.

I recently came across this example while studying the inventory at a book publisher that noticed they
were spending thousands a month on excess inventory charges.  While my example uses the book
industry, these principles can be applied to other goods.

The typical storage cost per book is generally right round a penny per year.  While this doesn't seem
like much, it adds up pretty quickly to $5000/mo when you have 500,000 books in stock.

The question quickly becomes, is the $5000/month worth it to store all the goods.  In order to
adequately determine this, what needs to be examined is the lifetime cost of storing the goods until
they're sold and comparing this to how much it costs to store relative to destroying and then
reproducing.

Start with the monthly sales/inventory.  This will help you to get a feel for how fast the book is
selling.  Once this is determined, you can determine how long until the book will sell out.

The next thing to look at is the cost of the book.  This will help determine how how long you should
keep the book.
 Once you have this information, here is how you can apply it:

Taking the monthly sales to inventory ratio, you can determine how long it will take to sell the book
out completely.  Let's assume we discover that based on historical evidence, we believe the title will
sell out in 6 months.  This means that if sales remain steady, it will cost an a maximum of six cents (a
penny per month) for storage.  Assuming the cost of the book is roughly $1, you're better off storing
the books than destroying now and reprinting later.

This is a fairly typical example of a good that is still selling well and certainly shouldn't be destroyed.

But let's take a look at an example that should be destroyed.

The monthly sales to inventory ratio shows that it will take 400 months to sell the remaining 8,000
copies of a certain title that is sitting in the warehouse (assuming it ever sells).  While this sounds
excessive, I can assure you, I've seen it

3)Technology and Business are two very important parameters for an industry. Using the above case
study, with the example of WRL, justify the statement.

Using Technology Transformation Effectively To Improve It Business Alignment - Presentation

Transcript

Pritam Dey [email_address] Using Technology Transformation Effectively to Improve Business-IT Alignment 2009
Agenda Agenda Case Study What Went Wrong? What Can We Do Differently?
 IT Roadmap
 Enterprise Architecture
 Application Portfolio Optimization (APO)
 Business-IT Alignment
 Service-oriented Architecture (SOA)
 IT Governance
 Technology Transformation
 IT Strategy

Putting It All Together

Case Study Consider a scenario: A national retail bank in India, with hundreds of subsidiaries and branches,
decided to automate its operations and move its services online. Since most of its services are common across all its
branches, the bank decided to implement a Service Oriented Architecture (SOA) to increase the interoperability. It was
decided that the corporate IT group would be in charge of execution of the complete project, including the implementation
of SOA and definition of its services. Needless to say, the project started with much optimism and excitement. However six
months into the project, it ran into roadblocks. Cracks started to become visible. There were frequent disagreements
among the various business units on who is responsible for defining and administering the SOA services. Who is
responsible for the overall governance of the project? Some groups have also questioned corporate IT’s shortsightedness
of not carefully considering the complexity of integrating existing applications built across diverse platforms and
technologies. The need for a clear IT strategy and technology roadmap was clearly felt. A year later, the project was
scrapped. It became impossible to execute the project without a well-defined IT Roadmap, Enterprise Architecture and IT
Governance mechanisms. What went wrong?
What Went Wrong? SOA is a paradigm for organizing and utilizing distributed capabilities that may be under the
control of different ownership domains. It provides a uniform means to offer, discover, interact with and use capabilities to
produce desired effects consistent with measurable preconditions and expectations. - OASIS Group IT Roadmap
o A technology roadmap was not clearly defined.
o How would the existing applications be integrated/upgraded?
o How would the bank stay attuned with constantly evolving technology?

Service Oriented Architecture (SOA)

o Was the decision to implement SOA carefully considered by taking into account the interoperability
and a need for a federation of resources?
o Was an SOA Governance Structure created to resolve trust issues across teams?
o How would the SOA security issues be handled?

IT Governance

o Was a clearly defined Governance structure established to ensure that the organization’s IT
sustains the organization’s strategies and objectives?
o Did the board understand the overall architecture of its company’s IT applications portfolio?

IT - Business Alignment

o Did the organization take a broader view of the business strategies and objectives and realize how
IT is going to sustain and extend them ?
o Was there a sincere effort to increase the value of IT projects and reduce the gap between IT and
business?
What Can We Do Differently? “ Winners don’t do different things, they do things differently.” - Shiv Khera
What Can We Do Differently?
IT – Business Alignment There is an increased call for CIOs to broaden their scope of action by adopting new
levers, roles, and governance practices that go beyond the purely technical and traditional IT capabilities. – McKinsey-
CIGREF (the association of French CIOs) collaboration Understand the business priorities
o Understand expectations about IT and formulate them in business terms

4)The causes for decline of profits are many. What corrective measures would you have taken to
increase the financial position of the company and increase in profits? Do you think Letter of Credit can
reduce the payment period and make the company earn interest?

Profit planning, increasing your business profit, is simply the development of your
operating plan for the coming period. Your plan is summarized in the form of an income
statement that serves as your sales and profit objective and your budget for cost.

How Is It Used?

Profit planning is used in the following ways:

 Evaluating operations. Each time you prepare an income statement, actual sales and
costs are compared with those you projected in your original profit plan. This permits
detection of areas of unsatisfactory performance so that corrective action can be taken.
 Determining the need for additional resources such as facilities or personnel.
For example, the profit plan may show that a sharp increase in expected sales will
overload the company's billing personnel. A decision can then be made to add additional
invoicing personnel, to retain an EDP service, or to pursue some other alternative.
 Planning purchasing requirements. The volume of expected sales may be more than
the business' usual suppliers can handle or expected sales may be sufficient to permit
taking advantage of quantity discounts. In either case, advance knowledge of purchasing
requirements will permit taking advantage of cost savings and ensure that purchased
goods are readily available when needed.
 Anticipating any additional financing needs. With planning, the search for needed
 funds can begin as early as possible. In this way, financial crises are avoided and
financing can be arranged on more favorable terms.

Advantages of Profit Planning

Profit planning offers many advantages to your business. The modest investment in time
required to develop and implement the plan will pay liberal dividends later. Among the benefits
that your business can enjoy from profit planning are the following:

 Performance evaluation. The profit plan provides a continuing standard against which
sales performance and cost control can quickly be evaluated.
 Awareness of responsibilities. With the profit plan, personnel are readily aware of
their responsibilities for meeting sales objectives, controlling costs, and the like.
 Cost consciousness. Since cost excesses can quickly be identified and planned,
expenditures can be compared with budgets even before they are incurred, cost
consciousness is increased, reducing unnecessary costs and overspending.
 Disciplined approach to problem-solving. The profit plan permits early detection of
potential problems so that their nature and extent are known. With this information,
alternate corrective actions can be more easily and accurately evaluated.
 Thinking about the future. Too often, small businesses neglect to plan ahead: thinking
about where they are today, where they will be next year, or the year after. As a result,
opportunities are overlooked and crises occur that could have been avoided.
Development of the profit plan requires thinking about the future so that many problems
can be avoided before they arise.
 Financial planning. The profit plan serves as a basis for financial planning. With the
information developed from the profit plan, you can anticipate the need for increased
investment in receivables, inventory, or facilities as well as any need for additional
capital.
 Confidence of lenders and investors. A realistic profit plan, supported by a
description of specific steps proposed to achieve sales and profit objectives, will inspire
the confidence of potential lenders and investors. This confidence will not only influence
their judgment of you as a business manager, but also the prospects of your business'
success and its worthiness for a loan or an investment

5)One of the root cause for training and development is the performance appraisal of the employees.
Using the method of “BARS”, how will you evaluate the training needs for the employees of sales the
department

Performance appraisal (PA) is one of the important components in the rational and systemic process
of human resource management. The information obtained through performance appraisal provides
foundations for recruiting and selecting new hires, training and development of existing staff, and
motivating and maintaining a quality work force by adequately and properly rewarding their
performance. Without a reliable performance appraisal system, a human resource management
system falls apart, resulting in the total waste of the valuable human assets a company has.

There are two primary purposes of performance appraisal: evaluative and developmental. The
evaluative purpose is intended to inform people of their performance standing. The collected
performance data are frequently used to reward high performance and to punish poor performance.
The developmental purpose is intended to identify problems in employees performing the assigned
task. The collected performance data are used to provide necessary skill training or professional
development.

The purpose of performance appraisal must be clearly communicated both to raters and ratees,
because their reactions to the appraisal process are significantly different depending on the intended
purpose. Failure to inform about the purpose or misleading information about the purpose may result
in inaccurate and biased appraisal reports.

Critical Criteria of Developing a Pa System

In order for performance appraisal information to be useful, the PA system must be able to
consistently produce reliable and valid results. Measurement items in the performance appraisal
system must be designed in such a way that the results of rating are consistent regardless of the raters
and the timing of the assessment.

Another critical criterion in developing a PA system is the validity of the measurements. It is

important to make sure that the appraisal items are really measuring the intended performance or
target behavior. If they are not, the PA system encourages the wrong kind of work behaviors and
produces unintended, frequently negative, organizational outcomes. For instance, if the number of
traffic violation tickets issued is an item in performance appraisal of police officers, it encourages
them to sit on a corner of a street and pull over as many violators as possible during heavy traffic
hours. The true purpose of a police force, which is public safety, may become secondary to issuing a
large number of tickets for many officers.

What to Evaluate

The first important step in developing a PA system is to determine which aspects of performance to
evaluate. The most frequently used appraisal criteria are traits, behaviors, and task outcomes.

Traits. Many employees are assessed according to their traits, such as personality, aptitudes,
attitudes, skills, and abilities. Traits are relatively easy to assess once a rater gets to know ratees. But
traits are not always directly related to job per formance. Trait-based assessment lacks validity and
thus frequently raises legal questions.

Behaviors. For many jobs, performance is so broadly defined or so conceptual in nature— such as
ensuring public safety in the police de partment—that it is hard to come up with reliable performance
measures. In such cases, desirable behaviors can be identified and assessed in the belief that such
behaviors lead to successful performance. Such behavior-focused assessment encourages employees
to adopt desirable behavioral patterns in the workplace.

Task outcomes. When information about task outcomes is readily available, it is the most
appropriate factor to use in evaluating performance. When an organization has a clear and measurable
goal as in the case of a sales force, this approach is recommended. However, it has its own pitfalls.
There is a problem if employee behaviors are not directly related to the task out-come. Too narrow a
focus on measuring out-come only sometimes results in unintended negative consequences. When
sales staff narrowly focus on target sales figures to increase their performance measure, for example,
they are encouraged to help a few large-volume customers and to ignore many smaller buyers. This
may result in poor customer service on the floor.

PCL 1 Consumer Behaviour Weekly Assignment

Q1 a. Summaries an episode of a weekly television series that yo

watchedrecently. Describe how the programme transmitted
cultural beliefs, values & customs
The episode begins with an exterior shot of Air Force One. The President is seen boarding the airplane, inquiring
about his "baby backs" (ribs) from Papa Joe's, and requesting an early lunch. He moves through the airplane in
the company of two Secret Service agents (a man and a woman). As they pass a Naval officer, the President
inquires, "Wasn't Major Kerry supposed to be handling the football on this one?" The woman advises him that
Major Kerry came down with the flu. The President stops to chat with the Naval officer, who is introduced as
Commander Ray Trapp. Commander Trapp turns out to have met the President before, on the USS Abraham
Lincoln. The President makes a few remarks, then invites Commander Trapp to join him for lunch. As he
proceeds to his office in the company of the male Secret Service agent, the woman remains behind, telling the
officer, "Lunch with the boss on your first day? You're destined for stars on those shoulders, Commander." She
walks away. He sits, and can be seen patting a black briefcase which sits to his side.

[Note: The "football" being discussed is a specially outfitted briefcase used by the President of the United States
to authorize the use of nuclear weapons. More information on the "football" can be found here at Wikipedia.]

Air Force One takes off, and time presumably passes. The aircraft stewards can be seen serving lunch. One
inquires of the two secret service agents - Agent Baer and Agent Todd - if they would like some lunch. Both
decline. Agent Baer leaves to get a sit-rep in the comm center, leaving Agent Todd to "keep an eye on things
down here." She asks him if he is expecting a problem. He replies, "Expect problems, Agent Todd. And with a
little luck, you'll never lose a President."

Moments later, Commander Trapp returns from lunch with the President. He is visibly perturbed, moves slowly,
and is sweating. He drops the "football" and stares at his hand. As he picks it up again, with Agent Todd
watching and looking worried, he makes a comment about fumbling the football during his first Army-Navy
game. He introduces himself to Agent Todd, who returns the favor. We learn that her first name is Kate.
Commander Trapp continues to speak, but his voice is weak and he seems not to be able to catch his breath. He
slumps into his chair and Agent Todd asks him if he is ill. He begins to convulse, falling into the floor, and
Agent Todd speaks into her wrist comm - "Slammer, Rosefern. Medical emergency, section 1." Agent Baer
comes running, as do medical personnel who begin to work on the Commander. Agent Todd tells the doctor that
the Commander has just returned from lunch with the President. The doctor runs to check on the President.
Agent Todd is ordered to stay with the "football." Close up on Agent Todd's worried face.

Opening credits.

The scene opens on a sexy silver-haired gentleman using hand tools to work on a boat located in a basement. He
is interrupted by a telephone and when he answers, we learn his name is Gibbs. A younger man speaks to him
from an office somewhere, advising him about the death of the "football" carrier. Air Force One made an
emergency landing in Wichita, Kansas, and the younger man has booked them on the first available flight, which
includes a layover. When asked if that was the best he could do, he protests, "It's Saturday, Gibbs." Gibbs
instructs the younger man to have Ducky get in touch with his coroner friend and ask him to hold the body until
they can arrive.

The two men are now seen moving through a Washington, D.C. airport. The younger man complains about
everyone else ("FBI, CIA, ATF, even NYPD") having private jets, but "we" do not. They arrive at the security
checkpoint and advise the TSA guard that they are LEOs. The (clearly clueless) guard replies that he is a
Capricorn, in a "so what?" tone. They clarify that they are Law Enforcement Officers, providing permits and
identification from an agency called NCIS, of which the guard has no knowledge. The guard says they can go
around the metal detectors but their bags must be scanned. This exercise in governmental logic is interrupted by
the arrival of an older man who calls out to the guard that those are his bags. It turns out that this gentleman - the
doctor - has a bag permit and they can now skip the scanning process.

Back on Air Force One, a coroner is arguing with an FBI agent, refusing to allow anyone to move the body until
the medical examiner arrives and releases it. Agent Todd jumps into the fray; it seems the FBI is trying to steal
the investigation from the Secret Service and she is determined to prevent that. The older doctor, who is now
identified as Ducky, arrives, trailing Gibbs and the still-unidentified younger man. There is discussion of steaks
having been air-expressed. The FBI man is introduced as Agent Fornell. Ducky orders that everyone who
boarded in Wichita must leave the plane. Agent Fornell refuses; Agent Todd flew in on the plane. They are
allowed to stay. The details of Commander Trapp's death are discussed. Agent Todd mentions that the President
is fine and his physician diagnosed Trapp's death as a stroke. Ducky admits it looks like a natural death and that
the agents can have the body if they sign releases. As they leave to do so, the coroner asks Ducky about his soft-
shell crabs. Ducky says "You'll have them by the weekend."

As soon as the coroner and agents are gone, Gibbs orders the young man - Tony DiNozzo - to get the pilot to fly
them out of there, quickly - they are stealing the body and the airplane. Tony goes. Gibbs and Ducky discuss the
Commander's death. Agent Todd returns, suspicious: "There's not a soft-shelled crab within a thousand miles."
Gibbs identifies himself as NCIS. Todd refuses to give up her part in the investigation and Gibbs offers her a
spot on his team. When the pilot refuses to take off without Todd's authorization, she tries to hold out for a
chance to head up the team, but concedes when Gibbs threatens to hijack the airplane and leave her behind in
Wichita. Tony literally shuts the aircraft door in Fornell's face, and the plane leaves.

Gibbs gets on the comm with his boss and is ordered to make sure that the FBI does not get the body, because if
they do, "we won't see an autopsy report until after they leak it to the Washington Post." Below, Ducky is taking
the temperature of the corpse's liver to determine time of death. Todd tells him that the President's physician
called it as 2032 Zulu. Discussion ensues when Tony asks Agent Todd to stand clear so that he can measure the
crime scene for sketches. He must explain why he takes the sketches (measurements are impossible to determine
from photos, involving an amusing discussion of the measurements of a swimsuit model on a magazine cover.)
Ducky states he would put the time of death as 1915 Zulu, an hour or so earlier than the President's doctor. Todd
says he must be mistaken. Gibbs, returning, tells Ducky to note his own time. Then he tells Tony that sketches
are not needed; Agent Todd will give him a floor plan.
She follows him as he tours the aircraft, refusing to provide the floor plans because they might be leaked. Gibbs
states that NCIS does not leak. He discusses how he's seen all this in a Harrison Ford movie. They discuss the
commander, and Major Kerry's flu. More discussion of who left the plane (everyone but the stewards who
prepared and served the President's lunch.) Todd learns Gibbs' first two rules. The question of the time
discrepancy is resolved - the President's physical was busy checking on the President and did not call TOD until
his return to Commander Trapp's body an hour later. We learn that Ducky likes to tell stories and Kate has a
great smile. Upon entering the President's office, where Tony is waiting (in the President's chair), Gibbs begins
to collect evidence in the form of lunch leftovers. Todd becomes ill and is chased to the bathroom by Gibbs, who
makes her vomit into an evidence bag. Gibbs then sends Tony to get Ducky.

We eavesdrop on a phone conversation between Agents Baer and Fornell, who make plans to steal the body (and
the investigation) back from NCIS, who Fornell dismisses as "retread cops and ex-MPs." Baer points out that he
cannot control NCIS. We go back to the airplane, where Ducky has examined Todd (who is lying on a couch)
and confirmed that she appears to be suffering from a stomach virus. She confirms that she is - the same
symptoms Major Kerry had. We learn that Todd and Major Kerry were having a clandestine relationship. Gibbs
looks disapproving but says nothing, even when challenged by Todd. They maintain intense eye contact until
interrupted by a call for Todd from Baer. She goes to take it.

We move to the President's office, where Tony is finishing up his interview of the Chief Steward. Gibbs enters
and goes to the bathroom. Ducky follows. He and Tony take photographs of one another in the President's chair.
There is discussion of the food, which is probably not where the poison came from since the President is fine.
Gibbs comes out of the bathroom and they go to move the body aft. We see Todd on the phone with Baer, being
ordered to turn the body over to the FBI on landing at Andrews Air Force Base. She doesn't like it (it's bad for
her credibility with NCIS) but it's a direct order. She conveys this to Gibbs, and finds that the body is already
moved. He tries to see if she will stall her people long

b. B) Select and describe three commercials that were broadcast during the
programme mentioned in 1a (the above question).Do these
commercials create or reflect cultural values? Explain your answer PROJECT
JUSTIFICATION:
Comment: Justify why the proposed project is essential to media development in your country
(the project justification should not exceed 30 lines.)
Please note that the Project Justification should include the following:
• A brief description of the level of media development in the country – (plurality and
diversity of media - number of newspapers, private and public broadcasting services,
community media, if any - journalism education and training opportunities available
for working journalists, guarantee of freedom of expression in law and in practice).
• Provide information on the category of media to be supported by the project.
• Identify the problem that the project proposal would address and explain why it is
important to address this problem in the manner proposed by the project.
Note: All problems and gaps cannot be solved in a single IPDC project. IPDC projects should
propose a solution to problems in one of the areas listed below:
o Problems weakening free and pluralistic media development;
o Problems hindering the development of community media;
o Lack of professional capacities of media workers and capabilities of media
associations.
• Describe precisely the concrete solution proposed to address the identified problem.
Examples:
• The purpose of the project is to establish and operationalize a sustainable community
radio serving the x community, which consists of 25,000 families, and thereby to
increase the diversity of media.
• This proposal seeks support to upgrade the skills of journalism trainers through a twoweek
training methodology course by which 10 journalism trainers will be trained and
provided with the skills to train trainee journalists effectively.
• This proposal seeks support to organize and conduct a 3-day national seminar to foster the
safety of journalists and build a monitoring network for that purpose.
2. DESCRIPTION OF THE TARGET GROUP:
Comment: Most project proposals are rejected because they list too many target groups. There
should be only one primary target group per project. The target group should describe the
immediate beneficiaries who are directly involved in the project. In a journalism training project,
the immediate beneficiaries are the journalists and not those who read the newspapers produced
by the trainees. In a community radio project, the immediate beneficiaries could include the
designated communities. In such cases, the geographical location of the communities should be
provide

PCL-1 Sales Organization and Strategy Module Assignment

Q1. Do you think such a field sales force is adequate to harness the market potential in the
Institutional market?

Cities sell the names of their sports stadiums to the highest corporate bidder. Coke and Pepsi compete
for vending machines in schools in order to "brand" young people with their product. Will it be
shocking to learn soon that the First Baptist Church has changed its name to the Energizer Baptist
Church? (Think of the possible marketing campaigns with the Energizer bunny at Easter.) Perhaps we
will first see corporate sponsorship of mission trips. Then corporate-endowed positions for specialized
ministries. These possibilities may seem outrageous, but they are surely more thinkable today than they
were just ten years ago.

Concerns about the increasing role of the market are widespread. But at the same time the virtues of the
market are widely touted and hard to deny. A growing number of people of faith have examined how
we spend our money, where and how much we work, whether the economy is just, and how much
income is enough. Are there ways to enjoy the benefits of a market system without allowing it to
dominate our lives?

Economists are often of limited help on this question, since they hesitate to discuss values. When asked
whether they have a theory of the human person, economists usually say that their goal is more limited:
they seek only to explain and predict human behavior on the assumption that people strive to maximize
their welfare through exchanges in the market. Some economists, of course, see every activity as a
marketplace transaction -- dating and marriage, political behavior and even religious commitment can
be viewed as the pursuing of maximal self-interest.

Charles E. Lindblom and Amartya Sen are refreshing figures in the field, because they are willing to
point out the flaws and limits of the market as well as its virtues. Lindblom and Sen extend the tradition
of political economists running from Adam Smith to John Kenneth Galbraith. Lindblom’s The Market
System reads something like a primer in economics -- without the supply and demand curves or
references to production of "widgets." He stresses that when encountering the term market, the reader
should "think society, not economy." It refers to more than a geographic place where persons go to buy
and sell products. (Even the Soviet Union had its fair share of these.) Rather, the market system is an
institution by which much of society is coordinated according to the interaction of buyers and sellers
who exchange scarce goods and services at nonfixed prices.

Lindblom, professor emeritus at Yale, notes that persons who construct a church "with paid labor and
bought materials" are engaged in market activity, even if their reason for doing so is to have a place for
the expression of religion. In this instance and in others, Lindblom insists we look to the ends or
purposes for which the market mechanism is employed. Such questions, of course, make it more urgent
for people of faith to engage in moral and theological reflection.

Q2. Would you recommend focusing on one or two segments out of the given five? Justify your answer.

5 Powerful Ways to Improve Your Focus

Monday morning means back to work, ready or not. It can be difficult to shake off the
weekend and get back to the grind, particularly if you’re still tired, overwhelmed with
work, or just had a really great weekend that you aren’t thrilled to leave behind.

I’ve found that the harder you push for extra productivity during the first hour or two of
back-to-work overwhelm, the easier the rest of the day — and sometimes week — will
go. Here are my methods for increasing my focus and zeroing in on what really matters…
on Monday morning or any other day.

Write Everything Down

I’m a self-proclaimed list fanatic. I don’t know what I would do without my lists; I would
be lost. I know there are anti-listmakers out there who can point out all of the reasons
why lists are bad, but my lists are one of the tools I use to keep track of everything,
prevent work from falling through the cracks and keep myself moving toward my
productivity goals.

These lists come in many different shapes, sizes and formats, and one is my brain dump.
When I find I am having difficulty focusing, I write down everything on my mind –
distractions, things I’m worried about, high-priority actions I don’t want to forget.

Chunk It

Once I have a clear mind, I move on to my short list of top priorities for the day, which I
prepared the day before. I may have 3, 5 or even as many as 10 really important things
to do. I take a quick look at this list and create “chunks” based on how long I think it will
take me to complete each item.

Then, I use these chunks in one of two ways. I either focus on the smallest (in time)
chunks first to clear them from my list. Or, I use the individual tasks within the chunks to
break up more complex or time-consuming work. This helps me change up my work
process on the fly so I can keep myself focused.

Analyze Time Spent

If you don’t regularly track your time, for both billable and nonbillable activities, I
suggest you give it a try. The act of timing my work is two-fold. First, it keeps me
focused on the task I’m working on right at that moment – there’s no better
concentration reminder than a ticking clock. Second, it gives me a picture of
where my time is being spent, day in and day out, over the long term. This helps
me figure out where I need to work on my focus.

PCL-1 Sales Organization and Sales Strategy Weekly Assignment

Q1. What is the major role of Sales Organization

EXECUTIVE SUMMARY
Companies are radically altering their sales organizations—or attempting to. Today,
companies are implementing processes and technology in the hopes of creating effective,
efficient, predictable sales forces.
Until now, the focus has been on how these changes affect the individual sales person.
We suggest that you turn your focus to the Sales Manager, who both affects and is
affected by changes you implement in the sales organization:
1. Sales Managers play the pivotal role in making or breaking process and
technology initiatives in the sales organization.
2. Sales Managers can use process and technology to finally perform their optimal
role in the sales organization—if the changes are implemented correctly.
In this paper we explore the emerging role of the sales manager, what that role exactly
entails, what hinders the sales manager, and how the sales manager can overcome those
barriers through alignment, end-to-end sales process, and technology.
This paper can serve as a guide for ensuring the success of sales process and CRM
implementations and reinventing the role of the Sales Manager .

Q2. Describe the development of Sales activities over the centuries

Introduction
Friends of the Earth International (FoEI) is a worldwide federation of 68 independent
national environmental groups, uniting close to 1 million activists worldwide. FoE member
groups campaign internationally, nationally and locally on the most urgent environmental
and social issues of today.
The present trading system promotes the free movement of goods, services and capital as
a goal in itself, rather than ensuring that international trade promotes sustainable and
equitable development. As a result, current trade rules as administered by the WTO
encourage unsustainable resource use and an inequitable distribution of resources; and can
conflict directly with local, national and international environmental laws. In particular,
trade rules and trade flows have an impact on a broad range of issues of concern to FOEI's
member groups.
The time has come to acknowledge the defects of the current trading system. A new and
sustainable trading framework for the twenty-first century needs to be based on the
principles of democracy, equity, reduced consumption in industrialized countries,

cooperation and caution. In order to achieve such a framework, broad reform of the global

Q3. What are the recent innovations in the Sales techniques?

Some recent innovations in international finance: different faces of risk management and control.

by Andrew Cornford
In this paper, I will deal with derivatives, instruments that not only have been embodied in many new
financial products and services in the last two decades, but also have had a large impact on the financial
management both of banks and of other firms nationally and internationally. But I should like to
preface my discussion of this subject with a few general remarks about financial innovation.
Innovation in finance, as in other fields, involves responses to particular problems. Nevertheless,
discussion frequently focuses on various more general forces, giving an impetus to innovation such as
the incentives resulting from regulation, improvements in communications and computer technology,
increased financial volatility, greater competition in the financial sector, advances in academic financial
research, and so on [Marshall and Bansal 1992, chap. 2; BIS 1986]. My remarks are not intended to
cast doubt on the importance of these broad forces, but rather to point to certain relations between them
which, I hope, will illuminate parts of what follows.

Consider regulation. For financial innovation, regulation has a Janus-like quality: particular regulations
do often provide incentives for financial innovation, but regulatory assent is also necessary for the
actual introduction of innovations, and an accommodating regulatory framework is part and parcel of
their feasibility and success. Consider an example outside the field of derivatives, the Eurocurrency
market. Regulatory restrictions on U.S. banks did contribute to the growth of this market [e.g., Sarver
1988, chap. 23]. But Eurocurrency operations also require the permission or acquiescence of the
regulatory authorities both of the country where they take place and of the countries whose currencies
are used. More specifically, Eurocurrency operations are performed only in countries that permit banks
to bid for foreign currency deposits and to make foreign currency loans both to each other and to non-
residents, and only in the currencies of countries that allow foreign banks to keep and transfer deposits
with their domestic banks and that permit external convertibility of these currencies [Graaf 1991, 3].

PCL 1 Service Marketing Weekly Assignment

Q1. Would Seabourn benefit from mailing more detailed follow-up surveys to its passengers?
How soon after a passenger's trip should a survey be sent?

Industry Snapshot
The passenger cruise industry, as we know it today, was formed around 1970 when approximately 500,000 people took overnight
cruises. Since that time, the number of passengers has increased dramatically, reaching an estimated 7.4 million people in 2002.
According to Cruise Lines International Association (CLIA), this number was expected to reach nearly eight million in 2003. To
encourage this activity, cruise line companies have worked with airlines to offer built-in fares and so-called "drive-cruise
vacations," whereby airline-leery travelers embark from nontraditional ports closer to their homes. According to CLIA, the
cumulative market potential for the cruise industry was projected to reach $85 billion between 2000 and 2005.

The North American cruise industry, which includes the United States and Canada, has represented approximately 90 percent of
the worldwide cruise market in recent years. In 2001 alone, the industry's benefit to the U.S. economy totaled $20 billion,
according to CLIA. This included some $11 billion of direct spending on U.S. goods and services. By 2002, approximately 167
ships were serving the North American market, with an aggregate capacity of 173,846 berths.

By capacity, almost half of all cruises leaving from North American ports traveled to the Caribbean in the early 2000s. Other
leading destinations included Europe, the Mediterranean, Alaska, and Mexico. Historically, the most popular U.S. ports for
embarkation have included Miami, San Juan, Port Canaveral, Port Everglades, and Los Angeles. By 2002, CLIA reported that
Florida, California, Texas, Massachusetts, New York, Pennsylvania, New Jersey, Illinois, Ohio, and Georgia contributed the most
to the cruising business.

Since the mid-1980s, the cruise industry has conducted extensive market and consumer research. As a result, the industry has
added new destinations, new ship design concepts, new on-board/on-shore activities, new themes, and new cruise lengths to reflect
the changing vacation patterns of the public.

The cruise industry continues to have a very close working relationship with the travel agency community. More than 90 percent
of all passengers were projected by the CLIA to have been booked through travel agents. Travel agencies found that cruises were
profitable to sell and that many people who take a cruise want to repeat the experience.

Q2. No tipping is allowed on Seabourn ships. Debate the effect this policy might have on the reliability,
responsiveness, assurance, and empathy employees feel toward passengers.

Implementing electric business (e-business) is imperative for firms to gain competitive advantages in modern
competitive environment. However, issues regarding how to evaluate and manage the
success/effective of e-business are still scant from viewpoints of internal service quality and job
satisfaction, not to speak of forming a strategic planning for managers to improve job satisfaction
through internal service quality. Hence, the first purpose of this paper aims to explore the relationship
between internal service quality and job satisfaction in the context of e-business. The exhausted
 literature reviews of prior research on service quality dimensions such as reliability, responsiveness,
assurance and empathy, and related work on employees' job satisfaction have been reviewed. Then,
the relationships between internal service quality and employees' job satisfaction are developed and
examined. By conducting a survey of 147 respondents practicing at six international semiconductor
manufacturing companies in Science-based Parks in Taiwan, this paper explores how internal service
delivered by e-business affects employees' job satisfaction in the context of e-business. The results
support three dimensions of internal service quality indeed have influences on employees' job
satisfaction. Finally, we propose a service quality-importance of fit (SQ-IF) strategic grid for managers
to initialize a strategy for improving job satisfaction. Based on these findings and the SQ-IF grid, we
demonstrate some managerial implications for practitioners to improve employees' job satisfaction
through enhancing service quality.

Q3. Suggest a customer service plan on high seas for sea bourn.

1. I recently cruised through the Panama Canal on Seabourn’s Legend. Unfortunately, I had
underestimated the amount I had brought with me of my migraine medicine and a certain
aspirin that I take, called Excedrin. I had completely run out and was in a bit of a panic, as
migraines can level me for a day. Visiting the ship’s doctor, he was able to find me Relpax in
Panama City, but nowhere in Central America is Excedrin sold.

Two days later, my cabin’s doorbell rang. There was the ship’s doctor with a bottle of Excedrin.
He told me it had come from Miami! I later found out that several Seabourn executives had
briefly visited the Legend, boarding in Honduras, and they had been alerted that someone on the
Legend was desperately seeking Excedrin. They brought that bottle all the way just for me. A
perfect example of the excellence of Seabourn service and I appreciated this gesture more than I
could say.

Really the service is good, as Jane Rockley says. I boarded also once on this ships I saw that
everything is on its place, which really amazed me, because on other ships I saw many crew
members, which do not know their work. Here there is nothing similar. Everything is clear and
accurate

My husband loves to tell his “club soda” story when describing the personal service we have
received on Seabourn. On a formal night as we were having cocktails and hors d’oeuvres before
dinner, our waiter at the club approached us with a bottle of club soda on a tray. We were
puzzled as to who had ordered it when he stated “Mr. Saunders, you seem to have a spot of
cocktail sauce on your tuxedo shirt. I’m sure your wife would like to remove it before dinner!”
The club soda was presented to us along with a clean, white napkin and the spot was removed
“on the spot”.
Sales