Jagannath International Management School

Vasant Kunj, New Delhi-110070

(Affiliated to Guru Gobind Singh Indraprastha University, New Delhi)
Recognized u/s 2(f) by UGC & Accredited with ‘A’ Grade by NAAC
Participant of UNGC & UNPRME, New York
ISO 9001:2015 Quality Certified
BBA- Semester-VI (Morning & Evening Shifts)
Assignment-I
IMPORTANT NOTES:
1. Answers must be handwritten on loose ruled sheets and
upload the scan copy of all the answers in one single file to
Google Drive.
2. Assignments must be submitted by 12/04/2021.
Project Management:-BBA – 302

Global Green Books Publishing was started two years ago by two friends, Jim King and Brad Mount,
who met in college while studying in Philadelphia, USA. In the new business Jim focused on editing,
sales and marketing while Brad Mount did the electronic assembly and publishing of books for Global
Green Books. Their business was successful and profitable in the first two years, largely due to contracts
from two big businesses.
In their third year they got very busy thanks to their third major customer, a local college that needed
customized eBooks. They hired several part time employees to help them with their publishing business.
But by the end of third year of operation, Global Green Books started experiencing critical problems.
They were:
unable to leverage all the new employees effectively
• unable to deliver eBooks to their customers on schedule
• unable to provide quality texts—time and money was being spent fixing defects in their
• products unable to control costs—their business was not profitable in the third year
Global Green Books saw a significant rise in issues, a lot of unpleasant “surprises” were cropping up;
business was down as new resources were hired, also some of the projects were poorly estimated. The
local university was unhappy as their eBook products reached campus late for use by professors and
student. In some cases, the books were a week or two late. Since the courses must start on schedule and
students need their books at the beginning of their courses, the new lucrative college customer was
unhappy.
One of the new part-time employees hired by Jim and Brad, Samantha, had taken a project management
course at college. Samantha was excited about the discipline of project management and had intentionally
selected a job with Global Green Books Publishing as she saw an opportunity to polish her project
management skills.
One fine day, Jim invited Samantha, for a lunch meeting. He was aware that Samantha was familiar with
project management, and wanted to hear what she had to say about the problems he and Brad were facing.
Over lunch he questioned why their small business which had operated and implemented projects so
successfully over the first two years was being challenged significantly now. He specifically listed the
problems they were facing and asked for input to solve them.
Samantha asked for more time to research all the issues but noted that Global Green Books, while being
innovative, completed projects without a roadmap or a project plan and lacked a disciplined approach to
project management. She noted that Jim and Brad did not use any project software for scheduling and
they did not use tools or techniques to estimate, budget or to communicate with stakeholders. Finally,
they had no processes in place to manage project risks and quality.
 Impressed with this and other conversations, Jim King asked Samantha if she would consider joining
them as a project associate or project manager on a full-time basis to help them introduce project
management practices and help them tide over their current crisis.
Samantha accepted the offer! She has several key skills—she is an excellent communicator with very
good interpersonal skills and detail-oriented. Within the first three months in her new role as PM, she
introduced formal project management processes, created a PM manual and trained the employees to get
the work done well. Within nine months Samantha had fully turned things around. Due to proactive risk
analysis and risk response planning, surprises and issues reduced. Communication with stakeholders was
enhanced. Brad and Jim noted that the company was delivering projects on schedule, the quality
processes worked—and customers were happy with the products!
Comment on the following aspects of the case study:
a) Why did Global Green Books Publishing struggle?
b) What were the specific PM solutions that were introduced by Samantha that worked?
c) What kind of suggestions would you give to Brad and Jim if you were the PM?
d) Are you aware of other similar start-up businesses that struggle in a similar manner? How did they
overcome the challenges?
e) Global Green Books Publishing is a technology intensive business, but Samantha is not technically
knowledgeable, will she continue to be a successful project manager?

Rubrics of Assignment 1
I II III IV V
(1 Mark) (2 Marks) (3 Marks) (4 Marks) (5 Marks)
Why did Global Why did Global Why did Global Why did Global Why did Global Green
Green Books Green Books Green Books Green Books Books Publishing
Publishing Publishing Publishing struggle? Publishing struggle? struggle?
struggle? struggle? + + +
+ What were the What were the What were the specific
What were the specific PM specific PM PM solutions that were
specific PM solutions that were solutions that were introduced by
solutions that were introduced by introduced by Samantha that
introduced by Samantha that Samantha that worked?
Samantha that worked? worked? +
worked?. + + What kind of
What kind of What kind of suggestions would you
suggestions would suggestions would give to Brad and Jim if
you give to Brad you give to Brad you were the PM?
and Jim if you were and Jim if you were +
the PM? the PM? Are you aware of
+ other similar start-up
Are you aware of businesses that
other similar start- struggle in a similar
up businesses that manner? How did they
struggle in a similar overcome the
manner? How did challenges?
they overcome the +
challenges? Global Green Books
Publishing is a
technology intensive
business, but
Samantha is not
technically
knowledgeable, will
she continue to be a
successful project
manager?
______________________________________________________________
 Digital Marketing: - BBA-304
How Hotstar’s #KoiYaarNahiFar Campaign helped them reach 300+ million viewers during IPL 2019.

Hotstar says it had 18.6 million concurrent viewers streaming the final between Chennai Super Kings
and the Mumbai Indians. This was the second time during the same tournament that Hotstar broke the
concurrent viewership record- it had clocked 12.7 million concurrent viewers in a match earlier between
Royal Challengers Bengaluru and Mumbai Indians. This feat has set a new global record for viewership
for Disney owned video streaming platform. Conceptualised and executed by the DDB Mudra Group,
Hotstar released series of TVC for its VIVO IPL 2019 campaign, ‘#KoiYaarNahiFar’. The ad films
rolled out in three languages, Hindi, Tamil and Telugu. With its clutter-breaking marketing campaign
#KoiYaarNahiFar Hotstar rolled out a first-ever social cricket-watching experience to bring people
together irrespective of their location.

Commenting on the ad campaign, Hotstar spokesperson said, “The joy of watching cricket is
multiplied manifold in the company of friends and family, something that’s becoming increasingly
difficult to do today. We wanted to introduce something special to protect that ethos and added the
interactive, social layer to enhance the cricket watching experience. The TVC showcases this essence
beautifully. We hope it will help our viewers connect to the idea and make them explore all the interesting
features we’ve added to Hotstar this year for VIVO IPL 2019”.

Another initiative by Hotstar ‘Watch N’ Play’ went on to engage a staggering 64.4 million users, who
answered 1.2 billion game questions, and sent over 5.9 billion emojis and 43.5 million comments.

Based on the above case study, answer the following questions:

1. Being a video streaming platform, why did Hotstar make use of traditional marketing techniques
along with its digital campaign? Highlight the difference between traditional and digital
marketing.
2. Why do you need a digital marketing strategy? What are the steps of formulating a digital market
strategy?
3. Design a social media campaign for the upcoming season of the IPL. What all steps will you take
to ensure that the campaign goes viral?

RUBRICS for assessment of Question 1

I II
(1 Mark) (1.5 Marks)
What is Concept Of Digital Marketing Discussed concept of Traditional and Digital Marketing
+
What hotstar has done differently?

RUBRICS for assessment of Question 2

III IV
(1 Marks) (1.5 Marks)
Discuss Digital marketing strategy Discuss the need of digital marketing strategy
+
Steps in formulating those stragies

RUBRICS for assessment of Question 3

V VI
(1 Marks) (1.5 Marks)
Discuss Social Media Campaign Steps will you take to ensure that campaign goes viral

__________________________________________________________________
 International Business Management:-306

Case Study - Foreign Trade

CASE
Benetton in the fast lane Famous for its shocking advertisements Benetton started in 1955 as a small business.
Lucianno Benetton and his family started by selling colored sweaters door to door in Treviso, Italy. Over time a
regional network of family, friends and agents set up a closely monitored set of distinctive retail outlets. Over a
15-year period Benetton built up 300 afiliated but independently owned outlets in Italy and a factory with new
methods to dye and condition wool. Benetton was not directly involved in the retail outlets, who received high
quality products at low costs. Part of the manufacturing savings is realized by outsourcing to neighboring
subcontractors. Today Benetton has kept this loose network of independent production subcontractors and
distribution agents but has now built up to a global network of over 7,000 retail stores. Of these, Benetton owns
only about 50 flagship stores and the great majority is operated by independent entrepreneurs. Over 80 per cent
of production still takes place in Italy and the company is still 72 per cent owned by the Benetton family. Benetton
is one of those successful global companies that was partly successful because its production and design concept
was built on a strong home base. It then expanded the marketing end of its business through closely monitored
(but not owned) independent stores. These were able to use the Benetton brand name and distinctive colors and
were supported by clever international advertising. Benetton does not advertise its clothes directly. Rather its
advertisements are for a “lifestyle”. The “United Colors of Benetton” ads are designed for a homogeneous global
consumer interested in fast cars and a fast lifestyle. Benetton goes in for cutting-edge advertising that grabs
public attention. This creates an image of new-age awareness, as Benetton advertising has featured Formula I
cars, AIDS, high art , and “attitude”. How well this plays out globally is uncertain. For example, in 1988 Benetton
had 700 retail stores in the US but by 1995 it only had 150. Is this because Benetton has too

European an image to succeed in middle America? How can an Italian family firm understand the American
lifestyle from its European bases?

1) Is Benetton a multinational enterprise ?

2) What are the country-specific factors that have helped Benetton be a success ?
3) What are Benetton’s firm-specific advantages ?

I I III IV V TOTAL
(1 mark) (2 marks)I (3 marks) (4 marks) (5 marks)
Definition of Definition + Definition + Definition + Factors Definition + 15
Global Factors to be Factors to be to be considered for Factors to be
Marketing considered for considered for Global Marketing + considered for
Global Global Marketing Explanation in Global Marketing
Marketing + Context of Question + Explanation in
Explanation in 1+ Explanation in Context of
Context of Context of Question Question 1+
Question 1 2 Explanation in
Context of
Question 2+
Explanation in
Context of
Question 3

__________________________________________________________________

Business Policy Strategy:-308

Case Study -
I I III IV V TOTAL
(1 mark) (2 marks)I (3 marks) (4 marks) (5 marks)
Definition of Definition + Definition + Definition + Definition + 15
Vision and Description of Description + Description + Description +
Mission Vision ,Mission Explanation in example of example of
and Objectives Context of SWOT Analysis Strategic Plan
Question 1 + Explanation in and
Context of Environmental
Question 2 Events+
Explanation in
Context of
Question 2

__________________________________________________________________
Sales & Distribution Management:-310
CASE STUDY:
Fred Abbott, sales manager of midland Office Engineering, was having difficulty convincing his boss,
General Manager John Jacklin, to accept his proposed sales budget. Although sales had increased 1 to
2 percent each of the past five years, Midland had experienced a steady decline in net profits. Abbott
believed that it was his responsibility to improve profits through cutting expenses and increasing
efficiency, and he proposed the establishment of a sales budget to curb selling expenses, which he
contended had gotten out of line. Although the company currently had no formal sales budgeting
program, Abbott firmly believed that one was absolutely necessary if the sales operation was to
contribute to the overall improvement of the firm’s net profit picture.
Midland Office Engineering was startecd in Kansas City, Mo., in 1972 by Edward Hawkins, an architect
/ interior designer. He found that the materials available for office modernization and restructuring were
inadequate in terms of flexibility, price, and appearance. Modular office partitions and furniture offered
tremendous savings in down time and loss of productivity for the users of the offices and flexibility in
terms of future changes. Existing modular materials were unimaginative and too expensive, in the opinion
of Hawkins, so he designed his own line of equipment and established the Midland Company to produce
and market it with co-founder John Jacklin. The company had experienced an annual growth rate in sales
of 15 to 20 percent during its first ten years. However, sales had stabilized somewhat over the past three
years, averaging about 2.5 percent growth each year. During the same three years, net profits declined by
more than 6 percent. In 1985 sales amounted to $12.4 million and yielded net profits of $243,00, or 1.96
percent of sales. These eras down from a high of percent profit in 1982.

Midland products were sold in twenty-eight states by a sales force of twenty -three persons who operated
out of five branch sales offices. The sales force was paid on a straight-commission basis. Earnings ranged
from $20,000 to over $35,000, with the average just under $26,000. Midland’s sales force sold in form
eight of the fifty largest metropolitan areas in the United States. The company estimated that it had
captured 10 percent of the office modular equipment market.
Abbott’s plan for establishing a sales getting program for the Midland sales department consisted
solely of forecasts of sales expenses. He planned to determine the expenses involved in selling Midland
products by scrutinizing the records of the branch offices and headquarters. He proposed to ask each of
the five branch managers to submit itemized records of salesperson’s salaries, travelling expenses,
overhead and maintenance, clerical costs, and the costs of branch management and supervision. Abbott
suggested that the itemized records include expenses for the previous year, the average for the past five
years, and a forecast of expenses for the coming year. Combined with the branch office sales operating
expenses were to be the expenses of the headquarters sales staff and sales management salaries and
expenses, and all other costs attributable to the sales effort. The forecasts of the branch office and
headquarters expenses for the coming year were to be combined to form the sales expense budget.
Abbott proposed to limit the sales budget exclusively to forecasts of sales expenses for at least
three years. At that time, he expected to develop forecasts of sales volume and combine them with
expense forecasts into a complete sales budget or projected statement of income and expense. It
was Abbott’s contention that the sales budgeting program must proceed slowly to gain acceptance
and cooperation from everyone affected. Hence, he suggested a three -year interval between
establishment of the sales expense budget and the sales budget complete with sales volume
forecast.
The general manager, John Racklin, opposed having the company adopt’ any kind of sales
budgeting procedure. He argued that sales budgets were nothing more than unreliable guesses and
did not constitute a valid basis for executive action. He claimed that s o many variables affected
the forecasts of expenses and sales volume that the accuracy of any estimate was questionable. He
also felt that any attempt to curb sales expenses through budgetary procedures would result in a
reduction in the overall sales effort, harming both the company’s sales and profits.
Abbott knew it was a complicated matter to establish a sales budget program. However, he felt it
should and could be done despite the general manager’s reluctance to accept the idea of a sales
budget.

QUESTIONS:

Q1. Whose side of the argument do you favour? Why?

Q2.Evaluate critically Abbott’s proposal for a sales budgeting program for Midland Office Engineering
Company.

RUBRICS

1 Mark 2 Marks 3 Marks 4 Marks 5 Marks

Define Sales Define Sales Define Sales Define Sales
Management. Management. Management. Management.
Define Sales + + + +
Management. Explain the Explain the Explain the concept Explain the concept
concept of Sales concept of Sales of Sales Budget of Sales Budget
Budget Budget + +
+ Explain the Explain the
Explain the Importance of Importance of
Importance of setting Sales Budget setting Sales
setting Sales + Budget
Budget Explain the +
Challenges faced in Explain the
setting the Sales Challenges faced in
Budget. setting the Sales
Budget.
+
.Evaluate critically
Abbott’s proposal
for a sales
budgeting program.

__________________________________________________________________

*****