tag:blogger.com,1999:blog-70209797967236115832024-03-18T02:48:55.936-07:00Business And Management UniversityAnonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.comBlogger389125tag:blogger.com,1999:blog-7020979796723611583.post-40308633067565815202012-11-08T23:38:00.005-08:002012-11-08T23:39:53.098-08:00Specialist Business Masters Degree At An MSc University<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDBRR8I9MqkVIx_hrAKNIyo64keDluWCKaFV4yzUiZmUJNlDqHbHpooUjw-CjaF_1ur_GeF3-mGkzc2ybwY3GxOwE0zHIQMFPkNXFJe7uQlKXEMtFstNuEYMPtK8NFmMIacuU-1rEF9hY/s1600/Specialist+Business+Masters+Degree+At+An+MSc+University.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="Specialist Business Masters Degree At An MSc University" border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDBRR8I9MqkVIx_hrAKNIyo64keDluWCKaFV4yzUiZmUJNlDqHbHpooUjw-CjaF_1ur_GeF3-mGkzc2ybwY3GxOwE0zHIQMFPkNXFJe7uQlKXEMtFstNuEYMPtK8NFmMIacuU-1rEF9hY/s320/Specialist+Business+Masters+Degree+At+An+MSc+University.jpg" title="Specialist Business Masters Degree At An MSc University" width="320" /></a></div>
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A <a href="http://museum-madness.blogspot.com/2012/11/specialist-business-masters-degree-at.html"><b><i><u>specialist business Masters degree at an MSc university</u></i></b></a> can help graduated pupils acquire in which final phase having a program that is determined by, and associated with, the requirements business and also organisations globally.</div>
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London business universities remain very best located to provide the necessary specialist practical coaching with the greatest criteria of theoretical teaching. A good MSc business degree provides individuals a very cut-throat, real world edge.</div>
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University student living in London is specially unique, using its top business along with financial centre along with the total town deemed by a lot of to be one of several world's most enjoyable, varied, and inventive urban centers. London business schools are at the guts from it most, using many social, entertainment and sports possibilities just minutes absent.</div>
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Students looking for a news may come and also experience the thrill of living in the metropolis that's where you can a diverse array of individuals, cultures along with beliefs, whom converse around 300 distinct 'languages'. This is a much the same circumstance in London's business schools, together with individuals of all sorts of skills - with team-work essential inside venture operate, becoming accustomed to utilizing various personalities and also figures is area of the understanding method.</div>
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London business schools generally the draw associated with world-class studying services, along with high-tech, adaptable as well as motivational space that makes it possible for the circulation of individuals and concepts.</div>
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Studying at an MSc university in London has not recently been more exciting plus much more graduates may take advantage through searching for classes nowadays.</div>
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Found in the coronary heart of London's monetary district, Cass Business School is a primary service provider of business and management education.</div>
Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com493tag:blogger.com,1999:blog-7020979796723611583.post-88595916878401876582012-11-08T23:37:00.003-08:002012-11-08T23:39:31.922-08:00University's Graziadio School Of Business And Management<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhpMwuunKEhyG4fvHc9u5n6OV0gfwst2tXt1V6CzkbyH4VcnRgJqqW3CsU5egxXKZ39e2IugVRfP1P89YhyphenhyphenHLSjj4s_P4pNWVmbHCDRQbbS20bf4_p7M3UDTHLGqBGVZmn78I8IzQCUNyM/s1600/University's+Graziadio+School+Of+Business+And+Management.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="University's Graziadio School Of Business And Management" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhpMwuunKEhyG4fvHc9u5n6OV0gfwst2tXt1V6CzkbyH4VcnRgJqqW3CsU5egxXKZ39e2IugVRfP1P89YhyphenhyphenHLSjj4s_P4pNWVmbHCDRQbbS20bf4_p7M3UDTHLGqBGVZmn78I8IzQCUNyM/s1600/University's+Graziadio+School+Of+Business+And+Management.jpg" title="University's Graziadio School Of Business And Management" /></a></div>
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Pepperdine <a href="http://museum-madness.blogspot.com/2012/11/universitys-graziadio-school-of.html"><b><i><u>University's Graziadio School of Business and Management</u></i></b></a> is an additional college of business in California. Pepperdine delivers past or present student's preparation throughout fund and also sales. Many of their instructional classes location a focus upon making honourable options and practices. Some of the Pros in Business Administration programs that exist feature nighttime along with end of the week MBAs, Full-time MBA's, along with International MBA's.</div>
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One more school of business inside California will be University of Redlands. University regarding Redland supplies a Bachelor of Science in Business, a new Bachelors regarding Martial arts styles inside Management, a Master regarding Martial arts inside Operations, plus a Master of Business Administration (MBA) amount. College associated with Redland enables college students to take classes in just 1 day per week for you to make the MA or MBA.</div>
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The packages in Redlands appeal to grownups and dealing professionals through providing benefit. There are eight regional schools scattered through Southern California so there will probably be built to be in the area. There's also a number of different signing up intervals throughout every season so that you can begin as you prepare rather than being forced to delay a very long time for any brand new registration time period to begin. You could be productive in business school with the looking after as well as devoted professors from University associated with Redlands who're there to help be sure that your good results. Once you graduate from School of Redlands with your degree in business, you will end up on the right track to earn more money and also have a better job.</div>
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Make a business degree in less time compared to you've ever dreamed. Using a versatile class routine, you will be through with education and learning and on into a larger paying job in no time.</div>
Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com268tag:blogger.com,1999:blog-7020979796723611583.post-16708673023842619692012-10-16T23:04:00.001-07:002012-10-16T23:04:53.647-07:00museum-madnessmuseum-madnessUnknownnoreply@blogger.com76tag:blogger.com,1999:blog-7020979796723611583.post-90553113603639804682012-09-06T23:34:00.000-07:002012-11-08T23:35:15.762-08:00Privacy Policy<b>Privacy Policy for http://museum-madness.blogspot.com/</b>
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<b><a href="http://www.serprank.com/privacy-policy-generator/html-policy1.php?url=http://museum-madness.blogspot.com/&emailaddress=sanusidella@gmail.com&cookie=does%20use%20cookies%20to%20store%20information%20about%20visitors%20preferences,%20record%20user-specific%20information%20on%20which%20pages%20the%20user%20access%20or%20visit,%20customize%20Web%20page%20content%20based%20on%20visitors%20browser%20type%20or%20other%20information%20that%20the%20visitor%20sends%20via%20their%20browser.&adsense=Google%20Adsense%3Cbr%3E&cj=&kontera=&adbrite=&wb=&clickbank=&azoogle=&chitika=&linkshare=&amazon=" target="">
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(Barney and Hester, Page 11)<br /><br />How a firm can create competitive advantage?<br /><br />A firm can keep its cost same as the competitor, but can increase the benefits gained by a customer by enhancing the product benefits.<br /><br />The other alternative is to keep the product benefit similar to the competitors, but reduce the cost of production and distribution operations.<br /><br />Porter says, a company has to make a strategic choice between the two, he means that to be successful with any of these choices, the company has to spend significant amount of time in identifying and developing innovative solutions that support the strategic choice and both can't be pursued by a single business unit.<br /><br />Who are the cost leaders in various industries.<br /><br />Ryanair, Southwest Airlines<br />Walmart in retail sales<br />Timex and Casino in watches<br />BIC in disposable pen and razor market<br />Hyundai in automobile<br />Tata Steel in steel industry<br />Many cement plants<br />RBC Bearings <a href="http://www.rbcbearings.com/aerospace/index-intro.htm">http://www.rbcbearings.com/aerospace/index-intro.htm</a><br />Nucor<br /><br /><br />Sources of Cost Advantage<br /><br />1. Size and economies of scale<br />2. Size and diseconomies of scale<br />3. Experience difference and learning-economies<br />4. Access to low-cost resources<br />5. Technological advantages independent of scale<br />6. Policy choices<br /><br /><br />Management controls in implementing cost leadership<br /><br />Management controls imply plans, measurements and control actions.<br /><br />Cost leadership firms are characterized by very tight cost-control systems. It means, there is detailed planning, frequent measurement of actual costs, and control actions to come out with more detailed plans to achieve cost targets or replanning the higher level plans to reach the still higher level plans. Control action could imply, more experienced managers take over the responsibility of an activity that is behind target.<br /><br />Target achievement is provided incentives. Failure to achieve plans and targets is noticed and disincentives are in place to minimize them. Managers who fail to achieve targets can't have a long career.</div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com28tag:blogger.com,1999:blog-7020979796723611583.post-87214458203214698642012-08-23T01:24:00.000-07:002012-11-08T23:50:13.440-08:00Management Theory and Practice - Bulletin Board - August 2012<div dir="ltr" style="text-align: left;" trbidi="on"><br /><br />24.8.2012<br /><br />Usain Bolt explaining his mission success in <a href="http://nrao-games-sports.blogspot.com/2012/07/london-2012-olympics-information-board.html" target="_blank">London 2012 Olympics</a> to IMD B-School people.<br /><a href="http://mgmtvideo.blogspot.com/2012/08/usain-bolt-sharing-secrets-of-his.html" target="_blank">http://mgmtvideo.blogspot.com/2012/08/usain-bolt-sharing-secrets-of-his.html</a><br /><br /><br />The editors of MIT Sloan Management Review are pleased to announce the winners of this year’s Richard Beckhard Memorial Prize: Rob Cross, Peter Gray, Shirley Cunningham, Mark Showers and Robert J. Thomas for their Fall 2010 article “The Collaborative Organization: How to Make Employee Networks Really Work.” In the article, the authors discussed how the most effective organizations make smart use of employee networks to reduce costs, improve efficiency and spur innovation.<br />Article available for free access for some days.<br /><a href="http://sloanreview.mit.edu/the-magazine/2010-fall/52121/the-collaborative-organization-how-to-make-employee-networks-really-work/" target="_blank">http://sloanreview.mit.edu/the-magazine/2010-fall/52121/the-collaborative-organization-how-to-make-employee-networks-really-work/</a><br /><br /><br />23.8.2012<br /><br />Social Media's Productivity Payoff<br />Your employees are active on Social media. Don't worry. The collaboration and communication facilitated by social media technologies help your knowledge workers to innovate and help your organization to grow<br />HBR Blog post by James Maryika, Michael Chui and Hugo Sarrazin, McKinsey & Co.<br /><a href="http://blogs.hbr.org/cs/2012/08/social_medias_productivity_pay.html" target="_blank">http://blogs.hbr.org/cs/2012/08/social_medias_productivity_pay.html</a></div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com7tag:blogger.com,1999:blog-7020979796723611583.post-82322600333767411732012-07-14T09:19:00.000-07:002012-11-08T23:50:13.446-08:00Management Theory and Practice - Bulletin Board - July 2012<div dir="ltr" style="text-align: left;" trbidi="on"><br /><br /><br /><br />14.7.2012<br /><a href="http://museum-madness.blogspot.com/2011/12/principles-of-management-revisionreview.html" target="_blank">Principles of Management Revision articles list</a> is added to the home page<br /><br />2.7.2012<br /><a href="http://nraombakc.blogspot.com/2012/07/knowledge-history-science-engineering.html" target="_blank">Knowledge History: Science, Engineering and Management</a><br />Series of daily historical incidents<br /><a href="http://nraombakc.blogspot.com/2012/06/2-july-knowledge-history-science.html" target="_blank">July 2</a><br /><a href="http://nraombakc.blogspot.com/2012/06/1-july-knowledge-history-science.html" target="_blank">July 1</a><br /><br />Elton Mayo on Hawthorne Studies<br /><a href="http://reussirlem1info.files.wordpress.com/2011/11/eltonmayostudiudecaz.pdf" target="_blank">http://reussirlem1info.files.wordpress.com/2011/11/eltonmayostudiudecaz.pdf</a><br /><br />1.7.2012<br /><br />Organizaions: An Introduction<br />Joel A.C. Baum and Tim J. Rowley<br /><a href="http://www.rotman.utoronto.ca/~baum/companion/companion_intro.pdf" target="_blank">http://www.rotman.utoronto.ca/~baum/companion/companion_intro.pdf</a><br /><br />A History of Hawthorne Experiments<br />Cambridge University Press, 1993<br /><a href="http://books.google.co.in/books/about/Manufacturing_Knowledge.html?id=DN6kyW8Ca44C" target="_blank">http://books.google.co.in/books/about/Manufacturing_Knowledge.html?id=DN6kyW8Ca44C</a></div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com12tag:blogger.com,1999:blog-7020979796723611583.post-58287909376354911192012-06-21T04:34:00.000-07:002012-11-08T23:50:13.454-08:00Marketing Management, 13th edition, Philip Kotler, Book Information and Review<div dir="ltr" style="text-align: left;" trbidi="on"><div></div><div><span style="font-size: medium;"><a href="http://nraombakc.blogspot.in/2012/02/marketing-management-14th-edition.html"><i>Marketing Management,</i> 14th edition</a>, by Philip Kotler and Kevin Keller</span> is now available. The information of the book is available in <a href="http://nraombakc.blogspot.in/2012/02/marketing-management-14th-edition.html">http://nraombakc.blogspot.in/2012/02/marketing-management-14th-edition.html</a> (Slides of the edition are also included)</div><div><br /></div><div>Kotler's book is the Gold standard for Marketing subject.</div><div><div>_________________________________________________________________________________</div><div><br /></div><div>If you are looking for full chapters from a printed textbook of marketing, now officially a book is available on internet.</div><div><a href="http://nraobbs.blogspot.com/2012/02/marketing-management-online-text-book.html">Marketing Management Online Text Book by Tanner and Raymond - Principles of Marketing</a><br /><br /></div><div>Additional Chapters, Articles on Marketing written by Marketing Practitioners and Faculty Members on online platforms<br /><div style="text-align: center;"> <a href="http://bbmktgmgmt.blogspot.com/2011/12/marketing-management-contents.html" target="_blank">Marketing Management - Knol Book of Readings</a><br />A blog book on marketing <a href="http://bbmktgmgmt.blogspot.com/">http://bbmktgmgmt.blogspot.com/</a> (to contain best of web on marketing)</div></div><div><br /><div>_________________________________________________________________________________<br /><table align="center" border="0" cellpadding="0" cellspacing="0"> <tbody><tr align="middle"> <td align="middle" valign="top"><table border="0" cellpadding="27" cellspacing="0" height="10982" style="width: 574px;"><tbody><tr align="left" valign="top"><td align="left" valign="top"><div></div><div></div><div></div><div></div><div></div><div><span style="font-size: medium;"><i>Marketing Management,</i> 13th edition, by Philip Kotler and Kevin Keller</span> </div><div></div><h2> Contents</h2><div></div><div>Links are to the book support site of the publisher Pearson Education</div><div></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585819" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/index.html"><span style="color: blue;">Chapter 1: Case Study</span></a> <br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585820/index.html"><span style="color: blue;">Case Summary</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585821/index.html"><span style="color: blue;">Case Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585822/index.html"><span style="color: blue;">Questions for Discussion</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585826/index.html"><span style="color: blue;">Questions for Review</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585831/index.html"><span style="color: blue;">Suggestions for Further Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585832" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585832/index.html"><span style="color: blue;">Additional Exercises</span></a> <br /><br /><br /><div><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585833/index.html"><span style="color: blue;">Objective</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585834/index.html"><span style="color: blue;">Class Plan</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5664791/index.html"><span style="color: blue;">Take-home Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585836/index.html"><span style="color: blue;">In-class Case Discussion</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585837/index.html"><span style="color: blue;">Role-Play Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585819.cw/-/5585838/index.html"><span style="color: blue;">Analysis</span></a> <br /><br /></div></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585839" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585839.cw/index.html"><span style="color: blue;">Chapter 2: Developing Marketing Strategies and Plans</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585839.cw/-/5585840/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585839.cw/-/5585863/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585886" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585886.cw/index.html"><span style="color: blue;">Chapter 3: Gathering Information and Scanning the Environment</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585886.cw/-/5585887/index.html"><span style="color: blue;">Concept Check Quiz </span></a><br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21819/5585886.cw/-/5585910/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585933" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585933.cw/index.html"><span style="color: blue;">Chapter 4: Conducting Marketing Research and Forecasting Demand</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585933.cw/-/5585934/index.html"><span style="color: blue;">Concept Check Quiz </span></a><br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585933.cw/-/5585957/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585980" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/index.html"><span style="color: blue;">Chapter 4: Case Study</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585981/index.html"><span style="color: blue;">Case Summary</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585982/index.html"><span style="color: blue;">Case Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585983/index.html"><span style="color: blue;">Questions for Discussion</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585987/index.html"><span style="color: blue;">Questions for Review</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585992/index.html"><span style="color: blue;">Suggestions for Further Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585993" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585993/index.html"><span style="color: blue;">Additional Exercises</span></a> <br /><br /><br /><div><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585994/index.html"><span style="color: blue;">Objective</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585995/index.html"><span style="color: blue;">Class Plan</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5664794/index.html"><span style="color: blue;">Take-home Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585997/index.html"><span style="color: blue;">In-class Case Discussion</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585998/index.html"><span style="color: blue;">Role-Play Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5585980.cw/-/5585999/index.html"><span style="color: blue;">Analysis</span></a> <br /><br /></div></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586000" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586000.cw/index.html"><span style="color: blue;">Chapter 5: Creating Customer Value, Satisfaction, and Loyalty</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586000.cw/-/5586001/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586000.cw/-/5586024/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586047" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586047.cw/index.html"><span style="color: blue;">Chapter 6: Analyzing Consumer Markets</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586047.cw/-/5586048/index.html"><span style="color: blue;">Concept Check Quiz </span></a><br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586047.cw/-/5586071/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586094" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586094.cw/index.html"><span style="color: blue;">Chapter 7: Analyzing Business Markets</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586094.cw/-/5586095/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586094.cw/-/5586118/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586141" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586141.cw/index.html"><span style="color: blue;">Chapter 8: Identifying Market Segments and Targets </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586141.cw/-/5586142/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21820/5586141.cw/-/5586165/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586188" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/index.html"><span style="color: blue;">Chapter 8: Case Study</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586189/index.html"><span style="color: blue;">Case Summary</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586190/index.html"><span style="color: blue;">Case Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586191/index.html"><span style="color: blue;">Questions for Discussion</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586195/index.html"><span style="color: blue;">Questions for Review</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586200/index.html"><span style="color: blue;">Suggestions for Further Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586201" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586201/index.html"><span style="color: blue;">Additional Exercises</span></a> <br /><br /><br /><div><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586202/index.html"><span style="color: blue;">Objective</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586203/index.html"><span style="color: blue;">Class Plan</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5664798/index.html"><span style="color: blue;">Take-home Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586205/index.html"><span style="color: blue;">In-class Case Discussion</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586206/index.html"><span style="color: blue;">Role-Play Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586188.cw/-/5586207/index.html"><span style="color: blue;">Analysis</span></a> <br /><br /></div></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586208" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586208.cw/index.html"><span style="color: blue;">Chapter 9: Creating Brand Equity </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586208.cw/-/5586209/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586208.cw/-/5586232/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586255" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586255.cw/index.html"><span style="color: blue;">Chapter 10: Crafting the Brand Positioning </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586255.cw/-/5586256/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586255.cw/-/5586279/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586302" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/index.html"><span style="color: blue;">Chapter 10: Case Study</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586303/index.html"><span style="color: blue;">Case Summary</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586304/index.html"><span style="color: blue;">Case Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586305/index.html"><span style="color: blue;">Questions for Discussion</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586309/index.html"><span style="color: blue;">Questions for Review</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586314/index.html"><span style="color: blue;">Suggestions for Further Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586315" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586315/index.html"><span style="color: blue;">Additional Exercises</span></a> <br /><br /><br /><div><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586316/index.html"><span style="color: blue;">Objective</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586317/index.html"><span style="color: blue;">Class Plan</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5664802/index.html"><span style="color: blue;">Take-home Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586319/index.html"><span style="color: blue;">In-class Case Discussion</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586320/index.html"><span style="color: blue;">Role-Play Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586302.cw/-/5586321/index.html"><span style="color: blue;">Analysis</span></a> <br /><br /></div></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586322" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586322.cw/index.html"><span style="color: blue;">Chapter 11: Dealing with Competition</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586322.cw/-/5586323/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586322.cw/-/5586346/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586369" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586369.cw/index.html"><span style="color: blue;">Chapter 12: Setting Product Strategy </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586369.cw/-/5586370/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586369.cw/-/5586393/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586416" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586416.cw/index.html"><span style="color: blue;">Chapter 13: Designing and Managing Services </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586416.cw/-/5586417/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21821/5586416.cw/-/5586440/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586463" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586463.cw/index.html"><span style="color: blue;">Chapter 14: Developing Pricing Strategies and Programs </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586463.cw/-/5586464/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586463.cw/-/5586487/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586510" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586510.cw/index.html"><span style="color: blue;">Chapter 15: Designing and Managing Integrated Marketing Channels</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586510.cw/-/5586511/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586510.cw/-/5586534/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586557" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/index.html"><span style="color: blue;">Chapter 15: Case Study</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586558/index.html"><span style="color: blue;">Case Summary</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586559/index.html"><span style="color: blue;">Case Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586560/index.html"><span style="color: blue;">Questions for Discussion</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586564/index.html"><span style="color: blue;">Questions for Review</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586569/index.html"><span style="color: blue;">Suggestions for Further Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586570" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586570/index.html"><span style="color: blue;">Additional Exercises</span></a> <br /><br /><br /><div><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586571/index.html"><span style="color: blue;">Objective</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586572/index.html"><span style="color: blue;">Class Plan</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5664806/index.html"><span style="color: blue;">Take-home Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586574/index.html"><span style="color: blue;">In-class Case Discussion</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586575/index.html"><span style="color: blue;">Role-Play Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586557.cw/-/5586576/index.html"><span style="color: blue;">Analysis</span></a> <br /><br /></div></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586577" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586577.cw/index.html"><span style="color: blue;">Chapter 16: Managing Retailing, Wholesaling, and Logistics</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586577.cw/-/5586578/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586577.cw/-/5586601/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586624" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/index.html"><span style="color: blue;">Chapter 16: Case Study</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586625/index.html"><span style="color: blue;">Case Summary</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586626/index.html"><span style="color: blue;">Case Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586627/index.html"><span style="color: blue;">Questions for Discussion</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586631/index.html"><span style="color: blue;">Questions for Review</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586636/index.html"><span style="color: blue;">Suggestions for Further Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586637" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586637/index.html"><span style="color: blue;">Additional Exercises</span></a> <br /><br /><br /><div><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586638/index.html"><span style="color: blue;">Objective</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586639/index.html"><span style="color: blue;">Class Plan</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5664810/index.html"><span style="color: blue;">Take-home Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586641/index.html"><span style="color: blue;">In-class Case Discussion</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586642/index.html"><span style="color: blue;">Role-Play Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586624.cw/-/5586643/index.html"><span style="color: blue;">Analysis</span></a> <br /><br /></div></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586644" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586644.cw/index.html"><span style="color: blue;">Chapter 17: Designing and Managing Integrated Marketing Communications </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586644.cw/-/5586645/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21822/5586644.cw/-/5586668/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586691" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586691.cw/index.html"><span style="color: blue;">Chapter 18: Managing Mass Communications: Advertising, Sales Promotions, Events and Experiences, and Public Relations</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586691.cw/-/5586692/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586691.cw/-/5586715/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586738" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586738.cw/index.html"><span style="color: blue;">Chapter 19: Managing Personal Communications: Direct and Interactive Marketing, Word of Mouth, and Personal Selling</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586738.cw/-/5586739/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586738.cw/-/5586762/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586785" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586785.cw/index.html"><span style="color: blue;">Chapter 20: Introducing New Market Offerings </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586785.cw/-/5586786/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586785.cw/-/5586809/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586832" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586832.cw/index.html"><span style="color: blue;">Chapter 21: Tapping into Global Markets </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586832.cw/-/5586833/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586832.cw/-/5586856/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586879" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586879.cw/index.html"><span style="color: blue;">Chapter 22: Managing a Holistic Marketing Organization </span></a><br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586879.cw/-/5586880/index.html"><span style="color: blue;">Concept Check Quiz</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586879.cw/-/5586903/index.html"><span style="color: blue;">Concept Challenge Quiz</span></a> <br /><br /></div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586926" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/index.html"><span style="color: blue;">Chapter 22: Case Study</span></a> <br /><br /><br /><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586927/index.html"><span style="color: blue;">Case Summary</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586928/index.html"><span style="color: blue;">Case Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586929/index.html"><span style="color: blue;">Questions for Discussion</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586933/index.html"><span style="color: blue;">Questions for Review</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586938/index.html"><span style="color: blue;">Suggestions for Further Study</span></a> <br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586939" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586939/index.html"><span style="color: blue;">Additional Exercises</span></a> <br /><br /></div><div><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586940/index.html"><span style="color: blue;">Objective</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586941/index.html"><span style="color: blue;">Class Plan</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5664814/index.html"><span style="color: blue;">Take-home Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586943/index.html"><span style="color: blue;">In-class Case Discussion</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586944/index.html"><span style="color: blue;">Role-Play Assignment</span></a> <br /><br /><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <img alt=" bullet" height="12" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_endpoint.gif" width="12" /> <a href="http://wps.prenhall.com/bp_kotler_mm_13/85/21823/5586926.cw/-/5586945/index.html"><span style="color: blue;">Analysis</span></a><br /><br /></div><div></div><div></div><h2> Revision Knols for The Chapters</h2><div>Based on Older Editions and other Books</div><div>Links for the blog posts and knols prepared by Narayana Rao KVSS</div><div></div><div></div><div><span style="color: blue;">Chapter 1: Introduction</span><br /><br /><a href="http://museum-madness.blogspot.com/2011/12/marketing-concept-kotler.html"><span style="color: blue; font-family: 'Times New Roman';">The Marketing Concept - Kotler</span></a></div><div><a href="http://nraombakc.blogspot.com/2012/02/political-party-marketing-understanding.html" target="_blank">Marketing or Understanding the Needs and Desires of People</a></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /><br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /><br /><br /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585839" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 2: Developing Marketing Strategies and Plans</span> </div><div></div><div><a href="http://museum-madness.blogspot.com/2011/11/marketing-strategy-differentiating-and.html">Marketing Strategy - Differentiating and Positioning the Market Offering</a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /><br /><br /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585886" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 3: Gathering Information and Scanning the Environment</span> </div><div></div><div><a href="http://museum-madness.blogspot.com/2011/11/scanning-of-environment-for-marketing.html"><span style="color: blue; font-family: 'Times New Roman';">Scanning of Environment for Marketing Ideas and Decisions</span> </a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> </div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5585933" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 4: Conducting Marketing Research and Forecasting Demand</span> </div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/marketing-research-and-market-demand.html">Marketing Research and Market Demand Forecasting</a> </div><div><a href="http://nraombakc.blogspot.com/2012/03/foreseeing-and-foretelling-customer.html" target="_blank">Foreseeing and Foretelling Customer Needs</a><br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /><br /> <img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> </div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586000" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 5: Creating Customer Value, Satisfaction, and Loyalty</span> <br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586047" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 6: Analyzing Consumer Markets</span> </div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/consumer-behavior.html"><span style="color: blue; font-family: 'Times New Roman';">Consumer Behavior</span> </a><br /><br /><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /><br /><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586094" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 7: Analyzing Business Markets</span> </div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/organizational-buying-processes-and.html">Organizational Buying Processes and Buying Behavior</a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> </div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586141" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 8: Identifying Market Segments and Targets </span></div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/market-segmentation-and-selection-of.html"><span style="color: blue; font-family: 'Times New Roman';">Market Segmentation and Selection of Target Segments</span></a><br /> <img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586208" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 9: Creating Brand Equity </span><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586255" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 10: Crafting the Brand Positioning </span><br /><br /></div><div><br /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> </div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586322" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 11: Dealing with Competition</span> </div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/analyzing-competitors.html"><span style="color: blue; font-family: 'Times New Roman';">Analyzing Competitors</span></a><br /><a href="http://museum-madness.blogspot.com/2011/12/strategy-of-market-leader.html">Strategy of Market Leader</a><br /><a href="http://museum-madness.blogspot.com/2011/12/marketing-strategies-for-challenger.html">Marketing Strategies for Challenger firms</a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586369" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 12: Setting Product Strategy </span></div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/managing-product-lines-and-brands.html">Managing Product Lines and Brands</a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> </div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586416" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 13: Designing and Managing Services </span></div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/marketing-management-for-service-firms.html" target="_blank">Marketing Management for Service Firms</a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> </div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586463" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 14: Developing Pricing Strategies and Programs </span></div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/pricing-strategy-and-tactics.html" target="_blank">Pricing Strategy and Tactics</a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <br /><br /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586510" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 15: Designing and Managing Integrated Marketing Channels</span> </div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/marketing-channel-management-important.html" target="_blank">Marketing Channel Management – Important Issues</a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> </div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586557" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 15: Case Study</span> <br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> <br /><br /><br /><div><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /> <br /><br /></div></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586577" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 16: Managing Retailing, Wholesaling, and Logistics</span> <br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586624" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 16: Case Study</span> <br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /><br /><br /><div><img alt="(level 2 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="40" /><br /><br /></div></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586644" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 17: Designing and Managing Integrated Marketing Communications </span></div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/marketing-communication-channels-and.html" target="_blank">Marketing Communication: Channels and Promotion Tools</a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> </div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586691" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 18: Managing Mass Communications: Advertising, Sales Promotions, Events and Experiences, and Public Relations</span> </div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/advertising.html" target="_blank">Advertising</a> </div><div><a href="http://museum-madness.blogspot.com/2011/12/sales-promotion.html">Sales Promotion</a></div><div><a href="http://museum-madness.blogspot.com/2011/12/marketing-public-relations.html" target="_blank">Marketing Public Relations</a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /><br /><br /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586738" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 19: Managing Personal Communications: Direct and Interactive Marketing, Word of Mouth, and Personal Selling</span> <br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586785" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 20: Introducing New Market Offerings </span></div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/marketing-and-new-product-development.html" target="_blank"><span style="color: blue; font-family: 'Times New Roman';">Marketing and New Product Development</span></a></div><div><a href="http://nraombakc.blogspot.com/2012/06/early-adopter-theory.html" target="_blank">Early Adopter Theory</a> </div><div><a href="http://museum-madness.blogspot.com/2011/12/marketing-strategy-for-new-industry.html" target="_blank"><span style="color: blue; font-family: 'Times New Roman';">Marketing Strategy for New Industry Products</span></a><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /><br /><br /></div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586832" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 21: Tapping into Global Markets </span><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /> </div><div><img alt="(level 0 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="0" /> <a href="http://knol.google.com/k/narayana-rao-kvss/marketing-management-13th-edition/2utb2lsm2k7a/void(0);" title="Expand or Collapse Submenu"><img alt="Expand or Collapse Submenu" border="0" height="12" hspace="0" name="image_menu_5586879" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/toc_expand.gif" width="12" /></a> <span style="color: blue;">Chapter 22: Managing a Holistic Marketing Organization </span><br /><br /></div><div><img alt="(level 1 indent)" height="1" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="20" /></div></td></tr></tbody></table></td> <td align="middle" height="9" valign="top"><img alt="" border="0" height="1" hspace="0" src="http://wps.prenhall.com/wps/media/styles/1480/_skins_/D/default_blue/pixel.gif" width="1" /></td></tr><tr align="middle"> <td align="left" height="9" valign="bottom"><br /><br />Management Theory Review Blog<br /><a href="http://museum-madness.blogspot.com/">http://nraomtr.blogspot.com</a><br /><br /><br /><br /><br /><br /><br /></td></tr></tbody></table></div></div></div></div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com3tag:blogger.com,1999:blog-7020979796723611583.post-67966206110284117162012-05-31T19:04:00.000-07:002012-11-08T23:50:13.472-08:00Management Theory and Practice - Bulletin Board - May 2012<div dir="ltr" style="text-align: left;" trbidi="on"><br /><a href="http://paper.li/knoltweet/1317266000" target="_blank">Engineering and Management News</a> - <a href="http://knowledge.wharton.upenn.edu/" target="_blank">Knowledge@Wharton</a> - <a href="http://blogs.hbr.org/" target="_blank">HBR Blogs</a><br />----------------------------------------<br /><br />31.5.2012<br /><a href="http://museum-madness.blogspot.com/2012/01/cost-accounting-introduction.html" target="_blank">Cost Accounting Introduction</a> - Updated<br /><br />Risk Manager's job is to quantify the risk and when the project is approved by management with the quantified risk, the project managers is allowed to fail and the failure is well tolerated by the organized.<br /><a href="http://blogs.hbr.org/cs/2012/05/permission_to_fail.html" target="_blank">Permission to fail - HBR blog post</a> by Aaron Brown 30 May 2012<br /><br />30.5.2012<br />Innovation Projects need to be supported by Executives who can say Yes without Permission<br /><a href="http://blogs.hbr.org/cs/2012/05/who_in_your_company_can_say_ye.html" target="_blank">Vijay Govind Rajan and Mark Sebell in HBR blogs</a><br />29 May 202<br /><br /><a href="http://blogs.hbr.org/schwartz/2010/08/six-keys-to-being-excellent-at.html" target="_blank">Six Keys to Being Excellent at Anything</a><br />Tony Schwartz<br />HBR Blogs August 2010<br /><br />29.5.2012<br /><br /><a href="http://bbmktgmgmt.blogspot.com/" target="_blank">Marketing Management - Online Book</a><br />updated with more entries<br /><br />Managing Risky Behavior<br />HBR Insight Center<br /><a href="http://blogs.hbr.org/cs/2012/05/managing_risky_behavior.html" target="_blank">http://blogs.hbr.org/cs/2012/05/managing_risky_behavior.html</a><br /><br />15.5.2012<br />Leaders Make or Break Employee Engagement<br /><a href="http://stephenjgill.typepad.com/performance_improvement_b/2012/05/leaders-make-or-break-employee-engagement.html" target="_blank">http://stephenjgill.typepad.com/performance_improvement_b/2012/05/leaders-make-or-break-employee-engagement.html</a><br /><br />13.5.2012<br /><br /><h2 style="text-align: left;"> Lecture Transcripts of Financial Accounting Course</h2>Professor Larry Tomassini<br /><a href="http://fisher.osu.edu/~tomassini_1/521/" target="_blank">http://fisher.osu.edu/~tomassini_1/521/</a><br /><br />Professor provides transcripts for all his courses and additionally video lectures and audio lectures.<br /><br /><h2 style="text-align: left;"> Management Videos</h2><h2 style="text-align: left;"> What are strategies?<br />_____________________________ <iframe allowfullscreen="" frameborder="0" height="480" src="http://www.youtube.com/embed/KXAnYWaaP0s" width="640"></iframe>_____________________________ <br /> Integrity - What is it?</h2>_____________________________ <iframe allowfullscreen="" frameborder="0" height="480" src="http://www.youtube.com/embed/W9pM2iYsCis" width="640"></iframe>_____________________________ <br />Electronic Records Management<br />UC Berkeley Even April 2012<br />______________________________ <iframe allowfullscreen="" frameborder="0" height="360" src="http://www.youtube.com/embed/R81iL9pBFxk" width="640"></iframe>_______________________________ <br /><br />Five Employee Management Strategies To Start Using ASAP<br />______________________________<br /><br /><iframe allowfullscreen="" frameborder="0" height="480" src="http://www.youtube.com/embed/mDgTKJHuRs8" width="640"></iframe><br /><br />______________________________<br /><br /><br /><h2 style="text-align: left;"> Management Theory - Literature Review Papers</h2><br />Strategic Issue Management Theory<br />Peter Kunnas<br /><a href="https://wiki.aalto.fi/download/attachments/7176236/Strategic_Issue_Management_Theory_review_Kunnas.pdf?version=1&modificationDate=1226694674000">https://wiki.aalto.fi/download/attachments/7176236/Strategic_Issue_Management_Theory_review_Kunnas.pdf?version=1&modificationDate=1226694674000</a></div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com5tag:blogger.com,1999:blog-7020979796723611583.post-84625727517034047842012-05-30T20:43:00.000-07:002012-11-08T23:50:13.478-08:00Decision Making<div dir="ltr" style="text-align: left;" trbidi="on"><h2> Introduction</h2><div></div><div>Decision making is the actual selection from among alternatives of a course of action.</div><div></div><div>Decision making is involved in various functions of management. Hence, it is a step in planning. Planning occurs in managing organizations or in personal life whenever choices are made in order to gain a goal in the face of such limitations as time, money, and the desires of other people. The steps involved in planning are:</div><div></div><div>1. Being aware of opportunity</div><div>2. Establishing objectives</div><div>3. Premising</div><div>4. Determining alternative courses of action</div><div>5. Evaluating alternative courses</div><div>6. Selecting a course</div><div>7. Formulating derivative plans</div><div></div><h2> Developing Alternatives</h2><div></div><div>Planning comes into picture whenever a goal is to be attained. Choice of goal itself is a planning problem. If we assume that there is a goal to be achieved, the next step in the planning is to develop planning premises. Premises are planning assumptions, the future setting in which planning takes place. We can term them as the environment of plans in operation. Premises include forecast data of a factual nature, applicable basic policies, and existing company plans.</div><div></div><div>Developing alternative courses of action is taken as the first step in decision making. Managers have to develop alternative courses for any decision to be made. A sound adage for the manager is that, if there seems to be only one way of doing a thing, that way is probably wrong. More rationally, a planning priniciple called principle of alternatives can be specified. In every course of action, alternatives exist, nd effective planning involves a search for the alternative representing the best path to a desired goal.</div><div></div><div>The ability to develop alternatives is often as important as making a right decision among alternatives. Ingenuity, research, and perspicacity are required to make sure that the best alternatives are considered before a course of action is selected.</div><div></div><h2> Principle of Limiting Factor</h2><div></div><div>Chester Barnard has written, "the analysis required for decision is in effect a search for the "strategic factors."<br /><br /></div><div>Stategic factors and limiting factors are synonyms but Barnard suggests that we use the term limiting factor for physical things and when personal or organizational action is the element, we should use the term strategic factor. When we want to achieve some goals of system, we examine its parts or factors. Strategic factors or limiting factors are those parts or factors which if changed would accomplish the desired purpose if other factors or parts remain unchanged. The principle of limiting factor says, if in developing alternatives, the more an individual can recognize and solve for those factors that are limiting or critical to the attainment of a desired goal, the more effectively and efficiently he can select the most favorable alternative.</div><div></div><div>Discovery of limiting factor lies at the basis of selection from alternatives and hence of planning.</div><div></div><div>Process of Evaluation</div><div></div><div>After a reasonable number of alternatives have been developed, the next step in decision making is evaluating these alternatives. In most decisions, there are certain tangible factors to be assessed in terms of dollars, man-hours, machines hours, units of output, rates of return on investment, or some other quantitative unit. There are other factors that can be hardly quantified. However, both the tangible and intangible factors must be weighed in deciding upon a course of action.</div><div></div><h2> Basis for Selection Among Alternatives</h2><div></div><div>Experience</div><div></div><div>Business Research and Analysis</div><div></div><div>Operations Research</div><div></div><div>Experimentation</div><div></div><h2> Evaluating the Decision's Importance</h2><div></div><div>Size or length of commitment: If a decision commits the enterprise to heavy expenditure of funds it should be subjected to suitable attention at top management level.</div><div></div><div>Flexibility:Decisions involving inflexible courses of action need attention.</div><div></div><div>Certainty of goals and premises: Production decisions based on order backlog are more routine in comparision to made to stock decisions.</div><div></div><div>Quantifiability of variables: If variable can be quantified decision making is more routine.</div><div></div><div>Human impact: Where the human impact of a decision if great, its importance is high.</div><div></div><div></div><div> Rationality in Decision Making<br /><br />Economics is a subject that is developed under the assumption that people take rational decisions. When is a person thinking or deciding rationally? A rational decision making implies that the decision maker has a clear understanding of all alternative courses of action by which the goal sought can be reached under existing circumstances and limitations. The decision maker also must have the knowledge to analyze the alternatives in light of the goal sought with a desire to find out the best solution that effectively and efficiently satisfies the goal achievement.<br /><br />Herbert Simon proposed that managers may not achieve complete rationality in many decisions. It is difficult to recognize all alternatives to reach a goal and also it may not be possible to analyze all alternatives. Hence managers resort to satisficing and find solutions that appear satisfactory to them and their associates in the circumstances.<br /><br />Creativity and Innovation<br /><br />Developing alternatives and finding novel ways that are profitable alternatives requires creative thinking. Weihrich and Koontz explain creative thinking as four step process.<br /><br />1. Unconscious scanning<br />Allowing the mind to think over the problem and do its process without a conscious effort.<br /><br />2. Intuition<br />Intuition is an answer to the problem that is thrown up by the mind. This is the output of the unconscious scanning effort.<br /><br />3. Insight<br />Insight also an idea that comes up during investigations to solve a problem. They are to be captured immediately on paper to make us of them later.<br /><br />4. Logical formulation or verification<br />Intuition as well as insight is to be tested through logic or experiment. The logical verification is done first by the person himself and then by inviting critiques from others.<br /><br />_______________________________________________________________________________<br /><br />Video Lecture - Presentation - Making Great Decision<br /><br />_________________<br /><br /><a href="http://www.youtube.com/watch?v=uA0ZGe-OLK4" target="_blank">http://www.youtube.com/watch?v=uA0ZGe-OLK4</a><br />_________________<br /><br />Updated 29.5.2012</div><div></div>Original knol - http://knol.google.com/k/narayana-rao/decision-making/ 2utb2lsm2k7a/ 188</div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com6tag:blogger.com,1999:blog-7020979796723611583.post-7297643470662611472012-05-30T20:33:00.000-07:002012-11-08T23:50:13.499-08:00Management - Definition and Process<div dir="ltr" style="text-align: left;" trbidi="on"><h2> Definition of Management: Its Nature and Purpose<br /></h2><div><br />Management of an organization is the process of establishing objectives and goals of the organization periodically, designing the work system and the organization structure, and maintaining an environment in which individuals, working together in groups, accomplish their aims and objectives and goals of the organization effectively and efficiently (Narayana Rao). (3rd December 2008, Version 1 of this article)</div><div></div><div>The above definition was a modification of the definition given by Koontz and O'Donnell.<br /><br />The definition implies the following. <br /><br />(i) Management is a process.<br />(ii) Management applies to every kind of organization, government, profit making, or nonprofit making.<br />(iii) It applies to managers at all levels in the organization.<br />(iv) Management is concerned with effectiveness and efficiency. Effectiveness is producing the product or service the customer wants in business context with the required functional benefits and product attributes at the price he is willing to pay. Efficiency is minimization of resources to produce the saleable output.</div><div></div><div><b>Weirich and Koontz</b><br /><b><br /></b></div><div></div><div>Weihrich and Koontz defined Management and explained it as follows in the tenth edition of their book Management: A Global Perspective (p.4).<br /><br />"Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently and accomplish selected aims." This definition needs to be expanded:<br /><br />1. As managers, people carry out the managerial functions of planning, organizing, staffing, leading, and controlling.<br />2. Management applies to any kind of organization.<br />3. It applies to managers at all organizational levels.<br />4. The aim of all managers is the same: to create a surplus.<br />5. Managing is concerned with productivity; this implies effectiveness and effciency.</div><h2> <br /><br />Functions of Management</h2><div><br /><br />The process of management can be better understood by breaking it down into the five basic functions of a manager – planning, organizing, <a href="http://knol.google.com/k/narayana-rao-k-v-s-s/resourcing-a-function-of-management/2utb2lsm2k7a/2345">resourcing</a>, leading and controlling. All the management concepts, principles, theories and techniques can be grouped under these five functions.</div><h2> <br /><br />Management Functions at Different Organizational Unit Levels</h2><div><br /><br />All managers carry out managerial functions. However the proportion of time spent for each function may differ from level to level. The top managers may spend more time on planning in choosing the corporate objectives and business unit objectives and in developing the work system and the organization structure. The first level supervisors may spend more time in leading the staff under them and in doing operational control.</div><h2> <br /><br />Managerial Skills</h2><div><br /><br />Managers require four kinds of skills: technical, human, conceptual and design.<br /><br />1. Technical skills are knowledge of and proficiency in working with the tools and specific techniques on given processes. For example, mechanics work with tools, and their supervisors should have the ability to train them how to use these tools and periodically evaluate and improve the skills of the staff under them. Similarly accounts use various formats of accounting records like journal, ledger, trial balance, balance sheet and use various procedures like entry, posting, reconciliation and reversing etc. and the supervisor of the accountants has to know these records and procedures to train the staff under him and evaluate their work for accuracy. The first level supervisors have to demonstrate or use their technical skills on a day to day basis as managers.<br /><br />2. Human skills are the concepts, methods and techniques that facilitate working with people. Managers have to create an environment in which people feel comfortable, motivated, secure, and committed to the objectives and goals of the group or the organizational unit in which they are members. <br /><br />3. Conceptual skill is the ability to see the “big picture.” It is the ability to recognize significant issues or elements in a situation and to understand the relationships among these key issues.<br /><br />4. Design skill is the ability to solve problems in ways that benefit the enterprise. To be effective managers in the organization must be capable of doing more than just seeing a problem (If they merely confine their attention to the problem, they become ‘problem watchers’ and they will not fulfill their responsibility). They Must have, in addition to the skill of identifying key problems, the skill of a good design engineer to work out a practical solution to a problem in the light of the realities they face in the situation.<br /><br /><br />The intensity or frequency with which these groups of skills are applied varies with the managerial level.<br /><br />First line supervisors use their technical skills on a day to day to basis to observe the working of the staff in the department or section and guide them in carrying out the allotted tasks as per the specification of the customer or the design and in proper use of machines and tools. Quality and quantity control on a continuous becomes the important responsibility of first line supervisors and technical skills play a very important part in this role.<br /><br />At the top level, conceptual skills and design skills have to be employed to recognize the opportunities and threats that keep on emerging in the environment. Solutions to benefit from the opportunities and contain the ill effects of threats have to be developed. <br /><br /></div><div></div><div></div><div></div><div>My article in my blog on the same topic</div><div><a href="http://nrao-mgmt-smi-handbook.blogspot.com/2007/10/principles-of-management-chapter-1.html">http://nrao-mgmt-smi-handbook.blogspot.com/2007/10/principles-of-management-chapter-1.html</a></div><div></div><div></div><div></div><div>____________________________________________________________________________<br /><br />Video Introduction to Management<br /><br />___________<br /><br /><iframe width="640" height="480" src="http://www.youtube.com/embed/kIfjPIfYvn4" frameborder="0" allowfullscreen></iframe><br />___________</div><div></div><h2> Related Knols</h2><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/principles-o-principles-of-management.html" target="_blank">Principles of Management – Koontz and O’Donnell</a></div><div><a href="http://museum-madness.blogspot.com/2012/02/planning-management-process.html" target="_blank">Planning - A Management Process</a></div><div><a href="http://museum-madness.blogspot.com/2012/03/decision-making.html" target="_blank">Decision Making</a></div><div><a href="http://museum-madness.blogspot.com/2012/03/resourcing-function-of-management.html" target="_blank">Resourcing - A Function of Management</a></div><div></div><div><a href="http://museum-madness.blogspot.com/2011/12/concepts-of-leadership-and-management.html" target="_blank">The concepts of Leadership and Management</a></div><div><a href="http://nraombakc.blogspot.com/2012/03/leardership.html" target="_blank">Leardership</a></div><div><a href="http://museum-madness.blogspot.com/2011/12/gestalt-techniques-in-supervision-and.html" target="_blank">Gestalt Techniques in Supervision and Management</a></div><div>______________________________________________________________________________________</div>Original post - http://knol.google.com/k/narayana-rao/management-definition-and-process/ 2utb2lsm2k7a/ 547</div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com11tag:blogger.com,1999:blog-7020979796723611583.post-53512568691539753392012-05-30T07:09:00.000-07:002012-11-08T23:50:13.506-08:00Managerial Skills<div dir="ltr" style="text-align: left;" trbidi="on"><div><h2 style="text-align: justify;"> <span style="font-size: small;">Principles of Management Revision Articles Series</span></h2><h2 style="text-align: justify;"> <span style="font-size: small;">Managerial skills are identified and links are given to knols containing detailed explanation of various skills. Number of videos are also available on various managerial skills.</span></h2><h2 style="text-align: justify;"> <span style="font-size: small;">__________________________________________________________</span> </h2></div><br /><div><br /></div><h2 style="text-align: justify;"> <br /> </h2><h2 style="text-align: justify;"> <b><i><span style="font-family: Arial; font-size: large;">Introduction<br /> </span></i></b></h2><div style="text-align: justify;"><span style="font-family: Arial;"><span style="font-size: x-small;">Managerial skills are classified as <b>technical, human and conceptual</b> by Katz. </span></span></div><div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: Arial;"><span style="font-size: x-small;">For a manager managing any activity, the actual work involved in the activity is technical skill. </span></span></div><div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: Arial;"><span style="font-size: x-small;">Ability to communicate with other persons in the department or organizations and the ability to understand their desires and persuade them to ones point of view are human skills. Conceptual skills are understanding of how customers of the department or organization react as a group to various activities. </span></span></div><div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: Arial;"><span style="font-size: x-small;">Similarly a manager has to understand how suppliers to his department react as a group. Here economic consequences, political consequences, and social consequences come into play and a manager must be able to visualize all these likely outcomes in coming out with his objectives, strategies and tactics. (<span style="font-family: arial, helvetica, sans-serif;"><a href="http://arulmj.tripod.com/mgrlskls.html">http://arulmj.tripod.com/mgrlskls.html</a>).</span></span></span></div><div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: Arial;"><span style="font-size: x-small;"><span style="font-family: arial, helvetica, sans-serif;">In words of Katz, the administrator needs: (a) sufficient technical skill to accomplish the mechanics of the particular job for which he is responsible; (b) sufficient human skill in working with others to be an effective group member and to be able to build cooperative effort within the team he leads; (c) sufficient conceptual skill to recognize the interrelationships of the various factors involved in his situation, which will lead him to take that action which achieves the maximum good for the total organization.<br /> <br /> I define <a href="http://nraoemkc.blogspot.com/2012/03/engineering-management-definition-scope.html" target="_blank">engineering management</a> using this explanation. Engineering management refers to management of those functional areas of an organization where the main skills applied are related to engineering and technology.<br /> </span></span></span></div><div style="text-align: justify;"></div><div style="text-align: justify;"><span style="font-family: Arial;"><span style="font-size: x-small;"><span style="font-family: arial, helvetica, sans-serif;">To understand the idea of managerial skills, we need to understand the meaning of the word skill.</span></span></span></div><h2> <b><i><span style="font-family: Arial; font-size: large;"><br /> </span></i></b></h2><h2> <b><i><span style="font-family: Arial; font-size: large;">Skill - Dictionary meanings </span></i></b> </h2><span style="font-family: 'Times New Roman'; font-size: small;">a: the ability to use one's knowledge effectively and readily in execution or performance b: dexterity or coordination especially in the execution of learned physical tasks</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">a learned power of doing something competently: a developed aptitude or ability</span><br /><span style="font-family: 'Times New Roman'; font-size: small;"><a href="http://www.merriam-webster.com/dictionary">http://www.merriam-webster.com/dictionary</a></span><br /> <br /><span style="font-family: 'Times New Roman'; font-size: small;">skill: Definition</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">Ability and capacity acquired through deliberate, systematic, and sustained effort to smoothly and adaptively carryout complex activities or job functions involving ideas (cognitive skills), things (technical skills), and/or people (interpersonal skills).</span> <br /><span style="font-family: 'Times New Roman'; font-size: small;"><a href="http://www.businessdictionary.com/definition/skill.html">http://www.businessdictionary.com/definition/skill.html</a></span> <br /><div> </div><span style="font-family: 'Times New Roman'; font-size: small;">Noun: skill skil</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">An ability that has been acquired by training</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">- accomplishment, acquirement, acquisition, attainment</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">Ability to produce solutions in some problem domain</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">"the skill of a well-trained boxer"</span><br /><span style="font-family: 'Times New Roman'; font-size: small;"><a href="http://www.wordwebonline.com/en/SKILL">http://www.wordwebonline.com/en/SKILL</a></span><br /><br /><span style="font-family: 'Times New Roman'; font-size: small;">Skill</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">The familiar knowledge of any art or science, united with readiness and dexterity in execution or performance, or in the application of the art or science to practical purposes; power to discern and execute; ability to perceive and perform; expertness; aptitude; as, the skill of a mathematician, physician, surgeon, mechanic, etc.</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">http://www.dictionary.net/skill</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">------------------</span><br /><div> </div><h2> <b><i><span style="font-family: Arial; font-size: large;">Managerial Skills – A View</span></i></b></h2><div> </div><div style="text-align: justify;"><span style="font-family: 'Times New Roman'; font-size: small;">The above dictionary definitions indicate that skill denotes the ability to perform a task effectively and efficiently. The ability to use one's knowledge effectively and readily in execution or performance points out it. The meaning, "The familiar knowledge of any art or science, united with readiness and dexterity in execution or performance," also denotes it.</span></div><br /><div style="text-align: justify;"><span style="font-family: 'Times New Roman'; font-size: small;">So managerial skill is to be understood as the ability to perform managerial tasks effectively with readiness and dexterity. Skills requires knowledge and ability to apply that knowledge competently and efficiently has to be acquired by practice. A skilled person is one who has done the job effectively number of times and in the process of doing so, improved his efficiency at the job.</span></div><span style="font-family: 'Times New Roman'; font-size: small;">Various authors identified certain tasks of management discipline. Some authors have identified a list of managerial skills many of them being the tasks of management..</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">The book by William R. Tracey, Leadership Skills can be used to develop an understanding of managerial skills.</span><br /><div> </div><h2> <b><i><span style="font-family: Arial; font-size: large;">Leadership Skills by William R. Tracey, Amacom 1990</span></i></b></h2><div> </div><span style="font-family: 'Times New Roman'; font-size: small;">Main Chapters</span><br /><div> </div><span style="font-family: 'Times New Roman'; font-size: small;">1. Forecasting: prelude to planning</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">2. Strategic planning</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">3. Budgeting</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">4. Marketing</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">5. Innovating</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">6. Resolving conflict</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">7. Disciplining</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">8. Rewarding</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">9. Improving Productivity</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">10. Managing costs</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">11. Managing time</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">12. Managing change</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">13. Managing ethics</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">14. Developing yourself</span><br /><div style="margin: 0in 0in 0pt;"><span style="font-family: 'Times New Roman'; font-size: small;">15. Leading</span></div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"><h2> Managerial Skills</h2><b>Whetten and Cameron</b> provided an empirical derivation of effective leadership skills. They are:<br />1. Verbal communication (including listening)<br />2. Managing time and stress<br />3. Managing individual decisions<br />4. Recognizing, defining, and solving problems<br />5. Motivating and influencing others<br />6. Delegating<br />7. Setting goals and articulating a vision<br />8. Self awareness<br />9. Team building<br />10. Managing conflict</div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;">David A. Whetten and Kim S. Cameron, Developing Management Skills, Harper Collins, New York, 1991.</div><div style="margin: 0in 0in 0pt;"></div><h2 style="margin: 0in 0in 0pt;"> <a href="http://nraombakc.blogspot.com/2012/03/profit-sense-important-managerial-skill.html" target="_blank">Profit Sense - An Important Managerial Skill</a></h2><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;">I now feel profit sense is an important managerial skill. Every manager should spot profit opportuniites and evaluate them for assuring that the profit is there in the proposal and select the best portfolio of profitable projects and initiatives for his department or section.</div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"><h2> <b><i><span style="font-family: Arial; font-size: large;">Links to Knols with Material on Managerial Skills</span></i></b></h2> <br /><span style="font-family: 'Times New Roman'; font-size: small;">1. <a href="http://museum-madness.blogspot.com/2011/12/forecasting-operations-management.html" target="_blank">Forecasting: prelude to planning</a></span><br /><span style="font-family: 'Times New Roman'; font-size: small;">2. Strategic planning</span><br /><a href="http://nraombakc.blogspot.com/2012/03/what-is-business-strategy.html" target="_blank"><span style="color: purple; font-family: 'Times New Roman'; font-size: small;">What is Business Strategy?</span></a><br /><span style="font-family: 'Times New Roman'; font-size: small;">3. Budgeting</span><br /><a href="http://museum-madness.blogspot.com/2012/02/budget-budgeting-and-budgetary-control.html" target="_blank"><span style="color: blue; font-family: 'Times New Roman'; font-size: small;">Budget, Budgeting and Budgetary Control</span></a><br /><span style="font-family: 'Times New Roman'; font-size: small;">4. Marketing</span><br /><a href="http://museum-madness.blogspot.com/2011/12/marketing-concept-kotler.html" target="_blank"><span style="color: purple; font-family: 'Times New Roman'; font-size: small;">The Marketing Concept - Kotler</span></a><br /><span style="font-family: 'Times New Roman'; font-size: small;">5. <a href="http://knol.google.com/k/rajiv-deo/innovation-at-the-personal-level/kd3ijqdtc5pd/4">Innovating</a></span><br /><span style="font-family: 'Times New Roman'; font-size: small;">6. <a href="http://knol.google.com/k/evert-vanderberg/small-group-conflict-resolution/2r13bsw2hlyje/2">Resolving conflict</a></span><br /><span style="font-family: 'Times New Roman'; font-size: small;">7. Disciplining</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">8. Rewarding</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">9. Improving Productivity</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">Earlier link was provided to </span><a href="http://knol.google.com/k/7-principles-for-improving-workflow">7 Principles for Improving Workflow</a>. A new link is to be given now.<br /><br /><span style="font-family: 'Times New Roman'; font-size: small;">10. <a href="http://knol.google.com/k/narayana-rao-k-v-s-s/cost-management-the-process/2utb2lsm2k7a/2381">Managing costs</a></span><br /><span style="font-family: 'Times New Roman'; font-size: small;">11. <a href="http://knol.google.com/k/narayana-rao-kvss/time-wasters-or-time-traps/2utb2lsm2k7a/46">Managing time</a></span><br /><span style="font-family: 'Times New Roman'; font-size: small;">12. Managing change</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">13. Managing ethics</span><br /><span style="font-family: 'Times New Roman'; font-size: small;">14. <a href="http://knol.google.com/k/narayana-rao-kvss/self-education-and-learning-by/2utb2lsm2k7a/451">Developing yourself</a></span><br /><span style="font-family: 'Times New Roman'; font-size: small;">15. <a href="http://knol.google.com/k/narayana-rao-kvss/theories-of-leadership/2utb2lsm2k7a/25">Leading</a></span><br /><br />_____________<br /><br /><iframe width="640" height="480" src="http://www.youtube.com/embed/6qRtPK-8J7k" frameborder="0" allowfullscreen></iframe><br />_____________<br /><br /></div><div style="margin: 0in 0in 0pt;"></div><h2 style="margin: 0in 0in 0pt;"> Videos on Managerial Skills</h2><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"><a href="http://knol.google.com/k/narayana-rao-k-v-s-s/managerial-skills-videos-knol-book/2utb2lsm2k7a/4541">Managerial Skills Videos - Knol Book</a></div><div height="300" src="http://nraomtr.blogspot.com" width="100%">Your browser does not support iframes.</div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"> <b>A Recent Book Recommended for Trainers and Self Learners</b></div><div style="margin: 0in 0in 0pt;"><span style="color: #54494c;"><a href="http://knol.google.com/k/narayana-rao-kvss/training-in-interpersonal-skills-book/2utb2lsm2k7a/1262" style="color: #3366cc;">Training in Interpersonal Skills - Book Information and Review</a><br /><br /><a href="http://museum-madness.blogspot.com/">http://nraomtr.blogspot.com</a><br /><br /><br /></span></div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"></div><div style="margin: 0in 0in 0pt;"></div>Original Knol - Number 428</div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com13tag:blogger.com,1999:blog-7020979796723611583.post-35152806344054114342012-05-30T04:45:00.000-07:002012-11-08T23:50:13.601-08:00Business Logistics - An Introduction<div dir="ltr" style="text-align: left;" trbidi="on"><h2> Logistics – Introduction</h2><div></div><div style="text-align: justify;">A dictionary definition of logistics is “the branch of military science having to do with procuring, maintaining, and transporting material, personnel, and facilities.”</div><div style="text-align: justify;">The definition promulgated by the Council of Logistics Management (CLM), is: “Logistics is the process of planning, implementing, and controlling the efficient, cost-effective flow and storage of raw materials, in-process inventory, finished goods and related information from point of origin to point of consumption for the purpose of conforming to customer requirements.”</div><div style="text-align: justify;">Ballou explained that in the context of manufacturing it appears from the definition that the logistician is concerned with flow of goods to and from his firm. But the responsibility extends to the flow of components and goods through the production process as well. But the logistician may not deal with detailed production processes, machine scheduling, quality control etc. in the production process. Also the manufacturing logistics definition excludes maintenance which is a part of military logistics.</div><div style="text-align: justify;">The mission of logistics in a business firm is to get the right goods or services to the right place, at the right time, and in the desired condition, while making the greatest contribution to the firm. Value in logistics is a combination of time, place and cost.</div><div style="text-align: justify;">Logistics is about creating value – value for customers, value for suppliers and value for the firm’s stakeholders.</div><h2> The Activities of Logistics Function</h2><div></div>Council of Logistics Management identified the following:<br /><br /><br /><ul style="text-align: left;"><li>Customer Service</li><li>Demand Forecasting</li><li>Distribution Communications</li><li>Inventory Control</li><li>Material handling</li><li>Order Processing</li><li>Part and Service Support</li><li>Plant and Warehouse Site Selection</li><li>Purchasing</li><li>Packaging</li><li>Return Goods Handling</li><li>Salvage and Scarp Disposal</li><li>Traffic and Transportation</li><li>Warehousing and Storage</li></ul><br /><h2> <br />Case for Organizing a Separate Logistics Department</h2><div></div><div style="text-align: justify;">Both marketing and production have recognized the importance of logistical activities. According to Philip Kotler, “<a href="http://knol.google.com/k/narayana-rao-kvss/the-marketing-concept-kotler/2utb2lsm2k7a/115">Marketing management</a> is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges with target groups that satisfy individual and organizational objectives.”</div><div style="text-align: justify;"><br /></div><div style="text-align: justify;">Therefore distribution of goods is identified as an important activity in marketing. Ballou quotes, McClain and Thomas, who stated that operations management has the responsibility for the production and delivery of physical goods and services. Hence delivery of goods at destinations required by the customer or the sales department is recognized as a part of operations management function. </div><div style="text-align: justify;"><br /></div><div style="text-align: justify;">But Ballou argued that both marketing and production have more important core activities to perform and hence logistic activities may not get adequate attention. According to him marketing may be given the job of creating possession value and production may be given the job of creating form value. A separate logistics department would be concerned with providing time and place value. Ballou recognized the interface problems that arise as more departments are created and hence stresses the need for coordination. </div><div style="text-align: justify;"></div><h2> Objectives of Business Logistics Function</h2><div></div><div style="text-align: justify;">The logistics function has to earn the highest possible return on investment over time as far as internal objective is concerned. But to achieve this internal objective it has to first achieve external objectives. It has to earn revenue and minimize costs.</div><div style="text-align: justify;"><br /></div><div style="text-align: justify;">Therefore a logistics system has to be designed and operated considering its impact on revenue contribution that comes through the quality of customer service provided and cost of logistics facilities, system and operation.</div><div style="text-align: justify;"><br /></div><div style="text-align: justify;">Costs of logistics function include capital costs are operating costs. Wages, public warehousing (rented warehouses or warehouse space) expenses, public transport expenses, financial expenses related to inventory investment, other administrative expenses are examples of operating costs. Capital costs are one time costs, own warehouse, own trucks are examples of capital costs.</div><div style="text-align: justify;"><br /></div><div style="text-align: justify;">The financial objective of the logistics function can be expressed as “Maximize over the time the ratio of the annual revenue (due to the customer level provided) less the operating costs of the logistics system to the annualized investment in the logistic system.” </div><div style="text-align: justify;"><br /></div><div style="text-align: justify;"><a href="http://knol.google.com/k/narayana-rao-kvss/time-value-of-money/2utb2lsm2k7a/249">Time value of money</a> may be considered and the objective can be expressed in net present value (NPV) terms or internal rate of return (IRR) terms. </div><h2> <br />Study of Logistics</h2><div></div><div style="text-align: justify;">Study of logistics can focus on management process and the skills needed to perform the activities involved. Management process can be briefly described as planning, organizing and controlling. The three important domain areas of logistics are facilities location, inventory levels and mix, and transport facilities. Logistics function is concerned with providing service levels to customers and managing costs appropriately for the company. All decision making requires information. Study of logistics includes principles and practices related to the above issues. Some of the issues are discussed in detail in specialized texts related to those areas and a logistician has to examine them now in the context of logistics. </div><div></div><div></div><h2> References </h2>Ronald H. Ballou, Business Logistics Management, Fourth Edition, Prentice Hall Int. Inc., USA, 1999.<br />Joh O. McClain and L. Joseph Thomas, Operations Management: Production of Goods and Services, Second Edition, Prentice Hall, USA, 1985. <br /><br /><br />Dean Clemente - Presentation on Logistics and Distribution<br />______________<br /><br /><iframe allowfullscreen="" frameborder="0" height="480" src="http://www.youtube.com/embed/WQaBgt_6kXs" width="640"></iframe>______________<br /><br />http://knol.google.com/k/narayana-rao/business-logistics-an-introduction/ 2utb2lsm2k7a/ 1384</div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com41tag:blogger.com,1999:blog-7020979796723611583.post-20350275256662857902012-05-30T04:30:00.000-07:002012-11-08T23:50:13.695-08:00Financial Management - An Overview<div dir="ltr" style="text-align: left;" trbidi="on"><link href="http://fonts.googleapis.com/css?family=Gentium+Book+Basic|Actor" rel="stylesheet" type="text/css"></link> <style type="text/css"> html,body { font-family: 'Actor', Arial, sans-serif; font-weight: 400; } body { width:57.69em; *width:56.3em; min-width:750px; margin:0 auto; text-align:left } #main-section {padding-bottom: 2em; font-family: 'Gentium Book Basic', Georgia, serif; font-weight: 400; } h1 {font-size: xx-large; } h2 {font-size: x-large; } h3 {font-size: large; } a.embed {padding: 0.5em; border: 1px dashed; margin: 0.5em; background-color: #EEE;} .section { margin-bottom: 2em; border-bottom: 1px; border-bottom-color: #333; border-bottom-style: dotted; } .comment { margin-left: 1em; margin-bottom: 1em; border-top: 2px solid #CCC; } .reply { margin-left: 2em; border-left: 2px solid #CCC; padding-left: 1em } </style> <title>Financial Management - An Overview</title> <br /><div><div class="header"><h1> Financial Management - An Overview</h1><h2> Financial management revision article series</h2></div><div class="section" id="author-section"><h3> Authors</h3><ul id="authors"><li><a href="http://knol.google.com/k/-/-/2utb2lsm2k7a/0" rel="author">Narayana Rao</a></li></ul></div><div class="section" id="footer-section"><div id="pubstate">Published</div><div id="license"><br /></div><div id="version">Version 8</div><div id="modified">Last edited: 18 Oct 2009 on Knol</div><div id="exported">Exported: 26 Nov 2011</div><div id="exported">Updated on Blog 30.5.2012</div><div id="permalink">Original URL: <a href="http://knol.google.com/k/-/-/2utb2lsm2k7a/377">http://knol.google.com/k/-/-/2utb2lsm2k7a/377</a></div></div><div class="section" id="main-section"><div xmlns:jot="http://www.google.com/ns/jotspot/srvtmpl/" xmlns="http://www.w3.org/1999/xhtml"><div dir="ltr"><h2> Financial Management - The Scope</h2><div></div><div style="text-align: justify;">Financial management is concerned with monitoring financial markets, approving financial investment projects in the organization, procuring the finance from the market to finance the project, and conforming to the contracts signed with the providers of finance.</div><div></div><div>Thus the important activities are</div><div></div><div>1. Monitoring financial markets to understand the desires of the providers of finance</div><div>2. Investment decisions within the company</div><div>3. Financing decisions - From whom to procure funds?</div><div>4. Dividend decisions - Conforming to the contracts.</div><div></div><div></div><h2> Evolution of Corporate Finance Area or Subject</h2><div></div><div style="text-align: justify;">The early phase of corporate finance subject had focus on episodic events in the life cycle of a corporation. The typical and popular book of this phase is the book, The Financial Policy of Corporations by Arthur S. Dewing, Professor of Finance at Harvard University (published in 1918). The book had a descriptive and institutional material regarding formation of company, issuance of capital, major expansion, merger, reorganisation, and liquidation.</div><div></div><div style="text-align: justify;">In the early 40s a transition occurred and along with the external focus related to major events, greater emphasis was placed on the day-to-day internal activities of financial management in the area of funds requirement analysis, planning, and control. A representative work of this phase is Essays on Business Finance by Wilford J . Eiteman et al. (published in 1953).</div><div></div><div style="text-align: justify;">The modern phase began in mid-fifties with application of economic theory and quantitative methods of analysis. Financial decision making has become analytical and quantitative and financial decision making activity has become dominant.</div><div></div><div></div><h2> Goals of Financial Management</h2><div></div><div>Financial theory, rests on the premise that the objective of the firm should be to maximize the value of the firm to its equity shareholders.</div><div></div><div style="text-align: justify;">This value is could be equal to the market price of shares in stock market with good liquidity. But financial managers may have to calculate the discounted value of expected future cash flows and compare with the market price. In case of discrepancies they may have to communicate to the financial markets their point of view.</div><div></div><div></div><h2> Basic Considerations of Financial management: Risk and Return</h2><div></div><div style="text-align: justify;">In the context of evaluating an investment proposal, from the point of view of finance function, risk and return are the relevant dimensions. Higher return from a proposed project increases market value and higher risk decreases market value.</div><div></div><h2> Financial Decisions in a Firm</h2><div></div><div></div><div style="text-align: justify;">While a formally specified person performs the financial market monitoring and procurement of finance functions, the investment decisions and performance of investments are in the hands of operating executives. Finance sense has to be there in each and every employee of an organization to make an organization financially viable and successful.</div><div></div><div style="text-align: justify;">The marketing persons who do market research provide estimates of market size, revenue generation which form the basis of project proposals.</div><div style="text-align: justify;">The engineers, who select location for the plant, equipment shape the investment decision of the firm by providing various alternatives.</div><div style="text-align: justify;">The purchase managers actions influence the level of inventories.</div><div style="text-align: justify;">The sales managers' assessments determine the receivables policy.</div><div style="text-align: justify;">Department managers actually plan and control expenditures.</div><div></div><div style="text-align: justify;">Thus many activities that are a part of financial function are performed by operating executives. But there are many tasks of finance function that can be done by specialist financial officers. Traditionally, the financial officers are grouped into controller's office and treasurer's office. </div><div></div><div>The treasurer's office is responsible for</div><div></div><div>Obtaining finance</div><div>Banking relationship</div><div>Cash management</div><div>Credit administration</div><div></div><div>Controller's office is responsible for</div><div></div><div>Financial accounting</div><div>Internal auditing</div><div>Taxation</div><div>Management accounting and control</div><div></div><h2> </h2><h2> References</h2><span style="font-family: 'Times New Roman';"><span style="font-size: small;">Prasanna Chandra, Financial Management, 5<sup>th</sup> Ed., </span><span style="font-size: small;">Tata McGraw Hill, 2001</span></span><br /><span style="font-family: 'Times New Roman'; font-size: small;">Brealey and Myers, Corporate Finance, Fifth Edition, Prentice Hall India, 2001</span><br /><div> </div><h2> </h2><div><h2 style="text-align: left;"> Video Lecture on Introduction to Financial Management</h2></div></div></div></div></div>__________ <iframe allowfullscreen="" frameborder="0" height="480" src="http://www.youtube.com/embed/1bnQ6Ak2nPs" width="640"></iframe>__________</div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com12tag:blogger.com,1999:blog-7020979796723611583.post-6162086916799841692012-05-23T01:48:00.000-07:002012-11-08T23:50:13.800-08:00Analysis of Firm's External Environment for Strategy Making<div dir="ltr" style="text-align: left;" trbidi="on"><br />Analysis of a company's external situation involves finding answers to the following seven main aspects or questions:<br /><br /><h2 style="text-align: left;">1. What are the industry's dominant economic features? </h2><br />Industries differ significantly on such factors as market size and growth rate, the number and relative sizes of both buyers and sellers, the geographic scope of competitive rivalry, the degree of product differentiation, the speed of product innovation, demand–supply conditions, the extent of vertical integration, and the extent of scale economies and experience/learning curve effects.<br /><br />In addition to setting the stage for the analysis to come, identifying an industry's economic features also promotes understanding of the kinds of strategic moves that industry members are likely to employ (Question 5).<br /><br /><br /><h2 style="text-align: left;">2. What kinds of competitive forces are industry members facing, and how strong is each force? </h2><br />Porter's five force analysis is the basis for this step.<br /><br />The strength of competition is a composite of five forces:<br />(1) competitive pressures stemming from the competitive maneuvering among industry rivals,<br />(2) competitive pressures associated with the market inroads being made by the sellers of substitutes, (3) competitive pressures associated with the threat of new entrants into the market,<br />(4) competitive pressures stemming from supplier bargaining power and supplier–seller collaboration, and<br />(5) competitive pressures stemming from buyer bargaining power and seller–buyer collaboration.<br /><br />The nature and strength of the competitive pressures associated with these five forces have to be examined force by force to identify the specific competitive pressures they each comprise and to decide whether these pressures constitute a strong or weak competitive force.<br /><br />The next step in competition analysis is to evaluate the collective strength of the five forces and determine whether the state of competition is conducive to good profitability.<br /><br />Working through the five-forces model step by step not only aids strategy makers in assessing whether the intensity of competition allows good profitability but also promotes sound strategic thinking about how to better match company strategy to the specific competitive character of the marketplace. Effectively matching a company's strategy to the particular competitive pressures and competitive conditions that exist has two aspects: (1) pursuing avenues that shield the firm from as many of the prevailing competitive pressures as possible, and (2) initiating actions calculated to produce sustainable competitive advantage, thereby shifting competition in the company's favor, putting added competitive pressure on rivals, and perhaps even defining the business model for the industry.<br /><br /><br /><h2 style="text-align: left;">3. What forces are driving changes in the industry, and what impact will these changes have on competitive intensity and industry profitability? </h2><br />In this step, variables in the economy that are driving the industry variables are analyzed.<br /><br />Industry and competitive conditions change because forces are in motion that create incentives or pressures for change. The first phase is to identify the forces that are driving change in the industry; the most common driving forces include changes in the long-term industry growth rate, globalization of competition in the industry, emerging Internet capabilities and applications, changes in buyer composition, product innovation, technological change and manufacturing process innovation, marketing innovation, entry or exit of major firms, diffusion of technical know-how, changes in cost and efficiency, growing buyer preferences for differentiated versus standardized products (or vice versa), reductions in uncertainty and business risk, regulatory influences and government policy changes, and changing societal and lifestyle factors. The second phase of driving-forces analysis is to determine whether the driving forces, taken together, are acting to make the industry environment more or less attractive. Are the driving forces causing demand for the industry's product to increase or decrease? Are the driving forces acting to make competition more or less intense? Will the driving forces lead to higher or lower industry profitability?<br /><br /><br /><h2 style="text-align: left;">4. What market positions do industry rivals occupy—who is strongly positioned and who is not? </h2><br />This is a competitor position analysis most focused on individual players.<br /><br />Strategic group mapping is a valuable tool for understanding the similarities, differences, strengths, and weaknesses inherent in the market positions of rival companies. Rivals in the same or nearby strategic groups are close competitors, whereas companies in distant strategic groups usually pose little or no immediate threat. The lesson of strategic group mapping is that some positions on the map are more favorable than others. The profit potential of different strategic groups varies due to strengths and weaknesses in each group's market position. Often, industry driving forces and competitive pressures favor some strategic groups and hurt others.<br /><br /><br /><h2 style="text-align: left;">5. What strategic moves are rivals likely to make next? </h2><br />This competitor strategy analysis.<br /><br />This analytical step involves identifying competitors' strategies, deciding which rivals are likely to be strong contenders and which are likely to be weak, evaluating rivals' competitive options, and predicting their next moves. Scouting competitors well enough to anticipate their actions can help a company prepare effective countermoves (perhaps even beating a rival to the punch) and allows managers to take rivals' probable actions into account in designing their own company's best course of action. Managers who fail to study competitors risk being caught unprepared by the strategic moves of rivals.<br /><br /><br /><h2 style="text-align: left;">6. What are the key factors for competitive success? </h2><br />An industry's key success factors (KSFs) are the particular strategy elements, product attributes, competitive capabilities, and business outcomes that spell the difference between being a strong competitor and a weak competitor—and sometimes between profit and loss. KSFs by their very nature are so important to competitive success that all firms in the industry must pay close attention to them or risk becoming an industry also-ran. Correctly diagnosing an industry's KSFs raises a company's chances of crafting a sound strategy. The goal of company strategists should be to design a strategy aimed at stacking up well on all of the industry KSFs and trying to be distinctively better than rivals on one (or possibly two) of the KSFs. Indeed, using the industry's KSFs as cornerstones for the company's strategy and trying to gain sustainable competitive advantage by excelling at one particular KSF is a fruitful competitive strategy approach.<br /><br /><br /><h2 style="text-align: left;">7. Does the outlook for the industry present the company with sufficiently attractive prospects for profitability? </h2><br />If an industry's overall profit prospects are above average, the industry environment is basically attractive; if industry profit prospects are below average, conditions are unattractive. Conclusions regarding industry attractive are a major driver of company strategy. When a company decides an industry is fundamentally attractive, a strong case can be made that it should invest aggressively to capture the opportunities it sees and to improve its long-term competitive position in the business. When a strong competitor concludes an industry is relatively unattractive, it may elect to simply protect its present position, investing cautiously if at all and looking for opportunities in other industries. A competitively weak company in an unattractive industry may see its best option as finding a buyer, perhaps a rival, to acquire its business. On occasion, an industry that is unattractive overall is still very attractive to a favorably situated company with the skills and resources to take business away from weaker rivals.<br /><br /><br />A competently conducted industry and competitive analysis generally tells a clear, easily understood story about the company's external environment. Different analysts can have different judgments about competitive intensity, the impacts of driving forces, how industry conditions will evolve, how good the outlook is for industry profitability, and the degree to which the industry environment offers the company an attractive business opportunity. However, while no method can guarantee a single conclusive diagnosis about the state of industry and competitive conditions and an industry's future outlook, Managers become better strategists when they know the answers given to the questions posed by experienced professionals. There's no substitute for doing cutting-edge analysis of company's external situation—anything less weakens managers' ability to craft strategies that are well matched to industry and competitive conditions.<br /><br />Reference<br /><br />Summary of the chapter in Student Resources of the Thompson and Strickland Text.<br /><a href="http://highered.mcgraw-hill.com/sites/0073530425/student_view0/chapter3/">http://highered.mcgraw-hill.com/sites/0073530425/student_view0/chapter3/</a><br /></div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com6tag:blogger.com,1999:blog-7020979796723611583.post-27059448922585562172012-05-21T23:35:00.000-07:002012-11-08T23:50:13.895-08:00The Strategic Management Process - Review Notes<div dir="ltr" style="text-align: left;" trbidi="on"><br /><br /><br /><br />The tasks of developing and executing company strategies are the heart and soul of managing a business enterprise and winning in the marketplace.<br /><br />A company's strategy is the plan management is using to acquire a market position and conduct its operations. This involves attracting and pleasing customers, competing successfully against and the current and future rivals, and achieving organizational objectives.<br /><br />The central thrust of a company's strategy is undertaking moves to build and strengthen the company's long-term competitive position in its chose target market segments as well as in the overall market and gain a competitive advantage over rivals that then becomes a company's ticket to above-average profitability and performance. A company's strategy typically evolves over time as a blend of (1) proactive and purposeful actions on the part of company managers and (2) as-needed reactions to unanticipated developments and fresh market conditions.<br /><br />Closely related to the concept of strategy is the concept of a company's business model.<br /><br />A company's business model is management's story line for how and why the company's product offerings and competitive approaches will generate a revenue stream and have an associated cost structure that produces attractive earnings and return on investment—in effect, a company's business model sets forth the economic logic for making money in a particular business, given the company's current strategy.<br /><br />A winning strategy fits the circumstances of a company's external situation and its internal resource strengths and competitive capabilities, builds competitive advantage, and boosts company performance.<br /><br />Crafting and executing strategy are core management functions and especially the core top management functions in an organization. Whether a company wins or loses in the marketplace is directly attributable to the potential of that company's strategy and the zeal and controls with which the strategy is executed.<br /><br /><h2 style="text-align: left;">Managerial Process</h2><br /><br />The managerial process of crafting and executing a company's strategy consists of five interrelated and integrated phases:<br /><br />Developing a strategic vision of where the company needs to head and what its future product/market/technology focus should be. This managerial step provides long-term direction, infuses the organization with a sense of purposeful action.<br /><br /><br />Objectives are derived from the strategic mission and vision and larger in number and they address the aspirations of all the stakeholders. Goals spell out how much of what kind of performance by when. Companies need to both financial objectives and goals and strategic objectives and goals. A balanced scorecard approach provides the basis for both.<br /><br /><br />Crafting a strategy to achieve the objectives and move the company along the strategic course that management has charted. Crafting strategy is concerned principally with forming responses to changes under way in the external environment, devising competitive moves and market approaches aimed at producing sustainable competitive advantage, building competitively valuable competencies and capabilities, and uniting the strategic actions initiated in various parts of the company. The more that a company's operations cut across different products, industries, and geographical areas, the more that strategy making becomes a collaborative effort involving managers and company personnel at many organizational levels. The total strategy that emerges in such companies is really a collection of strategic actions and business approaches initiated partly by senior company executives, partly by the heads of major business divisions, partly by functional-area managers, and partly by operating managers on the frontlines.<br /><br />The larger and more diverse the operations of an enterprise, the more points of strategic initiative it has and the more managers and employees at more levels of management that have a relevant strategy-making role.<br /><br /><h2 style="text-align: left;">Three Levels of Strategy</h2><br />A single-business enterprise has three levels of strategy—business strategy for the company as a whole, functional-area strategies for each main area within the business, and operating strategies undertaken by lower-echelon managers to flesh out strategically significant aspects for the company's business and functional area strategies.<br /><br /><h2 style="text-align: left;">Four Levels of Strategy</h2><br />In diversified, multibusiness companies, the strategy-making task involves four distinct types or levels of strategy: corporate strategy for the company as a whole, business strategy (one for each business the company has diversified into), functional-area strategies within each business, and operating strategies. Typically, the strategy-making task is more top-down than bottom-up, with higher-level strategies serving as the guide for developing lower-level strategies.<br /><br /><br /><h3 style="text-align: left;">Implementing and executing the chosen strategy efficiently and effectively. </h3><br />Managing the implementation and execution of strategy is an operations-oriented (Marketing, Production, Sales, Distribution and Service), make-things-happen activity aimed at shaping the performance of core business activities in a strategy-supportive manner. Management's handling of the strategy implementation process can be considered successful if the company meets or beats its strategic and financial performance targets and shows good progress in achieving management's strategic vision.<br /><br /><br />Evaluating performance and initiating corrective adjustments in vision, long-term direction, objectives, strategy, or execution in light of actual experience, changing conditions, new ideas, and new opportunities.<br /><br />This phase of the strategy management process is the trigger point for deciding whether to continue or change the company's vision, objectives, strategy, and/or strategy execution methods.<br />A company's strategic vision plus its objectives plus its strategy equals a strategic plan for coping with industry and competitive conditions, outcompeting rivals, and addressing the challenges and issues that stand as obstacles to the company's success.<br /><br /><h2 style="text-align: left;">Activities - The Managers have to do</h2><br />Successful managers have to do several things in leading the drive for good strategy execution and operating excellence.<br /><br />First, they stay on top of things. They keep a finger on the organization's pulse by spending considerable time outside their offices, listening and talking to organization members, coaching, cheerleading, and picking up important information.<br /><br />Second, they are active and visible in putting constructive pressure on the organization to achieve good results. Generally, this is best accomplished by promoting an esprit de corps that mobilizes and energizes organizational members to execute strategy in a competent fashion and deliver the targeted results.<br /><br />Third, they keep the organization focused on operating excellence by championing innovative ideas for improvement and promoting the use of best practices to ensure value creating activities are performed in a first-rate fashion.<br /><br />Fourth, they exert their clout in developing competencies and competitive capabilities that enable better execution.<br /><br />Fifth, they serve as a role model in displaying high ethical standards, and they insist that company personnel conduct the company's business ethically and in a socially responsible manner. They demonstrate unequivocal and visible commitment to the ethics enforcement process.<br /><br />Sixth and finally, when a company's strategy execution effort is not delivering good results and the organization is not making measured progress toward operating excellence, it is the leader's responsibility to step forward and push corrective actions.<br /><br /><h2 style="text-align: left;">Role of The Company Board</h2><br />Boards of directors have a duty to shareholders to play a vigilant role in overseeing management's handling of a company's strategy-making, strategy-executing process. A company's board is obligated to (1) critically appraise and ultimately approve strategic action plans; (2) evaluate the strategic leadership skills of the CEO and others in line to succeed the incumbent CEO; (3) institute a compensation plan for top executives that rewards them for actions and results that serve stakeholder interests, most especially those of shareholders; and (4) ensure that the company issues accurate financial reports and has adequate financial controls.<br /><br /><br /><br /><br /><br />References<br /><a href="http://highered.mcgraw-hill.com/sites/0073530425/student_view0/chapter1/">http://highered.mcgraw-hill.com/sites/0073530425/student_view0/chapter1/</a><br /><br /><a href="http://highered.mcgraw-hill.com/sites/0073530425/student_view0/chapter2/" target="_blank">http://highered.mcgraw-hill.com/sites/0073530425/student_view0/chapter2/</a></div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com12tag:blogger.com,1999:blog-7020979796723611583.post-58162466768576490482012-05-08T21:31:00.000-07:002012-11-08T23:50:13.990-08:00Management Theory and Practice - Bulletin Board - April 2012<div dir="ltr" style="text-align: left;" trbidi="on">May 2012<br />How to engage your customers and employees?<br /><a href="http://blogs.hbr.org/cs/2012/05/how_to_engage_your_customers_a.html" target="_blank">http://blogs.hbr.org/cs/2012/05/how_to_engage_your_customers_a.html</a><br /><br />April 2012<br /><br /><h2 style="text-align: left;"> Leadership Issues</h2><br />How to become better leader by improving Big Five Personality Traits<br /><a href="http://sloanreview.mit.edu/the-magazine/2012-spring/53312/how-to-become-a-better-leader/" target="_blank">http://sloanreview.mit.edu/the-magazine/2012-spring/53312/how-to-become-a-better-leader/</a><br /><br />Relational intelligence for managers<br /><a href="http://sloanreview.mit.edu/improvisations/2012/04/18/the-value-of-leadership-marked-by-humility-and-intuition/#.T5txprMthak" target="_blank">http://sloanreview.mit.edu/improvisations/2012/04/18/the-value-of-leadership-marked-by-humility-and-intuition/#.T5txprMthak</a><br /><br /><h2 style="text-align: left;"> Supply Chain Themes</h2>1980s - JIT<br />90s Outsourcing<br />2001 to 10 Internet<br />2010s - What is the theme? Sustainability or Supplier Innovation?<br /><br />Increasing Supplier Driven Innovation<br /><a href="http://sloanreview.mit.edu/the-magazine/2010-winter/51209/increasing-supplier-driven-innovation/" target="_blank">http://sloanreview.mit.edu/the-magazine/2010-winter/51209/increasing-supplier-driven-innovation/</a><br /><br />Sustainability Ideas for Supply Chain Managers<br /><a href="http://sloanreview.mit.edu/the-magazine/2010-summer/51401/the-four-point-supply-chain-checklist-how-sustainability-creates-opportunity/">http://sloanreview.mit.edu/the-magazine/2010-summer/51401/the-four-point-supply-chain-checklist-how-sustainability-creates-opportunity/</a><br /><br />What the current supply chain strategic issues?<br />Supply chain issues become value chain issues.<br /><a href="http://sloanreview.mit.edu/the-magazine/2010-winter/51205/your-next-supply-chain/">http://sloanreview.mit.edu/the-magazine/2010-winter/51205/your-next-supply-chain/</a><br /><br />Supply Chain Cost Reduction Potential - How to identify it?<br /><a href="http://sloanreview.mit.edu/the-magazine/2010-winter/51207/minding-the-supply-savings-gaps/">http://sloanreview.mit.edu/the-magazine/2010-winter/51207/minding-the-supply-savings-gaps/</a><br /><br />Supply Chain Key outputs are now Six<br />Cost, Responsiveness, Security, Sustainability, Resilience and Innovation<br /><a href="http://sloanreview.mit.edu/the-magazine/2010-winter/51221/outcome-driven-supply-chains/" target="_blank">http://sloanreview.mit.edu/the-magazine/2010-winter/51221/outcome-driven-supply-chains/</a><br /><br />Greeting Transportation in the supply chain<br /><a href="http://sloanreview.mit.edu/the-magazine/2010-winter/51210/greening-transportation-in-the-supply-chain/">http://sloanreview.mit.edu/the-magazine/2010-winter/51210/greening-transportation-in-the-supply-chain/</a><br /><br /><br /></div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com0tag:blogger.com,1999:blog-7020979796723611583.post-84822923089351781282012-04-20T18:46:00.000-07:002012-11-08T23:50:14.084-08:00Selection of Motor - A Design Engineer's Problem - Engineering Economic Analysis<div>A design engineer has to select a 100 hp motor for a plant that operates 2000 hours in year. Model A-90 costs Rs.2,00,000 and has a full load efficiency of 89.5%. Model A-91 costs Rs.2,40,000 and has a full load efficiency of 91%.</div> <div> </div> <div>Energy costs Rs. 2 per KWH. (0.746 KW = 1 hp).</div> <div> </div> <div>The life of the motors are expected to be 12 years and the salvage value will be 5%. Which motor is to be specified by the design engineer?</div>Original Knol - http://knol.google.com/k/narayana-rao/selection-of-motor-a-design-engineer-s/2utb2lsm2k7a/ 598Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com4tag:blogger.com,1999:blog-7020979796723611583.post-18221399518101649982012-04-18T06:53:00.000-07:002012-11-08T23:50:14.180-08:00Analysing Financial Performance using Financial Statements<div dir="ltr" style="text-align: left;" trbidi="on">Financial management revision article series<br /><h2> Analytical Methods or Components</h2><div><br /></div><h3> Ratio analysis</h3><div><br /></div><div>Ratios are calculated using line items from financial statements. For certain ratios there are ideal values indicated in the financial literature. Certain ratios need to have specific values based on company's declared policies. Like debtor turnover ratio must have a range of values based on the credit period specified or offered by the company to its credit customers.</div><div><br /></div><h3> Dupont analysis</h3><div></div><div>It breaks down the return on equity into component parts.</div><div><br /></div><h3> Comparative analysis</h3><div></div><div>Comparing similar ratios of other companies, one can assess the relative strength of the company under consideration.</div><div></div><div></div><div></div><h2> Applications</h2><div><br /></div><h3> Assessment of Financial Health of the Company</h3><div></div><div>Statistical models using financial information or ratios<br /><br /></div><div></div><div>Two statistical models designed to predict the likelihood of severe financial distress for a corporation. One of these models is the Altman Z-Score [Altman, 2002]. This model is applicable to any type of firm. The other model is a scoring approach developed by Pilarski and Dinh that is applicable specifically to air carriers [Pilarski and Dinh, 1999].<br /><br /></div><div></div><div>Altman's 1968 Model</div><div></div><div>The following calculation is used to arrive at the total Z-Score:<br />Z = 1.20(X1) + 1.40 (X2) +3.30(X3) +.60(X4) + .99(X5)<br /><br />X1 = Working Capital / Total Assets<br />X2 = Retained Earnings / Total Assets<br />X3 = Earnings before Interest and Taxes / Total Assets<br />X4 = Market Value Equity / Book Value of Total Debt<br />X5 = Sales / Total Assets<br />Z = Overall Score</div><div></div><h3> Credit granting decisions</h3><div></div><div></div><h3> Equity investment decisions </h3><div>(<a href="http://nraombakc.blogspot.in/2012/03/fundamental-analysis-grahamrao-method.html" target="_blank">Graham - Rao Method</a> )</div><div><br /></div><div><br /></div><h2> Problems</h2><div>Different company may use accounting policies with some differences. Hence comparison may sometimes create problems.</div><div><br /></div><div>Guidelines</div><div></div><div>Inflation</div><div></div><div>Concept of Balanced Scorecard</div><div></div><div> <br /><span style="font-family: 'Times New Roman';"><span style="font-size: small;">Prasanna Chandra, Financial Management, 5<sup>th</sup> Ed., </span><span style="font-size: small;">Tata McGraw Hill, 2001</span></span><br /><span style="font-family: 'Times New Roman'; font-size: small;">Brealey and Myers, Corporate Finance, Fifth Edition, Prentice Hall India, 2001</span><br /> <br /><h2> <b style="font-family: Times New Roman;"><br /></b></h2></div>Original Knol - http://knol.google.com/k/narayana-rao/analysing-financial-performance-using/2utb2lsm2k7a/ 338</div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com6tag:blogger.com,1999:blog-7020979796723611583.post-73306384891730161222012-04-17T11:09:00.000-07:002012-11-08T23:50:14.187-08:00Updates - April 2012<div dir="ltr" style="text-align: left;" trbidi="on"><br /><br /><a href="http://museum-madness.blogspot.com/2011/12/organizational-behavior-book-by-fred.html" target="_blank">Organizational Behavior Book by Fred Luthans - Review Notes</a></div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com0tag:blogger.com,1999:blog-7020979796723611583.post-41052009602519792152012-04-16T16:56:00.000-07:002012-11-08T23:50:14.280-08:00Organizational Behavior Book by Fred Luthans - Review Notes<div dir="ltr" style="text-align: left;" trbidi="on">1. <a href="http://museum-madness.blogspot.com/2011/12/introduction-to-organizational-behavior_06.html" target="_blank">Introduction to Organizational Behavior</a><br /><br />2. <a href="http://museum-madness.blogspot.com/2011/12/globalization-and-technology-impact-on.html" target="_blank">Environmental context: Information Technology and Globalization</a><br /><br />3. <a href="http://museum-madness.blogspot.com/2011/12/diversity-and-ethis-issues.html" target="_blank">Environmental context: Diversity and Ethics</a><br /><br />4. <a href="http://museum-madness.blogspot.com/2011/12/organizational-design-and-culture.html" target="_blank">Organizational Context: Design and Culture</a><br /><br />5. <a href="http://museum-madness.blogspot.com/2011/12/reward-systems-and-organizational.html" target="_blank">Organizational Context:: Reward Systems</a><br /><br />Cognitive Processes<br /><br />6. <a href="http://museum-madness.blogspot.com/2011/12/perception-and-attribution-review-notes.html" target="_blank">Perception and Attribution</a><br /><br />7. <a href="http://museum-madness.blogspot.com/2011/12/personality-and-attitudes-review-notes.html" target="_blank">Personality and Attitudes</a><br /><br />8. <a href="http://museum-madness.blogspot.com/2011/12/motivational-needs-and-processes-review.html" target="_blank">Motivational Needs and Processes</a><br /><br />9. <a href="http://museum-madness.blogspot.com/2011/12/positive-psychology-approach-to-ob.html" target="_blank">Positive Psychology Approach to OB</a><br /><br />Dynamics of Organizational Behavior<br /><br />10. <a href="http://museum-madness.blogspot.com/2011/12/communication-review-notes.html" target="_blank">Communication</a><br /><br />11. <a href="http://museum-madness.blogspot.com/2011/12/decision-making-review-notes.html" target="_blank">Decision Making</a><br /><br />12. <a href="http://museum-madness.blogspot.com/2011/12/stress-and-conflict-review-notes.html" target="_blank">Stress and Conflict</a><br /><br />13. <a href="http://museum-madness.blogspot.com/2011/12/power-and-politics-review-notes.html" target="_blank">Power and Politics</a><br /><br />14. <a href="http://museum-madness.blogspot.com/2011/12/groups-and-teams-review-notes.html" target="_blank">Groups and Teams</a><br /><br />Managing and Leading for High Performance<br /><br />15. <a href="http://museum-madness.blogspot.com/2011/12/managing-and-leading-for-high.html" target="_blank">Managing Performance through Job Design and Goal Setting</a><br /><br />16. <a href="http://museum-madness.blogspot.com/2011/12/behavioral-performance-management.html" target="_blank">Behavioral Performance Management</a><br /><br />17. <a href="http://museum-madness.blogspot.com/2011/12/effective-leadership-processes-revision.html" target="_blank">Effective Leadership Process</a><br /><br />18. <a href="http://museum-madness.blogspot.com/2011/12/great-leaders-styles-activities-and.html" target="_blank">Great Leaders: Styles, Activities, and Skills</a></div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com3tag:blogger.com,1999:blog-7020979796723611583.post-67591782461659038042012-03-30T23:58:00.000-07:002012-11-08T23:50:14.372-08:00Updates<div dir="ltr" style="text-align: left;" trbidi="on">More articles are being updated in March and April</div>Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com1tag:blogger.com,1999:blog-7020979796723611583.post-26766108509177771892012-03-17T20:49:00.000-07:002012-11-08T23:50:14.466-08:00Resourcing - A Function of ManagementKoontz and O'Donnell outlined Planning, Organizing, Staffing, Directing and Controlling as the five functions of management and explained the process of management of these five functions. <br /><div><br /></div><div>In the place of staffing, using the word resourcing, could be a better description of management function at the current stage.</div><div><br /></div><div>A plan to achieve something (objective) is to be converted into an organizational plan that has resources, facilities and people. The manager has to acquire these resources to set up the organization to implement his plan. Acquisition of human resources is staffing. But normally in modern business, the manager has to acquire money resources or finance. Then he has to acquire land, buildings, machinery, materials and various other services. Then comes directing and resource allocation.</div><div><br /></div><div>During control phase, replanning takes place, reorganization can take place, resource adjustment (resource acquisition or disposal) may take place, and redirecting may take place to achieve the goals set forth for a period. <br /><br />Planning involves choosing a direction and an intermediate destination. It has to be a profitable and a useful endeavor. In the process of planning cost benefit analysis is done. Organizing follows and the means by which one reaches the chosen destination is defined during this activity of management. <br /><br />Organizing is a process of<br /><br /></div><ul><li>determining, grouping and structuring activities </li><li>creating roles for individuals for effective performance at work </li><li>allocating necessary authority (over resources) and responsibility for results for each role </li><li>determining detailed procedures and systems for different problem areas such as coordination, communication, decision-making, motivation, conflict resolution and so on.</li></ul><div><br />The resources required to achieve a goal are to be identified during the organizing step of management. How many operators are required and how many supervisors are required is a function of technology employed in the organization and this decision has to be taken during the process of organization. Resourcing follows the organizing phase in the acquiring of the resources planned in the organizing phase. Organizing this way is just the planning stage. Resourcing is the stage during which all resources planned in the organizing stage are acquired by the manager.</div><div></div><div>_______________________________________________________________________________</div><div></div><h2>Resource Planning <br /></h2><div></div><div><br />Resource planning is an economic decision and entrepreneurs have to use it. It is discussed adequately in economics.<br /><br />Choice of Inputs by the Firm<br /><br />Every firm or entrepreneur has to decide how much of each input it should employ: how much labor, capital, land, energy, various materials and services.<br /><br />The fundamental assumption that economists make in this context is that of cost minimization. Firms are expected to choose their combination of inputs so as to minimize the total cost of production.<br /><br />Least-cost Rule: To produce a given level of output at the least cost, a firm will hire factors until is has equalized the marginal product per dollar spent on each factor of production. This implies that<br /><br />Marginal product of labor/price of labor = Marginal Product of Capital Equipment/Price of capital equipment = ...<br /><br />Thus the firm will choose a factor combination or resource combination that minimizes the total cost of production. (Source: <span style="background-color: white; color: #54494c; font-family: arial, helvetica, sans-serif; font-size: 13px; font-weight: bold; text-align: left;"><a href="http://museum-madness.blogspot.com/2011/12/economic-theory-of-production-and.html" target="_blank">http://nraomtr.blogspot.com/2011/12/economic-theory-of-production-and.html</a> </span>)</div><div><br /></div><div></div><div></div><div></div><div>_______________________________________________________________________________</div><div></div><h2>Recognition of Role of Resources in Management Process by Various Authors of Principles of Management or Management Process Books</h2><div></div><h4>Ernest Dale</h4><div></div><div>Goals and Resources</div><div></div><div>Once objectives have been set,the planners must decide how far they can proceed toward them in view of the resources available, which include the money on hand, the money that sales will bring, and the funds that may be obtained by borrowing or selling equities. The decision to borrow or sell new stock will, of course, be part of the planning process and will depend on the return expected on the investment.</div><div></div><div>Finally, the planners must decide on the allocation of the funds to the various company activities and the way in which these funds will be used to generate greater income in the form of sales. The volume of sales is, in fact, the key factor in all corporate planning.</div><div></div><div>Ernest Dale, Graduale School of Business, University of Virginia, Management: Theory and Practice, McGraw-Hill Book Company, New York, 1965, p.352, Chapter 22. Planning and Forecasting.</div><div></div><div></div><div></div><div></div><div>An intersting entry in Wikipedia - Resource Management</div><div></div><div>In organizational studies, resource management is the efficient and effective deployment for an organization's resources when they are needed. Such resources may include financial resources, inventory, human skills, production resources, or information technology (IT). In the realm of project management, processes, techniques and philosophies as to the best approach for allocating resources have been developed. These include discussions on functional vs. cross-functional resource allocation as well as processes espoused by organizations like the Project Management Institute (PMI) through their Project Management Body of Knowledge (PMBOK) methodology to project management. Resource management is a key element to activity resource estimating and project human resource management. Both are essential components of a comprehensive project management plan to execute and monitor a project successfully</div><div></div><div>Source: <a href="http://en.wikipedia.org/wiki/Resource_management">http://en.wikipedia.org/wiki/Resource_management</a></div><div></div><div></div><div></div><div>________________________________________________________________________________________</div><div></div><div>Resourcing and Resouce Planning Departments</div><div>Office of Resource Planning, Universit of Regina</div><div><a href="http://www.uregina.ca/orp/">http://www.uregina.ca/orp/</a></div><div></div><div></div><div>_______________________________________________________________________________________</div>Original knol - http://knol.google.com/k/narayana-rao/resourcing-a-function-of-management/ 2utb2lsm2k7a/ 2345Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com9tag:blogger.com,1999:blog-7020979796723611583.post-32311524244437957512012-03-07T05:55:00.000-08:002012-11-08T23:50:14.559-08:00Updates<a href="http://museum-madness.blogspot.com/2011/12/ergonomics-introduction.html" target="_blank">Ergonomics Introduction</a><br />updated 7.3.2012Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com2tag:blogger.com,1999:blog-7020979796723611583.post-85002710395612203712012-02-29T15:57:00.000-08:002012-11-08T23:50:14.652-08:00UpdatesAll articles in Financial accounting updated.Anonymoushttp://www.blogger.com/profile/13407209368701114251noreply@blogger.com0