November 26, 2020

ICFAI University - Supply Chain Management

 Supply Chain Management

 

PRINCIPLES OF SUPPLY CHAIN MANAGEMENT


Supply Chain Management – An Overview: Definition, Components of a Supply Chain, The Concept of Supply Chain Management (SCM), Supply Chain Management – Schools of Thought, SCM Processes, Factors Driving the Evolution of SCM, Objectives of SCM.

Understanding the Supply Chain.


SUPPLY CHAIN PLANNING AND DESIGN


Supply Chain Integration: Nature of Supply Chain Integration, Factors Driving Supply Chain Integration, Role of Organizational and Channel Support, Elements of Supply Chain Strategy, Framework for Supply Chain Integration, Benefits and Barriers.

Supply Chain Performance: Achieving Strategic Fit and Scope.

Supply Chain Drivers and Obstacles.


Demand Forecasting in a Supply Chain: Forecast Components, Forecasting Approaches, Steps Involved in Demand Forecasting Process, Forecasting Techniques, Measures of Forecast Error.

Demand Forecasting in a Supply Chain.

Managing Demand and Supply in a Supply Chain: Aggregate Planning and its Role in a Supply Chain, Aggregate Planning Process, Managing Predictable Variability in a Supply Chain.

 Demand Forecasting in a Supply Chain.

Aggregate Planning in the Supply Chain.


Facility Network Design: Factors Influencing Facility Network Design Decisions, Facility Network Design Decision Process, Models for Facility Network Design and Capacity Allocation.


Designing the Distribution Network in a Supply Chain.

Network Design in the Supply Chain.

Network Design in an Uncertain Environment.


SUPPLY CHAIN PROCESSES


Purchasing and Supply Chain Management: Activities of the Purchasing Department, Evolution of the Purchasing Function, Selecting and Managing Suppliers, JIT Purchasing.


Manufacturing in a Supply Chain Context: Intrafirm Production, Interfirm Production, Supply Chain Production.


Inventory Management: Role of Inventory in a Supply Chain, Definitions, Cost of Carrying Inventory, Basic Inventory Management Decisions, Inventory Decisions in a Supply Chain.

Managing Economies of Scale in the Supply Chain: Cycle Inventory.

Managing Uncertainty in the Supply Chain: Safety Inventory.


Managing Transportation in a Supply Chain: Role of Transportation in a Supply Chain, Participants in Transportation Decisions, Costs, Modes of Transport, Transportation Network Design and Trade-offs, Transportation Analysis Decisions.

Transportation in the Supply Chain. 


Warehousing: Functions of Warehousing, Activities and Alternatives, Factors to be Considered in Warehousing Strategy, Planning and Managing a Warehouse.


Returns Management: Reverse Logistics, Need for Returns Management, Returns Management Processes, Disposition Options, Challenges in Returns Management, Use of Information Technology in Returns Management.


Customer Service in a Supply Chain: Elements of Customer Service, Approaches to Develop a Customer Service Strategy, Creating Differential Advantage, Impediments to Implementing an Effective Customer Service Strategy, Use of Technology in Customer Service.

Determining Optimal Level of Product Availability.


Order Fulfillment: Process, E-Fulfillment vs. Traditional Order Fulfillment, Responsive Order Fulfillment, Order Fulfillment Systems.


SUPPLY CHAIN COORDINATION


Cooperation and Coordination in a Supply Chain: Bullwhip Effect, Partnering in Supply Chain Management, Obstacles in Supply Chain Coordination, Managerial Levers to Achieve Coordination, Designing Effective Supply Chain Partnerships.

 Coordination in the Supply Chain.


Role of Outsourcing in a Supply Chain: Reasons for Outsourcing, Deciding What to Outsource, The Outsourcing Process, Issues in Outsourcing, Areas of Outsourcing, Advantages and Disadvantages, Outsourcing Practices.

 Sourcing Decisions in a Supply Chain.


Measuring Supply Chain Performance: Supply Chain Performance Measurement, Framework for Developing Supply Chain Metrics, Performance Metrics and Measures, Requirements for Designing an Ideal SCPM System, Approaches to SCPM, Setting Performance Targets.


Information Technology in a Supply Chain: Value of Information Flow, Use of Information, Changing Role of Information Technology in a Supply Chain, IT Solutions for SCM, Supply Chain Management Software, Process of Implementing an IT Enabled SCM System.

Information Technology and the Supply Chain.


E-Business and the Supply Chain: Impact of the Internet on Supply Chain, Impact of E-Business on the Supply Chain, Types of E-Business Applications, Implementing the E-Business Proposition.

e-business and the Supply Chain.

Financial Flow in a Supply Chain: Components of Financial Flow in a Supply Chain, Automating Financial Flow in a Supply Chain, Integrating Material and Financial Flows in a Supply Chain.



I. BUILDING A STRATEGIC FRAMEWORK TO ANALYZE SUPPLY CHAINS.

1. Understanding the Supply Chain.

2. Supply Chain Performance: Achieving Strategic Fit and Scope.

3. Supply Chain Drivers and Obstacles.




II. DESIGNING THE SUPPLY CHAIN NETWORK.

4. Designing the Distribution Network in a Supply Chain.

5. Network Design in the Supply Chain.

6. Network Design in an Uncertain Environment.


III. PLANNING DEMAND AND SUPPLY.

7. Demand Forecasting in a Supply Chain.

8. Aggregate Planning in the Supply Chain.

9. Planning Supply and Demand in the Supply Chain: Managing Predictable Variability.


IV. PLANNING AND MANAGING INVENTORIES IN A SUPPLY CHAIN.

10. Managing Economies of Scale in the Supply Chain: Cycle Inventory.

11. Managing Uncertainty in the Supply Chain: Safety Inventory.

12. Determining Optimal Level of Product Availability.



V. SOURCING, TRANSPORTING, AND PRICING PRODUCT.

13. Sourcing Decisions in a Supply Chain.

14. Transportation in the Supply Chain. 

15. Pricing and Revenue Management in the Supply Chain.


VI. COORDINATION AND TECHNOLOGY IN THE SUPPLY CHAIN.

16. Coordination in the Supply Chain.

17. Information Technology and the Supply Chain.

18. e-business and the Supply Chain.


ICFAI University - Quality and Productivity Management

 Quality and Productivity Management


Max Marks: 100, Duration: 3 Hrs


 

PRINCIPLES AND PRACTICES


Quality Management Approach and Philosophy: Basic Approach, Gurus of Total Quality Management (TQM), TQM Framework, Awareness, Defining Quality, Historical Review, Obstacles, Benefits of TQM.


Leadership for Quality: Definition, Characteristics of Quality Leaders, Leadership Concepts, The Deming Philosophy, Role of TQM Leaders.


Strategic Planning: Goals and Objectives, Steps in Strategic Planning, Annual Quality Improvement Program.


Implementation: Management Commitment, Quality Council, Quality Statements, Communications.


Enhancing Customer Value through Quality Management: Who is the Customer, Customer Perception of Quality, Feedback, Using Customer Complaints, Service Quality, Translating Needs into Requirements, Customer Retention.


Employee Involvement: Motivation, Employee Surveys, Empowerment, Teams and Team Work, Suggestion Systems, Recognition and Reward, Gainsharing, Performance Appraisal, Benefits of Employee Involvement.


Continuous Process Improvement: Process, The Juran Trilogy, Improvement Strategies, Types of Problems, The PDSA Cycle, Problem-Solving Method, Kaizen, Reengineering, Six-Sigma.


JIT: Just-in-Time Manufacturing.


Performance Measures: Basic Concepts, Performance Measures, Quality Costs.


Quality Management and Ethics: Definition, The Root Causes of Unethical Behavior, Ethics Management Program.


TOOLS AND TECHNIQUES


Benchmarking: Definition, Reasons to Benchmark, Benchmarking Process, Criticisms of Benchmarking.


ISO Standards and Quality Management : Benefits of ISO Certification, ISO Standards- ISO 9000 Series and ISO 14000 series.


Quality Function Deployment (QFD) : The QFD team, Benefits of QFD, The Voice of the Customer, Organization of Information, House of Quality, Building a House of Quality, QFD process.


Total Productive Maintenance : Relationship between Quality and Productivity, Total Productive Maintenance- Planning and Implementation.


Management Tools for Quality Improvement : Force-Field Analysis, Nominal Group Technique, Affinity Diagram, Interrelationship Digraph, Tree Diagram, Matrix Diagram, Prioritization Matrices, Process Decision Program Chart, Activity Network Diagram.


Statistical Process Control : Pareto Diagram, Process Flow Diagram, Cause-and-Effect Diagram, Check Sheets, Histogram, Introduction to Control Charts, State of Control, Out-of-Control Process, Process Capability, Control Charts for Variables, Control Charts for Attributes, Scatter Diagrams.

ICFAI University - Portfolio Management – II

 Portfolio Management II 

Fixed Income Portfolio Management: Fixed Income Portfolio Management Strategies – Use of Derivatives in Fixed Income Portfolio Management – International Fixed Income Portfolio Management.


Managing a Property Portfolio: The Role of Property Portfolio in a Diversified Portfolio – The Property Investment Decisions – Microeconomic Influences on Property Returns – Macroeconomic Influences on Property Returns.


Portfolio Management Using Futures: Features of Index Futures Contracts  – Pricing of Index Futures Contracts – Stock Index Arbitrage – Portfolio Strategies Using Index Futures – Modifying Expectations with Futures and Options  – Portfolio Insurance – Perils of Using Futures to Hedge Portfolio Risk – Trading of Index Futures in India – Hedging with Interest Rate Futures.


Portfolio Management Using Options: Generic Terms Used in Options – Factors Influencing Option Prices – Elementary Investment Strategies – Trading Strategies of Options – Arbitrage with Options – Option Pricing Models – Evaluation of Option Based Investment Strategies.


Alternative Investments: Selection/Advantages of Alternative Investments – Private Equity Investing  – Evolution of Venture Capital Industry in India – Managed Futures – Hedge Funds – Role of Alternative Assets in a Traditional Portfolio.


International Diversification: Diversification Benefits of International Investments – Hedging Foreign Exchange Risk – International Fixed Income – Managing a Portfolio of International Assets.


Management of Investment Institutions: Behavioral Style Analysis – Return Based Style Analysis – Comparison of Investment Style – Strategies for Allocating Funds among Different Styles – Risks, Controls and Prudential Issues – Application of Style Analysis to Different Asset Classes.


Evolution of Mutual Funds: Introduction to Mutual Funds, History of Mutual Funds, Mutual Funds Industry in India, Mutual Funds Industry: Abroad, Advantages and disadvantages of mutual funds Factors Conductive to Growth of Mutual Funds Industry


Mutual Funds in India: The Different Types of Mutual Funds, Difference between the mutual funds and hedge funds, Fund of funds, Exchange traded fund, The Players in the Mutual Funds Industry, The Structure of Mutual Funds, Organization and Management Pattern of UTI,,Legal tax structure in US and UK ,Tax Treatment and Benefits, The Role of Mutual Funds in the Financial Market


Regulation of Mutual Funds: UTI Act, 1963, The Indian Trust Act, 1882, Companies Act, 1956 (for a Trust Company), SEBI (Mutual Funds) Regulation Act, 1996, establishment of mutual funds ,Launching of a Scheme, Winding up,  Investments, Valuation of Investments, financial reporting


Mutual Funds Prospectus and Balance Sheet: How to Read a Prospectus of a Mutual Fund?, How to Read and Analyze a Balance Sheet of a Mutual Fund?


Investment Strategies of Mutual Funds Investors: How to Evaluate a Mutual Fund, How to Select Different Mutual Funds Schemes, Understanding the Nature of Risks Involved in Mutual Funds Investment , Steps to Choose the Right Mutual Funds Scheme


Marketing and Investment Aspects of Mutual Funds: Marketing Aspects of Mutual Funds- Marketing plan, Product planning, Branding , pricing ,distribution , Promotion ,servicing ,market analysis and research , Marketing strategy , Operation ,Investment Aspects of Mutual Funds


Performance of Mutual Funds: Performance of Mutual Funds in the USA, Performance Analysis of Indian Mutual Fund Industry


Ethics in Mutual Funds: The Role of the AMFI, Ethical Aspects Considered in the Mutual Fund Industry


Future Scenario of Mutual Funds Industry: Trends in the Mutual Fund Industry in the US Indian Scenario and the Future Perspective, Overemphasis on Funds under Management.



ICFAI University - Portfolio Management – I

 Portfolio Management – I

Introduction to Portfolio Management: Meaning of Investment – Necessity of Investment Policy – Inputs to a Policy Statement – Investment Motives – Risks in Investment – Need for Portfolio Management – The Portfolio Management Process.


Investment Policy: Different Types of Investors, their Needs and Weaknesses – Implementing Investment Strategies – Investment Objectives and Constraints of Different Types of Investors – Psychology of Risk – Significance of Behavioral Finance – Individual Investors – Institutional Investors – Drivers of Investment Policies – Setting Objectives for the Institutional Investors – Investment Policies of the Institutional Investors – Investment Management Mandate.


Capital Market Expectations: Forecasting the Capital Market Environment – Macroeconomic Variables Affecting Capital Market Expectations – Short-Term Forecasting Techniques – Impact of Inflation – Nature of an Effective Forecast.


Asset Allocation: Policies and Procedures: Asset Allocation Process – Types of Asset Allocation – Asset Allocation – Management Style – Different Approaches to Asset Allocation Decision – Various Asset Allocation Techniques.


Capital Market Theory: Markowitz Model and Efficiency Frontier – Evolution of Capital Asset Pricing Model – Dominant Portfolio – Separation Theorem – Capital Market Line – CAPM – Security Market Line – Non-Standard Forms of CAPM – Application of CML and CAPM.


Arbitrage Pricing Theory: Arbitrage Pricing Model – Arbitrage Mechanism – Empirical Tests of APT – Comparison of CAPM and APT – Applications of APT.


Portfolio Analysis: Components of Risk and Return – Systematic and Unsystematic Risk – Beta of a Portfolio – Portfolio Diversification – Marginal Productivity of Incremental Assets – Perils of Excessive Diversification.


Optimal Portfolio Selection: Concept of Indifference Curves – Efficient Set Theorem – Optimal Portfolio Selection.


Other Portfolio Selection Models: Investor Preference Functions – Economic Properties of Utility Functions – Applicability of the Utility Functions – Alternative Models of Portfolio Selection.


Portfolio Revision: Need and Importance of Portfolio Revision – Pitfalls to be Avoided in Portfolio Revision – Portfolio Revision Techniques – Practical Problems in Portfolio Revision – Selection and Revision of Equity Portfolios.


Measuring and Evaluating Portfolio Performance: Meaning and Importance of Portfolio Performance Measurement – Measures of Return – Buying the Index Approach – Linking Jensen’s Alpha and Fama’s Total Selectivity  – Performance Attribution Analysis – Monitoring Influence of Asset Allocation Decisions – Performance Evaluation of the Portfolio Manager – Evaluating Asset Class Managers – Performance Evaluation when Options are included in a Portfolio.


Equity Portfolio Management: Efficient Market Hypothesis – Passive vs. Active Management Strategies – Types of Passive Portfolios – Active Management Styles and Strategies – Combining Active and Passive Styles – Factor-Based Approach – Equity Style Management – Book Value/Market Value Ratio.

ICFAI University - Security Analysis – II

 Security Analysis – II

Technical Analysis: Concept of Technical Analysis – Fundamental Analysis vs Technical Analysis – Technical Trading Rules and Indicators – The Dow Theory – Charting – Price Patterns – Trendlines – Advanced Technical Tools – Pitfalls in Interpretation of Charts.


Bond Valuation: Strategic Role of Bonds from an Investor’s Point of View – Bond Terminology – Types of Bonds – Value of Bond – Bond Yield Measures – Bond Price Analysis – Risks Associated with Bonds – Forecasting Interest Rates and Determinants of Interest Rates – Theories of Interest Rates – Analysis of Deep Discount Bonds – Analysis of Convertible Bonds – Analysis of Tax-Sheltered Fixed Investment Avenues.


Risk Measurement Tools: Types of Risks – Duration – Immunization of Risk – Convexity – Term Structure of Interest Rates – Term Structure Models – Yield Spread Analysis – Hedging – Credit Risk – Credit Rating – Credit Analysis for Corporate Bonds.


Derivative Markets: Futures Contracts – Interpretation of Futures Price Quotations – Trading Mechanism of Futures – Clearing and Settlement of Futures – Interest Rate Derivatives in India – Motives behind using Futures – Commodity Futures in India – Options Markets – Options Terminology – Trading in Options – Options Markets in India – Settlement of Options Contracts – Swap Markets.


Bonds with Warrants and Embedded Options: Bonds with Warrants – Convertible Bonds – Callable Bonds – Floating Rate Notes – Dual Currency Bonds – Equity Index-linked Notes – Commodity-linked Bull and Bear Bonds – Swap-Linked Notes .


Real Assets: Real Assets – Appraisal of Real Assets – Approaches to Estimate the Market Value – Methods to Calculate the Capitalization Rate – Subjective Factors Affecting the Value of Real Estate.


Mutual Funds: The Concept and Objectives of a Mutual Fund – Types of Mutual Funds – Advantages of Mutual Funds – Mutual Fund Services – Organization and Management of Mutual  Funds – The Mutual Fund Scene in India.

ICFAI University - Security Analysis – I

 

Security Analysis – I



 

Risk and Return: Concept of Risk and Return – Reduction of Risk through Diversification – Quantifying Portfolio Returns and Risk – Measurement of Risk in Portfolio Context – Security Market Lines and its Applications.


Regulations of Financial Markets: Regulation of Financial Markets – Organization of Securities and Exchange Board of India (SEBI) – Functions and Powers of SEBI – Tax Aspects in Securities – Self-regulation of the Markets.


Equity Markets and their Structures: Markets and their Function – Liquidity Capital Formation – Evolution of the Equity Markets – Development of Securities Market in India – Security Market Indicators – Major Stock Exchanges – Integration of Stock Exchanges – Listing of Securities – Trading Procedure – Compulsory Demat – Clearing and Settlement Procedure.


Sources of Financial Information: Sources of Economic Data – Sources of Market Data – Sources of Company Data – Sources of International Economic Data.


Fundamental Analysis: Objectives and Beliefs of Fundamental Analysis – Framework for Fundamental Analysis – Concept of Intrinsic Value – Economic Forecasting Methods – Industry Analysis – Key Characteristics in an Industry Analysis – Industry Life Cycle – Business Cycle Analysis – Structural Analysis – Company Analysis.


Impact of Changes in Accounting Policies: Changes in Accounting Policies  – Depreciation – Valuation of Fixed Assets  – Foreign Exchange Transactions – Amortization of Preliminary and other Expenses – R&D Expenditure – Valuation of Inventory – Treatment of Gratuity  – Lease Accounting.


Equity Valuation Models: Valuation Methods – Dividend Discount Models – Measures of Relative Value – Price/Earnings Ratio – Price/Book Value Ratio – Price/Sales Ratio – Free Cash Flow Model to Equity Model – Quantitative Analysis – Value Added Concept  – Economic Value Added  –                Market Value Added – Evaluation of Security Analysis – Minority Interests and Discounts


Efficient Market Hypothesis: Concept of Efficiency of the Stock Markets – Forms of EMH – Empirical Tests of EMH in the Indian Market – Description of Tests of EMH.


https://www.icfaiuniversity.in/regulations/mba/elec_ininvst.htm

ICFAI University - Financial Management

 Financial Management


Max Marks: 100, Duration: 3 Hrs


Introduction to Financial Management:  Nature and Objectives of Financial Management – Role of the Finance Manager – Interface of the Finance Function with other Functional Areas – Environment of Corporate Finance.


Indian Financial System: Introduction to Indian Money Markets – Money Market Instruments – Introduction to Capital Markets - Primary and Secondary – Government Securities Market - Primary, Secondary and Instruments – Financial Institutions – Nature of Commercial Banks and Theory of Banking Operations – Creation of Credit by Commercial Banks – Introduction to Credit Cards – Financial Sector Reforms - Privatization – Classification of NBFCs.


Time Value of Money: What Time Value of Money Means? – Why Money has Time Value? – Process of Compounding – Process of Discounting – Future Value of a Single Flow – Future Value of Multiple Flows – Future Value of Annuity – Present Value of a Single Flow – Present Value of Uneven Multiple Flows – Present Value of Annuity.


Risk and Return: The Concepts of Risk and Return – The Components of Return – Measurement of Rate of Return – The Relation between Risk and Expected Rate of Return – Sources of Risk – Risk in a Portfolio Context – Diversification - Diversifiable and Non-diversifiable Risk - Measurement of Non-diversifiable Risk – Capital Asset Pricing Model.


Valuation of Securities: Valuation of Bond – Bond Price Movements – Equity Valuation: Dividend Capitalization Approach – Equity Valuation: Ratio Approach.


Introduction to International Finance: The Need to Study International Finance – Meaning and Implications of Globalization – Integration of Financial Markets – Reasons, Benefits and Costs.


Theories of International Trade:  Various Theories of International Trade – Developments on the International Trade Front – Trade Barriers – Regulation of International Trade.


International Monetary System: Different Types of Exchange Rate Mechanisms – The Gold Standard – The Gold Exchange Standard – The Bretton Woods System – Current Monetary System – European Monetary Union.


Balance of Payments:  Concept of Balance of Payments – Concepts and Principles behind compilation of BoP Account – Components of BoP and the Factors affecting them – Importance and Limitations of BoP Statistics – Relationship of BoP with other Economic Variables.


The Foreign Exchange Market: The structure of the Forex Market – Different Types of Quotes – Various Kinds of Transactions and their settlement Dates – The Regulations.


Exchange Rate Determination: Purchasing Power Parity – Interest Rate Parity.


Sources of Long-Term Finance: Need for Long-Term Finance – Introduction to Cost of Project and Means of Finance – Important Sources of Long-Term Finance – Features of Share Capital, Preference Capital, Debentures and Term Loans – Other Sources of Long-Term Finance.


Cost of Capital and Capital Structure Theories: The Meaning of Cost of Capital – Costs Associated with the Principal Sources of Long-term Finance – Concept of Weighted Average Cost of Capital – Weighted Marginal Cost of Capital Schedule – Meaning of Capital Structure – Factors affecting the Capital Structure – Theories of Capital Structure.


Dividend Policy: The Dividend Decisions of a Firm-Relevance/Irrelevance – Models explaining the Relevance/Irrelevance of the Dividend Policy.


Capital Expenditure Decisions: Nature of the Investment or Capital Expenditure Decisions  – Scanning and Identification of Investment Opportunities – Criteria for Preliminary Screening – Other steps of Project Management like Feasibility Study, Implementation and Performance Appraisal – Introduction to Network Techniques for Project Planning and Control – Principles underlying Measurement of Costs and Benefits – Preparing Cash Flow Projections for Projects – Assessing the Financial Viability of Projects using the various Appraisal Criteria.


International Project Appraisal: Various Methods of Appraising International Projects.


Working Capital Management: The Meaning of and Need for Working Capital  – Various Components of Current Assets and Current Liabilities – Static vs Dynamic view of Working Capital – Factors Affecting Composition of Working Capital – Objective of Working Capital Management - Liquidity vs. Profitability and Working Capital Policies  – Interdependence among Components of Working Capital – Estimation of a Firm’s Working Capital needs using the Operating Cycle – Measures for Evaluation of Working Capital Management – Some Important Working Capital Ratios.


Financing Current Assets: Behavior of Current Assets and Pattern of Financing  – Spontaneous Sources of Finance  – Trade Credit  – Short-term Bank Finance  – Public Deposits for Financing Current Assets – Commercial Paper and Factoring  – Regulation of Bank Credit - Marathe Committee Recommendations - Kannan Committee Recommendations -Nayak Committee Recommendations


Inventory Management: The Nature of Inventory and its Role in Working Capital – The Purpose of having Inventories – Types of Inventory and Costs Associated with it – Inventory Management Techniques like determination of Economic Order Quantity, Economic Production Quantity, Re-order Point, Stock Level, etc. – Inventory Planning – Introduction to Specialized Techniques like ABC Analysis and VED Analysis – Various methods of Pricing of Inventories.


Receivables Management: Meaning and Computation of Receivables  – Purpose and cost of Maintaining Receivables – Impact of a Firm’s Credit Policy on Level of Investment in Receivables, Level of Sales, Bad Debt Loss, etc. – How Firms Evaluate Creditworthiness of Customers – Decision Tree for Credit Granting – Monitoring of Receivables.


Cash Management: The Difference between Profits and Cash – Need For and Objective of Cash Management – Short-term Cash Forecasting and Cash Budgets – Cash Reports for Monitoring and Control – Factors to be Reckoned with for Efficient Cash Management – Forms of Liquidity and the Choice of Liquidity-mix.


Mergers and Acquisitions: The Five Waves of Merges – Models of Corporate Combinations – Models of Corporate Downsizing – Market for Corporate Control – Anti-takeover Defences.


Introduction to Exchange Risk: Foreign Exchange Exposure  – Foreign Exchange Risk – Types of Exposure.


Futures: History of Futures Markets – Meaning and Definition  – Mechanism of Futures Markets – Objectives of Futures – Futures Prices – Types of Futures.


Options: Concept of Options – American and European Options – Trading Strategies with Options – Option Pricing Models – Exotic Options.


Financial Swaps: The Concept of Financial Swaps  – Interest Rate Swaps – Options on Swaps – Commodity Swaps, Currency Swaps – Pricing of Swaps.


Management of Exchange Risk: Techniques of Managing Transaction and Translation Exposures – Techniques of Managing Economic Exposure.


Asset-Liability Management: Risks in Banking – Approaches to Risk Management – Risk Management Process – Asset-Liability Management and its Purpose – Foreign Exchange Risk Management.


Current Developments

ICFAI University - Introduction to Management – Paper

2020

 Introduction to Management – Paper I


Max Marks: 100, Duration: 3 Hrs


PART I – INTRODUCTION TO MANAGEMENT

Management: An Overview: Definitions of Management; The Role of Management; Functions of Managers; Levels of Management; Management Skills and Organizational Hierarchy; Approaches to Management.


Evolution of Management Thought: Early Approaches to Management; Classical Approach; Behavioral Approach; Quantitative Approach; Modern Approaches to Management; Emerging Approaches in Management Thought.


Social and Ethical Responsibilities of Management: Social Responsibilities of Management; Arguments for and against Social Responsibilities of Business; Social Stockholders; Measuring Social Responsiveness; Managerial Ethics.


PART II – PLANNING

Fundamentals of Planning: Definitions of Planning; Nature of Planning; Significance of Planning; Types of Plans; Steps in the Planning Process; Prerequisites for Effective Planning; Limitations of Planning.


Objectives: Nature of Objectives; Evolving Concepts in MBO; The Process of MBO; Benefits of MBO; Limitations of MBO; Making MBO Effective.


Strategies, Policies and Planning Premises: Nature and Purpose of Strategies and Policies; The Three Levels of Strategy; Strategic Planning; Competitive  Analysis in Strategy Formulation; Major Kinds of Strategies and Policies; Porter’s Competitive Strategies; Strategy Implementation; Effective Implementation of Strategy; Planning Premises.


Managerial Decision-Making: Significance and Limitations of Rational Decision-making; Managers as Decision-makers; Decision-making Process; Types of Managerial Decisions; Decision-making Under Certainty, Uncertainty and Risk; Management Information System vs. Decision Support System; The Systems Approach to Decision-making; Group Decision-making; Decision-making Techniques.


PART III – ORGANIZING

Fundamentals of Organizing: Definitions of Organizing; Benefits of Organizing; Traditional Perspectives on Organizing; Closed System vs Open System; Formal vs Informal Organization; Span of Management; Organizational Environment for Entrepreneuring and Intrapreneuring; The Process of Organizing; Prerequisites for Effective Organizing.


Strategic Organization Design: Designing Organizational Structures: An Overview; Major Structural Alternatives; Other Bases for Departmentation; Strategic Business Units; Choosing the Pattern of Departmentation.


Line and Staff Authority and Decentralization: Authority Defined; Power: Bases of Power; Line and Staff Relationships; Centralization vs. Decentralization; Delegation of Authority; Balance- The Key to Decentralization.


Effective Organizing and Organizational Culture: Avoiding Mistakes in Organizing by Planning; Avoiding Organizational Inflexibility; Avoiding Conflict by Clarification; Ensuring Understanding of Organization Structure; Organizational Culture.


<< Back


Introduction to Management – Paper II


Max Marks: 100, Duration: 3 Hrs


 

PART I – STAFFING

Human Resource Management and Staffing: Human Resource Management: An Overview; Staffing; Recruitment; Selection; Socialization Process of New Employees.


Performance Appraisal and Career Strategy: Significance of Appraisal; Formal vs. Informal Appraisals; Performance Rating Methods; Criteria for Appraising Managers; Formulating Career Strategy.


Organizational Change and Organization Development: Organizational Change; Planned Change Through Organization Development; Organizational Development Process; Approaches to Manager Development; Organizational Conflict.


PART II – LEADING

Managing and the Human Factor: The Nature of People; Behavioral Models; Managerial Creativity; Innovation and Entrepreneurship; Harmonizing Objectives: The Key to Leading.


Motivating Employees for Job Performance: Definitions and Meaning of Motivation; Classification of Motivation Theories; Motivational Techniques; A Systems and Contingency Approach to Motivation.


Leadership: Definition and Meaning of Leadership; Key Elements of Leadership; Leadership Theories


Managing Communications: Definitions of Communication; Significance of Communication in Organizations; Communication Process; Communication Flows in an Organization; Barriers to Communication; Gateways to Effective Communication.


PART III – CONTROLLING

The Control Function: Planning and Controlling; Importance of Controlling; Levels of Control; Basic Control Process; Types of Control; Requirements for Effective Controls.


Control Techniques: Major Control Systems; Financial Control; Budgetary Control; Quality Control; Inventory Control.


Productivity and Operations Management: Production and Productivity; Productivity Problems and Measurement; Operations Management and its Importance; Operations Research for Planning, Controlling and Improving Productivity; Operations Research Methodology; Some Operations Research Techniques; Other Tools and Techniques for Improving Productivity.


Direct Control versus Preventive Control: Direct Control versus Preventive Control; Direct Control; Preventive Control; Management Audit and Enterprise Self-Audit.


Management Information Systems: Management Information; Components of an Information System; Types of Information Systems; Management Information Systems.


PART IV – EXPANDING HORIZON IN MANAGEMENT

International Management: Reasons for going International; International Management Functions; Japanese Management and Theory Z; Multinational Corporations. 


https://www.icfaiuniversity.in/regulations/mba/curriculum_groupA.htm 

ICFAI Unversity - MBA Curriculum

 2020


The MBA Program - Curriculum


The MBA Program


Group/Subject


GROUP A


Introduction to Management


Managerial Effectiveness  


GROUP B


Financial Accounting


Economics


GROUP C


Quantitative Methods


Management Accounting


GROUP D


Financial Management


Marketing Management


GROUP E


Information Technology & Systems


Operations Management


GROUP F


Organizational Behavior & HRM


Business Law


GROUP G


Project Management


Management Control & Information Systems


GROUP H


Business Policy & Strategy


Business Ethics & Corporate Governance


ELECTIVES IN FINANCE

GROUP I


Security Analysis 


Portfolio Management


GROUP J


Treasury & Forex Management


Strategic Financial Management


ELECTIVES IN MARKETING

GROUP I


Advertising & Communications


Services Marketing


GROUP J


International Marketing


Sales & Distribution Management


ELECTIVES IN INTERNATIONAL BUSINESS

GROUP I


International Business Environment


International Management - I


GROUP J


International Management - II


Management of Multinational Corporations


ELECTIVES IN HUMAN RESOURCE MANAGEMENT

GROUP I


Performance Measurement  & Reward Systems


Recruitment, Training and Development


GROUP J


Leadership and Change


Strategic Human Resource Management


ELECTIVES IN BANKING

GROUP I


Money & Banking and Credit Management


Central Banking & Commercial Banking


GROUP J


Treasury Management & Risk Management in Banks


Management of Banking Companies


ELECTIVES IN INSURANCE

GROUP I


Life Insurance and Group & Health Insurance


General Insurance: Personal & Commercial


GROUP J


Insurance Management – I


Insurance Management – II


ELECTIVES IN INVESTMENTS

GROUP I


Security Analysis – I


Security Analysis – II


GROUP J


Portfolio Management – I


Portfolio Management – II


ELECTIVES IN IT & SYSTEMS

GROUP I


Data Warehousing and Data Mining


Software Project Management


GROUP J


E-Business


Cryptography and Computer Security + Disaster Recovery


ELECTIVES IN OPERATIONS

GROUP I


Quality and Productivity Management


Supply Chain Management


GROUP J


Management of Service Operations


Management of International Operations


GROUP K

Integrated Case Studies


https://www.icfaiuniversity.in/regulations/mba/annexureiv.htm 



 

November 25, 2020

Introduction to Supply Chain Management - 1995 Article Summary


An Introduction to Supply Chain Management


Ram Ganeshan
Terry P. Harrison

Department of Management Science and Information Systems
303 Beam Business Building
Penn State University
University Park, PA 16802 U.S.A.



A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. Supply chains exist in both service and manufacturing organizations, although the complexity of the chain may vary greatly from industry to industry and firm to firm.

Realistic supply chains have multiple end products with shared components, facilities and capacities.

Traditionally, marketing, distribution, planning, manufacturing, and the purchasing organizations along the supply chain operated independently. These organizations have their own objectives and these are often conflicting. Marketing's objective of high customer service and maximum sales dollars conflict with manufacturing and distribution goals. Many manufacturing operations are designed to maximize throughput and lower costs with little consideration for the impact on inventory levels and distribution capabilities. Purchasing contracts are often negotiated with very little information beyond historical buying patterns. . Clearly, there is a need for a mechanism through which these different functions can be integrated together. Supply chain management is a strategy through which such an integration can be achieved.

Coordination between the various players in the chain is key in its effective management. Cooper and Ellram [1993] compare supply chain management to a well-balanced and well-practiced relay team. Such a team is more competitive when each player knows how to be positioned for the hand-off. The relationships are the strongest between players who directly pass the baton, but the entire team needs to make a coordinated effort to win the race.


Supply Chain Decisions

We classify the decisions for supply chain management into two broad categories -- strategic and operational. As the term implies, strategic decisions are made typically over a longer time horizon. These are closely linked to the corporate strategy (they sometimes part of the corporate strategy), and guide supply chain policies from a design perspective. On the other hand, operational decisions are short term, and focus on activities over a day-to-day basis. The effort in these type of decisions is to effectively and efficiently manage the product flow in the "strategically" planned supply chain.


There are four major decision areas in supply chain management: 1) location, 2) production, 3) inventory, and 4) transportation (distribution), and there are both strategic and operational elements in each of these decision areas.


Location Decisions

The geographic placement of production facilities, stocking points, and sourcing points is the natural first step in creating a supply chain. The location of facilities involves a commitment of resources to a long-term plan. Once the size, number, and location of these are determined, so are the possible paths by which the product flows through to the final customer. These decisions are of great significance to a firm since they represent the basic strategy for accessing customer markets, and will have a considerable impact on revenue, cost, and level of service. These decisions should be determined by an optimization routine that considers production costs, taxes, duties and duty drawback, tariffs, local content, distribution costs, production limitations, etc. (See Arntzen, Brown, Harrison and Trafton [1995] for a thorough discussion of these aspects.) Although location decisions are primarily strategic, they also have implications on an operational level.


Production Decisions

The strategic decisions include what products to produce, and which plants to produce them in, allocation of suppliers to plants, plants to DC's, and DC's to customer markets. As before, these decisions have a big impact on the revenues, costs and customer service levels of the firm. These decisions assume the existence of the facilities, but determine the exact path(s) through which a product flows to and from these facilities. Another critical issue is the capacity of the manufacturing facilities--and this largely depends the degree of vertical integration within the firm. Operational decisions focus on detailed production scheduling. These decisions include the construction of the master production schedules, scheduling production on machines, and equipment maintenance. Other considerations include workload balancing, and quality control measures at a production facility.


Inventory Decisions

These refer to means by which inventories are managed. Inventories exist at every stage of the supply chain as either raw materials, semi-finished or finished goods. They can also be in-process between locations. Their primary purpose to buffer against any uncertainty that might exist in the supply chain. Since holding of inventories can cost anywhere between 20 to 40 percent of their value, their efficient management is critical in supply chain operations. It is strategic in the sense that top management sets goals. However, most researchers have approached the management of inventory from an operational perspective. These include deployment strategies (push versus pull), control policies --- the determination of the optimal levels of order quantities and reorder points, and setting safety stock levels, at each stocking location. These levels are critical, since they are primary determinants of customer service levels.


Transportation Decisions

The mode choice aspect of these decisions are the more strategic ones. These are closely linked to the inventory decisions, since the best choice of mode is often found by trading-off the cost of using the particular mode of transport with the indirect cost of inventory associated with that mode. While air shipments may be fast, reliable, and warrant lesser safety stocks, they are expensive. Meanwhile shipping by sea or rail may be much cheaper, but they necessitate holding relatively large amounts of inventory to buffer against the inherent uncertainty associated with them. Therefore customer service levels, and geographic location play vital roles in such decisions. Since transportation is more than 30 percent of the logistics costs, operating efficiently makes good economic sense. Shipment sizes (consolidated bulk shipments versus Lot-for-Lot), routing and scheduling of equipment are key in effective management of the firm's transport strategy.


Supply Chain Modeling Approaches

Clearly, each of the above two levels of decisions require a different perspective. The strategic decisions are, for the most part, global or "all encompassing" in that they try to integrate various aspects of the supply chain. Consequently, the models that describe these decisions are huge, and require a considerable amount of data. Often due to the enormity of data requirements, and the broad scope of decisions, these models provide approximate solutions to the decisions they describe. The operational decisions, meanwhile, address the day to day operation of the supply chain. Therefore the models that describe them are often very specific in nature. Due to their narrow perspective, these models often consider great detail and provide very good, if not optimal, solutions to the operational decisions.


To facilitate a concise review of the literature, and at the same time attempting to accommodate the above polarity in modeling, we divide the modeling approaches into three areas --- Network Design, ``Rough Cut" methods, and simulation based methods. The network design methods, for the most part, provide normative models for the more strategic decisions. These models typically cover the four major decision areas described earlier, and focus more on the design aspect of the supply chain; the establishment of the network and the associated flows on them. "Rough cut" methods, on the other hand, give guiding policies for the operational decisions. These models typically assume a "single site" (i.e., ignore the network) and add supply chain characteristics to it, such as explicitly considering the site's relation to the others in the network. Simulation methods is a method by which a comprehensive supply chain model can be analyzed, considering both strategic and operational elements. However, as with all simulation models, one can only evaluate the effectiveness of a pre-specified policy rather than develop new ones. It is the traditional question of "What If?" versus "What's Best?".



Network Design Methods

As the very name suggests, these methods determine the location of production, stocking, and sourcing facilities, and paths the product(s) take through them. Such methods tend to be large scale, and used generally at the inception of the supply chain. The earliest work in this area, although the term "supply chain" was not in vogue, was by Geoffrion and Graves [1974]. They introduce a multicommodity logistics network design model for optimizing annualized finished product flows from plants to the DC's to the final customers. Geoffrion and Powers [1993] later give a review of the evolution of distribution strategies over the past twenty years, describing how the descendants of the above model can accommodate more echelons and cross commodity detail.

Breitman and Lucas [1987] attempt to provide a framework for a comprehensive model of a production-distribution system, "PLANETS", that is used to decide what products to produce, where and how to produce it, which markets to pursue and what resources to use. Parts of this ambitious project were successfully implemented at General Motors.

Cohen and Lee [1985] develop a conceptual framework for manufacturing strategy analysis, where they describe a series of stochastic sub- models, that considers annualized product flows from raw material vendors via intermediate plants and distribution echelons to the final customers. They use heuristic methods to link and optimize these sub- models. They later give an integrated and readable exposition of their models and methods in Cohen and Lee [1988].

Cohen and Lee [1989] present a normative model for resource deployment in a global manufacturing and distribution network. Global after-tax profit (profit-local taxes) is maximized through the design of facility network and control of material flows within the network. The cost structure consists of variable and fixed costs for material procurement, production, distribution and transportation. They validate the model by applying it to analyze the global manufacturing strategies of a personal computer manufacturer.

Finally, Arntzen, Brown, Harrison, and Trafton [1995] provide the most comprehensive deterministic model for supply chain management. The objective function minimizes a combination of cost and time elements. Examples of cost elements include purchasing, manufacturing, pipeline inventory, transportation costs between various sites, duties, and taxes. Time elements include manufacturing lead times and transit times. Unique to this model was the explicit consideration of duty and their recovery as the product flowed through different countries. Implementation of this model at the Digital Equipment Corporation has produced spectacular results --- savings in the order of $100 million dollars.

Clearly, these network-design based methods add value to the firm in that they lay down the manufacturing and distribution strategies far into the future. It is imperative that firms at one time or another make such integrated decisions, encompassing production, location, inventory, and transportation, and such models are therefore indispensable. Although the above review shows considerable potential for these models as strategic determinants in the future, they are not without their shortcomings. Their very nature forces these problems to be of a very large scale. They are often difficult to solve to optimality. Furthermore, most of the models in this category are largely deterministic and static in nature. Additionally, those that consider stochastic elements are very restrictive in nature. In sum, there does not seem to yet be a comprehensive model that is representative of the true nature of material flows in the supply chain.



Rough Cut Methods

These models form the bulk of the supply chain literature, and typically deal with the more operational or tactical decisions. Most of the integrative research (from a supply chain context) in the literature seem to take on an inventory management perspective. In fact, the term "Supply Chain" first appears in the literature as an inventory management approach. The thrust of the rough cut models is the development of inventory control policies, considering several levels or echelons together. These models have come to be known as "multi-level" or "multi-echelon" inventory control models. For a review the reader is directed to Vollman et al. [1992].

Multi-echelon inventory theory has been very successfully used in industry. Cohen et al. [1990] describe "OPTIMIZER", one of the most complex models to date --- to manage IBM's spare parts inventory. They develop efficient algorithms and sophisticated data structures to achieve large scale systems integration.

Although current research in multi-echelon based supply chain inventory problems shows considerable promise in reducing inventories with increased customer service, the studies have several notable limitations. First, these studies largely ignore the production side of the supply chain. Their starting point in most cases is a finished goods stockpile, and policies are given to manage these effectively. Since production is a natural part of the supply chain, there seems to be a need with models that include the production component in them. Second, even on the distribution side, almost all published research assumes an arborescence structure, i. e. each site receives re-supply from only one higher level site but can distribute to several lower levels. Third, researchers have largely focused on the inventory system only. In logistics-system theory, transportation and inventory are primary components of the order fulfillment process in terms of cost and service levels. Therefore, companies must consider important interrelationships among transportation, inventory and customer service in determining their policies. Fourth, most of the models under the "inventory theoretic" paradigm are very restrictive in nature, i.e., mostly they restrict themselves to certain well known forms of demand or lead time or both, often quite contrary to what is observed.

The preceding sections are a selective overview of the key concepts in the supply chain literature. Following is a list of recommended reading for a quick introduction to the area.

Bibliography

Arntzen, B. C., G. G. Brown, T. P. Harrison, and L. Trafton. Global Supply Chain Management at Digital Equipment Corporation. Interfaces, Jan.-Feb., 1995.
Ballou, R. H. 1992. Business Logistics Management, Prentice Hall, Englewood Cliffs, NJ, Third Edition.
Breitman, R. L., and J. M. Lucas. 1987. PLANETS: A Modeling System for Business Planning. Interfaces, 17, Jan.-Feb., 94-106.
Cohen, M. A. and H. L. Lee. 1985. Manufacturing Strategy Concepts and Methods, in Kleindorfer, P. R. Ed., The Management of Productivity and Technology in Manufacturing, 153- 188.
Cohen, M. A. and H. L. Lee. 1988. Strategic Analysis of Integrated Production-Distribution Systems: Models and Methods. Operations Research, 36, 2, 216-228.
Cohen, M. A. and H. L. Lee. 1989. Resource Deployment Analysis of Global Manufacturing and Distribution Networks. Journal of Manufacturing and Operations Management, 81-104.
Cooper, M. C., and L. M. Ellram. 1993. Characteristics of Supply Chain Management and the Implications for Purchasing and Logistics Strategy. The International Journal of Logistics Management, 4, 2, 13-24.
Deuermeyer, B. and L. B. Schwarz. 1981. A Model for the Analysis of System Service Level in Warehouse/ Retailer Distribution Systems: The Identical Retailer Case, in: L. B. Schwarz (ed.), Studies in Management Sciences, Vol. 16--Multi-Level Production / Inventory Control Systems, North-Holland, Amsterdam, 163-193.
Geoffrion, A., and G. Graves. 1974. Multicommodity Distribution System Design by Benders Decomposition. Management Science, 29, 5, 822-844.
Geoffrion, A., and R. Powers. 1993. 20 Years of strategic Distribution System Design: An Evolutionary Perspective, Interfaces. (forthcoming)
Houlihan, J. B. 1985. International Supply Chain Management. International Journal of Physical Distribution and Materials Management, 15, 1, 22-38.
Lee, H. L., and C. Billington. 1992. Supply Chain Management: Pitfalls and Opportunities. Sloan Management Review, 33, Spring, 65-73.
Lee, H. L., and C. Billington. 1993. Material Management in Decentralized Supply Chains. Operations Research, 41, 5, 835-847.
Masters, J. M. 1993. Determination of Near-Optimal Stock Levels for Multi-Echelon Distribution Inventories. Journal of Business Logistics, 14, 2, 165-195.
Schwarz, L. B. 1981. Introduction in: L. B. Schwarz (ed.), Studies in Management Sciences, Vol. 16--Multi-Level Production / Inventory Control Systems, North-Holland, Amsterdam, 163-193.
Stenross, F. M., and G. J. Sweet. 1991. Implementing an Integrated Supply Chain in Annual Conference Proceedings, Oak Brook, Ill: Council of Logistics Management, Vol. 2, 341-351.
Vollman, T. E., W. L. Berry, and D. C. Whybark. 1992. Manufacturing Planning and Control Systems, Irwin, Homewood, IL.



Referenced by:
Contributors: Ram Ganeshan , Terry Harrison 



Updated on 26 Nov 2020
Published on 18 March 2016

November 22, 2020

NRAOMTR.blogspot.com registered 2 Million Hits - 23 January 2017 - Performance Updates

On November 23, 2020 the blog reached 3 million page views.

https://nraomtr.blogspot.com/2020/11/nraomtrblogspotcom-3-million-page-views.html


On 23 January 2017, Management Theory Review, https://nraomtr.blogspot.com registered 2 million pages showing its global popularity in management blogs. This is an addition to 2 million page view already registered on Knol Platform from where the content is transferred to this blog.

The blog was started in 2011 - In 3 years it got a million page views.

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I thank all readers and friends who supported the blog for many years.



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Big global audience for the blog.

Country-wise Audience 


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Important Project of the Blog - Around 450 essays on management


MBA Core Management Knowledge - One Year Revision Schedule

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31 May 2019
All time

Posts

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142465
110432
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72575
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41836
2 May 2019, 9 comments
38727
33668

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28 May 2019, 3 comments
15968

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Month August 2019

Total  21,241

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310
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220
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Month June 2019

Posts



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Month

Posts

Pages

EntryPageviews
28 May 2019, 3 comments
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Week

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28 May 2019, 3 comments
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Target for June 24000 page views

9 May 2019 - one week top posts

Posts                                                            Pageviews
Principles of Management – Koontz and O’Donnell 2 May 2019, 12 comments  152
Competitive Strategies for Followers and Nichers  2 May 2019, 1 comment 75
Marketing Communication: Channels and Promotion To... 7 May 2019, 49 comments 73
Total Industrial Engineering - H. Yamashina 2 May 2019, 2 comments 58 ***
Organizational Buying Processes and Buying Behavio... 2 May 2019, 7 comments 54
The Nature and Purpose of Planning - Review Notes 2 May 2019, 2 comments 52
Industrial Management - Evolution of The Subject 6 May 2019, 1 comment 45 ***
Financial - Cost and Management Accounting - Subje... 10 Dec 2015, 2 comments 44
Kaizen Costing and Kaizen Cost Management 7 May 2019, 4 comments 43 ***
Marketing and New Product Development - Kotler and... 2 May 2019, 18 comments 37 ***


9 May 2019 - one month top posts

Posts date of posting Comments Pageviews
Principles of Management – Koontz and O’Donnell 2 May 2019, 12 comments 612
Organizational Buying Processes and Buying Behavio... 2 May 2019, 7 comments 469
Marketing Communication: Channels and Promotion To.. 7 May 2019, 49 comments 294
The Nature and Purpose of Planning - Review Notes 2 May 2019, 2 comments 281 ***
Financial - Cost and Management Accounting - Subje... 10 Dec 2015, 2 comments 252 ***
Direct Marketing and Its Management - Kotler's Cha... 2 May 2019, 2 comments 223 ***
Competitive Strategies for Followers and Nichers 2 May 2019, 1 comment 211 ***
Industrial Engineering and Operations Management -... 10 Apr 2019, 6 comments 186 ***
Zero-Based Productivity Management of Supply Chain... 30 Apr 2019, 4 comments 135 ***
Marketing Strategy - Marketing Process - Kotler's ... 9 May 2019, 16 comments 111

*** new in the month compared to all time

9 May All time


Posts  Date of Posting Comments Pageviews
Marketing Communication: Channels and Promotion To... 7 May 2019, 49 comments 142244
Organizational Buying Processes and Buying Behavio... 2 May 2019, 7 comments 110308
Principles of Management – Koontz and O’Donnell 2 May 2019, 12 comments 81041
Human Resource Management - Introduction - A Revis... 2 May 2019, 26 comments 72566 ***
Evolution of Management Thought and Theory - Revie... 2 May 2019, 2 comments 51727 ***
Marketing Strategy - Differentiating and Positioni... 26 Nov 2011, 5 comments 47541 ***
Marketing Strategy - Marketing Process - Kotler's ... 9 May 2019, 16 comments 41781
The Marketing Concept - Kotler 2 May 2019, 9 comments 38699 ****
Communication: Importance and Definition 2 May 2019, 2 comments 33654 ****

Starts show that in the month they are not appearing

All time top keywords for the blog
Search Keywords
Entry Pageviews
content

1043
site:blogspot.com marketing language:en

614
site:blogspot.com review management language:en

393
site:blogspot.com digital marketing language:en

302
site:blogspot.com hotel digital marketing strategy language:en

259
marketing concept

257
site:blogspot.com article marketing language:en

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marketing management kotler

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site:blogspot.com introduction to price action language:en

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site:blogspot.com advertising strategies language:en

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Monthly performances

March 2012        67013 page views

December 2016  70056 page views

April 2017            34778

May 2018             24362

Apri 2019             17110  Target 34778 first.  For May 31 it came to 18,416. Target for June 24362

June 2019             17519




Updated on 1 July 2019 1 June 2019,  10 May 2019, 23 January 2017