What strategic options a firm could follow when the firm is operating in a maturing industry?

As an industry evolves, its rate of growth eventually declines. This “transition to maturity” is accompanied by several changes in its competitive environment.Competition for market share becomes more intense as firms in the industry are forced to achieve sales growth at one another's expense. Strategy elements of successful firms in maturing industries often include the following:
  1. Product line pruning, or dropping unprofitable product models, sizes, and options from the firm's product mix.
  2. Emphasis on process innovation that permits low-cost product design, manufacturing methods, and distribution synergy.
  3. Emphasis on cost reduction through exerting pressure on suppliers for lower prices, switching to cheaper components, introducing operation efficiencies, and lowering administrative and sales overhead.
  4. Careful buyer selection to focus on buyers who are less aggressive, more closely tied to the firm, and able to buy more from the firm.
  5. Horizontal integration to acquire rival firms whose weaknesses can be used to gain a bargain price and that are correctable by the acquiring firms.
  6. International expansion to markets where attractive growth and limited competition still exist and the opportunity for lower-cost manufacturing can influence both domestic and international costs.
  7. Build new, more flexible competitive capabilities.
  8. Purchase rivals at bargain prices.
Business strategies in maturing industries must avoid several pitfalls. First, they must make a clear choice among the three generic strategies and avoid a middle-ground approach, which would confuse both knowledgeable buyers and the firm's personnel. Second, they must avoid sacrificing market share too quickly for short term profit. Finally, they must avoid waiting too long to respond to price reductions, retaining unneeded excess capacity, engaging in sporadic or irrational efforts to boost sales, and placing their hope on “new” products, rather than aggressively selling existing products.



what is the difference between market penetration and market development? Illustrate with suitable examples.

Market Development
Strategy whereby an organisation introduces its offerings to markets other than those it is currently serving

Illustration: Sage Pay enters German market

Sage Pay is the UK and Ireland’s leading independent payment service provider (PSP) and is one of the most trusted payment brands. Every year Sage Pay processes billions of pounds worth of secure payments for its 45,000 customers and makes the process of accepting payments online, over the phone, or in person simpler, faster, safer and more profitable for businesses of all sizes.
Recently Sage Pay decided to enter into German market to benefit customers from easy integration and transparent pricing, and as an Opportunity for UK businesses to expand their customer base into Europe
Sage Pay, the UK’s leading payment provider has been launched in the German market dated 18 October 2012 providing online payment solutions for small to medium sized (SMB) online businesses.
If we check the customer base of Sage Pay it is over 45,000 customers in the UK & Ireland and the move into the German market is an example of Market Development as the product is same, but being introduced in new market.
To further elaborate about the company and its working style, Since Sage Pay’s beginnings 11 years ago many of their customers have grown from bedroom start-ups to multi-million pound enterprises. In addition to providing payment technology Sage Pay also advise customers on the latest e-commerce trends and innovations to ensure they remain competitive.
According to the data provided by Company, In the UK Sage Pay has a business relationship with over 2,600 partners including digital agencies, web developers, hosting and shopping cart providers. Many partners are already pan-European and have expressed interest in continuing the partnership in the German market. This gives a positive signal in Market Development.
Overall it seems an accurate strategy to enter German market for Company growth on the theory of Market development. Sage Pay with its long serving experience in business and good repute along with having customers and partners on its side give a competitive advantage. I believe Sage Pay stakeholders will surely be advantaged.

Market Penetration

It is a strategy to increase market share of a product or service in an existing market.

Illustration: eBay Mobile Strategy


eBay Inc. the world’s largest online marketplace rose the most in three months after third- quarter results fuelled optimism that the company’s turnaround is gathering steam. Third-quarter revenue climbed 15 percent to $3.4 billion, as per Company statement.
Reason behind the raise in the revenue is believed to be focus mobile technology, marketing campaigns and a website redesign, seeking to vault the company beyond its roots in Internet auctions.
Adding new retail partners that helped improve its search and made shipping faster, while its mobile applications have reached 100 million downloads. This strategy of working on new opportunities and working on weak area not only eBay Inc penetrated in the market but also gave better results.
eBay made changes that were targeted to convenience and customer service for marketplace visitors. The company paired up with Geek Squad Inc. this month to offer 24- hour technical support for electronics sold on the site, and released an application called eBay Now that offers customers same-day delivery.
The online retailer also redesigned its homepage, centring it around photos, similar to Pinterest Inc., a site that lets users share photos by pinning them to a virtual bulletin board. There are more than 2 million items listed a week from mobile devices.
Till now eBay is doing well by working on weak areas and new opportunities. The strategy to use mobile as a sale point gave an edge to eBay, which clearly reflected in the Third Quarter results. It clearly demonstrated an example of Market Penetration. Up-coming holiday season as far as I see will also advantage from this strategy.

Describe Vision and Mission statements with suitable illustrations. What is the difference between vision and mission? How does business definition help in articulating the Mission statement?

Vision and mission statement
The vision of any organisation at some future time shows very small image of any organisation. Normally it is make or set for the organisation, that what is the organisation plans for future or upcoming, basically the purpose of vision to find something.
An organisation vision statement present the upcoming or future desire which is valid and it should must be go on and never ever should be change with each cycle of an organisation.

Examples of effective Vision statements include:
Microsoft:"Empower people through great software anytime, anyplace, and on any device."
Mission statement shows the exact purpose of the organisation. This statement is primary objective of the organisation to show the plans, aims and programs of the company. A mission statement is bit different from the vision statement.
A clear mission statement also focus on what are the advantages which is you are offering to your patrons as well as consumers it also tells you exact purpose of your organisation.
Examples of effective Mission statements include:
Nike:"To bring inspiration and innovation to every athlete in the world."

Nissan: "Nissan provides unique and innovative automotive products and services that deliver superior, measurable values to all stakeholders in alliance with Renault."




Difference between Vision and Mission statements
While a mission statement describes what a company wants to do now, a vision statement outlines what a company wants to be in the future.
The Mission Statement concentrates on the present; it defines the customer(s), critical processes and it informs you about the desired level of performance.
The Vision Statement focuses on the future; it is a source of inspiration and motivation. Often it describes not just the future of the organisation but the future of the industry or society in which the organisation hopes to effect change.
Comparison chart



Mission Statement

Vision Statement

About
A Mission statement talks about HOW you will get to where you want to be. Defines the purpose and primary objectives related to your customer needs and team values.
A Vision statement outlines WHERE you want to be. Communicates both the purpose and values of your business.
Answer
It answers the question, “What do we do? What makes us different?”
It answers the question, “Where do we aim to be?”
Time
A mission statement talks about the present leading to its future.
A vision statement talks about your future.
Function
It lists the broad goals for which the organisation is formed. Its prime function is internal; to define the key measure or measures of the organisation's success and its prime audience is the leadership, team and stockholders.
It lists where you see yourself some years from now. It inspires you to give your best. It shapes your understanding of why you are working here.
Change
Your mission statement may change, but it should still tie back to your core values, customer needs and vision.
As your organisation evolves, you might feel tempted to change your vision. However, mission or vision statements explain your organisation's foundation, so change should be kept to a minimum.
Developing a statement
What do we do today? For whom do we do it? What is the benefit? In other words, Why we do what we do? What, For Whom and Why?
Where do we want to be going forward? When do we want to reach that stage? How do we want to do it?
Features of an effective statement
Purpose and values of the organisation: Who are the organisation's primary "clients" (stakeholders)? What are the responsibilities of the organisation towards the clients?
Clarity and lack of ambiguity: Describing a bright future (hope); Memorable and engaging expression; realistic aspirations, achievable; alignment with organisational values and culture.
Developing a mission statement

The best way to develop a mission statement is to brainstorm with those connected to your business. Ask employees and customers what they see as your biggest strengths and weaknesses. It's important to see how others see your company and your brand so that you have more than one perspective. Take your time when writing the statement; it may take more than a few hours, so set aside a day to piece everyone's ideas together.

TQM Philosophy

TQM is a management philosophy which seeks to integrate all organisational functions (marketing, finance, design, engineering, production, customer service ...) to focus on meeting customer needs and organisational objectives.

It views organisations as a collection of processes. It maintains that organisations must strive to continuously improve these processes by incorporating the knowledge and experiences of workers. 

Globalisation

Globalisation (or globalisation) is the process of international integration arising from the interchange of world views, products, ideas and other aspects of culture. Advances in transportation, such as the steam locomotive, steamship,jet engine, and container ship, and in telecommunications infrastructure, including the rise of the telegraph and its modern offspring, the Internet, and mobile phones, have been major factors in globalisation, generating further interdependence of economic and cultural activities. Though scholars place the origins of globalisation in modern times, others trace its history long before the European Age of Discovery and voyages to the New World. Some even trace the origins to the third millennium BCE. Large-scale globalisation began in the 19th century.In the late 19th century and early 20th century, the connectedness of the world's economies and cultures grew very quickly.

The concept of globalisation 'emerged from the intersection of four interrelated sets of "communities of practice": academics, journalists, publishers/editors, and librarians. In 2000, the International Monetary Fund (IMF) identified four basic aspects of globalisation: trade and transactions, capital and investment movements, migration and movement of people, and the dissemination of knowledge.Further, environmental challenges such as global warming, cross-boundary water and air pollution, and over-fishing of the ocean are linked with globalization. Globalizing processes affect and are affected by business and work organisation, economics, socio-cultural resources, and the natural environment.

What do you understand by Flexible Budget ? How does it differ from a Fixed Budget ? Explain its utility to a business organisation.

Flexible Budget:
A flexible budget is a budget that adjusts or flexes for changes in the volume of activity. The flexible budget is more sophisticated and useful than astatic budget, which remains at one amount regardless of the volume of activity.

Assume that a manufacturer determines that its cost of electricity and supplies for the factory are approximately $10 per machine hour (MH). It also knows that the factory supervision,depreciation, and other fixed costs are approximately $40,000 per month. Typically, the production equipment operates between 4,000 and 7,000 hours per month. Based on this information, the flexible budget for each month would be $40,000 + $10 per MH.

Now let's illustrate the flexible budget by using some data. If the production equipment is required to operate for 5,000 hours during January, the flexible budget for January will be $90,000 ($40,000 fixed + $10 x 5,000 MH). If the equipment is required to operate in February for 6,300 hours, then the flexible budget for February will be $103,000 ($40,000 fixed + $10 x 6,300 MH). If March requires only 4,100 machine hours, the flexible budget for March will be $81,000 ($40,000 fixed + $10 x 4,100 MH).

If the plant manager is required to use more machine hours, it is logical to increase the plant manager's budget for the additional cost of electricity and supplies. The manager's budget should also decrease when the need to operate the equipment is reduced. In short, the flexible budget provides a better opportunity for planning and controlling than does a static budget.

Fixed Budget vs Flexible Budget

Fixed budgets and flexible budgets both are forms of budgeting that are essential for any business that wishes to exercise control, induce proper decision making and coordinate business activities. Fixed budgets are more suitable for businesses that operate in a less dynamic business environment, whereas flexible budget are best for firms that operate in a turbulent market. A fixed budget is much easier to prepare than a flexible budget since it does not require constant revision, whereas flexible budgets are much more complex since the scenarios considered are greater in number. The accuracy of a flexible budget can be easily affected owing to the variability of the business environment the firm is in. Flexible budgets are mostly preferred by firms because they allow the firm to conduct scenario planning and better adjust for unexpected situations.



Flexible budgets reflect the levels of business activity and output to be produced in line with the changes in the business environment, whereas flexible budgets are prepared on the assumption that the future of the business will not be much different from its past.
Flexible budgets allow the managers of the firm to be proactive to the changes that are being forecasted, which gives the firm a definite benefit in being able to protect itself through careful planning and preparation.
On the other hand, fixed budgets do not account for such changes and are too rigid to deal with the sudden changes in activity levels, which may adversely affect the firm.
Fixed budgets are less complicated to prepare in contrast to flexible budgets, which are much more complex, since they keep changing. However, in today’s ever changing environment the use of a flexible budget seems to be a safer bet than the use of a fixed budget since the future is quite unpredictable given the recent global economic conditions.

Utility (or Importance) of Flexible Budget:

The main importance of flexible budget is that it reflects the expenditure appropriate to various levels of output. The expenditure established through a flexible budget is suitable for comparison of the actual expenditure incurred with the budgeted level applicable for that particular level of activity attained.
Following points show the utility or importance of flexible budget:
1. Flexible budget provides a logical comparison of budgeted allowances with the actual cost i.e., a comparison with like basis.
2. Flexible budget reckons operational realities and streamlines control function and profit planning. It gives balanced perspective on comparison. When flexible budget is prepared, actual cost at actual activity is compared with budgeted cost at actual activity i.e., two things to a like basis.
3. Flexible budget recognises concept of variability and provides logical comparison of expenditure with actual expenditure as a means of control.
4. With flexible budget, it is possible to establish budgeted cost for any range of activity.
5. A flexible budget is very useful for purposes of budgetary control because it corresponds with changes in the level of activity.
6. It is helpful in assessing the performance of departmental heads because their performance can be judged in relation to the level of activity attained by the organisation.
7. Cost ascertainment at different levels of activity is possible because a flexible budget is prepared for various levels of activity.
8. It is helpful in price fixation and for sending quotations.

To conclude, a flexible budget is more useful, elastic and practical.

Imputed Costs vs Opportunity Costs.


Opportunity cost is a cost associated with a decision that includes both the explicit and implicit(or imputed) costs. The unique aspect of opportunity cost is that it also includes costs associated with making an alternate decision. The costs associated with an alternative are called implicit costs. The accounting cost of making a decision is called the explicit cost.

While explicit, or accounting, costs are fairly easy to calculate, implicit costs are not as easy. Measuring the cost of the best foregone alternative can be not as easy as anticipated. By reading this Wiki right now, you are paying an implicit cost of your next best alternative. This can and often will be different for everyone. For you, it may be that the next best alternative instead of reading this is watching television. For someone else, it may be surfing the internet.

IMPUTED COST
A cost that is represented by lost opportunity in the use of a company's own resources, excluding cash. These are intangible costs that are not easily accounted for. For example, the time and effort that an owner puts into the maintenance of the company|company rather than working on expansion.

Rights Shares VS Bonus Shares


Bonus shares means new shares given free of cost to all the existing shareholders of the company, in proportion to their holdings. For example, a company announcing bonus issue of 1:5, is issuing one (new) bonus share for every five shares held by the shareholders of the company.

Rights issues are a proportionate number of shares available to all the existing shareholders of the company, which can be bought at a given price (usually at a discount to current market price) for a fixed period of time. For example, a company announcing rights issue of 2:3 at Rs. 100 per share (current share price Rs. 130 per share), is issuing two (new) rights shares for every three shares held by the shareholders of the company at Rs. 100 per share. The rights shares can also be sold in the open market. If not subscribed to, the rights shares lapse on closure of the offer.

Difference between FIFO and LIFT methods of Inventory valuation.

Inventory management is a crucial function for any product-oriented business. "First in, First Out," or FIFO, and "Last in, First Out," or LIFO, are two common methods of inventory valuation among businesses. The system you choose can have profound effects on your taxes, income, logistics and profitability. Here are the major differences between the two. - See more at:

FIFO

Companies operating on the principle of "First in, First Out" value inventory on the assumption that the first goods purchased for resale became the first goods sold. In some cases, this may not be true, as some companies stock both new and old items.
Due to the fluctuations of the economy and the risk that the cost of producing goods will rise over time, businesses using FIFO are considered to be more profitable — at least, on paper. For example, a grocery store purchases milk at regular intervals to stock its shelves. As customers purchase milk, the stockers push the oldest product to the front of the fridge and replace newer milk behind those cartons. The cartons of milk with the nearest expiration dates are thus the ones first sold, whereas the later expiration dates are sold after the older product. This ensures that older products are sold before they perish or become obsolete, and then become profit lost.
Companies that sell perishable products or units subject to obsolescence, such as food products or designer fashions, commonly follow the FIFO method of inventory valuation.
Anil Melwania, CPA with New York accounting firm 212 Tax & Accounting Services, said that because prices rise in the long term, the choice of accounting method can significantly affect valuations.
"FIFO gives us a better indication of the value of ending inventory on the balance sheet, but it also increases net income, because inventory that might be several years old is used to value the cost of goods sold," Melwania told Business News Daily. "Increasing net income sounds good, but remember that it also has the potential to increase the amount of taxes that a company must pay."
For businesses needing to impress investors, this becomes an ideal method of valuation, until the higher tax liability is considered. Because FIFO results in a lower recorded cost per unit, it also records a higher level of pre-tax earnings. And, with higher profits, companies can likewise experience higher taxes.

LIFO

The "Last In, First Out" method of inventory entails using current prices to count a measure called "the cost of goods sold," as opposed to using what was paid for the inventory already in stock. If the price of such goods has increased since the initial purchase, the "cost of goods sold" measure will be higher and thereby reduce profits and tax burdens. Nonperishable commodities like petroleum, metals and chemicals are frequently subject to LIFO accounting.
"LIFO isn't a good indicator of ending inventory value, because the leftover inventory might be extremely old and, perhaps, obsolete," Melwani said. "This results in a valuation much lower than today's prices. LIFO results in lower net income because cost of goods sold is higher. So [there is a] lower taxable income. By using more recent inventory in valuation, your cost basis is higher on current income statements. This reduces gross profit and ultimately net income. This is the implication of LIFO, and many companies prefer LIFO because lower profit reporting means a reduced tax burden."
As an example of how LIFO works, a website development company might purchase a plugin for $30 and then sell the finished product at $50. However, several months later, that asset is increased in price to $35. When the company then writes off profits, it would use the most recent price of $35 as part of LIFO. In tax statements, it would then appear as if the company made a profit of only $15. By using LIFO, a company would appear to be making less money than it actually did, and therefore have to report less in taxes.
The principle of LIFO is highly dependent on how the price of goods fluctuates based on the economy. If a company holds inventory for a long period of time, holding on to product may prove quite advantageous in hedging profits for taxes. LIFO allows for higher after-tax earnings due to the higher cost of goods. At the same time, these companies risk the cost of goods going down in the event of an economic downturn and causing the opposite effect for all previously purchased inventory.


What are intangible assets of a firm ? Why are they shown in the Balance Sheet ? What is meant by amortisation of such assets ? Give reason for the same.

An asset that is not physical in nature. Corporate intellectual property (items such as patents, trademarks, copyrights, business methodologies), goodwill and brand recognition are all common intangible assets in today's marketplace. An intangible asset can be classified as either indefinite or definite depending on the specifics of that asset. A company brand name is considered to be an indefinite asset, as it stays with the company as long as the company continues operations. However, if a company enters a legal agreement to operate under another company's patent, with no plans of extending the agreement, it would have a limited life and would be classified as a definite asset.

While intangible assets don't have the obvious physical value of a factory or equipment, they can prove very valuable for a firm and can be critical to its long-term success or failure. For example, a company such as Coca-Cola wouldn't be nearly as successful were it not for the high value obtained through its brand-name recognition. Although brand recognition is not a physical asset you can see or touch, its positive effects on bottom-line profits can prove extremely valuable to firms such as Coca-Cola, whose brand strength drives global sales year after year.
Why are they shown in the Balance Sheet ?
The balance sheet aggregates all of a company's assets, liabilities, and shareholders' equity. Since an intangible asset is classified as an "asset," it should appear in the balance sheet. However, this is not always the case.
The reason for the variable treatment of intangible assets is that the accounting standards mandate that a business cannot recognise any internally-generated intangible assets (with some exceptions), only acquired intangible assets. This means that any intangible assets listed on a balance sheet were most likely gained as part of the acquisition of another business, or they were purchased outright as individual assets.
For example, if a company conducts expensive research for many years and eventually creates a valuable patent from this research, all of the associated cost is charged to expense as incurred - no intangible asset can be capitalised. However, if the same organisation were to buy the patent from another company, it could recognise the fair value of the patent in its balance sheet, because it bought the patent.
One effect of this accounting treatment is that many corporations that have spent inordinate amounts of cash over the years to develop valuable brands and patents have not capitalised any of the associated costs; their balance sheets do not reflect the real value of their intangible assets. This can be misleading when an outsider is trying to gain an understanding of the value of a business by perusing its financial statements.
Though intangibles do not appear on the balance sheet in many instances, this can also work in favour of a company. First, the entity does not have to absorb an ongoing amortisation charge to reflect the ongoing consumption of the value of these assets, since the entire cost was charged to expense up front. Also, the accounting standards state that a sudden loss in the value of an asset can trigger an impairment charge, which can adversely impact profits. Again, since the cost of these assets was written off up front, the organisation has no intangible assets that could be subject to such a charge.



What is meant by amortisation of intangible assets?

The amortisation of intangibles involves the consistent reduction in the recorded value of an intangible asset over time. Amortisation refers to the write-off of an asset over its expected period of use (useful life).

KEY POINTS[edit]

    • Intangible assets are amortised using the straight line amortization method.
    • Goodwills an intangible asset that is not amortised, but is instead tested for impairment on an annual basis.
    • The economic or useful life of an intangible asset is based on an estimate made 
    • by management and is subject to change under certain market conditions.
For example, ABC International acquires another company, and as a result recognises a customer list asset in the amount of $1,000,000. ABC elects to amortise this intangible asset over the next five years at a rate of $200,000 per year. After one year, the carrying amount of the asset has been reduced to $800,000, but ABC now estimates that the asset has a market value of only $300,000 and a remaining useful life of just two years. Accordingly, ABC incurs a $500,000 impairment charge to write down the value of the asset to $300,000, and then re-sets the associated amortisation to be $150,000 in each of the next two years. After that time, the customer list asset will have a carrying amount of zero in the accounting records of ABC.

Reasons for amortisation

If an intangible asset has a finite useful life, you should amortise it over that useful life. The amount to be amortised is its recorded cost, less any residual value. However, intangible assets are usually not considered to have any residual value, so the full amount of the asset is usually amortised. If there is any pattern of economic benefits to be gained from the intangible asset, then you should adopt an amortisation method that approximates that pattern. If not, the customary approach is to amortise it using the straight-line method.

Once amortisation begins, it is rarely changed unless there is evidence that the value of the intangible asset being amortised has become impaired. If so, there is an immediate write-down in the remaining value of the intangible asset in the amount of the impairment. At that point, you must evaluate whether the useful life of the asset has also changed, and modify the amortisation calculation to incorporate not only the new useful life, but also the remaining (reduced)carrying amount of the asset.

What do you understand by Internal Audit ? How do the functions of an internal auditor differ from that of External Auditor ?

Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization's operations. It helps an organisation accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes.

Internal auditing is a catalyst for improving an organisation's governance, risk management and management controls by providing insight and recommendations based on analyses and assessments of data and business processes. With commitment to integrity and accountability, internal auditing provides value to governing bodies and senior management as an objective source of independent advice. Professionals called internal auditors are employed by organisations to perform the internal auditing activity.



The scope of internal auditing within an organisation is broad and may involve topics such as an organisation's governance, risk management and management controls over: efficiency/effectiveness of operations (including safeguarding of assets), the reliability of financial and management reporting, and compliance with laws and regulations. Internal auditing may also involve conducting proactive fraud audits to identify potentially fraudulent acts; participating in fraud investigations under the direction of fraud investigation professionals, and conducting post investigation fraud audits to identify control breakdowns and establish financial loss.
Internal auditors are not responsible for the execution of company activities; they advise management and the Board of Directors (or similar oversight body) regarding how to better execute their responsibilities. As a result of their broad scope of involvement, internal auditors may have a variety of higher educational and professional backgrounds.
Internal Auditor vs. External Auditor
Internal auditors work within an organisation and report to its audit committee and/or directors. They help to design the company’s organising systems and help develop specific risk management policies. They also ensure that all policies implemented for risk management are operating effectively. The work of the internal auditor tends to be continuous and based on the internal control systems of a business of any size.
External auditors are independent of the organisation they are auditing. They report to the company’s shareholders. They provide their experienced opinion on the truthfulness of the company’s financial statements and perform work on a test basis to monitor systems in place.

The Differences

There are three key differences in the activities of internal and external auditors. Each is discussed in depth below:
Appointment
External auditors are appointed by the shareholders of a company, although this usually comes through discussion with directors. External auditors must be appointed from a different company independent of their own whilst internal auditors are usually employees of the organisation.Keeping clients happy as an external auditors often more difficult than internally as you already know those around you in the second instance.

Objectives
The objectives for an external auditor are usually defined by statute whilst management will set the objectives for internal audits. External auditors generally have free reign to examine and assess every aspect of the system whilst management can pinpoint and highlight certain areas they want internal auditors to focus on. There are various types of internal audit.


Responsibility
External auditors are responsible to the owners of the company which could be anybody from its owners to the shareholders to the government or general public. Internal auditors are responsible solely to the company’s senior management.

Human Resource accounting

Human resources are considered as important assets and are different from the physical assets. 
Physical assets do not have feelings and emotions, whereas human assets are subjected to various types of feelings and emotions. In the same way, unlike physical assets human assets never gets depreciated.
Therefore, the valuations of human resources along with other assets are also required in order to find out the total cost of an organisation. In 1960s, Rensis Likert along with other social researchers made an attempt to define the concept of human resource accounting (HRA).

The American Association of Accountants (AAA) defines HRA as follows: ‘HRA is a process of identifying and measuring data about human resources and communicating this information to interested parties’.

Training methods 


Different methods of training are as follows

  1. On the job training (OJT)
    In this method a trainee is placed on the job and then taught the necessary skills to perform his job. Thus in this method the trainee learns by observing and handling the job under the guidance and supervision of instructor or a supervisor. Thus it is also called the learning by doing method. Techniques like coaching, committee assignments and job rotation fall under this method. Job instruction training, (JIT) is also a popular form of the job training. JIT is used for imparting or improving motor skills with routine and repetitive operations. While on the job training allows a trainee to learn in the real environment and handled real machines. It is also cost effective as no extra space equipment personnel or other training facilities are required for imparting this training. The employees also learn the procedures and rule and regulations in this training. There are some limitations also in this method. The noise at the real work places makes it difficult for the new employee to concentrate and there is danger that the employee under training might cause damage to equipment or other material.
  2. Vestibule training
    In this method a training centre which is known as vestibule is set up where real job conditions are created and expert trainers train the new employees with equipment and machines that a identical with the ones that employees will be using at their work place. This allows the trainees to concentrate on their training because there is no noise of the real work place. As the same time the interest of the employee remains quite high as real work place conditions are simulated in this training. It also saves new employees from a possible injury or any damage to the machines at the real work place. Vestibule training is beneficial for training a large number of employees in a similar type of job. But vestibule training involves the lot of expenditure as experts trainers along with the class room and equipment are required to simulate the real work place environment which is very difficult to create
  3. Apprenticeship
    It is the oldest and most commonly used method of training in technical areas and crafts and trades where the skills of the job are learnt over a long period of time. The industrial training institutes (ITI) provide this kind of training in India. The apprenticeship act 1962 requires the employers in certain industries to train a particular number of persons in specific trades. For trades like mechanist, tool makers, carpenters weaver, Jeweller, Engraver, this type of training is very helpful. Apprenticeship helps in maintaining a skilled work force and is a combination of both theory and practical. It also results in high level of loyalty by the employees and increases their chances for growth but it is time consuming and extensive method. Many persons leave this training in between because of the long training duration.
  4. Class room training
    It is provided in company class rooms or educational institution through lectures audio visual aids, case studies and group discussion. It is very helpful and teaching problems solving skills and new concepts. It is also useful in orientations and safety training programs. For teaching new technologies to software professionals, class room training is often used.
  5. Internship
    It involves training the colleges or universities pass outs about the practical aspects of their study. This method of training provides a chance to the students to implement the theoretical concepts that they have learnt during their study. Thus it balances the theoretical and practical aspects of the study. Professional likes chartered accountants, MBA’s, company secretaries and doctors are given training through this method.

Define and discuss the need for Human Resource Planning in an organisation. Briefly discuss various approaches to HRP

Need for and Importance of HRP:
The need for human resource planning in organisation is realised for the following reasons:
1. Despite growing unemployment, there has been shortage of human resources with required skills, qualification and capabilities to carry on works. Hence the need for human resource planning.
2 Large numbers of employees, who retire, die, leave organisations, or become incapacitated because of physical or mental ailments, need to be replaced by the new employees. Human resource planning ensures smooth supply of workers without interruption.
3. Human resource planning is also essential in the face of marked rise in workforce turnover which is unavoidable and even beneficial. Voluntary quits, discharges, marriages, promo­tions and seasonal fluctuations in business are the examples of factors leading to workforce turnover in organisations. These cause constant ebb and flow in the work force in many organisations.
4. Technological changes and globalisation usher in change in the method of products and distribution of production and services and in management techniques. These changes may also require a change in the skills of employees, as well as change in the number of employ­ees required. It is human resource planning that enables organisations to cope with such changes.
5. Human resource planning is also needed in order to meet the needs of expansion and diver­sification programmes of an organisation.
6. The need for human resource planning is also felt in order to identify areas of surplus personnel or areas in which there is shortage of personnel. Then, in case of surplus personnel, it can be redeployed in other areas of organisation. Conversely, in case of shortage of personnel, it can be made good by downsizing the work force.
Human resource planning is important to organisation because it benefits the organisation in several ways.
Various approaches to HRP
1. Quantitative Approach
It is also known as top down approach of HR planning under which top level make and efforts to prepare the draft of HR planning. It is a management-driven approach under which the HR planning is regarded as a number's game. It is based on the analysis of Human Resource Management Information System and HR Inventory Level. On the basis of information provided by HRIS, the demand of manpower is forecasted using different different quantitative tools and techniques such as trend analysis, mathematical models, economic models, market analysis, and so on. The focus of this approach is to forecast human resource surplus and shortages in an organisation. In this approach major role is played by top management.

2. Qualitative Approach
This approach is also known as bottom up approach of HR planning under which the subordinates make an effort to prepare the draft of HR planning.Hence, it is also called sub-ordinate-driven approach of HR planning. It focuses on individual employee concerns. It is concerned with matching organisational needs with employee needs. Moreover, it focuses on employee's training, development and creativity. Similarly, compensation, incentives, employee safety, welfare, motivation and promotion etc. are the primary concerns of this approach. In this approach, major role is played by lower level employees.

3. Mixed Approach

This is called mixed approach because it combines both top-down and bottom-up approaches of HR planning. In fact, the effort is made to balance the antagonism between employees and the management. Hence, it tends to produce the best result that ever produced by either of the methods. Moreover, it is also regarded as an Management By Objective(MBO) approach of HR planning. There is a equal participation of each level of employees of the organisation.

Define and differentiate between Job Analysis, Job Description and Job Evaluation. Select an appropriate job evaluation method and create a plan for evaluating jobs of scientists in different grades.

Job Analysis:
Job analysis is the process of gathering and analysing information about the content and the human requirements of jobs, as well as, the context in which jobs are performed. This process is used to determine placement of jobs. Under NU Values the decision-making in this area is shared by units and Human Resources. Specific internal approval processes will be determined by the unit's organisational leadership.
Job analysis defines the organisation of jobs within a job family. It allows units to identify paths of job progression for employees interested in improving their opportunities for career advancement and increasing compensation.

Job Description:
The job description is a written statement that describes the work that is to be done and the skills, knowledge and abilities needed to perform the work. Each job has a description identifying the duties, qualifications, decision-making, interactions, supervision received/exercised and impact of the position. Where necessary, the description also includes special physical or patient care requirements.
Job Evaluation:
A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organisation. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure.
Job evaluation needs to be differentiated from job analysis. Job analysis is a systematic way of gathering information about a job. Every job evaluation method requires at least some basic job analysis in order to provide factual information about the jobs concerned. Thus, job evaluation begins with job analysis and ends at that point where the worth of a job is ascertained for achieving pay equity between jobs.
Job Analysis VS Job Description VS Job Evaluation
BASIS OF COMPARISON
JOB ANALYSIS
JOB DESCRIPTION
JOB EVALUATION
Meaning
A deep research on a particular job to ascertain every small details about it, is known as Job Analysis.
A comprehensive job summary depicting the job contents in short but in an exhaustive manner.
Job Evaluation is an attempt of assessing the relative utility of a particular job in an organisation.
What is it?
Process
Statement
Process
Concept
A process of determining all the necessary requirements and aspects of a job.
A concise statement of what a job demands.
A process to evaluate and assess.
Incorporates
Tasks, responsibilities, skill, abilities, working conditions and adaptabilities of a certain job.
Duties and Responsibilities, authority, purpose and scope of a specific job.
Non-Analytical system and Analytical system.
Mode
Oral or Written
Written
Oral or Written
Advantage
Helpful in Recruitment and Selection of manpower
Helpful in ascertaining whether an applicant is eligible as per the set standards.



Helps in removing inequalities in the wage system, making a comparative analysis of each job etc.






What is 'Product Life Cycle' ? How Marketing Mix Decisions have to
be adjusted at different stages of PLC (Product Life Cycle) ?

The theory of a product life cycle was first introduced in the 1950s to explain the expected life cycle of a typical product from design to obsolescence, a period divided into the phases of product introduction, product growth, maturity, and decline. The goal of managing a product's life cycle is to maximise its value and profitability at each stage. Life cycle is primarily associated with marketing theory.
INTRODUCTION
This is the stage where a product is conceptualised and first brought to market. The goal of any new product introduction is to meet consumers' needs with a quality product at the lowest possible cost in order to return the highest level of profit. The introduction of a new product can be broken down into five distinct parts:
  • Idea validation, which is when a company studies a market, looks for areas where needs are not being met by current products, and tries to think of new products that could meet that need. The company's marketing department is responsible for identifying market opportunities and defining who will buy the product, what the primary benefits of the product will be, and how the product will be used.
  • Conceptual design occurs when an idea has been approved and begins to take shape. The company has studied available materials, technology, and manufacturing capability and determined that the new product can be created. Once that is done, more thorough specifications are developed, including price and style. Marketing is responsible for minimum and maximum sales estimates, competition review, and market share estimates.
  • Specification and design is when the product is nearing release. Final design questions are answered and final product specs are determined so that a prototype can be created.
  • Prototype and testing occur when the first version of a product is created and tested by engineers and by customers. A pilot production run might be made to ensure that engineering decisions made earlier in the process were correct, and to establish quality control. The marketing department is extremely important at this point. It is responsible for developing packaging for the product, conducting the consumer tests through focus groups and other feedback methods, and tracking customer responses to the product.
  • Manufacturing ramp-up is the final stage of new product introduction. This is also known as commercialisation. This is when the product goes into full production for release to the market. Final checks are made on product reliability and variability.
In the introduction phase, sales may be slow as the company builds awareness of its product among potential customers. Advertising is crucial at this stage, so the marketing budget is often substantial. The type of advertising depends on the product. If the product is intended to reach a mass audience, than an advertising campaign built around one theme may be in order. If a product is specialised, or if a company's resources are limited, then smaller advertising campaigns can be used that target very specific audiences. As a product matures, the advertising budget associated with it will most likely shrink since audiences are already aware of the product.
Techniques used to exploit early stages make use of penetration pricing (low pricing for rapid establishment) as well as "skimming," pricing high initially and then lowering price after the "early acceptors" have been lured in.
GROWTH
The growth phase occurs when a product has survived its introduction and is beginning to be noticed in the marketplace. At this stage, a company can decide if it wants to go for increased market share or increased profitability. This is the boom time for any product. Production increases, leading to lower unit costs. Sales momentum builds as advertising campaigns target mass media audiences instead of specialised markets (if the product merits this). Competition grows as awareness of the product builds. Minor changes are made as more feedback is gathered or as new markets are targeted. The goal for any company is to stay in this phase as long as possible.
It is possible that the product will not succeed at this stage and move immediately past decline and straight to cancellation. That is a call the marketing staff has to make. It needs to evaluate just what costs the company can bear and what the product's chances for survival are. Tough choices need to be made—sticking with a losing product can be disastrous.
If the product is doing well and killing it is out of the question, then the marketing department has other responsibilities. Instead of just building awareness of the product, the goal is to build brand loyalty by adding first-time buyers and retaining repeat buyers. Sales, discounts, and advertising all play an important role in that process. For products that are well-established and further along in the growth phase, marketing options include creating variations of the initial product that appeal to additional audiences.
MATURITY
At the maturity stage, sales growth has started to slow and is approaching the point where the inevitable decline will begin. Defending market share becomes the chief concern, as marketing staffs have to spend more and more on promotion to entice customers to buy the product. Additionally, more competitors have stepped forward to challenge the product at this stage, some of which may offer a higher-quality version of the product at a lower price. This can touch off price wars, and lower prices mean lower profits, which will cause some companies to drop out of the market for that product altogether. The maturity stage is usually the longest of the four life cycle stages, and it is not uncommon for a product to be in the mature stage for several decades.
A savvy company will seek to lower unit costs as much as possible at the maturity stage so that profits can be maximised. The money earned from the mature products should then be used in research and development to come up with new product ideas to replace the maturing products. Operations should be streamlined, cost efficiencies sought, and hard decisions made.
From a marketing standpoint, experts argue that the right promotion can make more of an impact at this stage than at any other. One popular theory postulates that there are two primary marketing strategies to utilise at this stage—offensive and defensive. Defensive strategies consist of special sales, promotions, cosmetic product changes, and other means of shoring up market share. It can also mean quite literally defending the quality and integrity of your product versus your competition. Marketing offensively means looking beyond current markets and attempting to gain brand new-buyers. Relaunching the product is one option. Other offensive tactics include changing the price of a product (either higher or lower) to appeal to an entirely new audience or finding new applications for a product.
DECLINE

This occurs when the product peaks in the maturity stage and then begins a downward slide in sales. Eventually, revenues will drop to the point where it is no longer economically feasible to continue making the product. Investment is minimised. The product can simply be discontinued, or it can be sold to another company. A third option that combines those elements is also sometimes seen as viable, but comes to fruition only rarely. Under this scenario, the product is discontinued and stock is allowed to dwindle to zero, but the company sells the rights to supporting the product to another company, which then becomes responsible for servicing and maintaining the product.

Marketing Mix Decisions at different stages of PLC

A product life cycle is the typical stages a product goes through during its lifetime. The product life cycle is broken down into five different stages, which include the development, introduction, growth, maturity and decline stages of the product. Characteristics for each stage differ and in response to the different needs of the product as it moves through its life cycle, the market mix (various marketing tactics) used during these stages differ as well. Understanding the product life cycle can help business owners and marketing managers plan a marketing mix to address each stage fully.
Development Stage
During the development stage, the product may still be just an idea, in the process of being manufactured or not yet for sale. In this stage, the marketing mix is in the planning phase, so rather than implementing marketing strategies, the product producer is researching marketing methods and planning on which efforts the company intends on using to launch the product. The marketing mix for this stage includes ways to bring awareness of the product to potential customers through marketing campaigns and special promotions.
Introduction Stage
As the product hits the market, it enters the introduction stage of the product life cycle. Because it is a new product that customers are not yet aware of, the product sales during the introduction stage are generally low. At this time, marketing expenses are generally high because it requires a lot of effort to bring awareness to the product. The marketing mix during this stage of the product life cycle entails strategies to establish a market and create a demand for the product.
Growth Stage
As customers become aware of the product and sales increase, the product enters into the growth stage of the product life cycle. Marketing tactics during the growth stage requires branding that differentiates the product from other products in the market. Marketing the product involves showing customers how this product benefits them over the products sold by the competition; also known as building a brand preference.
Maturity Stage
As the product gains over its competition, the product enters the maturity stage of the product life cycle. The marketing mix during this stage involves efforts to build customer loyalty, typically accomplished with special promotions and incentives to customers who switch from a competitor's brand.
Decline Stage
Once a product market is over saturated, the product enters into the decline stage of the product life cycle. This is the stage where the marketing mix and marketing efforts decline. If the product generated loyalty from customers, the company can retain customers during this stage, but does not attract new sales from new customers. For the marketing mix that remains during the decline stage, the focus is generally on reinforcing the brand image of the product to stay in a positive light in the eyes of the product's loyal customers.

Define Marketing Management. Discuss its importance and scope in today's dynamic competitive environment.

Marketing management is the organisational discipline which focuses on the practical application of marketing orientation, techniques and methods inside enterprises and organisations and on the management of a firm's marketing resources and activities.

Marketing management facilitates the activities and functions which are involved in the distribution of goods and services.
According to Philip Kotler, “Marketing management is the analysis, planning, implementation and control of programmes designed to bring about desired exchanges with target markets for the purpose of achieving organisational objectives.
It relies heavily on designing the organisations offering in terms of the target markets needs and desires and using effective pricing, communication and distribution to inform, motivate and service the market.” Marketing management is concerned with the chalking out of a definite programme, after careful analysis and forecasting of the market situations and the ultimate execution of these plans to achieve the objectives of the organisation.
Further, their sales plans to a greater extent rest upon the requirements and motives of the consumers in the market. To achieve this objective, the organisation has to pay heed to the right pricing, effective advertising and sales promotion, distribution and stimulating the consumers through the best services.
To sum up, marketing management may be defined as the process of management of marketing
programmes for accomplishing organisational goals and objectives. It involves planning, implementation and control of marketing programmes or campaigns.

Importance and scope of Marketing Management:
Marketing management has gained importance to meet increasing competition and the need for improved methods of distribution to reduce cost and to increase profits. Marketing management today is the most important function in a commercial and business enterprise.
The following are the other factors showing importance of the marketing management:
(i) Introduction of new products in the market.
(ii) Increasing the production of existing products.
(iii) Reducing cost of sales and distribution.
(iv) Export market.
(v) Development in the means of communication and modes of transportation within and outside the country.
  1. Rise in per capita income and demand for more goods by the consumers.

The scope of marketing deals with the question, ‘what is marketed?’ According to Kotler, marketing people are involved with ten types of entities.
1. Goods:
Physical goods constitute the major part of a country’s production and marketing effort. Companies market billions of food products, and millions of cars, refrigerators, television and machines.
2. Services:
As economies advance, a large proportion of their activities is focused on the pro­duction of services. Services include the work of airlines, hotels, car rental firms, beauticians, software programmers, management consultants, and so on. Many market offerings consist of a mix of goods and services. For example, a restaurant offers both goods and services.
3. Events:
Marketers promote events. Events can be trade shows, company anniversaries, entertainment award shows, local festivals, health camps, and so on. For example, global sporting events such as the Olympics or Common Wealth Games are promoted aggressively to both companies and fans.
4. Experiences:
Marketers create experiences by offering a mix of both goods and services. A product is promoted not only by communicating features but also by giving unique and interesting experiences to customers. For example, Maruti Sx4 comes with Bluetooth technology to ensure connectivity while driving, similarly residential townships offer landscaped gardens and gaming zones.
5. Persons:
Due to a rise in testimonial advertising, celebrity marketing has become a business. All popular personalities such as film stars, TV artists, and sportspersons have agents and personal managers. They also tie up with PR agencies for better marketing of oneself
6. Places:
Cities, states, regions, and countries compete to attract tourists. Today, states and coun­tries are also marketing places to factories, companies, new residents, real estate agents, banks and business associations. Place marketers are largely real estate agents and builders. They are using mega events and exhibitions to market places. The tourism ministry is also aggressively promoting tourist spots locally and globally.
7. Properties:
Properties can be categorised as real properties or financial properties. Real property is the ownership of real estates, whereas financial property relates to stocks and bonds. Properties are bought and sold through marketing.
Marketing enhances the need of ownership and creates possession utility. With improving income levels in the economy, people are seeking better ways of saving money. Financial and real property marketing need to build trust and confidence at higher levels.
8. Organisations:
Organisations actively work to build image in the minds of their target public. The PR department plays an active role in marketing an organisation's image. Marketers of the services need to build the corporate image, as exchange of services does not result in the owner­ship of anything. The organisation's goodwill promotes trust and reliability. The organisation's image also helps the companies in the smooth introduction of new products.
9. Information:
Information can be produced and marketed as a product. Educational institutions, encyclopaedias, non-fiction books, specialised magazines and newspapers market information. The production, packaging, and distribution of information is a major industry. Media revolution and increased literacy levels have widened the scope of informa­tion marketing.
10. Idea:

Every market offering includes a basic idea. Products and services are used as platforms for delivering some idea or benefit. Social marketers widely promote ideas. Maruti Udyog Limited promoted safe driving habits, need to wear seat belts, need to prohibit children from sitting near the driver’s seat, and so on.

Auto regressive models


A stochastic process used in statistical calculations in which future values are estimated based on a weighted sum of past values. An autoregressive process operates under the premise that past values have an effect on current values. A process considered AR(1) is the first order process, meaning that the current value is based on the immediately preceding value. An AR(2) process has the current value based on the previous two values.
Autoregressive processes are used by investors in technical analysis. Trends, moving averages and regressions take into account past prices in an effort to create forecasts of future price movement. One drawback to this type of analysis is that past prices won't always be the best predictor of future movements, especially if the underlying fundamentals of a company have changed.

Step function


In mathematics, a function on the real numbers is called a step function (or staircase function) if it can be written as a finite linear combination of indicator functions of intervals. Informally speaking, a step function is a piecewise constant function having only finitely many pieces. The graph of a step function looks like a series of small steps.
(q) More than type ogive
(r) Subjectivist's criterion in decision making
(s) Double sampling
Double sampling is a sampling method which makes use of auxiliary data where the auxiliary information is obtained through sampling. More precisely, we first take a sample of units strictly to obtain auxiliary information, and then take a second sample where the variable(s) of interest are observed. It will often be the case that this second sample is a subsample of the preliminary sample used to acquire auxiliary information.
The double sampling method was developed as a modification of the weight-estimate method, to attempt to overcome the lack of precision among observers and the possibility of unchecked drift in an individual's estimate of biomass over time. In concordance with the weight-estimate method, data is collected by using defined weight-units for each species to visually estimate the biomass in each quadrant. However, a small second calibration data set is also collected, by clipping and weighing selected quadrants after estimation. Regression analysis is used to compare estimated and harvested values of the calibration samples, to determine if tended to underestimate or overestimate the visual estimation, and to provide the appropriate adjustments to be made to all field samples.
The number of samples selected for the calibration data set depends on the observer's ability to furnish accurate visual estimates, the sample variance of biomass estimates, the diversity of species on the site, and time restrictions. Ideally, calibration data should encompass the range of biomass values and the majority of species encountered during sampling. Fewer calibration samples are needed when the observer's visual estimates closely reflect harvested weights. However, the observer's proficiency cannot be confirmed until after the calibration quadrants are clipped and weighed! Clipping one out of every 5 - 10 quadrants for inclusion in the calibration data set provides a reliable calibration in most situations.
Data is usually collected form multiple quadrants located along a transect, so that the transect is the sample unit. Therefore, data must be collected from several transects to determine the precision of the sample, for statistical analysis of biomass data.
The double sampling method is regularly used to determine biomass in range inventory or monitoring programs. It is a little slower than the weight-estimate method and still requires extensive training in the preliminary stages, but these disadvantages are well compensated by improvements in accuracy and precision. By only clipping a selection of quadrants, it is more efficient than harvesting to determine biomass.

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