Tell us about the most difficult negotiation that you've participated in. What was your role? How did you influence the success or failure of the negotiations?

2526

Do you have any idea about the 27th or latest public sector bank in India?

980

What is the FDI limit in Insurance sector?

1078

How will you define the role of SEBI?

1021

How does a marketing representative maintain long lasting relationships with customers?

1092

a depository bank is held where either in company's exist country or foreign country and how depository work with investor and how investor has to pay share price. please reply me quick because tomorrow my presentation so please........... alok

1918

What is the role of a clerk / PO / Officer in bank?

1046

6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?

2153

describe a project or activity that highlight your leadership skills.

2123

Dealer management in the automoblie company?explain?

2035

What all ways a bill collector can collect his debt from a customer?

1108

How do you deal with rejection? : insurance cold calling

545

how u choose commerce as a stream

6051

What are the different types of Securities Market?

1100

What is a premium'? : insurance sales

559