Name:

Enrolment No:

UNIVERSITY OF PETROLEUM AND ENERGY STUDIES

End Semester Examination, December 2022
Course: Marketing Management Semester: I
Program: MBA (All programs) Time: 03 hrs.
Course Code: MKTG 7001 Max. Marks: 100

SECTION A
10Qx2M = 20Marks
S. N. Marks CO
Q1 The number of product lines offered by a firm is known as its _____________.
(i) a) Product breadth b) Product assortment 2 CO1
c) Product depth d) Product mix
(ii) Which of the following is true:
a) Information search comes before decision, but after need identification.
b) Need identification comes after information search, but before decision.
2 CO1
c) Need identification comes after decision, but before purchase.
d) Evaluation of alternatives comes after Need identification, but before information
search.
(iii) Which of the following is the correct sequence for market research?

a) Define the problem, collect data, analyze the finding, develop a research plan,
present the findings
b) Define the problem, develop a research plan, analyze the finding, collect data,
present the findings 2 CO1
c) Define the problem, develop a research plan, analyze the finding, present the
findings, collect data
d) Define the problem, develop a research plan, collect data, analyze the findings,
present the findings
(iv) Nestle sells various products such as noodles, soups, sauces, and other cooking aids
under the single brand name ‘Maggi’. This marketing practice is typically known as:
2 CO1
a) Umbrella Branding b) Surrogate Advertising
c) Corporate Branding d) Diffusion of Innovation

(v) User-generated content is related to which of the following element of marketing

mix:
2 CO1
a) Product b) Price c) Place d) Promotion
(vi) SBU is defined on dimensions of:
a.) Customer group, Customer need, Customer attitude
b.) Customer attitude, Customer behavior, Customer perception 2 CO1
c.) Technology, Customer need, customer group
d.) Customer group, Customer need, Customer perception

(vii) If the aim of the promotion to introduce a new consumer product is to achieve high
awareness levels, the firm will most likely make heavy use of ___________ in the
promotional mix. 2 CO1

a) Advertising b) Personal Selling c) Publicity d) Sales Promotion

(viii) Young girls customizing their own barbie dolls is an example of:
a) Niche market b) Mass market 2 CO1
c) Local market d) Individual market

(ix) Decoding buyer’s ‘black box’ may become a challenging task for marketers because:
a) Consumers may lie about their buying intentions
b) Consumers may hide their buying intentions 2 CO1
c) Consumers themselves may not have an accurate assessment of their buying
intention
d) All of the above
(x) Repositioning is ______________.
a) New products that create an entirely new market
b) New products that allow a company to enter an established market for the first time 2 CO1
c) New products that supplement established product lines (packages sizes, flavors,
and so on)
d) Existing products that are targeted to new markets or market segments
SECTION B
4Qx5M = 20 Marks
Q2 Discuss how online, mobile, and social media tools are changing the selling and
5 CO2
marketing function.

Q3 Most companies produce a product line rather than a single product. Why is this?
5 CO2
Justify with a suitable example.

Q4 “Distribution channels and their functions are unnecessary in modern technology-

5 CO2
driven business scenario.” Do you agree? Explain.

Q5 What decisions must be made once a company decides to go ahead with

5 CO2
commercialization for a new product?
 SECTION C
3Qx10M = 30 Marks
Q6 Why are marketers interested in social factors such as the consumer’s social roles and
status, and what dimensions do they use to measure them? Describe your social factors
10 CO3
along those dimensions and identify consumption-related activities based on your
social factors.

Q7 “Product positioning is the process of deciding and communicating how a company

wants its target customers to think and feel about its product.” Analyze this statement
with the help of examples. Explain the positioning of the following brands/products: 10 CO3
(a) Royal Enfield (b) LinkedIn
(c) Tesla (d) One Plus

Q8 Imagine you have been tasked with setting the advertising budget for two brands. The
first one is a new brand struggling to gain a market share, as few consumers have
heard of it or tried it. The second brand is more mature and established. How would
you set the budgets and how might market share concerns have an impact on your
decision?
OR 10 CO3
You are a Digital Brand Manager for an aviation company, and you would like the
approval of senior management for investment in YouTube advertising instead of
traditional advertising. You have fifteen minutes to present your argument to the
board. Outline the essence of your arguments and action plan for YouTube
advertising.

SECTION D
2Qx15M = 30 Marks
Q9 Discuss adoption process of Covid vaccines by Indians and suggest future branding
15 CO4
strategies of vaccines for companies to gain competitive advantage.

Q10 Read the text and answer the questions that follow:
India Inc clearly divided over super apps to reach their customers
15 CO4
Though the Tatas are betting on its super app Tata Neu, experts say super apps work
best in regulated markets like China
The Tata Group, launched its all-in-one app Tata Neu
Corporate India is clearly divided over the best way to reach their customers — should
they build a one-stop super app straddling various segments, or should they have
standalone apps with focus on ease of usage?
The Tata Group, which launched its app Tata Neu yesterday and also Paytm have
chosen the former, while telecom major Bharti Airtel has gone for the latter model.
Building digital platforms has become a big focus for large companies to build
valuations which can be monetised at hefty premiums.
Tata Neu will offer a range of services from travel to groceries to electronics, hotel
stays, jewellery, financial services, and so on. It will have a customer base of 120
million and an 80-million app footprint across digital assets.
Bharti Airtel, on the other hand, already has 184 million monthly active users across
its three digital assets —Wynk Music, Airtel Thanks (used to manage and pay for
mobile and broadband connections) and Airtel Xtreme, which is an OTT platform
offering movies and content. Its premium version has already bagged 600,000 paid
subscribers in the first month of its launch.
Super apps caught the world’s fancy after the runaway success of messenger service,
WeChat, in China, which is used by 83 per cent of the country’s population for
multiple services such as the buying of air tickets, paying of bills, ride-sharing,
amongst others. However, while super apps have been popular in Asia (such as Alipay
in China, car-hailing company Grab in Singapore or search engine Naver in South
Korea), they have not taken off in the West.
Executives in Airtel point out that super apps work only in highly regulated markets
like China where global players are not allowed to enter and customers have limited
choice. It is difficult to pull it off in a country like India, they say.
A senior executive of the company had earlier said that there was a marketing logic
that works against super apps. “Marketing guru Jack Trout had said in his book
‘Positioning’, that a brand stands for one thing in a customer’s mind. So Spotify means
music. If it were also into messaging or payments, it would not have been there,” he
had said. He also pointed out that what is important is simplicity and ease of usage.
Says Ankur Bisen, senior partner heading consumer, food and retail business in
consultancy firm Technopak, “There is no point of reference around the world (except
China, which is a closed market) on whether super apps will succeed or not. But it
will be a big boys’ club and can be pulled through by big players like Tatas or Reliance
which can make the investments.”
But, clearly, super apps spell advantages for those who already have a big consumer
play such as the Tatas. For one, it increases customer stickiness — they may not want
to go anywhere else if everything they want is available on the super app.
Two, it provides a larger customer base to those on the super app and the cost of
acquisition of new customers goes down. It also offers third party mini apps the
opportunity to join a super app to reduce the cost of customer acquisition since they
can piggy-back on the large and active customer base.
The other big player, Reliance, is still sitting on the fence on this issue. It does not call
its MyJio app a super app, even though many of its 25 individual apps have been
integrated into it. MyJio has a bevy of offerings from Saavn, Jio Mart, Jio Health as
well as payments for all communication services, and boasts of over 300 million
subscribers.
Reliance has also acquired the Just Dial app, which offers search services in travel,
beauty, rentals, and so on. However, unlike what the Tatas plan to do, Reliance does
not offer customers points and benefits for those using its apps.
Analysts point out that a super app could increase the possibility of unfair competition,
which is one reason it has not taken off in the West. For instance, when third party
players join a super app (there was news that Walmart was in talks to buy a stake in
Tata Neu, although the Tatas declined to comment), it could marginalise those who
don’t. Also, as in app stores, super apps could reject certain companies, raising
contentious challenges

Q1. Do you think Indian consumers would be more motivated to buy through super
apps? Do a perception analysis of Indian consumers for TATA nue, AIRTEL, MY
JIO.