My MCQ

MCQ’s Introduction to Strategic Cost Management
INTRODUCTION TO STRATEGIC COST

MANAGEMENT
CHAPTER 1
Question 1: Which of the following are the disadvantages of traditional cost

management?
i. It ignores competition, market growth and customer requirement.
ii. Excessive focus on cost reduction, broad cost reduction leads to inferior quality
iii. Relies only on financial data (historic in nature), hence dynamics of marketing and
economics are ignored
iv. Reactive in approach, it serves a corrective function instead of preventive function
A i,ii and iv B i and ii only
C ii and iii only D All of the above
Question 2: Out of followings which are the aspects that Traditional Cost Management
failed to address –
i. Use-case of cost information
ii. Activity Based Costing
iii. Qualitative aspects of cost management
A i and ii only B i and iii only
C ii and iii only D All of i,ii and iii
Question 3: A Business model should contain which three components out of those stated
below –
i. Customer value proposition ii. Profit formula
iii. Impact factor iv. Key resources and processes
A i,ii and iii only B i, ii and iv only
C i, iii and iv only D ii, iii and iv only
Question 4: John W Fabrics considering the decisions regarding segmentation.

Management Accountant raised and said it was acknowledged that managerial discretion
and judgment determine which markets are selected and targeted and which others are
ignored. In order for market segmentation to be effective, all segments must be –
1.1
A Distinct, Artistic, Measurable and Profitable
B Distinct, Accessible, Measurable and Profitable
C Desperate, Accessible, Many, and Profitable
D Distinct, Accessible, Measurable and Popular
Question 5: Technological advancement, especially digital technologies has capability to

change business model in addition substantial bearing on cost. Correctly match the items
of following sets i.e., technological advancement and scope thereof-
i. Automation A. Using technology to perform new task or process
ii. Extension B. Use of technology that revamp the products and services
in addition to its process and culture
iii. Transformation C. Replacement of humans with technology
iv. Revolution D. Use of new technology that revamp the products and
services in addition to its process and culture
A i-C, ii-A, iii-D, and iv-B B i-C,ii-A,iii-B, and iv-D
C i-B,ii-A,iii-D, and iv-C D i-B,ii-D,iii-A, and iv-C
Question 6: XYZ Hospitals of emerged as Europe’s forecast integrated healthcare

services provider and has a robust presence across the healthcare ecosystem. Which one
of the following is more likely to relate to XYZ’s Value Statement?
A to bring healthcare of international standards within the reach of every individual
B Be the global leader in cutting-edge Robotic Surgery
C Develop innovative programs and services to meet the unique needs of patients
D Practice the safest, most equitable and effective medical care
Question 7: To cope with hyper competition, companies need to develop which of the
following-
i. Speed and flexibility in strategic decision making
ii. Creating sustainable competitive advantage
iii. Making unexpected decisions that were not anticipated by the market
iv. Shift the rules of the market by making fundamental changes to its working
1.2
A i and ii B i and iii C i,ii and iii D i,iii and iv
Question 8: Which of the following is not a part of the customer segment profile that is
done as part of the value proposition canvas-
A Customer Jobs B Customer Profitability
C Customer Pains D Customer Gains
Question 9: Out of following statements which are correctly depicts the features of
Strategic Cost Management (SCM)-
i. SCM is use-case of cost information for decision making
ii. SCM is reactive approach
iii. Scope of SCM is wide enough to allow it to emphasis on product differentiation apart
from cost containment
C ii and iii only D All of i, ii and iii
Question 10: Strategic Cost management (SCM) is the implementation of cost

management techniques to sustain and improve the company’s strategic position as well as
reduce costs. The three important pillars of SCM are –
A Strategic positioning, value chain analysis and business environment analysis
B Cost driver analysis, strategic positioning and value chain analysis
C Value chain analysis, strategic positioning and performance analysis
D Strategic Positioning, value proposition analysis and business environment analysis
Question 11: Modern Furniture Limited (MFL) is considering the need, resource outlay
and expected benefit to draw the value proposition canvas for its business. Since MFL is
already using business model canvas hence the proposer try to convince the board by
emphasis that the value proposition canvas is …………..to the business model canvas.
A Substitute B Extension C Plugin D New Version
Question 12: A product that holds high market share in a market experiencing high rates
of growth would be considered what type of product according to the BCG matrix?
1.3
A Star B Cash Cow
C Dog D Question mark
Question 13: Correctly match the items of following sets i.e. evolution of cost and
objective thereof –
i. Cost Ascertainment A. Cost Reduction
ii. Cost Control B. Recording of Cost
iii. Traditional cost management C. Aligning costs to strategies
iv. Strategic Cost Management D. Containment of Cost
A i-A, ii-B, iii-C, and iv-D B i-C, ii-A, iii-B, and iv-D
C i-B, ii-A, iii-D, and iv-C D i-B, ii-D, iii-A, and iv-C
Question 14: Out of followings which are the correct statements above Osterwalder’s
Business Model Canvas-
i. Business’s value propositions shall be oriented to the capabilities of business
ii. Key activities are critical for absorbing the cost of supporting activities.
iii. Key resources has implication in determining activity level
C ii and iii only D All of i, ii and iii
Question 15: Value Proposition canvas is based on which of the following elements of the
business model canvas?
A Customer Segment, Key Activities B Value Proposition, Cost Structure
C Customer Segment, Channel D Value Proposition, Customer Segment
Question 16: The technique of “Management by wandering around” is concerned with

which of following leadership aspects of management accountant.
i. Communication
ii. Decision Making
A Both of i and ii B Only with i
C Only with ii D None of i and ii
1.4
Question 17: Management Accountant expected to make ethical decision and effective
communication in role of leader. Identify the correct set of reasons out of following why
do Management Accountant make irrational decisions –
i. Not listening to others (& their perspective)
ii. Enthusiasm to quickly get to the end of the analysis process
iii. Changing business dynamics
iv. Superficial understanding of facts
A i, ii and iii B ii, iii and iv C iii, iv and i D iv, i and ii
Question 18: Which of the following statements is correct about Strategic Cost
Management?
\
A Allocation of cost is based on volume (per unit produced)
B Has a short term focus, with the main objective being cost control and reduction.
C Based on analysis of internal and external factors, a proactive and dynamic approach
to gain competitive advantage while containing costs
D Focuses reviews and investigation of variances and deviations that are only
quantitative in nature
Question 19: Using Mendelow’s Matrix for stakeholder influence, match the type of
stakeholder to level of power and interest that can influence the objectives of an
organization.
Type of Stakeholder Power and Interest
i. Influential a. Low power, High Interest
ii. Marginal Player b. High Power, Low Interest
iii. Key Player c. Low Power, Low Interest
iv. Affected d. High Power, High Interest
A i-d, ii-a, iii-b, iv-c B i-d, ii-c, iii-b, iv-a
C i-b, ii-c, iii-d, iv-a D i-b, ii-a, iii-d, iv-c
Question 20: Ms. Angel, Chief Management Accountant and advisor to CEO of Avantha
Holdings Inc. considering the value proposition canvas as tool to respond to aspects
highlighted by customer profile analysis. You (cost trainee) recently join Avantha, Ms.
1.5
Angel asked to appraise the following statement to pick the correct statement regarding
value proposition map –
A Pain relivers and gain creators counter each other as effects
B Pain relievers and gain creators are the one and same thing
C Pain relievers are different from gain creators
D Either one of pain relievers or gain creator can be part of value proposition map
Question 21: One of the biggest pharmaceutical businesses in the world is Az. Which of
the following sums up a competitive advantage’s reasons the best?
A Az is a big business that can outwit smaller rivals
B Az makes significant investments in the research and creation of novel products
C Az enjoys a good reputation because it hasn’t experienced a significant product recall

in more than five years
D Az obtains patents on significant medication breakthroughs in order to safeguard its

intellectual property
Question 22: Assertion – Management accountants being leader, need to be proficient in

decisions- making as well as making communications in process of of crafting plans and
ensuring precise execution
Reason – The role of management has been changed drastically in correspondence to
change in business environment and dynamics.
A Both are correct statements but reason is not correct explanation to assertion
B Both are correct statements and reason is correct explanation to assertion
C Only assertion is correct
D Only reason is correct
Question 23: Using Porter’s Five Forces model, which of the following will be evidence of
high supplier power?
i. Buyers are aware of quality of products of supplier and supplier’s competitors
ii. Ability to reach out to final customers is high (forward integration)
iii. Cost of switching suppliers is high for the buyer
1.6
iv. Products in the industry are homogenous in nature with not much differentiation
A i and ii B i and iii C ii and iv D ii and iii
Question 24: Ali Fabrics Limited (AFL) has recently decided to invest in an Electronic
Data Interchange system that will enable the AFL to automatically place orders with its
major suppliers. Currently, AFL purchasing department staff have to place orders using
postal mails and telephone to the company's suppliers, which is slow and inefficient.
Which activity within AFL's value chain will the new EDI system improve?
A Infrastructure B Inbound Logistic
C Procurement D Outbound Logistic
Question 25: As a management consultant for guiding a company on analysing its

competitive position in the market, you wish to present the business activities and
processes of the business using Porter's Value Chain Analysis.
What are the benefits of using Porter's value chain model for analysing competitive
advantage?
i. Management can better insights on how to push for low cost leadership strategy or
product differentiation strategy
ii. Enables the company to identify how value can be created, sustained and maximized,
a thrust that sparks innovation
iii. Enables the company to understand the inter-linkages between various processes and
how the change in one process can impact another
iv. Builds efficiency by enabling the company to identify and discontinue nonvalue adding
processes
A i and iii only B i and iv only C i, ii and iv only D all of the above
Question 26: An argument is ongoing in board room of Indorama Plastics that which of
the model is best fit for industry analysis, chief strategist name the Porter's five force
model because it is ……model wherein all the five forces…………… determine the intensity of
industry competition and profitability.
A Static, Collectively B Static, Discretely
C Dynamic, Collectively D Dynamic, Discretely
Question 27: A fast food restaurant chain "Wish-a-Dish" launched its app for placing
order online. Order placed through app will be delivered in 30 minutes to customer without
1.7
any delivery charge if delivery address lies within 5 KM, nominal charges applies above
that. The launch of app will result in which of following
A Increased threat of new entrants B Increased threat of substitute
C Increased customer power D Increased barriers to entry
Question 28: Shri Krishna Bearing Ball Trading Limited is considering the proposal to
enter into trading of casting iron as well. Mr. DK, chief strategic enumerate the entry
exist barriers of proposed business line and called a review meeting at request of CEO to
consider final advice of C- suite. You (Chief Cost Advisor) also attended the meeting and
suggested that barriers have influence on profitability (rate as well as nature). Mr. DK
told SKBBT expected that there will be high entry and exit barriers you are advised to
tell nature and margin rate in context of five force model.
A Low margin with stable return B Low margin with Risky return
C High margin with Risky return D High margin with stable return
Question 29: The board of Modern Furniture Limited considering the need of strategies
for Information related aspects. Chief Information and Technology officer made a
statement "Information Technology (IT), Information System (IS) and Information
Management (IM), all three are interconnected; but not same. Information technology
techniques are used as part of information system to manage information".
He further highlights the nature of IT/ IS/ IM strategies and suggests-
i. IT strategy is supply- oriented
ii. IS strategy is demand oriented
iii. IM Strategy is dimension- oriented
Which of the above specified statements are incorrect?
A i only B iii only C i and ii only D i and iii only
Question 30: Jim-jam Power Limited is working on project of designing low cost lithium
ion battery for electric vehicle, as a vendor (for manufacturing and delivery) for such
batteries to the largest e-vehicle producer of the country. It has been decide that Critical
Success Factors shall be used to strategically manage the project and cost thereof. When
assessing the use of critical success factors, which one of the following would demonstrate
they are being used correctly?
A Critical success factors remain fixed throughout the project
1.8
B Critical success factors are used as measure, if the project is either leading or lagging
in performance
C Critical success factors are derived from key performance indicators to measure if
the project is achieving strategic goals
D Critical success factors are directly aligned to both organisational and project
objectives
Question 31: Freshfood is a large supermarket chain operating in 45 different Indian

cities that include the large Tier 1 and Tier 2 cities. Yummy Foods is a consumer goods
company that produces products ranging from ketchup, jam, squash etc. Yummy Foods
operates at a large scale and has considerable presence in the consumer goods industry.
Yummy Foods has a 2 year contract with Freshfood to stock its products in its stores.
Freshfood has similar contracts with other consumer goods companies that produce similar
products to Yummy Food. These companies are competitors of Yummy Foods, operating at
the same scale and margin. Due to the generic nature of their products, there can be no
patent filed for them.
Freshfood is a large supermarket chain operating in 45 different Indian cities that include
the large Tier 1 and Tier 2 cities. Yummy Foods is a consumer goods company that produces
products ranging from ketchup, jam, squash etc. Yummy Foods operates at a large scale
and has considerable presence in the consumer goods industry. Yummy Foods has a 2 year
contract with Freshfood to stock its products in its stores.
Freshfood plans to integrate its supply chain and plans to produce its own brand of
consumer goods which will be similar to the products produced by Yummy Foods. This has
caused uncertainty at Yummy Foods as their two year contract is now close to expiry after
which prices have to be renegotiated with Freshfood.
Which ONE of the following statements relating to Porter's five forces model is correct
in relation to Yummy Food's industry?
i. It has high barriers to entry
ii. It has high supplier bargaining power
iii. It has high buyer bargaining power
iv. It has threat of generic substitution of its products.
A i and ii B i and iii C iii and iv D ii and iv
1.9
Question 32: Freshfood is a large supermarket chain operating in 45 different Indian

cities that include the large Tier 1 and Tier 2 cities. Yummy Foods is a consumer goods
company that produces products ranging from ketchup, jam, squash etc. Yummy Foods
operates at a large scale and has considerable presence in the consumer goods industry.
Yummy Foods has a 2 year contract with Freshfood to stock its products in its stores.
Freshfood plans to integrate its supply chain and plans to produce its own brand of
consumer goods which will be similar to the products produced by Yummy Foods. This has
caused uncertainty at Yummy Foods as their two year contract is now close to expiry after
which prices have to be renegotiated with Freshfood.
What impact will be decision of Freshfood integrating its supply chain to produce its own
brand of consumer goods have at the time of renewal of the contract with Yummy Foods?
A Freshfood may order lesser quantity of consumer goods from Yummy Foods
B Freshfood can bargain to lower the procurement cost of products from Yummy Foods
C Freshfood can increase its profit margins by offering its own brand of consumer goods
that are similar to Yummy Foods
D Freshfood can offer its products at deep discounts to the customers and thereby gain
market share
Case Scenario 1 (ICAI Model Test Paper)
JPY Motors Corp, is a race car manufacturer based in Iwaki (city name). The company
manufactures cars primarily for professional car racers who participate in championships held
all across the world. Race cars need high grade fuel that is specially used in high performance
engines. The company has many engineers from allied fields who constantly research on ways
to improve performance. They have recently proposed a change to the fuel composition that
will make a marked improvement to the performance of the engine. This will have a direct and
immediate impact on the training and career performance of the customers of JPY Ltd, who
are all professional car racers.
Improved engine performance has a direct bearing on the careers of professional car racers.
Improved engine performance will enable JPY Ltd to improve its market share in this niche
1.10
market. This will have substantial impact on the financials of the company. Changing the fuel
composition also requires the company to get approvals from the Government for meeting
emission standards as well as safety standards for the car. Many environmental groups have
hailed this change as the new fuel composition is made from more sustainable source of fuel,
moving away from fossil fuels.
The adoption of new fuel composition will require a change in the engine design and
components. Hence, material requirement for the new model will require changes to the
procurement function of the supply chain. Currently, suppliers for key components like engine
and its parts are based in the vicinity of JPY Motors's factory in Iwaki. However, the
proposed changes will require the company to purchase the key engine component from
suppliers based in Yokohama.
While manufacturing process undergoes a change due to change in engine design, there will
be no significant variation in the assembly line operations for the new model. Most of the
employees in the assembly line are hired on contractual basis and do not have any union to
represent them.
The above consideration to change the fuel composition is being viewed a decision that will
affect the company's strategic position. Before making their decision public, the senior
management wants to first assess the power and interest of various stakeholders who can
influence this decision. As a management accountant, you need to assist the senior
management to understand the type of information to be given to each stakeholder depending
on their power to influence and their interest in the objective to change fuel composition.
Using Mendelow's Matrix, answer the following questions –
Question 33: Which of the following stakeholders are in the high interest and low power
group?
A Current suppliers of key components and Environment activist groups
B Government regulators and Environment activist groups
C Employees at the assembly line and Current suppliers of key components
D Customers and Environment activist groups
Question 34: With which stakeholders should the company keep informed while
implementing the change?
A High power and low interest group, because they can be impacted by the decision
1.11
B Low power and high interest group, because they can join forces with a more powerful
stakeholder to influence the decision
C High power and high interest group, because cannot influence the decision
D Low power and low interest group, because it is very relevant decision for them
Question 35: Which of the following stakeholders are in the high interest and high power
group?
A Customers and Government regulators
B Customers and Board of Directors
C Government Regulators and Current Suppliers of key components
D Suppliers of key components and Employees at assembly line operations
Question 36: With which stakeholder should the company ensure that they are satisfied
while implementing the change?
A High power and low interest group B Low power and high interest group
C High power and high interest group D Low power and low interest group
Question 37: Which of the following stakeholders are in the high power and low interest
group?
A Employees at the assembly line B Customers
C Current suppliers of key components D Government regulators
Question 38: With which stakeholder is minimum effort to be taken while implementing
the change?
Question 39: With which group should the company actively engage in order while
implementing the change?
1.12
Question 40: Which of the following stakeholders are in the low power and low interest
group?
A Employees at the assembly line B Customers
C Current suppliers of key components D Government regulators
Case Scenario 2
DG is a consumer goods multinational company well known for its personal health care and
hygiene products. It manages world famous brands for products ranging from baby care,
fabric care, home care, personal hygiene, skin care products. Traditionally it depended on its
internal research and development team for innovation of new products. Over the years
however, with increasing competition, the research was giving lesser payoffs. In the year
2000, its then CEO Mr. DKG saw that DG cannot meet its growth targets by spending more
on R&D with lesser and lesser payoffs. Therefore, the "Connect and Develop" model was
adopted partially opening up the research and development of products to experts from
outside. While the core team of researchers and infrastructure would be in place, DG would
also collaborate with external scientists, entrepreneurs, suppliers, and universities to create
newer, better, and cheaper products. Through the internet, they partnered with platforms
such as InnoCentives, Your-encore among others to reach out to the talent pool that can help
generate and create ideas for its products. This is the "connect" part of the program. Using
proven technologies, packages and products, viable ideas would then be assessed for
improvement, scaling up and marketing. This is the "develop" part of the program.
In the following years, DG noticed that the connect and develop program substantially
improved research productivity. Many products were launched that were influenced mainly by
external expertise. Some of the well-known innovations are Swiffer Duster, Magic Eraser,
Spinbrush etc. This created a sustainable innovation model for the company.
Question 41: Which type of approach has DG taken for developing a sustainable business
model?
A Open innovation B Sharing economy
1.13
Closed loop production D Social enterprises and benefit

C
corporations
Question 42: Match the following:

i. Converting ideas into viable products Key Resources
ii. Platforms that connect P&G to the expert talent pool Cost Structure
iii. Grow by creating newer, better and cheaper products Key activity
iv. Improving impact of R&D spend by bridging internal R&D with Value Proposition
external expertise
A i-a, ii-b, iii- c, iv-d B i-c, ii-a, iii-d, iv- b
C i-c, ii-b, iii-a, iv-d D i-b, ii- c, iii-d, iv-a
Case Scenario 3
A company follows Cost Volume Profit (CVP) analysis to arrive at the Break Even Point of
Sales. The company produces two products, Product A and Product B both of which are
manufactured in batches. As quarterly exercise, the management is reassessing its production
schedule for the products.
Currently, a machine produces 25 units of Product A in one batch. The monthly production of
Product A 10,000 units. After each batch of Product A is produced, a setup is required for
setting up the machine to produce product B. The company wants to increase the batch size
of Product A to 50 units of Product A in one batch. Therefore, the number of set-ups will
reduce from 400 (10,000 units / 25 units) to 200 (10,000 units/ 50 units). Due to larger batch
production, additional inventory storage area would be required to store that will cost the
company ₹75,000 per month extra. Given below is information about Product A -
Particulars of Product A Activity Based CVP Analysis
Monthly demand and production 10,000 units

Selling Price per unit ₹5,000 p.u.
Variable cost price per unit 4,000 p.u.
Fixed cost per month ₹8,00,000 p.m
(excluding any additional inventory storage area cost)
Current number of set ups and cost 400 set ups @₹500 per set up
Proposed number of set ups and cost 200 set ups @ ₹500 per set up
1.14
Question 43: What is the current monthly Breakeven point of Product A in terms of units?
A 1,000 units B 800 units C 900 units D 975 units
Question 44: What is the expected monthly profitability of Product A after proposed
change in batch size?
A ₹1,00,00,000 B ₹ 90,00,000 C ₹ 90,25,000 D ₹95,00,000
Question 45: What type of inventory management system is the company following?
A Pull system of inventory management B Push system of inventory management
C Just in time production inventory D Batch level inventory management

management system
Question 46: Which of the following should not be included as labour cost while calculating
set up cost?
A Cost of temporary labour hired for set up
B Cost of permanent labour who are otherwise idle
C Overtime cost paid to labour for set up activities
Opportunity cost of permanent labour who are otherwise engaged in some other
D
revenue generating production activity
Question 47: What is the monthly Breakeven point of Product A in terms of units after
proposed change in batch size?
A 1,000 units B 800 units C 900 units D 975 units
Question 48: What is the current monthly profitability of Product A?
A Rs. 1,00,00,000 B Rs. 90,00,000 C Rs. 90,25,000 D Rs. 95,00,000
Question 49: Should the company implement the proposed change of increasing the batch
size from 25 units to 50 units of Product A?
i. Yes, the monthly profitability of Product A increases.
ii. Yes, the company as lesser set ups improve the productivity of the machine
iii. No, by increasing the batch size, the inventory storage area requirement increases,
this reduces the monthly profitability of Product A
1.15
iv. No, because lesser set ups reduce the productivity of the machine
A i only B iv only C i and ii D iii and iv
Case Scenario 4
National Fabric Company (NFC) is a leading manufacturer of Khadi fabric that is further made
up into dresses and suits. NFC was established 4 decades ago and presently enjoys the
reputation as producer of quality fabric. The popularity of "Made in India" concept in the
recent years, has led to a change in demand for Khadi fabric. NFC manufactures this fabric
in designs established many years ago keeping its traditional nature intact. The manufactured
fabric is further sold to designing and weaving companies who would then covert them into
traditional Khadi attire like Kurtas, shirts etc. Hence, currently NFC does have any direct
reach with textile retail outlets or final customers.
Management team at NFC believe in integration (vertical and horizontal) and diversification
(product range or market reach) as tool of risk reduction and value enhancement (profit too).
NFC opts for acquiring 'Skylark Designer Clothing' (SDC). SDC is operating in designing and
weaving of fabric into fashion wears which are mainly made from modern fabric material (for
example satin, chiffon, velvet etc.) that give required gloss, style and look. SDC is targeting
the customers who are in age group from 18 to 30 years. Customers in this category comprise
of fashion-conscious youth, for whom looking "in vogue" would be a desired preference. Due
to its high-quality sourcing of materials, young and dynamic fashion designers and well spread
distribution channels, SDC is a very profitable enterprise. SDC's apparel are sold in different
retail textile outlets that have a national presence.
With integration and diversification is the main reason for NFC's acquisition of SDC. NFC
plans to retain the business operations of SDC as it is without changing much of the current
structure.
Question 50: Which of the following would best describe the acquisition of NFC of SDC?
A Backward organic integration B Backward un organic integration
C Forward organic integration D Forward un organic integration
Question 51: What would be the competitive advantage (from SDC's business model) that
NFC would gain by acquiring SDC?
1.16
A Broad Target with Differentiation B Narrow Target with Differentiation

Focus
C Broad Target with Cost Leadership D Narrow Target with Cost Focus
Case Scenario 5
First 2 Paragraph same as Case Scenario 4 and then continue reading below:
Management of NFC plans to revamp the entire business operation of SDC. Due to their focus
on a specific customer segment, in terms of scale of operations SDC is relatively smaller as
compared to NFC. The management of NFC then plans to replace fashion apparel line with
Khadi apparel. NFC will expand its capacity to manufacture more Khadi fabric, given that
demand for the "Made in India" product. It will use SDC's facilities and manpower for
designing and weaving the fabric into traditional attire. Using SDC's national wide distribution
network, it plans to gain access to retail outlets that sell the textile to the end user. The
target audience would be of every age group.
Question 52: Which would best describe NFC's acquisition of SDC?
A Backward organic integration B Backward un organic integration
C Forward organic integration D Forward un organic integration
Question 53: What would be the competitive advantage that NFC would gain by acquiring
SDC?

focus
Case Scenario 6
First 2 Paragraph same as Case Scenario 4 and then continue reading below:
The management of NFC plans to retain the fashion apparel line of SDC. However, it plans to
scale up the operations of SDC to include the next age group category of 30 to 50 years. The
end user customers of this category are generally price sensitive. However, they have higher
disposable income as compared to the age group category of 18 to 30 years. Therefore,
1.17
demand is likely to be at least 8 times more than the demand generated by the 18 to 30 year
category.
Since, the scale of operations is expanding many times over, NFC plans for SDC to
manufacture its own fabric instead of relying on external vendors. For the 30 to 50 year
category, the quality of fabric will be of a lower grade as compared to the other segment. A
detailed market research is undertaken to understand the fashion apparel industry. NFC finds
that there are many players in the 30-to-50-year category. Retail outlets hence have a variety
of suppliers to choose from for the fashion apparel for the 30-to-50-year category. Hence,
due to high competition and price sensitive end users, it is difficult to negotiate a premium
price for the apparel for this category. Therefore, NFC finds the profit margin per apparel
unit in this venture will be much lower. The management of NFC thereby concludes that due
to the different market conditions, the pricing strategies for the 18 to 30 year category and
the 30 to 50 year category will be different.
In order to increase profitability NFC plans to circumvent even the retail outlets and reach
out to the direct customers directly via online website portals. It plans to ship the orders
using private courier service. This is aimed at both the segments of customers of SDC.
Question 54: If the production at SDC has to happen in a sequential manner, production
of fabric, weaving, designing and stitching which of the following may be very helpful to
minimize work in progress between the processes:
A Cellular Manufacturing B Principle of Kaizen
C Principle of Six Sigma D Just in Time procurement of raw

materials
Question 55: Which of the following maybe a point of concern in end to end production of
fashion apparel?
A Access to customer specifications and B Control over production, pricing and

customer related data marketing
C Complexity of value system D Improves profitability
Question 56: By manufacturing lower grade cloth for use for the price sensitive 30 to 50
year age category, what competitive advantage is NFC trying to achieve?

Focus
1.18
Case Scenario 7
Buymore is an ecommerce company that connects retail buyers and sellers of wide range of
products in consumer electronics, home essentials, fashion etc. It does not own any of the
products, rather it connects the sellers of these brands to the buyers through its website.
The company earns a seller fee for the sales made through the website. Buyers pay a yearly
subscription fee in order to access the website services.
Data analysts at Buymore noticed that with penetration of internet connectivity, buyers in
rural Indian towns have aspirations to procure many of the products sold on the website.
Likewise, many of the sellers who are registered with Buymore are mainly medium to small
scale entrepreneurs who do not have the capability of storing and shipping the goods beyond
certain geographical limits from their main area of operation. Due to their inability to invest
in warehousing and shipping services, sellers are unable to expand the reach of their products
to newer markets. This is the reason most of the sales that are routed through the Buymore
website are in more localized markets concentrated in mainly in the big cities.
Buymore is a well established company, that has the resources to rent out/ own warehouses
and also to provide shipping services over road and railway means of transport. Therefore, to
address the problem of the sellers' inability to expand their product reach, Buymore has
decided to provide warehousing and shipping services. This will be provided at a charge in
addition to the seller fee that is paid on each sale. This move will alleviate the pain faced by
the sellers in expanding their product reach. It will also create gain to the buyers in rural
Indian markets since they can now buy these products online.
Question 57: Inability of sellers to invest in warehousing and storage facilities represents
which of the following represents in the Value Proposition Canvas?
A Customer Jobs B Customer Pains
C Customer Gains D Pain Relivers
Question 58: Who are the customers of Buymore?
A The sellers who register on their website
B The buyers who register on their website
1.19
C The sellers and buyers who register on their website
D The sellers and buyers who do not register on their website
Question 59: The aspirational need of buyers in rural Indian towns as well as the need of
the sellers to expand their product reach represent which of the following in the Value
Proposition Canvas?
A Customer Jobs B Customer Pains
C Customer Gains D Gain Creators
Question 60: What type of business model does Buymore follow?
A Hypermarket model B Digital Platform model
C Freemium model D Service Ecosystem model
Question 61: Which of the following elements have acted as a pain reliver and/or a gain
creator to each of Buymore's customers?
i. Risk reduction ii. Accessibility iii. Performance iv. Convenience
A i and ii B ii and iv C i and iii D i and iv
ICAI MODULE QUESTIONS
Question 62: Mr. Anirban, Chief Management Accountant and advisor to CEO of Avantha
Holdings considering the value proposition canvas as tool to respond to aspects highlighted
by customer profile analysis. You (cost trainee) recently join Avantha Holding, Mr. Anirban
asked to appraise the following statement to pick the correct statement regarding value
proposition map
A Pain relievers and gain creators counter each other’s effects
B Pain relievers and gain creators are the one and same thing
C Pain relievers are different from Gain creators
D Either one of Pain relievers or Gain creator can be part of value proposition map
1.20
Question 63: Mr. Nilanjan is hired by Avantha holding as independent consultant for
drafting of value proposition map. He suggests that ranking of customer’s jobs, pains, and
gains is essential to respond them. Mr. Anirban is not convinced with need of rank said
three elements of customers’ profile; hence he seeks your help in evaluating following two
statements customers’ profile; hence he seeks your help in evaluating following two
statements regarding the customer’s jobs, pains, and gains.
i. Pains and Gains are controlled by Business.
ii. All the pains and gains need not be responded or addressed.
A Both the statements are correct B Both the statements are incorrect
C Only statement 1 is correct D Only statement 2 is correct
Question 64: The technique of “Management by wandering around" is concerned with

which of following leadership aspects of management accountant.
i. Communication ii. Decisions Making
A Both of I and II B Only with I
C Only with II D None of I and II
Question 65: Technology is dynamic in nature and has significant bearing on activities that
create value for customers. Your organisation is considering introducing RFID, as
technological breakthrough. RFID is capable to revamp which of following primary
activities (to generate scope of value);
i. Inbound logistic ii. Outbound logistic
iii. Sales and Marketing iv. After-Sale Services
A III and IV only B II and III only
C I and III only D I and II only
Question 66: A Business model should contain which three components out of those stated
below;
i. Customer value proposition ii. Profit formula
iii. Impact factor iv. Key resources and processes
A I, II and III only B I, II and IV only
C I, III and IV only D II, III and IV only
1.21
Question 67: Shakti Bearing Ball Trading Limited is considering the proposal to enter into
trading of casting iron as well. Mr. Madhu Sudan, chief strategic enumerate the entry
exist barriers of proposed business line and called a review meeting at request of CEO to
consider final advice of C-suite. You (Chief Cost Advisor) also attended the meeting and
suggested
that barriers have influence on profitability (rate as well as nature). Mr. Sudan told SBBTL
expected that there will be high entry and exit barriers you are advised to tell nature and
margin rate in context of five force model.
A Low margin with stable return B Low margin with Risky return
C High margin with stable return D High margin with Risky return
Question 68: Management Accountant assume the role of leader, who need to make or
assist in decision making in wake of organisational strategy, make communications (of
strategy, plans, vision and values) while getting such decsions executed either himself or
through others; and remain ethical throughout. Which of the following statements are
incorrect?
i. An increasing number of organizations are segregating management accountants in
separate managerial-accounting departments.
ii. Management accountants often are part of cross-functional teams.
iii. Management accountants make significant business decisions and resolve operating
problems while support in strategic decision making.
iv. The role of management accountants has changed considerably over the past decade.
A Only I B Only III
C Both I and III D Both I and II
Question 69: Tara Fabrics considering the decisions regarding segmentation. Management
Accountant raised and said it was acknowledged that managerial discretion and judgment
determine which markets are selected and targeted and which others are ignored. In order
for market segmentation to be effective, all segments must be –
A Distinct, Artistic, Measurable and Profitable.
B Distinct, Accessible, Measurable and Popular.
C Desperate, Accessible, Many, and Profitable.
D Distinct, Accessible, Measurable and Profitable.
1.22
Question 70: Which of the following is a question relating to value proposition?
A Which of the customer's problems are B For whom are we creating value?
we helping to solve?
C How do we reach out to the customer D What are the customers currently
and increase their awareness? paying for?
Question 71: Which of the following is not a component of external environment? Use the
STEEPLE Framework
A Ethics B Legal
C Environment D Economies of scale
Question 72: Which of the following statements outlines major limitations of traditional
cost management?
(i) Traditional cost management overlooks factors such as competition, market growth,
and customer requirements as it primarily deals with quantitative aspects within the
organization.
(ii) Traditional cost management places excessive emphasis on cost reduction, potentially
forgoing strategic cases, leading to lower quality.
(iii) Traditional cost management is static and historical, neglecting the dynamics of
marketing and economics, relying on financial accounting data.
(iv) Traditional cost management has broad focus on reviewing quantitative variances and
deviations, considering behavioural aspects also.
A (ii), and (iii) B (i), (ii), and (iii)
C (ii), (iii) and (iv) D (i), (ii), (iii), and (iv)
Question 73: Value chain analysis is aimed at which of the following?

(i) Eliminate costs (ii) Reduce costs (iii) Increase quantity sold
(iv) Increase sales price (v) Identify opportunities for product differentiation
A i, ii, and v B iii and iv
C iii, iv, and v D None of the Above
Question 74: Which of the following is not critically important for cost leadership?
1.23
A Importance of competitor cost analysis B Importance of product cost as an input

for pricing decision
C Importance of marketing cost analysis
Question 75: Which of the following is poses Opportunities and Threats to a company?
A Internal Resources B Core Competencies
C Government Policies only D External Environment
Question 76: Identify the false statement regarding cost leadership strategy –
A Standard cost for assessing performance assessment is very important for cost
leadership
B Importance of meeting budgets is very important for cost leadership
C Market research to know customer perception about the product is very important for
cost leadership
D Product cost as an input for pricing decision is important for cost leadership
CASELET BASED MCQS
Case-let on Strategic Fit - Value Propositions of a multinational automotive company that is

engaged in designs and manufactures electric vehicles
In electronic-vehicle segment (four-wheelers), there are many players, who are trying to meet
different requirements of their customers including personal mobility, regular long-distance
trips, and be different from others with their offerings but an emerging multinational
automotive company that is engaged in designs and manufactures electric vehicles is leading
the chart.
In 2008, such multinational automotive company released its first electric car, the Speed.
The Speed was the first car to use lithium-ion battery cells, and the first electric car to
travel more than 320 km (200 miles) per charge. Such multinational automotive company aims
to create more affordable electric car options to attract a broader customer base. Such
multinational automotive company expanded its geographic footprint, with production
facilities in Country C (country with cheap resources) and the Country U (a developed
country), as well as 438 stores and 100 service centres in various countries.
1.24
The M10EV (e-vehicle) was launched in July 2009, and The Leaf, another e-vehicle form
another rival company was introduced in December 2010. But such multinational automotive
company counter them strongly with the Model S on 22 June 2012 and the first delivery to a
retail customer in Europe took place on 7 August 2013, while deliveries in Country C began on
22 April 2014. The next model was the Model X launched in 2015. Then such multinational
automotive company launched Model 3 in mid-2017. The sale of such Model 3 surpassed the
sale of The Leaf in early 2020 to become the world's best-selling electric car ever, with more
than 5,00,000 total units sold by March 2020. However, the Model Y of such multinational
automotive company is the bestselling electric vehicle in terms of yearly units. Such
multinational automotive company also became the first auto manufacturer to produce 1
million electric cars in March 2020. Global sales of the Model 3 passed the 1 million milestone
in June 2021, the first electric car model to do so.
While the Leaf achieved the milestone of 5,00,000 units sold globally in early December 2020,
10 years after its inception.
Country C is larger consumer of e-vehicles with total of 78,42,668 light-duty plug-in electric
vehicle on road at end of 2021 and nearly 15% of new vehicle sold during 2021 were electric
vehicle there.
There is a clear division between the opinions of industry experts. Larger chunk of experts
feels a strategic fit between value map and customer profile is the reason of superior
performance by such multinational automotive company, while some other feels first mover
advantage is the reason.
You after qualifying chartered accountancy, recently join a consulting firm that has
undertaken the task to study the value proposition of such multinational automotive company.
Team of consultants, list the pains, gains, pain relievers and gain creators. List was then given
to computer operator for digitisation and circulation among all consultants, who are working
on this. But operator jumbled the list as–
1. Growing network of charging points
2. Brand recognition
3. Slow charging
4. 8 years battery warranty
5. Durable battery lifetime
6. Insufficient number of charging points
7. Reputable brand
8. Developed interior ergonomics
9. Self-driving option
10. Lack of luggage space
11. Interior ergonomics
12. 75 minutes to charge 100% with supercharging stations
1.25
Question 77: Which of following is correct combination of Pains?
A Item No. 3, 6 and 10 B Item No. 3, 5 and 10
C Item No. 3, 5 and 11 D Item No. 2, 5 and 11
Question 78: Which of following is correct combination of Gains?
Question 79: Which of following is correct combination of Pain Relievers?
Question 80: Which of following is correct combination of Gain Creators?
1: D
Description: All of the above are all disadvantages of traditional cost management.
2: C
Description: Traditional Cost Management also use cost information to make decision buy
consider only quantitative information, therefore ignore the quality aspects. More- so-over
typically it assigns/apportions overhead cost to product cost based on an arbitrary average
rate, rather than allocating overheads costs by assigning them to activities more precisely
using ABC.
1.26
3: B
Description: In 2008, Johnson along with Christensen and Kaggerman extended the scope
of business model to what was earlier proposed by Margretta and proposed that a business
model also needs a value proposition, therefore business model should contain three
components- 1. Customer value proposition, 2. Profit formula, 3. Key resources and
processes.
4: B
Description: In order to be recognised as segment, the following criteria shall be satisfied
the segment should be homogeneous internally, heterogeneous externally (distinct),
identifiable (measurable), shall be reasonable if not substantial (profitable), and must be
responsive (accessible).
5: B
Description: Change in business model on account of technological advancements can be
classified into following categories â Automation is mere replacement of humans with
technology, without impacting organisational culture and business processes. Installation of
passbook updation kiosk in bank lounge. Extension is using technology to perform extended
(new) task or process that enhance the functions or utility of product/service. Mobile
Banking as an extension of internet banking. Transformation is use of technology that not
only revamp the product or services that an organisation offers but also its process and
culture. Installing ATM across the towns and villages (Withdrawal of cash, print of mini-
statement of transactions and balance enquiry, etc. can be made out of banking hours as
well), digital clearing system etc. Transformation some time referred as to Revolution,
especially when technology is also new. Use of fin-tech such as blockchain etc.
6: D
Description: A value statement is a set of ideals that explain what a company believes in
and how it operates. Practice the safest, most equitable and effective medical care is the
Value Statement.
7: D
Description: The correct answer is i, iii and iv. Robert D'Aveni's 7S framework helps
companies navigate the hyper competitive market. These include Stakeholder's
satisfaction; Strategic soothsaying; Speed; Surprise; Signals; Shifting the rules of a
market; and Simultaneous and sequential thrust.
Statement i is the speed and flexibility of strategic decision making.
Statement iii is the surprise element in the decisions taken that gives the company an edge
since this was not an anticipated move and therefore gives a temporary competitive
advantage.
Statement iv is making fundamental changes to the industry's working; this will cause
disruption that will provide competitive advantage.
8: B
1.27
Description: Customer profitability is not part of the value proposition canvas. Value
proposition is a tool that enables companies design, test, build and manage customer value
propositions. It shows how a company can try to fit the value it offers (value proposition)
with the needs of the customer (customer segment). Customer profitability analysis, a
financial measure, is not done as part of value proposition canvas.
9: B
Description: Strategic Cost Management (SCM) is application of cost management
techniques so that they simultaneously improve the strategic position of a firm and reduce
costs. Hence SCM is use-case of cost information for decision making, rather than a cost
recording or reporting framework. Scope of Strategic Cost Management is indeed wider
than traditional cost management that emphasis on cost control and reduction only. SCM
considers the non-cost factors that are strategic (undoubtedly these facts having cost or
value implications) such as product differentiation, apart from cost containment SCM is
proactive and dynamic approach opposite to traditional cost management that considered
to be reactive approach.
10: B
Description: Strategic cost management has three important pillars, viz., strategic
positioning, cost driver analysis and value chain analysis. The relation among pillars can be
viewed as â understanding value chain will helps in defining the optimal strategic position
(Positioning Strategy), and eventually both help in identifying relevant cost driversâ
11: C
Description: The value proposition canvas is the tool that will help the organisation to
design, test, build and manage the great customer value propositions. It's like a plugin to
the business model canvas.
12: A "Star" products are those that hold a hig market share and are in a market that
experiencing high rates of growth.
13: D Cost Ascertainment - Recoding of Cost; Cost Control - Containment of Cost;
Traditional Cost Management - Cost Reduction; Strategic Cost Management - Aligning
costs to strategies.
14: C
Description: Business’s value propositions shall be oriented to customer’s need and problem,
not the capabilities of business. Key activates become basis for determination of cost
drivers for absorbing the cost of supporting activities. Key resources are critical in
planning, budgeting and determine the activity level. In some cases, these may be Key factor
(or limiting factor).
15: D The answer is based on the value proposition element and customer segment element
of the business model canvas. It is a tool that enables companies design, test, build and
manage customer value propositions. It shows how a company can try to fit the value it
offers (value proposition) with the needs of the customer (customer segment).
16: B
1.28
Description: Management by wandering/walking around (MBWA) is helpful in making

communications and supporting TQM. MBWA refers to a style of business management
which involves managers wandering around, in an unstructured manner, through the
workplace(s), at random (rather than a plan where employees expect a visit from managers
at more systematic, pre-approved or scheduled times), to check with employees, equipment,
or on the status of ongoing work. The expected benefit is that a manager, by random
sampling of events or employee discussions, is more likely to facilitate improvements to the
morale, sense of organizational purpose, productivity and total quality management of the
organization, as compared to remaining in a specific office area and waiting for employees.
17: D
Description: The list of prominent reasons why do Management Accountant make irrational
decisions includes Enthusiasm to quickly get to the end of the analysis process i.e. Jump
straight from analysis to recommendation without considering any other alternatives; Not
listening to others (& their perspective); Error in forecasting and determining the affecting
factors; Readily agreeing with the leader’s proposal; Superficial understanding of facts;
Judgement error or lack of expertise; Carrying pre-notions - having prior views about the
best solution.
Note: In Changing business dynamics are beyond control of management accountant,
undoubtedly change as a factor shall be considered while making decision; hence if it was
failing to consider or ignoring the changing business dynamics then this shall also a correct
reason.
18: C
Description: The correct answer is (C). Strategic Cost Management is the application cost
management techniques to simultaneously improve the strategic position of the firm while
also reducing cost. It is the assimilation of cost information into strategy and vice versa,
in order to gain a sustainable competitive advantage. Since it is linked to strategy, is a
perpetual exercise and has a long term outlook. This approach to cost management is
proactive where decisions are taken based on the strategic objectives of the company.
Detailed cost analysis is driven by Value Chain Analysis, Cost Driver Analysis and Strategic
Positioning Analysis, hence both quantitative and qualitative information is used in decision
making. Allocation of cost is based on cost drivers (Cost Driver Analysis) and not just volume
of production. It considers information from external and internal environment. The other
points relate to Traditional Cost Management techniques.
19: C
Description: Influential Stakeholder – High Power Low Interest
Marginal Player – Low Power Low Interest, Key Player – High Power High Interest
Affected – High Power Low Interest
20: C
Description: Pain relievers and gain creators both create value for the customer in
different ways. The difference is that the former specifically addresses pains in the
customer profile, while the latter specifically addresses gains. It is okay if either of them
1.29
addresses pains and gains at the same time, The main goal of these two areas is to make
the customer value creation of your products and services explicit.
21: D As a patent gives a distinct competitive advantage that keeps rivals from
duplicating/ copying a product for a set amount of time.
22: B
Description: Undoubtedly the role of management has been changed drastically in
correspondence to change in business environment and dynamics. Management accountants
being a leader, need to be proficient in decisions-making as well as making communications
in process of crafting plans and ensuring precise execution; usually across several divisions
and departments of a company. He should observe the professional and business ethics to
lead by an example. Both are correct statements and reason is correct explanation to
assertion.
23: D
Description: Statement ii - Ability to reach out to final customers is high (forward
integration). When the suppliers have the ability to circumvent the buyer (say the retailer)
and reach out to the final customers directly, they have more power due to forward
integration.
Statement iii When the cost of switching suppliers is high for the buyer, there would be a
tendency to stick to the supplier. Hence, supplier gets more power.
Statement i - When buyers have information about the quality difference between the
supplier and products of suppliers' competitors, it will add to the buyer's negotiating power.
Statement iv - Product differentiation adds to supplier power. Hence, where there is
homogeneity of products supplier power is lesser.
24: C
Description: The EDI system will improve the system for sourcing and purchasing materials.
This is procurement. Note that inbound logistics refers to inventory management - not the
purchasing of inventory itself.
25: D
Description: Using this model, the management gets a deeper understanding of what the
organization does and helps to identify key processes of the business. These interlinkages
help the management take decisions on how to gain a competitive edge (cost leadership or
product differentiation). Other than this, by eliminating nonvalue added processes, the
profit margins of the company can improve.
26: C
Description: All five competitive forces jointly determine the intensity of industry
competition and profitability, and the strongest force or forces are governing and become
crucial from the point of view of strategy formulation. The five forces enumerated by
Porteras five force model are keep-on changing, this make model a dynamic analytical tool.
27: D
Description : Since Wish-a-Dish offering app to place order online, hence any new player/
that willing to operate in same market segment or space also have to offer online facility
1.30
through app to its customers (prospective) to woe them. Hence lead high initial investment
therefore the action of lunching app by wish-a-dish leads to increase barriers to entry.
28: C For Impact of exit and entry barriers on profitability (margin) refer exit and entry
barriers matrix.
29: B
Description: IM strategy trying to put management into IT by defining the role and
structure of the IT activities in the organisation. It is concerned with the management
controls for IT, management responsibilities, performance measurement and management
processes. Here it is decided who can assess the data and who cannot. It formulated at
organisation wide level. It deals with control over the layout of IT uses in organisation.
Hence IM strategy is relationship oriented.
30: D
Description: Essentially, critical success factors or CSFs are the elements of an
organization or project that are vital to its success. Critical success factors should be
developed to link and align with the strategic goals of a company. They are used to
determine how a project, business unit, department, or function can reach its specific goals
and facilitate forward progress toward the organizationâs strategic goals. Students are
advised to take note that KPIs are derived from or in context of CSFs.
31: C
Statement iii - It has high buyer bargaining power since Freshfood has alternate suppliers
who produce similar goods at the same scale and margin as Yummy Foods.
Statement iv - It has threat of generic substitution of its products since there are other
companies that produce similar goods. The goods produced are generic and cannot be
patented. Hence, the threat of generic substitution, where consumers do not see much
difference in the various brands, is more.
Statement i - The barriers of entry are not high since a company like Freshfood, a
supermarket chain, can enter the market with its own brand of similar products.
Statement ii - Not much information is available about the bargaining power of Yummy
Foods, it is only given that it has considerable market presence.
32: B
Description: The correct answer is Freshfood can bargain for a lower procurement cost
from Yummy Foods because it has substitutes in the form of its own brand of products as
well as has contracts with other suppliers of similar goods. It is not necessary that
Freshfood may reduce the quantity of consumer goods stocked from Yummy Foods, further
not much information in this regard to draw this conclusion. Also, no information is given
about the cost of production of its own brand of consumer goods. Hence, no conclusion can
be drawn about the profit margin or cost of production of Freshfood's own brand. Similarly,
the ability of Freshfood to offer its products at deep discounts will depend on partly on
its cost of production and profit margin. This information is not available.
1.31
33: A
Description: The correct answer is Current suppliers of key components and Environment
activist groups. Current suppliers of key components will be adversely impacted by this
decision since procurement for the new engine model will happen from Yokohama. However,
despite having high interest, they do not have the power to influence this decision directly.
Environment activist groups have a high interest since the fuel composition impacts the
environment directly, which in the case of this change will be a positive impact due to the
sustainable nature of the fuel. However, they too do not have the power to influence the
decision directly.
34: B
Description: The correct answer is low power and high interest group. This group will
comprise of current suppliers of key components and environment activist groups. While
they have low power, they can join more powerful groups like the customers (professional
car racers) and then try to influence the decision. By keeping the group informed, the
company is showing consideration towards this group. This may make them less inclined to
try to indirectly influence by joining forces with other groups. Similarly, environment
activist groups do not have direct power to influence the decision. However, they are in a
position to influence indirectly say by influencing the news media perception about the
change. Hence, this group should also be given consideration and be kept informed about
the change while it is being implemented.
35: B
Description: The correct answer is Customers and Board of Directors. Customers who are
professional car racers will be directly impacted by JPY’s decision as it affects both their
training and career performance. JPY Motors manufactures cars primarily for professional
car racers, hence customers have both high power and high influence over this objective.
The change will improve market share in this niche market segment and will have substantial
financial impact on the company. The Board of Directors as stakeholders will have high
power and high influence over this objective.
36: A
The correct answer is high power and low interest group. These would be the government
regulators who need to give approval for the fuel composition change. They have high power
since the fuel composition change can be implemented only with their approval. While they
are not directly interested in this decision, they have the power to influence it. Hence, the
company should ensure that relevant information is provided to keep them satisfied while
implementing the change.
37: D
Description: The correct answer is Government regulators. They have high power since the
fuel composition change can be implemented only with their approval. However, they are not
directly interested in the objective.
38: D
1.32
Description: he correct answer is low power and low interest group. This would be the group
of assembly line workers who are not impacted by the change. Hence, their interest is low
in this decision. As employees they do not have a union representing them, hence their
power is low. Since there is no direct impact on their, working. the company need not to
focus too much on this group while I implementing the change.
39: C
Description: The correct answer is high power and high interest group. This will comprise
of the customers will be directly impacted by the decision. Since the company manufactures
the cars primarily for them, they need to be actively engaged while the decision is being
taken. Likewise, since the financials and the market share of the company are going to be
impacted, the board of directors will need to be actively engaged while the decision is being
taken.
40: A
Description: The correct answer is Employees at the assembly line. While manufacturing
process undergoes a change due to change in engine design, there will be no significant
variation in the assembly line operations for the new model. Most of the employees in the
assembly line are hired on contractual basis and do not have any union to represent them.
Hence assembly line employees have low power and low interest in this decision.
41: A
Description: The correct answer is Open Innovation where a company collaborates with
other organizations, groups of people, or individuals to generate and commercialize new
ideas. This type of collaboration is especially suited to dealing with the complex
interdependencies that characterize the transition to a more sustainable built environment.
42: B
Description: Converting ideas into viable products - Key Activity
Platforms that connect DG to the expert talent pool - Key Resource
Grow by creating newer, better and cheaper products - Value Proposition
Improving impact of R&D spend by bridging internal R&D with external expertise - Cost
Structure
43: A The correct answer is 1,000 units is the current BEP of product A each month.
Refer working in subsequent part.
44: C
Description: Rs.90,25,000 is the expected monthly profitability of product A each month
after the proposed change in batch size.
Particulars Activity Based CVP Activity Based CVP
Analysis Analysis
Current Proposed
Selling Price per unit 5,000 5,000
Variable Cost per unit 4,000 4,000
Contribution per unit 1,000 1,000
1.33
Fixed Cost per month (per Activity 8,00,000 8,75,000

Basec method)
{Fixed Cost p.m. + (number of set-ups = {*8,00,000 + (400 x ={*8,75,000 + (200
x set-up)}/ Contribution p.u. Rs.500 per set-up)} / x Rs.500 per set-
Rs.1,000 per unit up)} / Rs. 1,000 per
unit
Or, Break-even Point (per month in 1,000 975
units)
Monthly Demand (units) 10,000 10,000
Profit per month = {Monthly demand 90,00,000 90,25,000
(uni Contribution per unit} - (Fixed
Cost per r Set-up cost per month)
45: B
Description: The correct answer is Push System of inventory management, since inventory
is being manufactured in anticipation of demand. Batch production is done in anticipation of
demand and is not done based on actual client orders. This can also be inferred from the
need for additional storage area on increasing the batch size production.
46: B
Description: The correct answer is the cost of permanent labour who are otherwise idle, is
not an additional cost that the company incurs on account of machine set up. It is a sunk
cost and hence should not be included while calculating set up costs.
47: D BEP is 975 units of product A after the proposed change in batch size. Refer
working in subsequent part.
48: B ₹90,00,000 is the current monthly profitability of Product A.
49: C
Description: The correct answer is (i) and (ii) because the monthly profitability of Product
A increases by ₹25,000 and lesser the number of set ups better the productivity of the
machine. Set up costs will be lower. Since set ups are lesser, labour hour requirement will
be lesser, which can be used to reduce costs or improve productivity elsewhere.
50: D
Description: The correct answer is forward un organic integration. NFC is currently only a
manufacturer of Khadi fabric with no access to further segments of the value chain. By
acquiring SDC, it is going for an un organic integration by acquiring another company,
(Organic integration would be one where the company uses internal growth to expand
operations) NFC is expanding its operations in the form of extending its reach further in
the value chain. SDC's business would give NFC access to textile retail outlets. This makes
it a forward un organic integration.
51: B
Description: The correct answer is Narrow Target with Differentiation focus. SDC
currently targets only customers within the age group from 18 years to 30 years. They are
1.34
not targeting any other segment. Hence, this is a narrow target. To them, they sell stylish,
"in vogue" fashion apparel that appeals to the youth. This is Differentiation focus.
52: C
Description: The correct answer is Forward organic integration. NFC is currently only a
manufacturer of Khadi fabric with no access to further segments of the value chain. By
acquiring SDC, it (1) plans to expand its own scale of operations to manufacture more Khadi
fabric, (2) It plans to use SDC's capabilities to gain access to designing, weaving resources
as well as SDC's well established national distribution network with retail textile outlets.
Hence, point 1 makes it an organic growth and point 2 makes it a forward integration.
53: A
Description: The correct answer is Broad Target with Differentiation. Broad target since
the target group is from all age groups. Differentiation is because NFC's products are
unique due to their traditional nature and their concept of catering to the demand for
"Made in India" products.
54: A
Description: The correct answer is - Cellular Manufacturing (i.e., group machines into
working cells) that will reduce excessive work-in-process inventory and defective parts. A
working cell is a small cluster of machines which can be run by a single machine operator.
This individual machine operator takes each output part from machine to machine within
the cell; and thus, there is no way for work-in-process to build up between machines.
55: C
Description: NFC is going from being a manufacturer of Khadi fabric sold to weaver and
designers and is expanding into an end-to-end business in fashion apparel (manufacturing
up to sales and delivery). The expansion of operations will make the value chain more
complex with many linkages that NFC must have the capability to attend to.
56: D
Description: The correct answer is Narrow target with cost focus NFC is focussing on
reducing the cost of production by using lower grade cloth specifically for the 30 to 50
year age category. Hence, the advantage will have narrow target with focus on cost for
that particular category.
57: B
Description: The correct answer is Customer Pains. Sellers who are registered with
Buymore are its (Buymore's) customers. Inability to invest in warehousing and storage
facilities have hindered their prospects of expanding their product reach. Hence, this
represents customer pains on the value proposition canvas.
58: C
Description: The correct answer is the sellers and buyers who register on their website.
There are two revenue streams for Buymore, the seller fee collected on sales made through
the website and the yearly subscription fees that the buyers pay to access the services.
59: A
1.35
Description: The correct answer is Customer Jobs. Customer Jobs describes the important
issues that business's customers are trying to solve/resolve in their work, it could be their
needs that they wish to satisfy or may be a task that they try to perform and complete in
their life (professional and personal) or at workspace. The aspirational need of buyers in
rural Indian towns as well as the need of the sellers to expand their product reach
represent a need that is unresolved.
60: B The correct answer is Digital Platform model. More specifically Buymore follows
the Business to Consumer digital platform Model. Buymore is a digital platform that
connects business to retail consumers.
61: B
Description: Accessibility is making products and services available to customers who
previously lacked access to them. Convenience is making things more convenient or easier
to use can create substantial value. By providing warehousing and shipping services to
sellers registered with Buymore, the company has made it easier for these sellers to
expand their product reach. Along with convenience, access to these services have been
provided by Buymore. This is a pain reliever / gain creator for the sellers.
Also, for buyers in the rural Indian markets this move will provide them access to products
that were previously not available to them. Procurement of these products can be done
online on Buymore's website, which adds to the convenience aspect. This is a pain reliever
/ gain creator for the buyers.
62: C
Description: Pain relievers and gain creators both create value for the customer in
different ways. The difference is that the former specifically addresses pains in the
customer profile, while the latter specifically addresses gains. It is okay if either of them
addresses pains and gains at the same time, The main goal of these two areas is to make
the customer value creation of your products and services explicit.
63: D
Description: Pain relievers and gain creators are distinctly different from pains and gains.
Business have control over the former, whereas it doesn’t have control over the latter.
Business decides (i.e., design) how it intend to create value by addressing specific jobs,
pains, and gains. Business don’t decide over which jobs, pains, and gains the customer has
and no value proposition addresses all of a customer’s jobs, pains, and gains. The best ones
address those that matter most to customers and do so extremely well.
64: B
Description: Management by wandering/walking around (MBWA) is helpful in making
communications and supporting TQM. MBWA refers to a style of business management
which involves managers wandering around, in an unstructured manner, through the
workplace(s), at random (rather than a plan where employees expect a visit from managers
at more systematic, pre- approved or scheduled times), to check with employees,
equipment, or on the status of ongoing work. The expected benefit is that a manager, by
random sampling of events or employee discussions, is more likely to facilitate
1.36
improvements to the morale, sense of organizational purpose, productivity and total quality
management of the organization, as compared to remaining in a specific office area and
waiting for employees.
65: D
Description: RFID (Radio-frequency identification uses electromagnetic fields to
automatically identify and track tags attached to objects. An RFID system consists of a
tiny radio transponder, a radio receiver and transmitter) can be used to track items in
trading concerns throughout the supply chain. It is calibre to positively influence inbound
and outbound logistic.
66: B
Description: In 2008, Johnson along with Christensen & Kaggerman extended the scope of
business model to what was earlier proposed by Margretta and proposed that a business
model also needs a value proposition, therefore business model should contain three
components–
1. Customer value proposition. 2. Profit formula. 3. Key resources and processes.
67: D
Description: Impact of exit and entry barriers on profitability (margin) are depicted below-
68: A
Description: Management Accountant is a position that holistically addresses the various
aspects, which affect the sustainability of a business's performance. The management
accountant is at the crossroads of technology, financial analysis and strategy, and
leadership, helping to identify what is driving the company's profits and losses, rather than
simply reporting them.
69: D
Description: In order to be recognised as segment, the following criteria shall be satisfied
the segment should be homogeneous internally, heterogeneous externally (distinct),
identifiable (measurable), shall be reasonable if not substantial (profitable), and must be
responsive (accessible).
70: A
Description : The correct answer is − Which of the customer’s problems are we helping to
solve? A value proposition creates value for the customers by satisfying their needs. The
1.37
value proposition may be quantitative (for example price, performance, timeliness of

delivery etc) or qualitative (for example brand value, design, convenience, novelty etc).
71: D The correct answer is Economies of Scale which is determined by the strategic
decisions taken by the management of the company. STEEPLE stands for Social,
Technology, Environment, Economy, Political, Legal and Ethics.
72: B
Description : Answer: (i), (ii), and (iii)
Traditional cost management ignores competition, market growth, and customer
requirements, because it is largely concerned with the quantitative factors inside the
organisation. Traditional cost management places excessive focus on cost reduction. It
ignores the strategic importance of individual cases. Broad cost reduction leads to inferior
quality. Traditional cost management ignores the dynamics of marketing and economics
because it relies on financial accounting data that is static and historical in nature.
Traditional cost management has a limited focus on review and investigation, only of those
variances and deviations that are quantitative in nature.
73: A Value chain analysis is a framework that helps companies to identify opportunities
to gain competitive advantage either by adopting cost leadership strategies (eliminating
costs and reducing costs) or by product differentiation strategy (identify opportunities
for product differentiation providing the customer something that the rival competitors
do not). This analysis does not analyse the quantity sold or selling price of products and
service.
74: C
The correct answer is − for cost leadership marketing cost analysis is not very important.
It determines the risks and possible gains from various marketing activities. While it will
be looked into for efficiency of costs, it is not a critically important for cost leadership.
It is very important for product differentiation, where the success of the differentiating
factor depends on making the customer aware of this unique feature of the product.
Competitor cost analysis compares the cost structure of the company with that of its rivals.
It will help identify areas where better cost control can lead to cost leadership.
Product cost the most important cost component for pricing decision and hence plays an
important role in cost leadership.
Standard cost provides the benchmark based on which performance of various cost
categories can be assessed.
75: D The correct answer is External Environment. Government policies do pose
opportunities and threats but is not the only factor. There are many social, economic,
technology factors also pose opportunities and threats.
76: C
Description : Market research to know customer perception about the product is very
important for cost leadership is false. Market research information is very important for
product differentiation strategy.
77: A 78:B 79:C 80: B
1.38
Modern Business Environment
MCQ’s
MODERN BUSINESS ENVIRONMENT
CHAPTER 2
Question 1: Which of the following best describes Total Quality Management?
A Identifying the cost drivers for a company’s major activities
B Applying a zero-defect’s philosophy aimed at embedding awareness of quality in all

organizational processes
C Tracking costs and revenues attributable to each product over its life cycle
Measuring how low the costs of a product need to be by reducing the desired profit
D
margin from the expected selling price
Question 2: Which of the following is not the aim of strategic supply chain management?
A Develop a supplier network that can cater to raw material requirements with minimum
lead time
B Focus on customers whose lifetime value is very profitable
C Ensuring proper communication and information systems that will ensure robust
functioning of the organization
D Frequent changing of suppliers and sales dealerships
Question 3: Hcare produces specialized medical equipment used by a number of medical

practitioners. It has identified a Critical Success Factor (CSF) "Customers should find
zero defects with the medical equipment. Aim for zero defective sale units."
Which of the following would be a Key Performance Indicator that directly relates the
"zero defective sale "CSF identified above?
A Training hours imparted to manufacturing staff about in quality control for

manufacturing process
B Cost of product returns and replacement cost
2.1
MCQ’s
C Cost of inspection and testing
D Quality certifications from external agencies
Question 4: Medicare produces specialized medical equipment used by a number of

medical practitioners. It has identified a Critical Success Factor (CSF) "Customers should
find zero defects with the medical equipment. Aim for zero defective sale units."
The Critical Success Factor identified above aims to reduce which of the following Cost
of Quality (COQ) to the very minimum:
A Cost of External Failure B Cost of Internal Failure
C Preventive Cost D Appraisal Cost
Question 5: Value chain analysis is aimed at which of the following?

i. Eliminate costs ii. Reduce costs iii. Increase quantity sold
iv. Increase sales price v. Identify opportunities for product differentiation
A i, ii, and v B iii and iv
C iii, iv, and v D None of the above
A1 is an organization that does trading of milk and milk products and operates within a large
district in Uttar Pradesh, India. Milk producers (dairy farmers) sell quality milk and milk
products which is then sent to retailers to be sold to customers. Each day the milk producers
get the milk to the collection centre in the village. A sample of milk is drawn from individual
lots to test the milk for quality. Once the quality check is passed, measurement of milk is
done carefully, and the milk collected is recorded in the name of the individual milk producer.
The milk is then brought to the main collection centre where further quality check is done.
Once the quality test is passed, the milk is then packaged and dispatched in specially designed
vans with coolers to retailers spread across various locations within the district. Consumers
get their daily milk supplies from the retailers.
Question 6: The decision enumerated in above has raised concerns with the dairy farmers
who stand to lose their livelihood. A1 has assured them that all the dairy farmers will be
given employment within the dairy farms owned by the organization. Moreover, milk
production will be based on sustainable methods which will ensure the good health of the
livestock cattle as also that of the environment. The customers also benefit by getting
2.2
MCQ’s
farm fresh milk. A happy customer will be a loyal customer, thus ensuring the sustainability
of business. A1 aims to develop a framework that will monitor and ensure the well-being of
the livestock cattle and its dairy farmers, ensure sustainability practices that ensure that
production is done is an eco-friendly manner. Which scenario best describes this scenario?
A Value chain management B Upstream supply chain management
C Downstream supply chain management D Triple bottom line
Question 7: From the viewpoint of A1, ensuring distribution of milk packets to retailers
well within the expiry date (milk being a perishable commodity) best describes which of
the following situations?
Question 8: In the recent years, A1 has been battling complaints about decreasing quality
of products. Hence it is thinking of taking strategic decisions. One among them is to own
dairy farms where the livestock are kept, instead of procuring the milk from dairy farmers
individually. It is felt that this would standardize the rearing the livestock cattle (breed
of cattle, their feed, milk collection procedure etc). This will also give better control over
milk production and therefore improve quality of milk output. Which scenario best
describes this scenario?
Question 9: From the viewpoint of A1, procurement of good quality milk from dairy
farmers best describes which of the following situations?
Case Scenario 2
You recently joined Management Accounting department of a fashion retail brand 'Paridhaan'
which is struggling with dipping margin and deficiencies issues in distribution network, In
2.3
MCQ’s
meeting with CEO and COO you explained to them that Supply Chain Management can be great
help for Paridhaan to overcome the many of challenges that Paridhaan is currently facing.
You explained them the case of Sara Fashions, how they manage their Supply Chain to create
value. Sara Fashions is a well-known premium international clothing manufacturer and retailer
based in Spain that was founded in the 1980s. Because of the collaborative relationship with
customers and suppliers, Sara can complete the development and shipment of a new product
to its stores in two to six weeks, which is faster than the industry average of six months.
Sara sells their clothing through its own retail outlets.
One of the most significant benefits of Sara's supply chain strategy is its ability to respond
quickly to all fashion trends and provide customers with the latest fashion outfits in two
weeks in case of existing items while 4-6 weeks in case of new items. Secondly, Sara never
produces in large quantities, so if the style does not sell as well as expected, Sara does not
suffer as much loss because there is not much stock to discount. Thirdly, the advantages of
a vertically integrated and shortened supply chain are obvious. Sara's advertising cost is only
0.3% of its revenue, whereas similar fashion retailers typically spend 3% on advertising and
marketing.
The high frequency of shifts in displayed merchandise (about three-quarters of them are
changed every three weeks) allows for consistent customer visits.
The main disadvantage of Sara's supply chain is that because Sara owns all of the supply chain
channels, it is difficult to expand to distant locations because it is very expensive to
distribute such products.
Sara factories in Spain employ flexible manufacturing systems to allow for rapid changeover
operations. Only 24% of all items are manufactured in Asia and Africa, while 50% are
manufactured in Spain; and rest 26% in the rest of Europe. Sara's factories can quickly
increase and decrease production rates, resulting in less inventory in the supply chain and less
need for working capital to finance that inventory. They only do 50 to 60% of their
manufacturing in advance, compared to competitors' 80 to 90%. Sara does not need to bet
heavily on yearly fashion trends. They can place numerous smaller bets on short-term trends
that are easier to predict.
They employ approximately 3,000 workers in manufacturing operations in Spain at an average
wage of 11.00 euros per hour, compared to an average wage of 0.80 euros per hour in Asia.
COO pointed that there are two flows that majorly we need to manage at Paridhaan; the
physical flow of material and exchange of information.
Since many of terms and points are new for them hence, they shower you back with questions
which you need to answer (with most appropriate option) keeping above facts in backdrop of
your mind.
2.4
MCQ’s
Question 10: Question 10: Which of following statements is/ are correct regarding cycle-
time and turnover ratios of Sara Fashions?
i. Stores of Sara Fashions expected to have lower inventory turnover ratio than the stores
of other retail readymade clothing brands
ii. Cycle time is lower in case of Sara Fashions than its peer group
A Only statement i B Only statement ii
C Both of the statements D None of the statements
Question 11: Sara's response time to customer's demand is comparatively less than its
peers, hence it has better control over physical flow of supply chain and capable to counter
negative effects. One such effect is, due to small change in customer demands, inventory
oscillations become progressively larger looking through the supply chain. This is known as
A Net effect B Bullwhip effect C Chain effect D Reverse effect
Question 12: By offering products through an exclusive distribution channel, Sara can
i. Differentiate ii. Better understand their customers
iii. Encourage additional purchase
iv. Specialise in a particular type of discounted merchandise
A Only i B Only iii
C iii and iv D i, ii, and iii above
Question 13: Which of following statements is/ are incorrect regarding Sara Fashions?
i. Sara Fashions competes on flexibility and agility instead of low cost leadership
ii. Sara Fashions can further reduce their cost production by shifting production facility
to labour intensive market/ economy
A Only statement i B Only statement ii
C Both of the statements D None of the statements
Question 14: COO statement in context of flows pertaining to supply chain management
at Paridhaan, which of the following is/ are true for supply chain management?
i. The physical material generally has upstream movement
ii. Exchange of Information happens both ways always
iii. Flow of cash always has downstream movement
2.5
MCQ’s
A Only i B Only ii
C Only ii and iii D All of the i, ii, and iii above
ICAI MODULE QUESTIONS - CASELET BASED MCQS
Case-let on Push-Pull Inventory System

ABC Ltd. is a very profitable company with a high sales volume for its products. The company
has been in this business for the last 20 years. The business cycles can be predicted with
high accuracy. The products it manufactures can be bought off the shelf from retail stores.
Demand is continuous throughout the year. Hence, its inventory turnover is high. Profit margin
earned on its sales are high and generate sufficient cash flow.
Production cost is optimal when products are produced on a large scale. It is a mid-sized
company that wields sufficient bargaining power over its suppliers. Factory land is owned, and
it has sufficient storage area within its premises. Working capital needs of the company are
sufficiently met by internal reserves.
Question 15: Given the above conditions, which type of supply chain may be more suitable
for ABC Ltd. to adopt:
A Pull model supply chain B Push model supply chain
Question 16: Where in the flow of the supply chain are the customers?
A At the end of the supply chain (downstream)
B At the beginning of the supply chain (upstream)
Question 17: Implication of high inventory turnover ratio on working capital locked in
finished stock is –
A Working capital gets locked in finished stock for a shorter period of time
B Working capital gets locked in finished stock for a longer period of time
Question 18: What advantages can ABC derive from economies of scale of production on
production cost and the ability to wield sufficient bargaining power over its suppliers?
2.6
MCQ’s
The factors provide ABC Ltd. a competitive advantage on the ability to compete with
A the market based on price of the product. It can follow the low cost advantage
strategy.
The factors provide ABC Ltd. a competitive advantage on the ability to compete with
B the market based on variety of the finished product. It can follow the product
differentiation advantage strategy.
Question 19: What are the risks involved in the selected model –
A Risk of overstocking due to variations in actual demand as compared to forecast.
B Inventory has working capital locked in finished stock and there is higher need for
storage space for finished stock.
C Both (a) and (b) above
D Neither (a) nor (b) above
Question 20: Had ABC Ltd. been producing products that are highly customized in nature,
based on individual customer requirements, what would be the more appropriate type of
supply chain to adopt?
A Pull model supply chain B Push model supply chain
1: B
Description: The correct answer is (B) Total Quality Management (TQM) is the planning
and controlling of all business functions so that products or services are produced to meet
the expectations of the customer. It aims at improving the quality of a company's output
through continuous improvement of internal practices. Zero- Defect philosophy aims at
embedding awareness of quality in all organizational processes. Option (A) describes
activity based costing, Option (C) lifecycle costing and Option (D) target costing.
2: D
Description: Strategic supply chain management tends to encourage long term relationships
with partner organizations both on the supply and demand side. The company can generate
sustainable value only from having such synergic relationships. Frequent changing of
suppliers and sales dealerships does not support this objective.
2.7
MCQ’s
3: B
Description: The correct option is cost of product returns and replacement. Where the
sales to customers are expected to be of zero defects, there should ideally be no cost of
product returns and replacement cost. Any such incidence captured in the KPI Dashboard
should then be investigated by Medicare to detect any weakness in the area identified as
critical to success. Training hours imparted to manufacturing staff about quality control is
a preventive cost, not directly related to zero defective sales, although it aims at reducing
defects by imparting appropriate training to the staff. Cost of inspection and testing aims
to find out defects before the product reaches the customer, it is an appraisal cost. Quality
certifications from external agencies is an appraisal cost incurred to improve customer
perception about the quality of the product. Quality certification by itself does not prevent
defects or ensures zero defective sales.
4: A
Description: Medicare aims to have zero defective unit sales. This implies that they wish
to reduce cost of sale returns, warranty costs, cost of product recalls and any other cost
incurred due to a complaint from the customer.
The other costs namely internal failure costs, preventive costs and appraisal costs are costs
incurred at the discretion of Medicare. Taking sufficient preventive and appraisal measures
and also ensuring that defects are detected before the products reach customers by
reworking on defects or scrapping them altogether, would all put together ensure that cost
incurred on defective goods due to customer complaints is kept at minimum.
5: A
Description: Value chain analysis is a framework that helps companies to identify
opportunities to gain competitive advantage either by adopting cost leadership strategies
(eliminating costs and reducing costs) or by product differentiation strategy (identify
opportunities for product differentiation providing the customer something that the rival
competitors do not). This analysis does not analyse the quantity sold or selling price of
products and service.
6: D The correct answer is 'Triple Bottom Line'. This is framework that organizations
can adopt to ensure that their operations are being carried out in sustainable
manner with respect to Profit, People and the Planet.
7: C
Description: The correct answer is 'Downstream Supply Chain Management'. Distribution
of milk within expiry date is a post-manufacturing activity that deals with the movement
of finished goods to the retailer and therefrom the final customer.
8: A
Description: The correct answer is 'Value Chain Management'. A1 essentially wants to do
vertical integration to ensure that the quality of milk produced can be controlled. This
decision relates to the procurement function of Porter's Value Chain Analysis.
9: B
2.8
MCQ’s
Description: The correct answer is 'Upstream Supply Chain Management'. Procurement of

good quality milk from dairy farmers refers to procurement of raw materials from
suppliers, which is Upstream Supply Chain Management.
10: B
Description: Since Sara Fashions keep low inventory level low and produce in small lots
according to latest fashions and customers' needs hence Stores of Sara Fashions have
higher inventory turnover ratio than the stores of other retail readymade clothing brands.
Sara Fashions took only 2-6 weeks to reach back to customers with their product that meet
their requirements/ expectations hence in comparison to average of 6 months for peer
group hence cycle time is lower in case of Sara Fashions.
11: B
Description: The bullwhip effect is a supply chain phenomenon describing how small
fluctuations in demand at the retail level can cause progressively larger fluctuations in
demand at the wholesale, distributor, manufacturer, and raw material supplier levels. The
effect is named after the physics involved in cracking a whip.
12: D Sara only sells its clothing through its own retail outlets. This allows Sara to better
understand their customers and encourages additional purchases. By offering products
through an exclusive distribution channel, Sara can differentiate.
13: D
Description: It is stated in fact of case that they employ approximately 3,000 workers in
manufacturing operations in Spain at an average wage of 11.00 euros per hour, compared to
an average wage of 0.80 euros per hour in Asia. Hence Sara competes on flexibility and
agility instead of low cost and cheap labour. Further it is stated that Sara factories in
Spain employ flexible manufacturing systems to allow for rapid changeover operations. Only
24% of all items are manufactured in Asia and Africa, while 50% are manufactured in Spain;
and rest 26% in the rest of Europe; hence scope of reducing cost of production by shifting
production facilities to labour intensive economies such as India, Asian and African
countries.
14: B
Description: There are three types of main flows that happen in any supply chains: flow of
materials/ goods, flow of money/ cash, and flow of information. There is a forward flow of
materials/ goods for the regular flow that happens all the way from higher tier suppliers
(upstream) to the end- consumer (downstream). In addition, if there are any returns for
any reason, there will be a reverse flow of materials/ goods in the opposite direction to the
forward flow. Flow of money (cash flow) happens from downstream to upstream. For
example, the retailer needs to pay the distributor for the goods they have received from
them. Flow of information happens both ways in the supply chain since organizations will
need to share different type of information with each other so that the whole supply chain
can make better decisions to improve overall performance.
2.9
MCQ’s
15: B
Description: Push model supply chain.
• The ability to keep production cost low on account of economies of scale of production,
• ability to forecast demand for its products with high accuracy,
• having sufficient working capital requirements that can help it stock up finished goods
All these factors can enable ABC ltd. To produce its products on a large scale in
anticipation of demand. Inventory of finished goods can be stocked up and sold when the
demand for it arises. Therefore, production in anticipation of demand, which is the push
model of supply chain can be adopted here. In push model of supply chain, the production
is done in anticipation of demand. The manufactures or distributors then “push” these
finished goods to the customer.
16: A
Description: Customers are at the end of the flow of the supply chain. They are at the end
of the downstream flow in the supply chain.
17: A
Description: High inventory turnover ratio implies that finished goods inventory is
converted into sales at a faster rate. Hence working capital locked in finished stock can be
recouped faster through cash flows generated from sale of products.
18: A
Description: Economies of scale of production on production cost and the ability to wield
sufficient bargaining power over its suppliers can help reduce the overall cost of
production. This savings in cost provides a cushion to the company that can enable it to
offer i ts products at a discounted price to the customers. This is the low cost advantage
strategy. Ability to offer product differentiation works better in industries where
production is based on customer requirements (more variety). Where more variety is
offered, it may not always be possible to produce on a large scale. Economies of scale may
not be optimally achievable in these cases.
19: C
Description: The risks involved in using the push model is that
• Overstocking of inventory may occur when the actual demand does not follow the
pattern of forecasted demand. Since production is done based on forecasted
demand it might happen that inventory can pile up when there is sluggish demand
that was not accounted for.
• Since production is in advance, working capital gets tied up in finished stock as part
of inventory. Also, since production is in anticipation of demand, finished goods need
to be stored. Hence the need for more space for storage of finished goods.
20: A Had ABC Ltd. been producing goods that are highly customized in nature, production
will depend on meeting the customer’s requirements. Hence, a pull system of supply chain
would work better where product customization is important.
2.10
Lean System and Innovation
MCQ’s
LEAN SYSTEM AND INNOVATION
CHAPTER 3
Question 1: Which of the following is false about Kaizen costing?
A It uses target costing to set the required planned cost of the product
B Continuous improvement is aimed at producing new products
C The purpose is to build the idea of continuous improvement in the production process
D Focuses on elimination of waste and improving productivity
Question 2: A company wants to implement Just in Time Manufacturing (both for

procurement and production). Which of the following would not be required to be Critical
Success Factors (CSFs) required to be met in order to ensure the success of the JIT
project
A Accuracy of demand prediction and close links with suppliers supply of raw materials
B Agile production lines that are flexible to meet the change in demands
C Low set up time and cost each time there is change in the production line
D Have sufficient storage space to keep excess inventory
Question 3: Which one is not a benefit of Shine?
A Less production downtime B Happier employees
C Improved quality D Inventory reduction
Question 4: Which of the following does Kaizen improvement process not focus on?
A Poka-Yoke B 5S
C Improvement by innovation D Just-in-time principles
3.1
MCQ’s
Question 5: Which of the following is not a prerequisite for an effective JIT system?
A Lesser set up time B Total quality management
C Varying demand patterns D Multi skilled labour force
Question 6: What will be overall equipment effectiveness, if second is ideal cycle time;
planned production time is 7 hour and out of total count of 19,240 units, the good count
are 18,848 units.
A 97.96% B 76.35% C 74.79% D 74.97%
Question 7: A company follows Just in Time system for material procurement and
production. An accountant finds difference between the accounting records of the
company and the actual inventory on hand. The company uses backflushing system of
accounting to track inventory. Possible reasons for this would be:
i. Inaccurate production figures entered by production staff due to lack of training
ii. Abnormal loss during production is not tracked by production staff
iii. Back flushing transaction posting utilization of raw material inventory happens only at
the end of the day when the production is complete
iv. Back flushing costing records components used for work in progress while inventory is
accounted for at the end of the day by the production staff
A i, ii and iv B i, ii and iii C i, iii and iv D i, ii, iii and iv
Case Scenario 1
Glen Engineering Limited (GEL) is adopting lean practices in a drive for excellence and
productivity. Among the lean initiatives that GEL has taken in the recent past, TPM is
prominent. While speaking to one of the quality circles, the Chief Management Accountant,
Mr. Deepak, explains TPM consists of eight strategies (or pillars) that ensure equipment is
consistently maintained and inspected by instilling a sense of responsibility for equipment in
all employees. He further says one such pillar deals with routine maintenance, and all the
workers are partners in the betterment of GEL, and the success of the TPM initiative depends
upon their effort.
A couple of training programs for workers, in addition to the EDP (Executive Development
Programme) and MDP (Management Development Programme) on 5S practices, were organized
by GEL to empower its managers and employees. The focus of the programs was to explain
the five S: sort, set-in-order, shine, standardise, and sustain, as well as highlight their scope
and useful tools.
3.2
MCQ’s
Mr. Shukla, who is VP-POM (production and operation management), also attended the MDP.
He is of the opinion that there are six S instead of five, and the sixth S is Style, and he
further says that the five S are only enablers for continual improvement and not results in
themselves. Mr. Shukla's second opinion is countered by Trainer by emphasizing the expected
benefits of each of the 5S.
Mr. Dev Raj, floor supervisor, is not sure about how shine can help in productivity and what is
to be performed or covered under sort phase, so he desired to understand the importance of
shine and the scope of sort phase.
Ms. Archana is the Manager of Risk and Control at GEL, and she is keen to know whether all
the workers strive for 5S simultaneously or one person for each department at a time to
speed up and avoid conflicts.
You are part of trainer's team for MDP, expected to answer following questions with most
appropriate option.
Question 8: Evaluate the correctness of opinions expressed by Mr. Shukla.
i. Style is sixth S as extension of 5S
ii. 5S are enablers that leads to continual improvement
A Statement i only B Statement ii only
C Both Statements D None of the Statements
Question 9: Which of following included in the expected benefits from Sort?

i. Make work easier. ii. Customer satisfaction iii. Improving ownership
iv. Prevent accumulation of unnecessary items
v. Reduce chances of being distributed with unnecessary items
A i, iv, and v only B i, iii, and v only C ii, iii, and iv only D i, ii, iii, iv, and v
Question 10: Which of the following item are parts of the Sort phase?
i. Use of red tags ii. 48-hour rule
iii. Disposition red tag items iv. Putting tools at the point of use
A i, ii, and iii only B i, ii, and iv only C i, iii, and iv only D ii, iii, and iv
Question 11: Which of the following statements is/are correct?

i. 5S should be implemented by only one person per department to save time and avoid
confusion
ii. hanging the area's layout is included in Set-In-Order
3.3
MCQ’s
C Both Statements D None of the Statements
Question 12: Which of following included in the expected benefits from Shine?
i. Creates pleasant environment ii. Makes comfortable with 5S procedures
iii. Frees up space iv. Increases workers productivity
v. Improves safety
A i, ii, and iii only B i, ii, iii, and iv only
C ii, iii, iv and v only D i, iii, iv, and v only
Question 13: Which pillar of TPM focuses on routine maintenance?
A Quality maintenance B Early management
C Planned maintenance D Autonomous maintenance
Question 14: 5S fits in which stage of the PDCA cycle in the context of the organization
striving for continuous improvement?
A Plan B Do C Check D Action
Question 15: Which of the following is not a tool used in the ‘Define’ process in the
DMAIC Model of Six Sigma?
A Project charter and plan B Check sheet
C Effort/ impact analysis D Process mapping
Question 16: What will be overall equipment effectiveness, if second is ideal cycle time;
planned production time is 7 hour and out of total count of 19,240 units, the good count
are 18,848 units.
A 97.96% B 76.35% C 74.79% D None of these
Question 17: Which principle or technique is considered as the base platform for TPM?
A Six sigma B 5S C SMED D Kaizen
3.4
MCQ’s
1: B
Description: The statement continuous improvement is aimed at producing new products is
false. Kaizen costing primarily aims to improve the existing production process. It may only
indirectly give impetus or enable innovation, the improvement is not directly aimed at
making innovative product.
2: D
Description: Sufficient storage space to keep excess inventory is not need in JIT system
of procurement and production because it is based on pull type supply chain management.
Hence production and procurement take place only after an actual order is received from
the customer. Since there is no buffer stock between production levels and customer
demand, the accuracy of demand prediction is very important (CSF). Also, the suppliers
have to supply raw material of the appropriate quality on time for the production to begin.
Hence close links and communication with supplier is also important (CSF). Production lines
have to be flexible enough to be able to produce the product as per customer requirements
(CSF). High set up time and cost each time there is a change in production, will lower
profitability and productivity. Hence agility of production is a CSF.
3: D
Description: It is necessary to keep the work area clean and safe. Shining is also an
inspection process for the area, i.e., is everything in good condition? This leads to less
production time, happier employees by reducing their stress levels, and improved quality.
Inventory reduction is not among the benefits of shine.
4: C
Description: Kaizen is lean thinking and structured around the core premise of continuous
improvement rather innovation hence Kaizen focuses on (A), (B) and (D) options only.
5: C
Description: The correct answer is varying demand patterns are not helpful in JIT systems,
the demand should be predictable since the company operates without inventory.
Lesser set up time that makes batch production economical. Total quality management that
enables quick elimination of defects. Multi skilled labour force can perform different
activities including repairs and maintenance, which reduces idle time.
6: C
Formula for calculating Overall Equipment Effectiveness (OEE) can be either of Availability
x Performance x Quality or (Good Count x Ideal Cycle Time) / Planned Production Time
(-18,848 units x 1.0 seconds) / (420 minutes x 60 seconds) = 0.7479 (74.79%)
7: B
Description: The correct answer is (i), (ii) and (iii) are possible reasons for difference
between accounting records maintained under backflush costing and actual inventory.
3.5
MCQ’s
Back flush costing transaction for inventory is posted only once production is complete and
is consolidated entry. Hence, back flush costing records do not record components issued
that are in work in progress.
8: B
Description: Safety is sixth S as extension of 5S. In this phase, leaders focus on
identifying hazards and developing preventative measures to keep their team safe. 5S,
being the foundation of TPM (even all the lean practices that eventually led to TQM), acts
as the enabler for continual improvement and fits in at the Do stage.
9: A
Description: Sorting makes work easier, prevents accumulation of unnecessary items,
reduce chances of being distributed with unnecessary items. Customer satisfaction and
ownership don't relate to Sort.
10: A
Description: Putting tools at the point of use belong to set in order rather than sorting.
48-hour rule may be new concept for students; hence students are advised to take note
that; the 48-hour rule says if it is not going to be used in the work area within 48 hours,
and it does not belong there.
11: B
Description: 5S shall be implemented across organisation by all, simultaneously because 5S
is more than ensuring that a workspace is neat and aesthetically orderly, 5S focuses on
keeping everything in its place to maintain consistency in the work environment. Eliminating
inconsistencies reduces disruptions to production processes, in turn resulting in reduced
waste and a more predictable (and higher) quality of output.
Set-in-order signify the systemic arrangement by adherence to the one of 14th Principle
of Management enunciated by Henri Fayol in Administrative Theory of Management i.e.,
Principle of order which provides that there shall be place for everything and everything
shall be in its place. Therefore set-in-order arrange all necessary items into their most
efficient and accessible arrangements so that they can be easily selected for use and make
workflow smooth and easy. Hence changing the area's layout included in set-in-order.
12: D
Makes comfortable with 5S procedures relates to Standardize.
13: D
Description: Autonomous maintenance focuses on routine maintenance. Routine maintenance
includes cleaning, lubricating, and inspection operations performed by the operators.
14: B
Description: Plan and Do are enablers for continual improvement, while Check and Action
are results. 5S, being the foundation of TPM (even all the lean practices that eventually
led to TQM), acts as the enabler for continual improvement and fits in at the Do stage.
15: B
3.6
MCQ’s
Description: Project charter and plan, Effort/impact analysis, and process mapping are the
tools used in the 'Define' process in the DMAIC Model of Six Sigma. In addition to this,
tree diagram is also used.
The Check Sheet (Defect Concentration Diagram), is a structured form for collecting and
analyzing data. It is one among the 7 Basic Quality Tools. The check sheet is a form used
to collect data in real time at the location where the data is generated. The data it captures
can be quantitative or qualitative. When the information is quantitative, the check sheet is
sometimes called a tally sheet. It is used in the ‘Measure’ process.
16: C
Description: Formula for calculating Overall Equipment Effectiveness (OEE) can be either
of Availability × Performance × Quality or (Good Count × Ideal Cycle Time) / Planned
Production Time
(18,848 units × 1.0 seconds) / (420 minutes × 60 seconds) = 0.7479 (74.79%)
17: B
Description: The traditional approach to TPM was developed in the 1960s and consists of
5S (Sort, Set in Order, Shine, Standardize, and Sustain) as a foundation and eight
supporting activities (sometimes referred to as pillars).
3.7
Specialist Cost Management Techniques
MCQ’s
SPECIALIST COST MANAGEMENT

TECHNIQUES
CHAPTER 4
Question 1: IEE is selling an electronic product that is aiming at a customer base who are
early adopters. Their market share in the current year has been growing rapidly and
consequently profits are also increasing rapidly. Market competition is increasing with a
growing number of competitors for IEE.
Which strategy should IEE not adopt at this stage?
A Strategy shifts from acquisition to retention of customers
B Development of long term relationships with customers
C Leverage the product’s perceived differential advantage to secure a strong market

position
D Build selective distribution channels to target niche customers only
Question 2: The selling price of Product X is set at $275 for each unit and sales for the
coming year are expected to be 400 units. A return of 30% on the investment of $1,25,000
in Product X will be required in the coming year.
What is the target cost for each unit of Product X?
A $181.25 B $165.00 C $187.50 D $362.50
Question 3: A company is about to replace an equipment that costs a Rs.10,00,000 with

either equipment A or equipment B. Finance cost is 6% per year and other information is
as below:
Equipment A (Rs.) Equipment B (Rs.)
Initial Cost 28,000 40,000
Annual Operating Costs 24,000 p.a 18,000 p.a.
The annuity factor of 6% finance cost for 20 years is 11.4699. The company expected the
new system (either equipment A or equipment B) to last for 20 years.
Which equipment should the company choose using life cycle costing?
A Equipment B since the life cycle cost is Rs.1,72,049 which is lower as compared to
equipment A having a cost of Rs.2,86,748
4.1
MCQ’s
B Equipment A since the life cycle cost is Rs.5,13,253 which is lower as compared to
equipment B having a cost of Rs.7,27,952
C Equipment A since the life cycle cost is Rs.8,00,000 which is lower as compared to
equipment B having cost of Rs.9,00,000
D Equipment B since the life cycle cost is Rs. 10,72,049 which is lower as compared to
equipment A having cost of Rs. 10,86,748
Question 4: How is target cost calculated?
A Desired selling price less actual profit B Market price less desired profit
margin margin
C Desired selling price less desired D Market price less standard profit
profit margin margin
Question 5: SW is selling an electronic product that is aiming at a customer base who are
early adopters. Their market share in the current year has been growing rapidly and
consequently profits are also increasing rapidly. Market competition is increasing with a
growing number of competitors for SW.
For this electronic product, which stage of product life cycle is SW experiencing?
A Introduction B Growth C Maturity D Decline
Question 6: The management of a company are spending huge money on distribution and
promotion of Product Z. Huge efforts are being made to reach out to customers through
various marketing channels and promotional events. Decisions are being taken about
Product branding, packaging and labelling. This is despite Product Z having low sales volume,
yielding negative profits. There are few competitors for Product Z.
Which life cycle characteristics does Product Z show?
A Introduction B Growth C Maturity D Decline
Question 7: In the industry life cycle, which of the following best characterizes an
industry in the growth stage?
A New goods are being created all the B A select few companies control the
time majority of the market
4.2
MCQ’s
C There is little threat from D There is no pressing need for

substitutes and few competitors competitive differentiation
Question 8: Which of the characteristics and strategies in the growth phase of a

product's life cycle?
i. Offer a product with extensions, service and warranty
ii. High R&D spend, to improve or enhance product features to differentiate the product
from that of the competitors
iii. Shift from product awareness to product conviction
iv. Build intensive distribution channels to handle additional volumes and new market
A i, ii and iii B i, iii and iv C ii, iii, and iv D i, ii, iii, and iv
Case Scenario 1
H. Ltd. manufactures three products. The material cost, selling price and bottleneck resource
details per unit are as follows:
Particulars Selling Price ($) Material and Other Bottleneck Resource

Variable Cost ($) Time (Minutes)
Product X 100 70 15
Product Y 200 140 15
Product Z 300 240 20
Budgeted factory costs for the period are $2,00,000. The bottleneck resources time
available is 1,25,000 minutes per period.
Company adopted throughput accounting and products are ranked according to 'product
return per minute'.
Question 9: Which of the following is true regarding ranking of product as per
Throughput Accounting Ratio?
A Rank 1 - Product X, Rank 2- Product Y, and Rank 3 - Product Z
B Rank 1 - Product Y, Rank 2- Product X, and Rank 3 - Product Z
C Rank 1 - Product Y, Rank 2 - Product Z, and Rank 3 - Product X
D Rank 1 - Product X, Rank 2- Product Z, and Rank 3 - Product Y
4.3
MCQ’s
Question 10: Which of the following is true regarding ranking of product as per product
return per minute?
A Rank 1 - Product X, Rank 2- Product Y, and Rank 3 - Product Z
B Rank 1 - Product Y, Rank 2- Product X, and Rank 3 - Product Z
C Rank 1 - Product Y, Rank 2 - Product Z, and Rank 3 - Product X
D Rank 1 - Product X, Rank 2- Product Z, and Rank 3 - Product Y
Question 11: Which of the following is not true regarding Theory of constraints /
Throughput Accounting (TOC/ TA) based approach for product mix decisions?
A The TOC/TA approach focuses on push approach to production management as opposed

to pull approach of Just in Time Management
B One of the disadvantages of the TOC/TA approach is that there may be circumstances
when operating expenses cannot be classified definitively as fixed
C Where the TA ratio is greater than 1 the product in question is profitable
D TOC/ TA approach has its main emphasis on quality of production
Question 12: Which of the following is not true regarding theory of constraints?
A The optimum production of bottleneck activity should determine the production

schedule of the non-bottleneck activities
B The workers of non-bottleneck machines should be motivated to improve their

productivity
C Constraint can be removed by elevating system bottlenecks
D Constraint can be removed by increasing bottleneck efficiency and capacity
4.4
MCQ’s
Case Scenario 2
Kowloon Toy Company (KTC) expects to successfully launch Toy "H" based on a Disney
character KTG must pay a 20% royalty on the selling price to Disneyland.
KTC targets a selling price of ₹500 per toy and profit of 25% on the selling price.
The following are the cost data forecast:
Per unit of toy
Component H₁ 90
Component H2 70
Labour: 0.40 hr. @ 200 per hr. 80
Product Specific Overheads 20
In addition to the above, each toy requires 0.6 kg of other materials, which are supplied at a
cost of Rs.40 per kg with a normal 4% substandard quality, which is not usable in the
manufacture.
Question 13: What should be the cost reduction to meet the target cost of Toy "H"?
A Rs. 11 per unit B Rs. 12 per unit C Rs. 10 per unit D Rs. 15 per unit
Question 14: Which of the following statements is false?
A Target costing takes a market driven approach towards cost by shifting focus on
creation of values that tend to the needs of the customers
B Target costing is capable to take into account initial design and engineering costs, as
well as cost of manufacturing, distribution, sales, and services
C Strategy of using target costing may affect the quality of the product negatively
D Cost reduction through target costing is temporary in nature
Question 15: Calculate the total cost of manufacturing of Toy "H".
A Rs. 285 per unit B Rs. 286 per unit
C Rs. 280 per unit D Rs. 290 per unit
Question 16: Calculate the target cost for per unit of Toy "H".
A Rs. 400 per unit B Rs. 375 per unit
4.5
MCQ’s
C Rs. 500 per unit D Rs. 275 per unit
Question 17: In which of the following industries is the likelihood of utility of target
costing may perhaps be lower?
i. Assembly oriented industries where most of the product costs are committed in the
design phase
ii. Service oriented industries
iii. Industries with high levels of competition
iv. Industries involved in production of raw materials
A i and iv B ii and iv C i, ii and iii D i, ii, iii, iv
Question 18: Which of the following techniques is not relevant to target costing?
A Value Analysis B Variance Analysis
C Functional Analysis D Activity Analysis
ICAI MODULE QUESTIONS - CASELET BASED MCQS (ICAI Model Test Paper)
Art Décor is a marble sculpture making company based out of Jaipur, Rajasthan. It has been
making miniature figurines (small statues) for the past many years. It now plans to foray into
making larger sizes statues that can be displayed in gardens, resorts or large corporate
offices. As a trial it has asked its main designer Raj to come up with an appropriate design
model that would appeal to such customers. There is already a competitive market for such
larger size statues. However, the management of Art Décor has a skilled artist like Raj who
can come up with attractive designs for customers. Within the month, Raj has come up with
the appropriate design. Jay is the product manager who likes the design but wants to price it
competitively in the market. The costing for 200 statues is as below:
Cost Amount (₹)
Design cost 5,00,000
Direct materials 20,00,000
Direct manufacturing labour 25,00,000
Variable manufacturing overhead 20,00,000
Fixed manufacturing overhead 5,00,000
Marketing 10,00,000
4.6
MCQ’s
Question 19: The target profit required is 25% of revenue. If the sale price per statue
is ₹45,000 what is the target cost per statue?
A ₹33,750 per statue B ₹36,000 per statue
C ₹42,000 per statue D ₹56,250 per statue
Question 20: What is the cost estimate per unit as per the cost information given above?
Question 21: Given your calculations in (a) & (b) has the target cost per statue been met?
A Yes, the estimated cost is lower than the target cost per statue.
B No, the estimated cost is higher than the target cost per statute.
Question 22: During the course of discussions, Jay the product manager found that the
designer Raj plans to use high quality marble for these statues. Jay suggests that he use
a much lower quality marble material for the statues. This would reduce the material cost
by 60%. Skilled labour hours required will also be reduced resulting in direct manufacturing
labour to reduce by 50%. Accordingly, what would the revised estimate cost per unit be if
value engineering is applied?
Question 23: Given your calculations in (19) and (22) has the target cost per statue been
met?
A Yes, the revised estimate cost by adopting value engineering is lower than the target
cost per statue.
B No, the revised estimate cost by adopting value engineering is higher than the target
cost per statue.
Question 24: Raj the designer does not agree with Jay’s proposition given in (22) above.
He feels that inferior quality material would affect the durability of the statue and hence
would affect the demand for it in the long run. Instead of value engineering, he feels that
4.7
MCQ’s
10% increased spending in marketing can increase the selling price per statue to ₹50,000
per statue. The target profit required is 25% of revenue. Given this scenario, what is the
target cost per statue?
Question 25: Given the situation in (24) what would be revised estimated cost per statue
after increasing the spend on marketing?
Question 26: Given your calculations in (24) and (25) has the target cost per statue been
met?
A Yes, the estimate cost after increased spend on marketing is lower than the target
cost per statue.
B No, the estimate cost after increased spend on marketing is higher than the target
cost per statue.
Question 27: What is the estimate profit earned per statue as per (22) (adopting value
engineering) and (24) (increasing marketing spend)?
Options Profit per statue with value engineering Profit per statue after increased
as per (22) marketing spend as per (24)
A Rs.14,750 Rs.7,000
B Rs.2,500 Rs.7,000
C Rs.11,250 Rs.12,500
4.8
MCQ’s
1: D
Description: Build selective distribution channels to target niche customers only is a
strategy followed during the decline stage of product life cycle when the product is being
phased out and is made available only to its loyal, niche customer base. IEE (currently in
the growth phase) should build a very intensive distribution system in order to reach out
to the masses and increase market share. The customer base is given to be that of early
adopters, that is they are already aware of the product and its features. Hence, IEE should
now try to capture market share through retention of customers. IEE should build
relationships through offering product extensions, service and warranty to develop long
term relationships with customers. Perceived differential advantage should be used to
increase its market position.
2: A
Description: Return: $1,25,000 × 30% = $37,500
Total sales revenue = $275 x 400 = $1,10,000
Therefore, total cost = $1,10,000 - $37,500 = $72,500
Unit cost = $72,500/400 = $181.25
3: D
Description: The correct answer is - Equipment B since the life cycle cost is Rs.10,72,049
which is lower as compared to equipment A having cost of Rs.10,86,748
Particular Equipment A Equipment B
Annual Operating Costs p.a. 25,000 15,000
PVIFA @ 6% for 20 years 11.4699 11.4699
Initial Cost 8,00,000 9,00,000
Add: present value of annual operating costs 2,86,748 1,72,049
over the lifetime of the assets
4: B
Description: The correct answer is (B) Market price less desired profit margin. The product
cost estimate is arrived at by subtracting the desired profit margin from a competitive
market price. Option (C) is incorrect since the selling price should be one that the current
market commands, not one that the company desires.
5: B
Description: SW has a customer base for its product who are early adopters. Early adopters
are those who embrace new technology, although their risk taking appetite is lower than
that of innovators (typically customers of the introduction stage of product life cycle).
Increased competition, growing market share and growth in profits are characteristics of
growth phase of product life cycle.
4.9
MCQ’s
6: A
Description: The correct answer is Introduction stage of life cycle of a product where
Product Z seems to be a new product that is being launched in the market. The products at
this stage are novel and there is minimal awareness about it, hence the huge spend on
advertising and promotional events. Generally. customers are innovators who are being
enticed to try out the product.
7: D
Description: There is no pressing need for competitive differentiation--- is correct in the
sense that there is "enough room for everyone" in the industry, and as the industry
expands, competitive differentiation is not currently critical. When new players enter a
growing industry, competition intensifies during the growth phase. Due to a constant supply
shortage, competition in the industry is low and buyers' power is still relatively low. Most
organizations can survive with rapid growth. Rather than focusing on the future,
organizations' main concern will be meeting the demand as it arises.
8: B
Description: The correct answer is (i), (iii) and (iv).
In growth phase, sales are increasing rapidly due to greater customer awareness.
Competitors enter the market and hence competition increases. To differentiate, the basic
product should now be offered with product extensions, service and warranty. This will help
build product conviction and a loyal customer base for the product. Since sales are
increasing, the product availability should be made through multiple retailers over different
sales channels. This will increase market reach and market share.
Statement (ii) High R&D spend, to improve or enhance product features to differentiate
the product from that of the competitors relates to maturity phase.
9: C
Description: The correct answer is Rank 1 - Product Y, Rank 2- Product Z, and Rank 3 -
Product X
Particulars X Y Z
Selling Price 100 200 300
Variable Cost 70 140 240
Throughput Contribution 30 60 60
Minutes per unit 15 15 20
Contribution per minute 2 4 3
Factory Cost per minute (2,00,000/1,25,000) 1.6 1.6 1.6
TA Ratio (Cont. per minute / Factory Cost per 1.25 2.5 1.875
minute)
Ranking Based on TA Ratio III I II
10: C
4.10
MCQ’s
Description: The correct answer is Rank 1 - Product Y, Rank 2- Product Z and Rank 3 -
Product X
Particulars X Y Z
Selling Price 100 200 300
Variable Cost 70 140 240
Throughput Contribution 30 60 60
Minutes per unit 15 15 20
Contribution per minute 2 4 3
Ranking III I II
11: D
Description: It is not true that the TOC/ TA approach places its main emphasis on quality
of production. The main emphasis of this approach is to increases sales and sales volume.
12: B
Description: It is not true that the workers of non-bottleneck machines should be
motivated to improve their productivity. Producing more non-bottleneck output results in
an increase in WIP inventories. This is because the additional output cannot be processed
by bottleneck machine. Therefore, the optimum production of bottleneck activity should
determine the production schedule of the non-bottleneck activities.
13: C
Description: The correct answer is Rs.10 per unit of Toy "H". As explained above, the target
cost is Rs.275 per unit while the current cost of manufacturing is Rs.285 per unit. Hence,
the cost reduction should be Rs.10 per unit.
14: D
Description: Cost reduction through target costing is permanent in nature. Target costing
is not just a product costing system, but rather a management technique that aims at
reducing the overall cost of a product (over the entire life cycle) with the help of
productivity, value engineering, and effectiveness at the research and design phase.
15: A
Description: The correct answer is ₹285 per unit of Toy "H". Below is the calculation –
Rs/Toy
Component H₁ 90
Component H2 70
Labour (0.40 hr. x ₹200 per hr.) 80
Product Specific Overheads 20
Other Material (0.6kg / 96% × ₹40) 25
Total Cost of Manufacturing 285
16: D
Description: The correct answer is 275 per unit of Toy H. Below is the calculation-
Rs/Toy
Target Selling Price 500
4.11
MCQ’s
Less: Royalty @20% 100

Less: Profit @ 25% 125
Target Cost 275
17: B
Description: Target costing may be less useful in -
Service industries - In the services area, such as consulting, the bulk of all activities can
be reconfigured for cost reduction when services are being provided directly to the
customer.
Industries involved in production of raw materials - Production of raw materials has no
design features. Instead, the industrial engineering staff tries to create the most efficient
possible production process, which has little to do with cost reduction through the
improvement of customer value.
18: B
Description: Option (b) Variance Analysis is not relevant to target costing. Variance analysis
is the comparison of actual performance with standards / budgeted performance. Variance
analysis helps in monitoring costs against a benchmark. Analysis is done after the cost is
incurred. Target costing helps to determining the cost at which a proposed product (with
specified functionality and quality) must be produced, to generate a desired level of
profitability at its anticipated selling price. It uses techniques like value analysis, functional
analysis, and activity analysis. Analysis is done before the cost is incurred; target is the
goal to be achieved in future.
19: A
Description: Target profit per statue is 25% of ₹45,000. Therefore, target profit is
₹11,250 per statue. Hence, target cost = selling price – target profit = ₹45,000 - ₹11,250
= ₹33,750 per statue. Option (b) ₹36,000 calculates that cost by taking profit to be 25%
of cost i.e. 20% of selling price. Therefore, target cost is ₹45,000 - ₹9,000 = ₹36,000 per
statue. Options (c) and (d) are incorrect options.
20: B
Description: Option (b) ₹42,500 per statue is the correct option. The calculation is given:
Cost Amount (₹)
Marketing 10,00,000
Total Estimated Cost 85,00,000
4.12
MCQ’s
Estimated Cost per statue = ₹85,00,000 / 200 statues = ₹42,500 per statue.
21: B
Description: The estimated cost is higher than the target cost per statue. The estimated
cost is ₹42,500 per statue (20) while the target cost price is ₹33,750 per statue (19).
Hence, the company has to find ways to reduce the estimate cost through value engineering.
22: C
Description: With 60% saving in direct material cost and 50% saving in direct
manufacturing labour, the revised estimate cost per statue if value engineering is adopted
would be:
Cost Amount (₹)
Marketing 10,00,000

23: A
Description: Yes, the target cost per statue is (19) is ₹33,750 per statue while the revised
estimate cost per statue if value engineering is adopted as per (22) is ₹30,250 per statue.
Hence, value engineering technique does lower the cost per statue.
24: B
Description: The target profit per statue is 25% of ₹50,000. Therefore, target profit is
₹12,500 per statue. Hence, target cost = selling price – target profit = ₹50,000 - ₹12,500
= ₹37,500 per statue.
25: D
Description: The revised estimate cost per statue would be:
Cost Amount (₹)
Marketing 11,00,000
4.13
MCQ’s
26: B
Description: No, the estimated cost after increased spending on marketing is higher than
the target cost per statue. The estimated cost is ₹43,000 per statue (25) while the target
cost price is ₹37,500 per statue (24). The 10% increase in marketing spend increases the
cost per statue to ₹43,000 beyond the target cost of ₹37,500 per statue.
27: A
Description: Refer below given calculations. Jay the product manager’s proposal of adopting
value engineering as per (22) is more profitable as compared to Raj the designer’s proposal.
Adopting value engineering may be encouraged. At the same time, designer Raj’s opinion is
also critical since it affects the durability of the product, which also impacts the long run
demand for these products.
Hence, the management of Art Décor has to take strategic decisions on the quality of
statues it wants to launch. Pricing will also be affected by the external competitive market
conditions.
Particulars Estimates as per value Estimates as per
engineering (22) marketing spend (24)
Selling price per ₹45,000 ₹50,000
statue
Estimated cost per ₹30,250 ₹43,000
statue
Profit per statue ₹14,750 ₹7,000
4.14
Management of Cost Strategically for Emerging Business Models
MCQ’s
MANAGEMENT OF COST STRATEGICALLY FOR

EMERGING BUSINESS MODELS
CHAPTER 5
Question 1: Which of the following statements best describes the term "business
ecosystem"?
A A business ecosystem is a network of organizations involved in the delivery of a

specific product or service, emphasizing competition over cooperation
B A business ecosystem comprises only suppliers, distributors, and customers, excluding

competitors, government agencies, and other entities
A business ecosystem is a network of organizations engaged in the delivery of a

C specific product or service through both competition and cooperation, leading to the
coexistence and co-evolution of organizations
D A business ecosystem refers to the isolated evolution of organizations, independent

of external interactions and collaborations
Question 2: Disruptive innovations can be classified in following categories:
A Low end disruption and new product B Low end disruption and new market
disruption disruption
C High end disruption and new product D High end disruption and new market
disruption disruption
Question 3: Which are the features of Lean Start Up business?

i. It begins with a business plan prepared beforehand and is driven towards its
implementation
ii. New product development process is based on the build-measure-learn- feedback loop.
Development is based on customer needs.
iii. Speed of implementation is measured and operate on complete data
iv. Management reporting is primarily based on accounting and financial information
v. Failure is expected, it is fixed by iterating on the idea and pivoting away from ones
that do not work
A (i) and (v) B (ii) and (iv) C (ii) and (v) D (iii) and (v)
5.1
MCQ’s
Question 4: Which are the features of traditional business models?

i. Speed of implementation is rapid and is often based on good enough data
ii. Development of a new product happens Management through Product
iii. Organization structure is defined customer driven and agile teams
iv. Management reporting is primarily based on accounting and financial information
v. Failure is considered an exception
A i, ii and iv B i, iii and iv C ii, iii and v D ii, iv and v
Question 5: Which of following are the components of Disruptive Innovation

i. Enabling Technology ii. Innovative Business Model
iii. Sustainability iv. Coherent Value Network
A i, ii, and iii B ii, iii and iv C i, iii, and iv D i, ii, and iv
Question 6: Which are the features of Incumbents?

i. Permanent organization designed to execute a business model that is repeatable and
scalable
ii. Innovations supported by tech behemoths or angle investor
iii. Drive true sense technological change by exploiting it to commercial level
iv. Production can start small, without an expectation of minimum viable market size
v. Dynamic, individualistic entrepreneurial culture
A i and ii B i and iii C ii and v D i, iv and v
Question 7: Which of the following category of technological advancement best describe

installing Automated Teller Machine (ATM) that allow the banks' customer to withdraw
cash, print of mini statement of transactions and balance enquiry, etc. out of banking hours
as well.
A Automation B Transformation C Extension D Revolution
Question 8: To cope with hyper competition, companies need to develop which of the
following -
i. Speed and flexibility in strategic decision making
ii. Creating sustainable competitive advantage
iii. Making unexpected decisions that were not anticipated by the market
iv. Shift the rules of the market by making fundamental changes to its working
A i and iii B i and ii C i, iii and iv D i, ii and iii
5.2
MCQ’s
Question 9: What characterizes the condition of hyper- competition in the market?
A Reduced instability and increased bargaining power of buyers
B Weakened bargaining power of buyers and reduced consumer demand
C Intense competition leading to market stability
D Intense competition causing market instability and strengthening the bargaining power
of buyers
Question 10: Which categories describe changes in a business model due to technological
advancements?
A Automation, Extension, B Replacement, Enhancement, Revamping

Transformation
C Substitution, Expansion, Overhaul D Mechanization, Augmentation,

Revolution
Question 11: A business ecosystem is a ……………….of organizations that are involved in the
delivery of a specific product or service through both competition and…………….
A Identical group and Co-operation B Identical group and rivalry
C Network and Co-operation D Network and rivalry
Question 12: An industry characterized by high instability frequent disruptions from

rapid technological growth, ability of buyers to switch between substitutes and profiting
from temporary competitive advantage can be classified as -
A Disruption B Monopolistic Competition
C Hyper Competition D Monopoly
Question 13: Which of the following category of technological advancement best describe
installing passbook update kiosk at bank?
A Transformation B Extension C Automation D Revolution
5.3
MCQ’s
Question 14: Which are the features of Start-ups?

i. Temporary organization designed to look for a business model that is repeatable and
scalable
ii. Stable processes for operations and risk management.
iii. Majority expensive, channels communication using traditional media
iv. Customer focus and innovation is focussed to carve out new, niche categories demand
to address unmet
v. Seldom profitable in the initial years
A i, iv and v B i, ii and v C ii, iv and v D i, iii and iv
Question 15: Lean start-up, Agile and Design thinking are emerging Changing and
prominent aspects of Business Environment. …………….is the common core of the Lean start-
up, Agile and Design thinking.
A Scientific hypotheses B Innovation
C Creativity D Technical Solution
Question 16: A start-up go through three main phases while transforming into Unicorn
(and then into Incumbent), each phase involves a unique sort of fitment to be ensured,
which of following are not among such fitments.
A Scale Fit B Problem-Solution Fit
C Scope Fit D Product-Market Fit
Question 17: Manager market the viable products into market, while inventor work on idea
in search of viable product. Who among the following bridge the gap between inventors
and managers?
A Investor B Industrialist C Intrapreneur D Entrepreneur
Question 18: Differentiate between "transformation" and "disruption" in the business

context.
A Transformation occurs when a challenger offers greater value to customers, while

disruption involves realigning technology and business models
B Transformation involves challenging existing industry players, while disruption requires

realignment of technology and business models
5.4
MCQ’s
Transformation is driven by innovation shifting the basis of competition, necessitating

C realignment or new investment, while disruption occurs when a challenger offers
superior value that existing firms cannot directly compete with
D Transformation and disruption are interchangeable terms referring to the same

concept in the business context
Question 19: Supply chain innovation have evolved in response to customer needs and
desires. Correctly match the items of following sets i.e., broad approaches to supply chain
innovation and focus thereof –
i. Rapid A. Respond to changes
ii. Agile B. Waste elimination
iii. Lean C. Speed and efficiency
A i-C, ii-B, and iii-A B i-C, ii-A, and iii-B
C i-B, ii-C, and iii-A D i-B, ii-A, and iii-C
Question 20: Out of followings which are the correct statements about the Business
Models - hyper-disruptive
i. The pyramid model also referred to as servitisation model
ii. The access-over-ownership model provides permanent access to goods and services
traditionally only available through purchase
A Both i and ii B i only C ii only D None of i and ii
Question 21: Which one of the following statements best describes the term
"Transformation" in the context of technological advancements?
A It involves the mere replacement of humans with technology, focusing on revamping

products and services
B It emphasizes the utilization of technology to extend and enhance tasks or processes,

contributing to the overall utility of a product or service
It includes the use of technology to completely overhaul not only the products and
C services but also the processes and culture of an organization, as seen in examples like
installing ATMs and implementing a digital clearing system
5.5
MCQ’s
D It refers to the mechanization of tasks through technology, emphasizing the complete

revolution of an organizations offerings.
Question 22: Out of followings which are the incorrect statements about the models
relevant to Sustainability
i. Gift economy is an extreme form of sharing economy
ii. Closed-loop production is when the materials used to make a product are recycled at
last stage of the manufacturing process
A i only B ii only C Both of i and ii D None of i and ii
Question 23: Which of the following is not true about Hyper competition?
i. Competitive advantage is permanent with focus on sustaining value creation
ii. Weak bargaining power of buyers in the market
iii. Low entry barriers, allowing new players to enter and challenge existing companies
iv. Strategic maneuvers occur in structured and gradual manner
A ii and iii B i, ii and iii C ii, iii and iv D i, ii and iv
Question 24: Care Beauty Products Limited planning to launch Deodorant Spray 'Fresh'.
It conducted market study and found that there are -
i. High entry barriers, not easily allowing new players to enter and challenge existing
companies
ii. Strong bargaining power of buyer (with fragmented preferences)
Based upon the above two findings the Chief Strategist concluded there is hyper-
competition, while marketing VP holds a different opinion. You are require to identify which
of the above stated two findings correctly represent hyper-competition.
A Both i and ii B Only i C Only ii D None of i and ii
Question 25: Uni-Gel Pens recently entered in hyper- competition market of ball and gel
pens; the strategic focus of Uni-Gel Pens shall be on______ of_______ advantages -
A One shot of windfall advantage B Continuity of sustainable advantages
C Prefect mix of short term and long D Series of short term advantages
term advantages
Question 26: Lean start-up saves the cost and enhance efficiency because it helps
entrepreneurs to navigate extreme uncertainties by testing ________
5.6
MCQ’s
A Scientific hypotheses with a minimal viable product using waterfall development
B Business plan with a minimal viable product using waterfall development
C Scientific hypotheses with a minimal viable product using agile engineering
D Business plan with a minimal viable product using agile engineering
Question 27: Which of following two statements are incorrect

i. Incubator is different from accelerator
ii. Accelerator collaborative offers program structured, whereas Incubator replies upon
the short term program
A Both i and ii B i only C ii only D None of i and ii
Case Scenario 1
"Be Informed" is a monthly magazine that focuses on current affairs, economics, international
business, technology and culture. Few college students pursuing their course in Mass
Communication had started this as a summer project. During the course of their project, they
realized that there was a gap in the news media sector for in depth analysis on the afore-
stated topics. Hence, this project was scaled up to become a regular business which has
continued successfully for the last 5 years. The magazine has both a print edition and an
online edition. Readers of the print edition pay an annual fee; the magazine is posted to their
correspondence address each month during the year.
Due to ongoing economic slowdown, advertisement spend by companies have reduced across
all mediums. Accordingly, advertisement revenue from the print version has been on the
decline over the last 2 years. The annual fee income from readers alone will not be sufficient
to support the print version of the magazine in the long run. To address this, the publishers
decided to offer the online edition of the magazine. Readers of the online version create a
login on their website, sharing personal details and reading preferences. They can access up
to 5 articles each month free of cost. Beyond this the reader has to pay a subscription fee
to access articles. A reader may be willing to pay for these articles because of the insight
these in-depth analytical articles offer
Question 28: What would be an appropriate Key Performance Indicator to determine if
the business model of the online version of "Be Informed" is successful?
A Number of readers creating their user account on the website
5.7
MCQ’s
B Number of readers reading the 5 articles each month free of cost
C Number of users upgrading their account to access further online articles
D Advertisement revenue increase for the online version of the magazine
Question 29: "Be Informed" is a monthly magazine that provides an analytical viewpoint
of on various subjects. The accuracy and relevance of these analytical write up would fall
under which attribute of the Kano Model?
A Threshold Attribute B Excitement Attribute
C Reverse Quality D Indifferent Quality
Question 30: Identify the business model that is followed for the print edition of "Be
Informed".
A Freemium model B Subscription model
C Advertising model (Hidden Revenue D Cross Subsidisation model

model)
Question 31: What is the objective of publishers following the business model as
described in the question for their online edition of the magazine?
i. To reduce the reliance on advertisement as an income stream for the online edition
ii. Corporate social responsibility of offering few articles for free to a user who creates
an account on their website
iii. To charge a premium for the value that the magazine is creating for the reader in
the form of insights from its in depth analysis
iv. To popularise and increase the readership of the magazine
A i, ii and iv B iii and iv C i and iv D i, iii and iv
Question 32: Identify the business model that is followed for the online edition of "Be
Informed".
A Freemium model B Subscription model
C Advertising model (Hidden Revenue Cross Subsidisation model

D
model)
5.8
MCQ’s
Case Scenario 2
VServeU connects customers who require home services to service providers. Services
provided include electrical, plumbing and similar home repair services at the customer's
doorstep. The company owns the digital platform that uses algorithms to matches users to
service providers in the required locality. The working of the business model is relatively
simple. The consumer in need of services, uses VServeU's application that is available on both
Andriod and loS phones. By specifying their requirement, they place a request through the
app. The company's algorithm ther matches the request with service providers who are
registered with the company. Once a match is made with respect to the requirement, locality
and cost, the service provider is despatched to the customer's home for providing the service.
In general, customers have safety concerns about using the services of unknown professionals
at home. To address this problem, VServeU has taken the onus of doing through background
check and police verification of all service providers to ensure the safety of the customer.
The other challenge is to keep the standard of service delivery uniform across service
providers. This is vital for the company to ensure that the quality of service is as per standard
irrespective of whichever service provider is deployed for the request. For this, the service
providers are given training and are groomed for the service. They are also provided full
equipment and other tools so that the customer gets an enhanced experience of getting
service with least inconvenience.
Each time a service request is placed on the application, the customer makes an upfront
payment. VServeU retains a part of it as commission for its service and the balance is passed
onto the service provider. This commission-based revenue forms a large chunk of its revenue
source.
Question 33: Which is the key resource for VServeu as per the business model canvas?
A The digital platform operating on B The service providers

applications
C The customers D Both customers and service providers
Question 34: Who form the customer segment of VServeU on the business model canvas?
A Customers who need the service B Service providers who provide the
service
C Both customers and service providers D All current and future customers
5.9
MCQ’s
Question 35: Which of the following are the value propositions for VServeU as per
business model canvas?
i. Providing quality home services on demand to customers conveniently at their
doorstep.
ii. Expanding the service reach of the service provider
iii. Getting access to training and tools to provide the service effectively
iv. Providing service at cost efficient rates
A only i B i and ii C i, ii and iii D i, ii and iv
Question 36: Which is the business model that VServeU follows?
A Experience model B Service ecosystem model
C Subscription model D On Demand model
Case Scenario 3
VServe connects customers who require home services to service providers Services provided
include electrical. plumbing and similar home repair services at the customer's doorstep. The
company owns the digital platform that uses algorithms to matches users to service providers
in the required locality. The working of the business model is relatively simple. The consumer
in need of services, uses VServeU's application that is available on both Andriod and IoS
phones. By specifying their requirement, they place a request through the app. The company's
algorithm then matches the request with service providers who are registered with the
company. Once a match is made with respect to the requirement, locality and cost, the service
provider is despatched to the customer's home for providing the service.
In order to make the business more profitable, VServeU wishes to compete in the market
based on quality and variety of services it can offer. Recent business trends indicate that
services required by customers are more complex in nature that require an experienced
service provider. Many times, they may require a host of service providers to address
different home repair problems at the same time. Hence, VServeU wants to onboard agencies
that offer different home repair services. These agencies hire different specialists who can
work as a team while on assignments.
Agencies approach the platform to advertise their services on it. In return, VServeU helps
the agency connect with customers who need their services. The agency benefits from this
since its business reach expands exponentially using VServeU's platform. On the other hand,
customers would prefer VServeU's platform since the quality and variety of services
5.10
MCQ’s
advertised is much more. Customers get it free, do not have to pay for using the VServeU
application. This increases the popularity of the platform application, which in turn improves
the visibility that the home repair agency can get. Higher visibility allows VServeU to charge
a premium from agencies to advertise on its application platform. This makes the model more
profitable for VServeU.
Once the assignment is complete, the customer can, using the VServeU application, rate the
service agency on certain other parameters like cost, quality, punctuality etc. and as also rate
the digital platform provided by VServeU in terms of whether the customer expectations
have been met, reliability etc.
Question 37: Which is the key resource for VServeU as per the business model canvas?
A The digital platform operating on applications
B Service providers
C Customers
D Both customers and service providers
Question 38: Which is the business model that VServeU follows?
A Experience model B On Demand model
C Subscription model D Service ecosystem model
Question 39: Which element of the business model canvas does the activity of customer
rating and feedback represent?
A Customer relationship B Key activity
C Channel D Customer segment
Question 40: VServeU is the first company in the country to offer convenient and
standard quality home services to customers through the digital app platform. What kind
of innovation does this represent?
A Transformational innovation B Disruptive innovation
C Basic research D Incremental innovation
Question 41: Which business model VServeU is planning to follow?
5.11
MCQ’s
A Hidden Revenue model B Razor Blade model
C Subscription model D On Demand model
Case Scenario 4
Hydrogen fuel cells are the cutting-edge technological development that is slated to replace
standard petrol / diesel engines in large motor vehicles like buses and trucks. Green energy
initiatives that reduce carbon emissions are the need of the hour, such ventures are being
encouraged by the Governments across the globe through various policy Initiatives. In order
to have a viable business in place, an entire eco-system for supporting this technology is being
developed in the form of service centres, hydrogen fuel storage and distribution centres and
other infrastructural needs.
H-Power is a large petroleum oil refining company that has in the past 5 years forayed into
manufacturing Green Hydrogen fuel cells business. Green Hydrogen fuel is being considered
more environment friendly as compared to Grey Hydrogen fuel as the later uses fossil fuel
like natural gas or coal in its production. On the other hand, Green Hydrogen uses solar and
wind power in its production and hence is considered more environment friendly. Green
Hydrogen can help reduce emission levels drastically.
Hydrogen as a gas is found in scare quantity on earth. Rather, it is found abundantly as being
part of water, which is composed of Hydrogen and Oxygen. An electrolyser splits water into
hydrogen and oxygen and is hence a very useful component in the production of Green
Hydrogen. Ecopower is a company (Global Rank 110) that manufactures hydrogen
electrolysers. Ecopower has been a supplier of electrolysers to H-Power for its Hydrogen fuel
cell business. Recently, H-Power has been in talks with Ecopower for acquisition of company
for a sum of $1 billion. The acquisition would help strengthen H-Power's production
capabilities. Building production capabilities are very capital-intensive requiring billions of
dollars of investment.
The adoption of hydrogen fuel technology is dependent on the cost of production of hydrogen
fuel. Currently, the cost of producing Grey Hydrogen is much lower than the cost of producing
Green Hydrogen. Hence, the adoption of Grey Hydrogen is more popular among both fuel cell
manufacturers and manufacturers of buses and trucks. Lately, H-Power has started
collaborating closely with the car and truck manufacturers to help them understand Green
Hydrogen technology. It has convinced few large car and truck manufacturers to revise its
engines to accommodate Green Hydrogen fuel cells on an experimental basis.
Question 42: Acquisition of Ecopower by H-Power would be an example of:
5.12
MCQ’s
A Horizontal Integration B Backward Vertical Integration
C Forward Integration D Cost Integration
Question 43: Assuming that H-Power is able to develop commercially viable Green
Hydrogen fuel cells for buses and trucks, with not much change in cost of production from
current levels, this technology will represent which of the following business factor:
A Critical Success Factor leading to cost B Key Performance Indicator leading to

leadership product differentiation
C Commercial Business Factor leading to D Core Competency leading to product

cost leadership differentiation
Question 44: Given the information in the above scenario, which of Michael Porter's Five
forces should H-Power consider as a concern to its business:
i. Bargaining power of suppliers iii. Bargaining power of buyers
ii. Threat of substitutes iv. Threat of new entrants
A i and ii B i and iii C ii and iii D iii and iv
Question 45: In the case scenario, an ecosystem is being built for Hydrogen fuel cells
which includes manufacturers of fuel cells like H-Power, their suppliers like Ecopower,
customers like manufacturers of buses and trucks, other infrastructure providers like
service centres, hydrogen fuel storage and distribution centres and other infrastructural
need providers. Business ecosystems influence cost, value and performance which is
explained in the form of flywheels. Match the following actions to the respective flywheel:
Action Flywheel
i. Partnering with universities to improve current green a. Cost flywheel
Hydrogen Technology in terms of efficiency and
effectiveness
ii. Exploring application in other industries like fertilizer and b. Data flywheel
bulk chemicals
iii. Exploring the ability to achieve economies of scale in c. Growth
production of Green Hydrogen
A i- b, ii- c, and iii- a B i- c, ii- b, and iii- a
C i-a, ii- c, and iii- b D i- a, ii- b and iii- c
5.13
MCQ’s
Question 46: The transition that H-Power is adopting by foraying Green Hydrogen fuel
cells affects which aspect of Triple Bottom Line concept of business?
A Planet B Profit C People D Investment
Question 47: Which of the following parameters is not a test for core competency?
A Cost advantage B Difficulty in imitation by competitors
C Relevance to the customer D Breadth of application in terms of the

potential markets it can open up
Case Scenario 5
A private bank has approached an Information Technology (IT) company for consultation
regarding various challenges it is facing in business operations. Few of them are
1) High staffing requirements for validating data across different applications, scanned
documents, worksheets, and other paper documents.
2) Unforeseeable fluctuations in staffing (especially during exigencies like floods, pandemic
etc.) disrupt regular business operations leading to unpredictable execution lead times.
This has in the past lead to violation of Service Level Agreements (SLAs) and compliance
issues.
3) Higher instances of error and resultant customer complaints due to significant manual
intervention in many processes.
The IT company has studied the bank's various processes and has identified a set of
processes that can be automated using Robotic Process Automation (RPA). Robotic Process
Automation (RPA) is an intelligent software program that make use of "robotic bots" to handle
repetitive, rule based digital tasks just the way humans do. The benefits these bots can do
can be explained with an example: A call centre employee gets a complaint from a customer
regarding a complaint about account login access. While the employee is attending to the
customer, the robotic bot will instantaneously pull out the customer's data from various
sources into a single screen. This will help the call centre executive assist the customer in a
more holistic manner since information is readily available on hand.
Question 48: Successful implementation of RPA would free up the availability of
workforce. The bank plans to engage few of its talented workforce to create or unlock
value in terms of enhanced revenue, either by cutting costs and/or by creating new
processes, products, and services. The workforce will be working with the organization and
will not have any ownership rights over innovations and other initiatives. This will promote
5.14
MCQ’s
innovation in the organization to attain cost efficiency and will give impetus to growth.
Such a team of workforce would be known as:
A Entrepreneurship B Intrapreneurship
C Innovators D Task force
Question 49: Which of the following are benefits of RPA?

i. Fraud detection and prevention
ii. Cost reduction in staffing requirements
iii. Improved business productivity due to fast turnaround time
iv. Enhanced customer experience due to continuous availability of service and accurate
processing
A i and ii B ii and iv C ii and iii D i, ii, iii, and iv
Question 50: Given that Robotic Process Automation (RPA) can handle routine repetitive
tasks, which of the following tasks cannot be handled by RPA?
A Generation of Tax Deduction at Source (TDS) Certificates like 15G/15H
B New product development that requires engagement with clients
C Automated Teller Machine (ATM) transaction reconciliation
D Loan origination process involving data entry, document routing, email notification, etc.
Question 51: The bank's loan origination department manages handling many types of
loans like personal loans, home loans, commercial loans to small and medium enterprises.
The department's processes include filling up and completion of loan applications,
confirming information in the form with supporting documentary evidence, routing the
process further to loan approval and disbursement departments. Thus far, the loan
origination process requires a lot of manual intervention and is subject to the capacity of
workforce available with the department. With the introduction of RPA, all this can be
digitalized and automated. Which of the cost management techniques has the bank
implemented?
A Target costing B Life cycle costing
C Theory of constraints D Standard costing
5.15
MCQ’s
Question 52: Considering that digital technologies are causing disruption across
industries, especially the financial services industry, which strategy is the bank following
in response to such disruptions?
A Withdraw B Milking the cash cow
C Invest and counter invest D Restrict presence and shift focus to

the core
Question 53: Identify the option with correct sequence out of given below-
A Design Thinking Lean Start-up Six Sigma Agile
B Design Thinking Agile Lean Start-up Six Sigma
C Design Thinking Lean Start-up Agile Six Sigma
D Agile Lean Start-up Six Sigma Design Thinking
Question 54: Grammarly is an American cloud-based typing assistant. It reviews spelling,

grammar, punctuation, clarity, engagement, and delivery mistakes in English texts, detects
plagiarism, and suggests replacements for the identified errors. It also allows users to
customize their style, tone, and context - specific language. It offers two plans for
individuals.
Free for individuals, that offers basic writing suggestions and tone detection (Grammar,
Spelling, Punctuation, Conciseness, and Tone detection)
Premium plan for individual that offers Clarity, vocabulary, and tone improvements
(Everything in Free, Full-sentence rewrites, Word choice, Tone suggestions and Citations).
Grammarly business relying on which of following business models-
A Free B Premium C Subscription D None of these
5.16
MCQ’s
1: C
Description: A business ecosystem is a dynamic network that includes various organizations
such as suppliers, distributors, customers, competitors, and government agencies. These
entities are interconnected and engaged in the delivery of a specific product or service.
Importantly, the business ecosystem involves both competition and cooperation among
these organizations, contributing to their coexistence and co- evolution over time.
2: B
Description: Christensen explains that there are two types of disruptive innovation: low-
end and new-market. Low-end disruption is when a company uses a low-cost business model
to enter at the bottom of an existing market and claim a segment. New-market disruption
is when a company creates a new segment in an existing market with a low- cost version of
a product.
3: C
Description: The correct answer is (ii) and (v).
Lean start-ups do not have a business plan beforehand. Instead, they begin their search
for a business model. Speed of implementation is rapid and operates on good enough data.
Management reporting is primarily based on metrics like customer acquisition cost,
customer lifetime value and other that may not necessarily be accounting based.
4: D
Description: The correct answer is - (ii), (iv) and (v).
Speed of implementation is measured and operate on complete data. Organization structure
is driven based on the functions performed within the organization.
5: D
Description: There are three main components of disruptive innovation- Enabling
Technology - Innovation requires the ability to create a better product. The transistor
radio used the broadcast network, to create a low-cost portable radio. Disruptive or
Innovative Business Model - In order for a disruptive business to succeed, it must use a
new business model that targets new or low-end customers within a given industry. This is
what distinguishes a disruptive innovation from a standard innovation. Even if they are
unique, not all innovations are disruptive. Coherent Value Network - For a disruptive
innovation to take root, it must be accepted across a coherent value network, which includes
suppliers.
6: B
Description: The correct answer is i and iii are features of incumbents.
Start-ups have their innovations supported by tech behemoths or angle investors. Start-
ups can afford to start their production small, without an expectation of minimum viable
market size. Incumbents require estimated market is of a minimum viable size. Start ups
have a dynamic, individualistic, entrepreneurial culture.
5.17
MCQ’s
7: B
classified into automation, extension or transformation. Transformation is the use of
technology that not only revamps the product or services that an organisation offers but
also its process and culture. Installing ATM can be seen as transformation.
8: C
Description: The correct answer is i, iii and iv.
Robert D'Aveni's 7S framework helps companies navigate the hyper competitive market.
These include Stakeholder's satisfaction; Strategic soothsaying; Speed; Surprise; Signals;
Shifting the rules of a market; and Simultaneous and sequential thrust.
Statement i - is the speed and flexibility of strategic decision making.
Statement iii - is the surprise element in the decisions taken that gives the company an
edge since this was not an anticipated move and therefore gives a temporary competitive
advantage.
Statement iv - is making fundamental changes to the industry's working; this will cause
disruption that will provide competitive advantage.
9: D
Description: Hyper-competition is a condition characterized by intense competition that
creates instability in the market. In such a scenario, the bargaining power of buyers
strengthens, putting increased pressure on producers. Consumers, with the ability to easily
switch to competing products, demand not only higher quality but also lower prices,
contributing to the overall competitive and unstable market environment.
10: A
Description: Correct Answer is Automation, Extension, Transformation.
Automation: Involves the replacement of humans with technology without impacting
organizational culture or business processes. Example: Installing a passbook update kiosk
in the bank lounge.
Extension: Involves using technology to perform extended (new) tasks or processes that
enhance the functions or utility of a product or service. Example: Mobile Banking as an
extension of internet banking.
Transformation: Involves the use of technology that not only revamps the products or
services offered by an organization but also transforms its processes and culture. Example:
Installing ATMs across towns and villages, introducing digital clearing systems, etc.
11: C
Description: A business ecosystem is a network of organizations (such as suppliers,
distributors, customers, competitors, government agencies, and so on) that are involved in
the delivery of a specific product or service through both competition and cooperation.
12: C
Description: Hyper Competition, a market place with intense competition, where rivals out
do each other by frequently disrupting the market in order to get a temporary competitive
5.18
MCQ’s
advantage over others. It is characterized by rapid technological growth, high buyer

bargaining power and availability of substitutes.
13: C
classified into automation, extension or transformation. Automation is the use of
technologies for performing any function or process digitally which was earlier performed
by humans. Installing passbook updation kiosk is mere automation, where installing ATM can
be seen as transformation.
14: A
Description: The correct answer is i, iv and v are features of start-ups.
Incumbents have a stable process for operations and risk management. Start Ups generally
do not have a formal process in place for operations and risk management.
Incumbents have majority communication using expensive, traditional media channels.
Start-ups use less expensive, digital media channels for communications.
15: B
Description: Innovation is the Core of the Design Thinking, Lean Start-up and Agile.
Innovation happens when the creative solutions and the technical capabilities come
together. Combining these three methodologies really drives the innovative process by
involving the technical team as early as possible.
16: C
Description: There are three main stages start-ups go through - Pre-start-up stage - This
is the problem-solution FIT stage. Vision and idea are conceptualized, while considering â
a. Who will be the customers? b. Which of their problems to be solved and c. How these
will be solved? Start-up stage - This is the product-market/ FIT stage. It starts showing
commitment. Intended to have customer validation that product offered is market valuable
product. Testing is also performed to get feedback from clients, and iterate the process
accordingly. Scale-up - This is the scale-FIT stage. It start establishing growth, trying to
get to profitable cash flow. They are creating bigger customer bases and aim to come close
to unicorn.
17: C
Description: Intrapreneur is an employee who is entrusted with creating an innovative idea
with an organization. One of the main objective of intrapreneur is to strengthen the
company’s sustainability. An intrapreneur will continue to receive payment in the form of
salary, even if the product does not reach the production level, unlike entrepreneur who
takes personal risk when a product does not generate revenue.
18: C
Description: Correct Answer is transformation is driven by innovation, shifting the basis of
competition, and requires realignment or new investment. Disruption, on the other hand,
occurs when a challenger provides superior value that existing firms cannot directly
compete with.
5.19
MCQ’s
Transformation involves innovation that shifts the basis of competition, leading to

realignment new or investments in technology and business models. Disruption, on the other
hand, occurs when a challenger introduces greater value to customers in a way that existing
firms cannot compete with directly.
19: B
Description: Three broad approaches to supply chain innovation have evolved in response to
customer needs and desires, namely- a. Rapid supply chains that prioritize speed and
efficiency. b. Agile supply chains that emphasize a company's ability to respond to changes
in demand (volume and variety). c. Lean supply chains that prioritize waste elimination
(including time).
20: D
Description: Subscription models are also referred to as servitisation models, servitisation
has no nexus with pyramid model. The access-over-ownership model provides temporary
access to goods and services traditionally only available through purchase.
21: C
Description: Correct Answer is transformation. This involves the use of technology to
comprehensively revamp not only the products or services an organization offers but also
its processes and culture. For instance, installing ATMs in towns and villages allows for cash
withdrawals, printing mini statements, and checking balances outside of banking hours.
22: B
Description: The Sharing Economy is sort of participatory sharing schemes provide timely
access to resources, allowing for more efficient use of otherwise idle resources. Whereas
gift economy makes use of voluntary donations, such as 'pay what you want, and capitalizes
on social sustainability concerns. A gift economy is opposed to the commodification of
resources and labor exchange through monetary transactions. Therefore, gift economy is
an extreme form of sharing economy. Closed-loop production is when the materials used to
make a product are recycled throughout the manufacturing process. The premise of circular
models is minimising or eliminating waste and maximising resource efficiency in production
- consumption systems. It is frequently referred to as 'cradle to cradle' production or
'industrial symbiosis'.
23: D
Description:
The correct answer is i, ii and iv.
Statement I - competitive advantage is temporary, since competition is so intense that
the market landscape is constantly changing.
Statement ii - Bargaining power of buyers is high since they have a variety of substitutes
to choose from, they can demand quality products at a lower price.
Statement iv - Strategic manoeuvres occur in a very occur at a quick, intense and
unexpected pace. The idea is to keep sustaining value and remaining ahead of rivals by
creating temporary advantages, before it is copied in turn by the rivals.
24: C
5.20
MCQ’s
Description: Hyper competition witness low entry barriers, allowing new players to enter
and challenge existing companies; that make competition further stiffer.
25: D
Description: In a highly competitive market, companies frequently aggressively challenge
their competitors not to maintain a competitive advantage, but to maintain value creation.
Organizations strive for a series of short-term advantages based on market disruption,
once such disruption matures, the organization will shift to another disruption. It is worth
noting for students that those companies which failed to innovate constantly or at short
interval, may become irrelevant in market.
26: C
Description: Eric Ries explains lean start-up help entrepreneurs to navigate extreme
uncertainties by testing scientific hypotheses (statistical assumptions based upon which,
strategic options are driven) with a minimal viable product (MVP). On basis of engineering
opposite to traditional engineering that is based upon the agile or waterfall development
the lean start-up relied upon agile development (i.e. build the product iteratively &
incrementally).
27: C
Description: Incubator also referred to as startup hubs i.e., the places that aim to provide
the ideal conditions for founders to quickly grow their young businesses; through a
structured, collaborative program. Whereas as accelerators accelerate growth by removing
some of the risk and uncertainty involved, through a short term program usually for start-
ups that already have a Market Viable Product (MVP).
28: C
Description: Key Performance Indicator for the online version of the magazine (Freemium
Model) would be the conversion of free users to subscription paying users. This is shown by
the number of users upgrading their account to access further online articles.
29: A
Description: The correct answer is Threshold attribute of the Kano Model. Threshold
attribute is the characteristics that are taken for granted, but when not met lead to
dissatisfaction of the customers. If the articles are not accurate and relevant, the readers
would be dissatisfied with the magazine and may slowly switch to other resources for
information.
30: B
Description: The correct answer is Subscription model. The readers of the print edition
have to pay an annual fee (subscription) to receive their magazine.
31: D
Description:
Statement i - It is given in the question description that the economic slowdown has
reduced the advertisement spend of companies across all mediums. Hence, it is important
to create an independent revenue stream for the magazine, which the publishers have done
in the form of charging subscription fee for the magazine beyond 5 articles a month.
5.21
MCQ’s
Statement iii - It costs to run and publish a magazine, hence it would be prudent to charge
for the valuable insights that the reader derives from the in depth analysis of these
articles. Hence, the Freemium business model followed here charges a fee for the premium
product articles.
Statement iv - The idea of offering 5 articles for free each month to every reader is to
spark their interest in the magazine and popularize it. This is the way to increase the
conversion of readers from free model to a paying reader.
32: A
Description: The correct answer is Freemium model. Users share their personal information
and preferences while creating an account on the website. 5 articles can be read free of
cost of the online edition. Beyond this the reader has to pay a subscription fee to access
articles. Hence, the product is first offered for free and for further access subscription
fee has to be paid. Therefore, this is a freemium model.
33: A
Description: The correct answer is the digital platform operating on applications is the key
resource of VServeU. It is this algorithm that matches customers to service providers.
This is the key resource to deliver on the value proposition to both customers and service
providers. Customers and service providers form part of the customer segment on the
business canvas.
34: C
Description: The correct answer is both customers and service providers form the
customer segment for VServeU. The company earns a commission from the charges paid by
the customer, the balance is passed onto the service provider. Service providers generate
the commission revenue stream for the company and therefore are part of the customer
segment.
35: C
Description:
The correct answer is i, ii and iii.
Statement i - is a value proposition for the customer who gets the service on demand at
their convenience.
Statement ii - is a value proposition for the service provider as their service reach can
expand using the company's application. Without this, the service provider would have to
find his own ways of marketing his services typically depending on word of mouth or
advertisements in local papers.
Statement iii - is also a value proposition for the service provider, who gets a structured
training to improve and implement his skills.
The case scenario above does not state that services will be provided at cost efficient
rates.
36: D
Description: The correct answer is On Demand Model, the digital platform connecting
customers to service providers has made accessibility of service easier and convenient and
5.22
MCQ’s
"on demand" for the customer. VServeU earns a commission for matching the customer
with the service provider.
37: A
Description: The correct answer is the Digital platform operating on applications is the key
resource of VServeU. It is this algorithm that matches customers to service providers.
This is the key resource to deliver on the value proposition to both customers and service
providers. Customers and service providers form part of the customer segment on the
business canvas.
38: B
Description: The correct answer is On Demand model, the digital platform connecting
customers to service providers has made accessibility of service easier and convenient and
"on demand" for the customer. VServeU earns a commission for matching the customer
with the service provider.
39: A
Description: The answer is Customer relationship, where the company engages with the
customer regarding the service. VServeu uses the feedback and ratings to improve its
services that will help it develop a loyal customer base.
40: B
Description: The correct answer is disruptive innovation as it is challenging the existing
industry. The company is making home services easily accessible to customers in need of
them while also providing the platform to service providers to expand their reach. Its online
presence is bound to help extend the reach of services. Hence, the company is disrupting
the current industry by making services easily available to a broader customer base.
41: A
Description: The correct answer is Hidden Revenue Model, also known Advertising model.
This is a subset of the Free Business Models. The customer, user of the application
platform, does not pay. The application instead earns revenue from the advertiser, who is
the agency providing home repair solutions. The value proposition here is to connect
customers to agencies that provide high quality service for a variety of home repair needs.
42: B
Description: The correct answer is Backward Vertical Integration. Ecopower is the supplier
of H- Power. With this acquisition, H-Power would be able to control more levels of the
supply chain, hence it is a vertical integration. Since this would be acquisition of a supplier,
it would be backward vertical integration.
43: D
Description: The correct answer is Core Competency leading to product differentiation.
Core Competency is a unique preposition which help firm to stand ahead in industry by
serving value to its customers. Core Competency leads to either cost leadership or product
differentiation, which are primary source for firm to gain competitive advantage.
5.23
MCQ’s
In the case of H-Power a commercially viable Green Hydrogen fuel cell technology that
results in very low emissions will represent a competency that will give it competitive
advantage over its rivals. This leads to product differentiation.
Critical Success Factor articulates what the company must do, and do well, to achieve the
goals outlined in its strategic plan.
In this case, H-Power had to make the technology commercially viable, but it does not lead
towards cost leadership at the current cost of production. Rather preference of Green
Hydrogen over Grey Hydrogen will be based on product differentiation.
Key Performance Indicator measure the performance of business organisation regarding a
particular Critical Success Factor.
44: C
Description: The correct answer is threat of substitutes and the bargaining power of
buyers. Threat of substitutes, Grey Hydrogen is a substitute to Green Hydrogen. The cost
of producing Grey Hydrogen is much lower than the cost of producing Green Hydrogen. This
leads to bargaining power of buyers, who are the bus and truck manufacturers. The buyers
due to the cost advantage are preferring Grey over Green Hydrogen. Hence, to make the
transition to Green Hydrogen, H-Power should be able to convince them of the viability of
Green Hydrogen technology.
45: A
Description: The correct answer is i- b, ii- c, and iii-a. Partnering with universities to
improve current Green Hydrogen Technology in terms of efficiency and effectiveness -
Data Flywheel, because this action provides data for deeper and better insight that enables
Research and Development work in the Hydrogen fuel industry.
Exploring application in other industries like fertilizer and bulk chemicals - Growth
Flywheel, since this move explores application of value proposition to increase the network
of users and consumers of Green Hydrogen technology.
Exploring the ability to achieve economies of scale in production of Green Hydrogen - Cost
Flywheel, since achieving economies of scale in production of Green Hydrogen will help
distribute the fixed cost of production over larger production quantity, thereby helping
reduce the unit cost of production.
46: A
Description: The correct answer is Planet, Green Hydrogen fuel cells are environmentally
friendly. H-Power is transitioning its business from fossil fuel- based Oil Refining business
into Green Hydrogen fuels cell manufacturing. This has a positive impact on the Planet /
environment.
47: A
Description: The correct answer is Cost advantage is not a test of core competency.
48: B
Description: The correct answer is Intrapreneurship. Intrapreneurship is a revolutionary
system of speeding up innovations within large companies by making better use of available
or allocated resources (with use of entrepreneurial talent of Intrapreneur). Hence,
5.24
MCQ’s
Intrapreneurship is a restorative action taken to counter stagnation within a large

organisation.
49: D
Description: The correct answer is i, ii, iii and iv. RPA dramatically improves business
productivity as it automates routine, high volume transactions. Due to automation,
processing is largely error free which enhances customer experience. RPA bots are
available any time at the click of the button and hence customers can avail service anytime.
Service is no longer dependent on availability of staff. Automation also prevents fraud
instances and RPA with other Al technologies can also help in fraud detection. Automation
can significantly reduce the workforce requirement for routine tasks, and this can then be
used for more creative and innovative work for the company
50: B
Description: The correct answer is new product development that requires engagement with
clients. These are not repetitive routine tasks that can be automated and hence cannot be
handled by RPA. These would require bank personnel (who would now be freed of routine
tasks) to engage with clients to develop new products based on changing customer demands.
51: C
Description: The correct answer is theory of constraints. The loan origination department
has a process that requires manual intervention and is subject to the capacity of the
available workforce. This problem can be addressed with the introduction of RPA since the
entire process can be digitalized and automated at the department. Due to this, the
constraint of workforce time availability is reduced, and the freed-up time can be used to
handle cases where exceptions have to be made to the standard process.
RPA does not necessarily address target costing, life cycle costing and standard costing,
although if implemented properly it can help in cost reduction.
52: C
Description: The correct answer is 'invest and counter invest'. The bank is responding to
digital transformation and disruption by investing in resources and capabilities that in turn
cause disruption.
53: C
Description: Post-Ideation phase design-thinking is critical to check/ensure product
viability. The journey from design thinking to lean start-up involves the development of
minimum viable product (or service), while when MVP is tested to map agile story journey
advances to agile and further shift to six-sigma wherein focus shifts from product to
process as product become mature.
54: D
Description: Model adopted by Grammarly is Freemium, wherein essential services or
product is offered free and for premium services or more quantum you have to pay (yes,
payment can be further based upon either subscription model or pay as per use model).
5.25
Strategic Revenue Management
MCQ’s
STRATEGIC REVENUE MANAGEMENT
CHAPTER 6
Question 1: Which of the following is true for CVP analysis done in Just in Time
environment (procurement and production) using pull system of supply chain?
i. Direct labour is considered as fixed instead of variable
ii. Direct material varies with production volume
iii. Waste scrap and quantity discounts are removed
iv. Decrease the size of production runs
A i and ii B ii and iv C ii, iii and iv D i, ii, iii and iv
Question 2: A company has used Kano Model to understand the correlation between
product features and customer satisfaction. If it is facing a constraint of direct labour
hours, in which order should the company include the feature while manufacturing the
product? All features require direct labour hours. Manufacture to include feature i.e., -A
company has used Kano Model to understand the correlation between product features
and customer satisfaction. If it is facing a constraint of direct labour hours, in which order
should the company include the feature while manufacturing the product? All features
require direct labour hours. Manufacture to include feature i.e., -
A first threshold attribute, second delight attribute, and lastly Indifference qualities
B first a performance attribute, second delight attribute, and lastly threshold attribute
C first excitement attribute, second threshold attribute, and lastly reverse feature
D first reverse feature, second delight attribute, and lastly indifference qualities
Question 3: Identify the attribute that can be classified as indifference attribute to a

retail customer of a bank under the Kano Model
A Reduction of limit of a credit card issued by a bank
B Ability to receive One Time Password (OTP) reliably on the mobile to execute net bank
transactions
6.1
MCQ’s
C Action within an hour on service requests placed online using net banking services of
the bank
D Cost of embossing the credit card issued by the bank
Question 4: Match the pricing with the scenario in the following cases –
i. Customized product a. Going rate pricing
ii. Perfect competition b. Sealed bid pricing
iii. Defence contract work/ Infrastructure projects C. Cost based pricing
iv. Pharma companies, oligopolistic market with few players d. Collusion pricing
A i-c, ii-a, iii- b, and iv-d B i-d, ii-b, iii- c, and iv- a
C i-a, ii- c, iii-d, and iv-b D i-c, ii- b, iii-d, and iv-a
Question 5: O makes lotion for the body to soothe dry skin in the winter. Y received a
10% discount from O on lotion purchases, while Z received a 15% discount. The nature of
their dealings was the only distinction between the two, as their order sizes were identical.
While Z only offered the lotions for wholesale, Y sold them in the retail market.
Which kind of discount was approved by 0?
A discounts for quantity B discounts for price differentiation
C discounts for trade D discounts for distributors
Question 6: As per market research, when the selling price of a product is Rs.80,000 per
unit there will be no demand. For every Rs.10,000 reduction in selling price from Rs.80,000
per unit, 2 additional units can be sold. The variable cost to manufacture the product is
Rs.50,000 per unit.
The selling price that will maximize the profit for this product will be:
A Rs.60,000 per unit B Rs.65,000 per unit
C Rs.70,000 per unit D Rs.75,000 per unit
Question 7: The Gifts Company makes mementos for offering chief guests and other
dignitaries at functions. A customer wants 4 identical pieces of hand-crafted gifts for 4
dignitaries invited to its function.
6.2
MCQ’s
For this product, the Gifts Company estimates the following costs for the 1st unit of the
product –
Particulars of Costs Rs./ unit
Direct Variable Costs (excluding labour) 2000
Direct Labour (20 hours @ Rs.50/ hour) 1000
90% learning curve ratio is applicable, and one labourer works for one customer's order.
Calculate price per piece (in Rs.) to be quoted for this customer if the targeted
contribution is 1,500 per unit?
A 4,310 B 4,400 C 17,240 D 17,600
Question 8: Which of the following factors will make the customer more sensitive towards
the price of a product?
A Higher perceived quality of the B High perishability of the product

product
C Difficulty in comparison of the product D High proportion of expenditure

with its alternatives (product cost) to the customer income
Question 9: In which market should the firm consider not just the demand for the
product but also predict the resultant reaction of its rivals or competitors on any decision
it takes?
A Perfect Competition B Monopolistic Competition
C Oligopoly D Monopoly
Question 10: Match the price discount with their characteristics –

i. Distributor's discount a. Useful in trades where credit risk is high
ii. Quantity discount b. Create different prices to different

customers on the basis of marketing functions
performed by them
iii. Cash discount c. Channel partners are encouraged to promote
company's products (incentive to push a
product) customer to
6.3
MCQ’s
iv. Trade in allowance / promotional d. Practicable where the commodities are

allowance homogeneous or identical in nature, or where
they may be measured terms truckloads
measured physical units in of or in
A i-b, ii-d, iii-a, iv-c B i-c, ii-d, iii-a, iv-b
C i-c, ii-d, iii-b, iv-a D i-d, ii-a, iii-b, iv-iii
Question 11: Six years ago material M cost $5 per kg and the price index most
appropriate to the cost of material M was 110. The same index now stands at 550.
What is the best estimate of the current cost of material M per kg?
A $20.00 B $55.00 C $50.00 D $25.00
Question 12: Which of the following is not a drawback of cost based pricing approach?
A There is no incentive for managers to operate in a cost efficient way
B The pricing method does not consider the customer’s value perception about the
product
C It ignores the structure of the market in which the firm operates
D It requires market research to understand competitor’s strategy
Question 13: Modern Gas Limited deals in liquid nitrogen (a standardised product). NGL
pay less attention to its own costs or demands and bases its price largely on competitor's
prices. The Pricing method adopted by MGL is -
A Value pricing B Psychological Pricing
C Going rate pricing D Image pricing
Question 14: Which of the following is not a promotional pricing that is used to coax
buyers to make an early purchase?
A Longer payment terms B Special event pricing
C Loss leader pricing D Price skimming
6.4
MCQ’s
Question 15: Business may charge higher price to enhance their revenue by striving for
to include those features which has higher capability to please the customer; while exclude
those have negative impact on value perceived.
Correctly match the items of following sets
i. Features your product needs a. Performance attributes
to be competitive
ii. More investment in these b. Excitement / Delight/ attributes
features, more satisfaction
the customer gets
iii. Features provide satisfaction c. Threshold (Basic) attributes
when met but do provide
dissatisfaction when not met
iv. Features that have no effect d. Reverse qualities
on customer satisfaction
v. Features if present cause e. Indifference qualities
customer dissatisfaction
A i-a, ii-b, iii- c, iv-e, v-d B i-c, ii-a, iii-b, iv-e, v-d
C i-c, ii-a, iii-b, iv-d, v-e D i-d, ii-a, iii-e, iv-b, v-c
Question 16: S Limited is engaged in manufacturing activities. It has received a request

from one of its important customers to supply a product which will require conversion of
material 'M', which is a non-moving item.
The following details are available:
Book value of material 'M' Rs.60
Realisable value of material 'M' Rs.80
Replacement cost of material 'M' Rs.100
It is estimated that conversion of one unit of 'M' into one unit of the finished product will
require one labour hour. At present, labour is paid at the rate of Rs.20 per hour. Other
costs are as follows:
Out-of-pocket expenses Rs.30 per unit
Allocated overheads Rs.10 per unit
The labour will be re-deployed from other activities. It is estimated that the temporary
redeployment will not result in loss of contribution. The employees to be re- deployed are
permanent employees of the company.
The minimum price (in Rs.) to be charged from the customer so that the company is not
worse off by executing the order
A 90 B 110 C 120 D 140
6.5
MCQ’s
Question 17: A company has used the Kano Model to identify the product features and
correlate them to customer satisfaction. It is having a funding constraint for
manufacturing the product. Now, it has to decide between investing in Feature 1 and
Feature 2, both of which are significant product features. Feature 1 has a threshold
attribute while Feature 2 has a performance attribute. The company does not have enough
funds to invest in both these features.
How should the company decide to allocate between the features?
A It should first invest in Feature 1 and any surplus is invested in Feature 2
B It should first invest in Feature 2 and any surplus is invested in Feature 1
C It can split between Feature 1 and 2 equally (even if the cost of manufacturing does
not sufficiently cover either feature)
D It need not invest in either Feature 1 or Feature 2
Question 18: PowerOn manufactures batteries that power medical devices like medical
imaging systems, defibrillators, ventilators and monitoring devices. PowerOn has
customers who are medical equipment manufacturers who use these while making medical
devices and machines. Bataid is the latest model of battery that PowerOn has developed.
It is safe, stable and longer lasting. These are very important attributes since the
performance of medical devices can get affected by them. PowerOn wishes to arrive at a
price for Bataid batteries. The market has many similar batteries available. However,
Bataid is of a much higher quality as compared with the rest. The nearest comparable
battery is Bat 1.
Particulars Bataid Bat 1
Operating per hour Rs. 2 per hour Re. 1 per hour
Probability battery failing 1% 11%
Price of a battery per unit ? Rs. 20,000
Due to the critical nature of the medical devices in which it is used, the cost of a battery
failing to the buyer has been arrived as Rs.1,00,000. Both batteries Bataid and Bat 1 can
be used for an average of 8,000 hours.
Calculate the probable price (in Rs.) PowerOn can charge the medical equipment
manufacturer based on the True Economic Value method.
A 38,000 B 18,000 C 23,000 D 22,000
6.6
MCQ’s
Question 19: Given data about Price (P) and quantity demanded (Q) given the following
sales and demand data –
Selling Price per unit (P) Number of units sold (Q)
Rs. 100 500
Rs. 90 480
Find the linear relationship between Pand
A P = 350 - 0.5Q B Q = 350 - 0.5P
C P = 350 + 0.5Q D Q = 350 + 0.5P
Question 20: Mr. YEE is a management accountant for a not for profit organization that
provides subsidized homes for the lower income groups of the society. He is in charge of
finance, budgets, and MIS reporting at this organization. In the course of his work, he
comes to know that the construction of home is being done with substandard material in
order to keep the costs within budgets.
Which of the following is true?
A The use of substandard material in construction is not of relevance since it is outside

the domain of management accounting
The use of substandard material is relevant since it does affect the customer service
B quality (the beneficiaries from the lower income groups) whose service is the main
objective of not for profit organization. This is a non-financial consideration in MIS
reports
C The information can be ignored because it does not impact the budgets adversely
D The use of substandard material in construction will not have a long term consequence
to the organization
Question 21: Categorize the services based on the nature service involved –
i. Fitness Centre a. Product/possession processing service
ii. Warehousing b. Mental stimulus processing service
iii. Advertising c. People processing service
iv. Knowledge Processing Offices (KPO) d. Information processing service
A i-a, ii-b, iii- c, iv-d B i-b, ii-a, iii- c, iv-d
C i-a, ii-b, iii- d, iv-c D i-c, ii-a, iii-b, iv-d
6.7
MCQ’s
Question 22: A Singaporean company manufactures Products A, B and C, they are joint
products. C has no realizable value unless it is processed further after the point of
separation. The cost details are as follows
Cost upto the point of separation per unit $80
Processing after separation -
Additional Marginal cost per unit $80
Additional Fixed cost per unit $20
Product C can be sold for $150 per unit and no more.
Should Product C be processed further?
A Yes, because each unit of Product C sold contributes $50 per unit towards recovery
of joint cost
B Yes, because each unit of Product C sold contributes $70 per unit towards recovery
of joint cost
C No, because each unit of Product C sold yields loss of $30
D No, because each unit of Product C sold yields loss of $10
Question 23: An airline company had to ground 25% its fleet operations. This was due to
low passenger traffic due to economic recession. The company has started incurring losses
because of this. The management has convened to decide whether to temporarily shut
down operations for few months until there is a spike in air travel.
Pilots of the company are highly skilled, and a lot of investment has been made in training
them. Hence, they will continue to be part of the workforce and their regular salary will
be paid each month. Ground staff are lesser skilled. The job market can provide the
requisite candidates when the company plans to re-hire once normal operations begin.
Hence, the company has decided to retrench 30% of its ground staff. They will be paid
retrenchment compensation of 2 month's salary. Planes that have been grounded need to
be maintained continuously in order to be capable of being put into operation when normal
operations resume. Due to the nature of the engine, special maintenance cost will need to
be incurred in addition to regular maintenance cost in order to keep it in working condition.
Planes will continue to be parked at the airport hangar for which the company will pay fees.
Which of the following will be the relevant items to be considered while deciding on the
scenario of this temporary shut down?
i. Salary paid to pilots for the period when the planes are grounded
ii. Savings of salary cost of 30% of ground staff who have been let go
6.8
MCQ’s
iii.Retrenchment compensation of 2 months salary paid to the ground staff who have
been let go
iv. Special maintenance cost to ensure that engines of grounded fleet remain in working
condition
v. Airport hangar parking fees
A ii, iii, iv B i, ii, iii and iv C i, ii, iii and v D ii, iii, iv and v
Question 24: XL Polymers, located in Sahibabad Industrial Area, manufactures high

quality industrial products. AT Industries has asked XL Polymers for a special job that
must be completed within one week.
Raw material R₁ (highly toxic) will be needed to complete the AT Industries' special job.
XL Polymers purchased the R₁ two weeks ago for Rs.7,500 for a job 'A' that recently was
completed. The R₁ currently in stock is the excess from that job and XL Polymers had
been planning to dispose of it. XL Polymers estimates that it would cost them Rs.1,250 to
dispose of the R₁. Current replacement cost of R₁ is Rs.6,000.
Special job will require 250 hours of labour G and 100 hours of labour G 2. XL Polymers pays
their G₁ and G₂ employees Rs.630 and Rs.336 respectively for 42 hours of work per week.
XL Polymers anticipates having excess capacity of 150 [G₁] and 200 [G2] labour hours in
the coming week. XL Polymers can also hire additional G₁ and G₂ labour on an hourly basis;
these part-time employees are paid an hourly wage based on the wages paid to current
employees.
Suppose that material and labour comprise XL Polymers's only costs for completing the
special job.
'Minimum Price' in that XL Polymers should bid on this job
A 250 B 500 C 1,500 D 1,750
Question 25: OOL has developed a new product which is about to be launched into the
market. The variable cost of selling the product is 17 per unit. The marketing department
has estimated that at a sale price of 25, annual demand would be 10,000 units. However,
if the sale price is set above 25, sales demand would fall by 500 units for each 0.50
increase above 25. Similarly, if the price is below '25, demand would increase by 500 units
for each 0.50 stepped reduction in price below 25.
The price (in') and corresponding quantity (in units), which would maximise OOL's profit
in the next year –
A Price- 26.00; Quantity- 9,000 B Price-26.50; Quantity- 8,000
C Price-26.50; Quantity- 9,000 D Price- 25.50; Quantity- 8,000
6.9
MCQ’s
Question 26: Cafe coffee hub offer a feature of writing name of customer on the
takeaway glass down under the logo of CCH, the size of logo of CCH on glass of coffee is
which type of attribute (referring to Kano Model)?
A Reversal B Delighter C Performance D Indifferent
Question 27: COO of Modern Furniture Limited heard about Kano Model. MFL decided to
use Kano Model to enhance customer satisfaction; but not sure which attribute of Kano
Model need to be focused mainly (in priority over others) in order to enhance the
willingness to pay. customer's
A Reversal B Delighter C Performance D Indifferent
Question 28: PowerOn manufactures batteries that power medical devices like medical
imaging systems, defibrillators, ventilators and monitoring devices. PowerOn has
customers who are medical equipment manufacturers who use these while making medical
devices and machines. Bataid is the latest model of battery that PowerOn has developed.
It is safe, stable and longer lasting. These are very important attributes since the
performance of medical devices can get affected by them. PowerOn wishes to arrive at a
price for Bataid batteries. The market has many similar batteries available. However,
Bataid is of a much higher quality as compared with the rest. The nearest comparable
battery is Bat 1.
Particulars Bataid Bat 1
Operating cost per hour S$2 per hour S$1 per hour
Probability of battery failing 1% 11%
Price of a battery per unit ? S$20,000
Due to the critical nature of the medical devices in which it is used, the cost of a battery
failing to the buyer has been arrived as S$1,00,000. Both batteries Bataid and Bat 1 can
be used for an average of 8,000 hours.
Calculate Value Differential of using Bataid.
A S$20,000 B S$2,000 C S$23,000 D S$22,000
Question 29: NZ Mart is a retail chain. Competition is stiff and revolve around the price
among the market player in retain chain segment. NZ Mart adopted the practice of pricing
some its products below cost, with an intention to destroying the competitor. Such pricing
practice/ strategy is referred to as -
A Loss leader pricing B Price discrimination
C Predatory pricing D Penetration Pricing
6.10
MCQ’s
Case Scenario 1
A company makes a single product with the following details:

Particulars Current Situation Proposed Situation
Selling Price per unit (₹) 10 10
Direct Cost per unit (₹) 5 5
Present number of setups per production 40 ?
period, (Before each production run, setup is
done)
Cost per set up (₹) 400 270
Production units per run 1000 2000
Engineering hours for production period 600 460
Cost per engineering hour (₹) 10 10
The company has begun Activity Based Costing of fixed costs and has presently identified
two cost drivers, viz. production runs and engineering hours. The total current fixed costs
are ₹97,000. After the above ABC analysis on production runs and engineering runs, 75,000
of the remaining fixed costs are yet to be analysed. There are changes as proposed above for
the next production period for the same volume of output.
Question 30: What is the break-even point in the proposed scenario?
A 16,900 units B 16,000 units C 17,200 units D 17,000 units
Question 31: What do you infer from the above case scenario?
i. Activity Based Costing showed that while costs may be fixed with respect to volume,
they may not be fixed with respect to other cost drivers.
ii. Analysing cost using cost drivers can open up opportunities to save costs
iii. It might be advisable to analyse the balance ₹75,000 fixed cost as well using Activity
Based Costing
A lower break even point after proposed changes increases the chances of being profitable
A i and ii B i, ii and iv C i, ii and iii D i, ii, iii and iv
Question 32: What is the break-even point in the current scenario?
A 19,200 units B 19,320 units C 19,400 units D 19,420 units
Question 33: Based on the calculation in (i) above, what is the total set up cost?
6.11
MCQ’s
A ₹5,400 B ₹4,860 C ₹4,680 D ₹5,940
Question 34: Given the information above, compute the number of setups (which will also
be the number of production runs) after the proposed change.
A 20 production runs B 18 production runs
C 24 production runs D 22 production runs
Question 35: The break-even point in the proposed scenario will be achieved in _____
production run.
A 8th B 9th C 10th D 11th
Question 36: Given the above case scenario, if the management implements that proposed
change in production, which among these will be a concern that the management needs to
pay attention to?
A Set up time for production runs reduces due to the proposed change in production
B Doubling the batch size can lead to the risk of machine downtime and more repairs and
maintenance
C Break even point has reduced due to the proposed change in production
D Engineering hours required for production run reduces due to proposed change in
production
Nutty Bites produces many edible snacke that are very popular especially among children,
Peanuts, Peanut oil are essential ingredients nts in many of its products. They are currently
facing this ethical issue: Medical studies have indicated peanut allergic reactions are on the
rise. The prevalence is more profound among children. Reactions can range frorn hives around
the mouth to potentially life-threatening reactions when exposed even to the slightest trace
of peanuts. There is growing media campaign to force companies like Nutty Bites to make
disclosure about the presence of peanut on its package labelling.
Nutty Bites is a mid-size company that has a growing market. Risk to peanut exposure can
come not just from the presence of peanuts in its products. Some of its bought-in ingredients
6.12
MCQ’s
(raw material input) are cooked in peanut oil. There are risks of "cross-contamination"
amongst products. Let us say, an equipment has been used produce cookies that has peanuts.
Next, the equipment is used, without being cleaned, to produce chips that does not have
peanuts as an ingredient. Some portion of the peanuts / peanut oil could contaminate that
specific batch of chips produced. Since labels of chips would not mention "peanuts" as an
ingredient, it poses a potential risk of causing allergic reaction to a customer unaware of this
contamination. Management of Nutty Bites has called for a meeting to discuss this issue. "The
issue need not be addressed at all. After-all Nutty Bites is doing nothing against the law" is
the opinion of many members on the board of the company.
Question 37: Which of the following scenarios has a less chance of happening if Nutty
Bites does not take any action?
On consuming the product, if the consumer faces a medical issue that gets traced back
A to the product manufactured by Nutty Bites, it could result in bad publicity that could
damage its brand value
B It can increase the risk of potential legal action for tort or committing a civil wrong
C Operating in an ethical environment can increase employee morale and well being
D Profitability from sale of the products for the current month (short run) will be
impacted
Question 38: Would you agree with the popular opinion with the management of Nutty
Bites that "The issue need not be addressed at all. After-all Nutty Bites is doing nothing
against the law"?
A Yes, the health and safety of consumers cannot be the responsibility of Nutty Bites.
Hence, the issue need not be addressed at all.
No, food safety is a fiduciary duty that Nutty Bites owes to the society. Corporate
B Social Responsibility (CSR) is the duty an organization has towards a wider community.
Hence, Nutty Bites has to take steps to address the problem.
C Yes, Nutty Bites is doing nothing against the law. Hence the issue need not be
addressed at all.
D Yes, Nutty Bites need not take any action as there is no lawsuit filed against the
company from the customers.
6.13
MCQ’s
Question 39: Which is not a non-financial consideration while considering any potential
responses to address the health and safety issue?
A Disclosure about the presence of peanut on its package labelling
B Machine sanitization to remove traces of peanut oil
C Increase in selling price of products to recoup the cost of making proposed changes
D Audit of upstream supply chain to get information of which bought in ingredients (raw
material input) are cooked in peanut oil
Case Scenario 3
Given data about Price (P) and quantity demanded (Q) given the following sales and demand
data –
Selling Price per unit (P) ₹100 ₹90
Number of units sold (Q) 500 480
Question 40: Based on your calculation in (iii) above, at what selling price (P) is the profit
maximum.
A ₹220 per unit B ₹240 per unit C ₹230 per unit D ₹250 per unit
Question 41: What is the volume of sales / production (Q) when it is given that profit is
maximum when marginal cost is ₹150 per unit?
A 210 units B 200 units C 190 units D 220 units
Question 42: When profit is maximum, as per the pricing theory Marginal Cost = Marginal
Revenue = in this case 150 per unit.
From (ii) MR = 350 - Q. Therefore, 150 = 350 Q. Therefore Q = 200 units. This is the
sales volume at which profit is maximum.
Find the linear relationship between P and Q.
A P=350-0.50 B Q=350-0.5P
C P=350+0.5Q D 0=350-0.5P
Question 43: The condition for profit maximisation is -
6.14
MCQ’s
A MC Curve cuts MR Curve from below B MC Curve cuts MR Curve from above
C Slope of MC > Slope of MR D Slope of MC = Slope of MR
Question 44: Find the equation for the Marginal Revenue based on your calculations above.
A MR=350-Q B MR=350-P C MR=350+0 D MR=350-P
Case Scenario 4
Rabi Ltd. Manufactures its product from Divisions X and Y Rabi Ltd. is considering the
discontinuance of Division Y since it is incurring a net loss of ₹2,00,000. The production at
Division X is going to remain unchanged. The following information is given
Particulars Divisions X Division Y Total

Sales (Maximum achievable) (₹) 50,00,000 7,00,000 57,00,000
Less: Variable cost (₹) 36,00,000 4,00,000 40,00,000
Contribution (1) 14,00,000 3,00,000 17,00,000

Less: Specific avoidable fixed cost (₹)
Divisional Income (₹) 12,00,000

-2,00,000
10,00,000
The rates of variable costs are 90% of the normal rates due to the current volume of
operation. There is adequate market demand.
For any lower volume of operation, the rates would go back to normal rates.
Specific avoidable fixed cost relates to the rental and property tax cost of the premises of
Division Y, which operates from a prime business area.
Facilities released by discontinuing Division Y cannot be used for any other purpose.
Question 45: Rabi Ltd. is compelled to reconsider its decision of closing down Division Y
because that could impact its brand image and pose challenges for re-establishment of the
market for the product.
What type of consideration is being given weight to by the management by looking into
these factors?
A Relevant cost consideration B Financial consideration
C Ethical consideration D Non-financial consideration
6.15
MCQ’s
Question 46: Which of the following is not a limitation of non-financial consideration?.
A Subjective measurement that could be subject to bias and interpretation
B Improper measures will lead the companies to draw attention on wrong objectives
C Focuses on factors that can aid sustainability of the organization in the long run
D Possibility of error due to lack of statistical reliability
Question 47: If Division Y is discontinued, what will the increase in Variable cost be for
Rabi Ltd?
A Rs. 3,60,000 B Rs. 4,00,000 C Rs. 4,44,444 D Rs. 4,20,000
Question 48: If Division Y is discontinued, what will be the total savings and total increase
in cost for Rabi Ltd on account of this decision?
A Savings ₹5,00,000; Increase in cost ₹7,00,000; net loss ₹2,00,000
B Savings ₹5,00,000; Increase in cost 4,00,000; net benefit ₹1,00,000
C Savings ₹7,00,000; Increase in cost ₹7,00,000; no loss or benefit
D Savings ₹7,00,000; Increase in cost 4,00,000; net benefit ₹3,00,000
Case Scenario 5
KG Airlines is the second largest airline in India. Post the Covid 19 pandemic, the airline
industry is slowly reviving its pre-pandemic levels of operations. Business is expected to revive
and grow in the next few years. Profit margins of all players in the aviation industry are under
constant pressure. This is due to adverse global economic factors and overall inflationary
conditions within the domestic market. KG airlines like all other players in the industry is
preparing for recovery of business and wishes to maintain if not grow its market share.
"Just like the skies we operate in; customers' expectations are limitless. At the same time, a
limit certainly exists for the price that the customer is willing to pay for a flight as also to
the costs we can incur in order to remain viable" bemoaned the Chief Executive Officer (CEO)
of the company. This key challenge of balancing customer satisfaction and cost reduction
6.16
MCQ’s
efforts was discussed at length by the senior management team at the company's head
quarters in Mumbai.
The Regional Marketing Head emphasised that customer experience should not be
compromised due to cost reduction measures. Annoyed customers are very likely to switch to
rival airlines and hence market share can be impacted.
The Chief Financial Officer (CFO) is a capable experienced Chartered Accountant who has
good insights about the operations in an airline industry. She says "We have many costs such
as aviation turbine fuel, government taxes etc. which are not within our control. Let us,
therefore, target those costs that are variable and hence controllable by us. Charging
customers for every service can many times annoy and affect their flight experience.
Therefore, let us reward them instead while cutting down costs!" She further detailed how
this can be done:
It was found that passengers arrive at the airport for check in typically or 2 hours before
the flight, although the airline recommends that they come 3 hours before in order to avoid
congestion. Due to the constant last-minute arrivals, the airline has a higher staffing
requirement at the check in counter, flight boarding staff and other ground crew. If the
arrivals are streamlined by making the passengers arrive earlier, the company can save
₹2,00,00,000 per annum due to lower staffing requirements. This benefit is considering the
savings across all airports that KG airlines operates in. To incentivise passengers to arrive 3
hours early, the airline can propose to add 50-mile points to their frequent flyer reward
program. The reward points can be encashed to get exciting, customized gifts. Approximately
10,000 passengers are expected to avail of this incentive each year, with each mile point
costing the airline Rs.20 per mile point.
Additional mile points can help maintain a loyal frequent flyer base. Another major benefit is
that the airline can avoid delays in flight take off due to late passenger arrival. Hence, the
benefits of this program are far reaching.
Question 49: Growth in aviation sector has led to congestion in airports across the
country. Due to which parking space available for planes at the airport hanger is limited.
Due to high demand, the parking fees is also increasing at a rapid rate. Which tool of
strategic cost management will you apply to minimise the time a plane is parked at the
hanger?
A Kaizen improvement B Quality management
C Theory of constraints D Preventive maintenance
6.17
MCQ’s
Question 50: As per the Kano model, match the factors to their corresponding attributes
Factor Attribute
i. Initiatives taken to ensure flight safety a. Reverse attribute
ii. Initiative to incentivise early check in of b. Indifferent attribute
passengers
iii. Delay in flight take-off and landing c. Threshold attribute
iv. Airport fees paid incurred by the airline d. Excitement or delight attribute
A i-a, ii- b, iii- c and iv- d B i- c, ii- a, iii- b and iv-d
C i- c, ii- d, iii- a and iv-b D i- d, ii- a, iii- c and iv-b
Question 51: If KG wants to analyse its revenue generation based on various segments,
which analysis should it undertake?
A Value chain analysis B Customer profitability analysis
C Supply chain analysis D Balanced scorecard
Question 52: Calculate the net benefit to KG airlines by incentivising passengers to arrive
early at the airport?
A ₹90,00,000 B ₹1,00,00,000 C ₹1,10,00,000 D ₹80,00,000
Question 53: During the meeting, the management discussed key information
requirements and needs of various stakeholders. Using Mendelow's Matrix, match the
stakeholders to the power and interest they wield over KG airlines.
Stakeholder Power and interest
i. Air traffic control a. Key Players - High power high interest
ii. Suppliers of aviation fuel b. Influential - High power low interest
iii. Contract employees c. Marginal - Low power low interest
iv. Environment activists d. Affected - Low power high interest
A i- b, ii- a, iii- c and iv- d B i-a, ii- b, iii- c and iv-d
C i- c, ii- d, iii-a and iv-b D i-b, ii-a, iii- d and iv- c
6.18
MCQ’s
Case Scenario 6
Payfast Limited offers an application-based service to make payments by phone. It allows

linking of phone numbers with bank and allow bank to bank transfer through mobile phone.
It was the 1st company in the country to provide such facility. The customers could not believe
that money transfer process could be made so much simpler and the company witnessed
exponential growth in very few days. The services level was immaculate and no charges were
levied on the customers. Seeing the growth of Payfast, many other companies joined the
industry and started providing this service. Now, Payfast was required to provide other
innovative offerings to the customers to maintain its leadership position.
Further, the user count was increasing and so Payfast was spending more to maintain security
of the user data. Security breach, if any, could result into loss of millions to its users.
Similarly, all its competitors were also spending a significant amount on the security of user
data.
In order to incentivize customers, Payfast starting giving cash backs to its customers on
every transfer. This was unheard of. Getting money for making transfer was unheard and its
competitors also could not fathom it.
To compete with Payfast, its competitors started adding new features on their applications
like movie booking, cab booking, etc. But this was not well received by customers as customers
used different apps for such transactions which had much better user interface and features.
Slowly, the competitors removed those features and went back to their original product.
To improve its brand presence, Payfast hired an international brand designed and designed a
new logo for Payfast.
Question 54: Adding different features by the competitors can be termed as below?
A Indifferent B Performance Attributes
C Threshold D Reversal
Question 55: Should Kano spend huge amount on logo designing to improve customer
satisfaction?
A Yes, as customers love great logo B No, as customers would be indifferent
C Yes, as competitors had better logo D

No, as companies change logo
frequently
Question 56: Which would be most appropriate description for Payfast's offering
improvement for user data? of security
6.19
MCQ’s
A Delighter B Performance attribute
C Indifferent D Reverse
Question 57: Is giving cashbacks by Payfast a justified cost?
A Yes, as customers would be delighted B No, as customers would be indifferent
C No, as it would affect profitability D No, as competitors would eventually

catch up
Question 58: How would you best describe the offering by Payfast of application to make
payments through mobile phone?
A Performance attribute B Delighter
C Indifferent D Delighter when introduced, currently

threshold attribute
Question 59: Match the item of list I with that of list II and suggest correct code-
List I - Pricing Strategy List II – Explanations
A. Customary Pricing 1. Ending price with 99
B. Skimming 2. Pricing a product based on perceived expectation of

customers
C. Penetration Pricing 3. Setting a high price which gradually reduces as competitors
enter the market
D. Psychological Pricing 4. Setting a low price for a new product during its initial
offering
A A - 4, B - 1, C - 2, D - 3 B A - 3, B - 4, C - 1, D - 2
C A - 2, B - 3, C - 4, D - 1 D A - 1, B - 2, C - 3, D – 4
Question 60: In a product mix decision, which is the most important factor to consider in
order to try to maximise profit?
6.20
MCQ’s
A Contribution per unit of a scarce B Contribution per unit of the product

resource used to make the product
C Profit per unit of a scarce resource D Profit per unit of the product
used to make the product
Question 61: DM Mart is a retail chain. Competition is stiff and revolve around the price
among the market player in retain chain segment. DM Mart adopted the practice of pricing
some its products below cost, with an intention to destroying the competitor. Such pricing
practice/strategy is referred to as
A Loss leader pricing B Predatory pricing
C Price discrimination D Penetration Pricing
Question 62: Cafe coffee hub offer a feature of writing name of customer on the
takeaway glass down under the logo of CCH, the size of logo of CCH on glass of coffee is
which type of attribute (referring to Kano Model)?
A Reversal B Delighter
C Performance D Indifferent
Question 63: What is the disadvantage of conventional Cost Volume Profit (CVP) analysis?
A Conventional CVP analysis cannot be used in finding out expected production volume
level to earn a certain profit level
B Conventional CVP analysis cannot be used to determine the ideal selling price to set for
the product to earn a target profit
Conventional CVP analysis classifies cost behaviour as fixed and variable with respect
C to volume alone. Many non-volume driven costs, having cost drivers other than volume,
get classified under a single fixed cost overhead pool
D Conventional CVP analysis cannot be used for all types of business
Question 64: How will an exciting or delight attribute help with pricing a product?
- Provides a justification to charge a premium price for that feature
- Build customer loyalty for repeat sales
6.21
MCQ’s
- Helps to grow market share and become a market leader

- Provides the basis for product differentiation
A ii and iv B i, iii and iv
C i, ii and iii D All of the above
Question 65: Kano Model of product development and customer satisfaction is used for
prioritizing the most important features in a product roadmap. Which of the following is
not true about the utility of the Kano Model?
A Order of priority of product features that cater to customer needs and satisfaction
as determined by Kano Model are permanent
B The Kano model can prevent wasted time and resources used to develop non-priority
features in a product
C The Kano model helps to prioritize features that can amplify customer satisfaction
D Kano model helps to speed up decision making based on researched data
Question 66: Which of the following is not a criticism of using profits as a single measure
of performance evaluation of managers?
A Profits can be manipulated if there is collusion among employees
B Profits provide a constrained view of performance measurement
C Profits alone as a measure of performance evaluation can lead to manager focusing on

short term profits rather than long term sustainable strategy
D Profits figures can be objectively measured and defended by the managers
Question 67: Identify the attribute that can be classified as indifference attribute to a
retail customer of a bank under the Kano Model
A Reduction of limit of a credit card issued by a bank
B Ability to receive One Time Password (OTP) reliably on the mobile to execute net bank
transactions
6.22
MCQ’s
C Action within an hour on service requests placed online using net banking services of
the bank
D Cost of embossing the credit card issued by the bank
Question 68: When would you not price a product below marginal cost?
A Product is of perishable nature with a very short shelf time remaining
B Product manufactured based on customized orders
C Popularize a product in a new market
D Reduction in price of product can boost the sales of related products that have a
larger profit margin
Question 69: The selling price that will maximize the profit for this product will be:
A Rs.60,000 per unit B Rs.65,000 per unit
C Rs.70,000 per unit D Rs.75,000 per unit
Question 70: In a product mix decision, which is the most important factor to consider
in order to try to maximise profit?
A Profit per unit of the product B Contribution per unit of the product
C Profit per unit of a scarce resource D Contribution per unit of a scarce

used to make the product resource used to make the product
Question 71: Fast Heal Tech Ltd. is a leading IT security solutions and ISO 9001
certified company. The solutions are well integrated systems that simplify IT security
management across the length and depth of devices and on multiple platforms. Company
has recently developed an Antivirus Software and company expects to have life cycle of
less than one year. It was decided that it would be appropriate to adopt a market skimming
pricing policy for the launch of the product. This Software is currently in the Introduction
stage of its life cycle and is generating significant unit profits.
Out of followings which are the necessary strategies when the Software moves from the
Introduction stage to Growth stage of its life cycle -
- Improving quality and adding new features
6.23
MCQ’s
- Lowering price to attract price-sensitive buyers

- Changing marketing strategy to increase demand
- Sourcing new market segments/ distribution channels
- Entering into another niche area could increase profits
A iii, iv, and v B i, ii, iii, and iv
C ii, iii, iv, and v D i, ii, iii, iv, and v
1: D
The correct answer is (i), (ii), (iii) and (iv).
Direct labour is considered fixed instead of variable. JIT environment the labour force is
multi skilled and are capable of handling different demand levels. Under the pull system of
supply chain, production begins only when a customer places the order. Hence, direct labour
cost is not volume driven. While there is no production in the work cells, the labour is
assigned to some other tasks on the shop floor, which is possible because they are multi-
skilled.
Direct material cost on the other hand is driven by volume of production as production
happens only when an order is received.
Due to the nature of the JIT material procurement system, there is minimum if not nil
waste or scrap. Since material procurement is not in bulk, quantity discounts are generally
not there.
The purpose of a just in time production system is to decrease the size of production runs
while increasing the lots processed in a period.
2: A
Description: Where there is a shortage of direct labour hours, the companys manufacturing
plan to include features prioritized based on customer satisfaction. Threshold attribute is
a must have feature, the absence of which will cause customer dissatisfaction. Hence, it
should be given highest priority as it is a must have in the product. Performance attribute
is a feature where the more the availability of the feature, better the customer
satisfaction. It is next to threshold attribute in the priority list. Excitement or Delight
attribute is an unexpected feature provides satisfaction when they are met but do not
cause dissatisfaction when they are not met. Reverse Feature, if present must be removed
from the product, rather than include it in the product. This feature when present causes
dissatisfaction. Indifference Quality is a lower priority as it does not affect customer
6.24
MCQ’s
satisfaction. Given this, in option where Manufacture to include feature that is first a
Threshold attribute, second Excitement or Delight attribute and lastly Indifference
qualities is in appropriate order of priority.
3: D
Description: The cost of embossing (emboss means to carve with a design) the credit card
issued by the bank is not linked to customer satisfaction of the retail customer. Hence, it
is an indifference attribute/ quality. The other features affect customer satisfaction
directly.
4: A
Description:
Customized Product - Cost Based Pricing
Generally, when a product is manufactured based on specific customer requirements, the
total cost can be easily traced. Adding the required mark up, cost based pricing becomes a
popular pricing method for customized product.
Perfect Competition - Going Rate Pricing
Firms are price takers in a perfect competition. Hence, they will keep the price at the
average industry level irrespective of their cost of production or demand.
Defence Contract Work/ Infrastructure Projects - Sealed Bid Pricing
In these scenarios, normally many firms compete for the project. They submit their bids
confidentially; pricing is based on the bidding firm's perception of what its rivals would be
charging for the same work. It does not depend only on its cost of production or demand.
Pharma Companies in an Oligopolistic Market Collusion Pricing
With few firms in the business, normally the price is set based on the agreement with other
firms. This is done so that there is no direct competition among them at the same time the
price is set earn sufficient profitability. Collusion pricing also deters new entrants.
5: D
Description: Discount was approved by O is discounts for distributors.
6: B
Description: The correct answer is al 65,000 per unit.
As per the profit maximization model,
Price =a - bQ and Marginal Revenue = a - 2bQ
where a is the selling price at which demand is nil, b is the slope of the line and Q is the
quantity demanded.
Here a = Rs.80,000 per unit, b = (change in price / change in units) = (10,000 / 2) = 5,000
and Q is the quantity demanded.
Price = 80,000 - 5,000Q
Marginal revenue= 80,000-2 (50,000) x Q = 80,000-10,000Q
Marginal cost = Rs.50,000 per unit.
Profit is maximum where Marginal Revenue = Marginal Cost.
80,000-10,000Q = 50,000
6.25
MCQ’s
10,000 Q = 30,000. Therefore Q = 3 units

Therefore, selling price at which profit will be maximum = Price = a - bQ = 80,000 - 5,000(3)
= 65,000 per unit.
7: A
Description:
Price per piece to be quoted
Avg. / unit (4 units)
Variable Cost 2,000
Labour 810
Target Contribution 1,500
Price to be Quoted 4,310
8: D
Description: The correct answer is high proportion of expenditure (product cost) to the
customer income. Where the expenditure on account of the purchasing the product is high
in proportion to the customer income, the customer will be more sensitive towards the price
of a product.
9: C
Description: Oligopoly is the market in which the firm consider not just the demand for the
product but also predict the resultant reaction of its rivals or competitors on any decision
it takes.
10: 1A
Description: Distributors Discount- Create different prices to different customers on the
basis of marketing functions performed by them. Also known as functional discount.
Quantity Discount- Practicable where the commodities are homogeneous or identical in
nature, or where they may be measured in terms of truckloads or measured in physical
units. Cash Discount- Useful in trades where credit risk is high. Reward for prompt
payment. Trade in Allowance/ Promotional Allowance- Channel partners are encouraged to
promote companys products (incentive to push a product) to customer. For example,
retailers may be allowed advertising allowance that encourage them to advertise the
companys products in the local newspapers. The retailer gains by getting some allowance
towards advertising expense, while the manufacturer gets the advantage of lower
advertising costs that retailers typically get while advertising in papers.
11: 1D
Description: $5 x 550 ÷ 110 = $25
12: D
Description: It is not true that cost based pricing requires market research to understand
competitor's strategy. Cost based pricing is based purely on the cost the company incurs
and the mark up or profit margin it requires. It does not consider competitors' strategy,
market demand, customers' perception, market conditions etc.
13: C
6.26
MCQ’s
Description: Going rate pricing is completion-based pricing method. Going Rate Pricing is a
competitive pricing method under which a firm tries to keep its price at the average level
charged by the industry. The use of such a practice of pricing is especially useful where it
is difficult to measure costs.
14: D
Description: Price skimming is charging customers a premium price for a new product when
it is initially launched in the market. This does not necessarily coax a buyer to make an early
purchase. The terms of promotional pricing are liberal. Longer payment terms give the
buyer more credit time to repay, special event pricing aims to attract customers at events
using attractive prices, loss leader pricing is lowering the price of well-known brands to
stimulate sales growth of other products sold in the shop by making customers visit the
location.
15: B
Description: Features your product needs to be competitive - Threshold / Basic attributes.
More investment in these features, more satisfaction the customer gets - Performance
attributes. Features provide satisfaction when met but do not provide dissatisfaction when
not met Excitement / Delight attributes. Features that have no effect on customer
satisfaction - Indifference qualities. Features if present cause customer dissatisfaction -
Reverse qualities.
16: B
Description: Relevant Cost of Producing One Unit of the Finished Product
Rs.
Cost of Material 'M' (Realisable Value) 80
Cost of Labour (Being Sunk Cost) 0
Out-of-Pocket Expenses 30
110
Allocated Overhead is not relevant for the decision. The customer should be charged Rs.110
per unit.
17: A
Description: It should first invest in Feature 1 and any surplus is invested in Feature 2.
Feature 1 has a threshold attribute, when it is present in the product it is taken for granted
but when absent it causes customer dissatisfaction. This attribute deals with the very basic
product features that must be present in order to be competitive. Comparatively, Feature
2 has a performance attribute. The more the investment in this feature the more the
customer satisfaction. While it can influence the decision of customers who seek certain
features in the product, is not a must have feature unlike Feature 1 which is a very basic
attribute. Hence, given a funding constraint, the company should first invest in Feature 1
and any surplus is invested in Feature 2. The objective of Kano Model is to provide the
company a framework to prioritize these features based on customer satisfaction.
Investment cannot be split equally in both features given that feature 1 is a must have and
6.27
MCQ’s
has to be part of the product feature. Not investing in Feature 1 will cause customer
dissatisfaction and hence the company should avoid this decision.
18: D
Description: The objective value determined here is from whose viewpoint
• The medical equipment manufacturer
• PowerOn
• Final customer, the hospitals
The correct answer is Rs.22,000 per unit of Bat aid. It is calculated as below
True economic value for a consumer is calculated taking two differentials into
consideration:
TEV = Cost of the Next Best Alternative + Value of Performance Differential
Cost of the next best alternative is the cost of a comparable product offered by some
other company. Value of performance differential is the value of additional features
provided by the seller of a product.
Particulars Amount (Rs.)
1. Difference in operating cost per battery 8,000
(higher expense incurred by buyer)
Bataid = Rs.2 per hour
Bat 1 = Re.1 per hour
For 8,000 hours = Rs.8,000 x (Rs.2 - Re.1)
2. Savings to buyer due to more stable performance of battery 10,000
Cost of battery failing = 1,00,000
Difference in probability of battery failure to buyer (1% vs
11%) = 10%
Lower cost of failure to buyer = 10% x 1,00,000
3. Value Differential of using Bataid 2,000

(Step 2 – Step 1)
4. Price of per unit Bat 1 battery (cost of next best alternative) 20,000
5. True economic value of per unit Bataid 22,000
True economic value/ Objective value determined here is from the point of view of
PowerOn, the battery manufacturer. Objective value is a measure of benefits that a
product is intended to deliver to the consumers relative to the other products without
giving any regard whether the consumer can recognize these benefits or not.
19: A
Description: P=a-bQ
Where 'P' is the selling price per unit, a is the price at which demand is zero, Q is the
quantity demanded.
6.28
MCQ’s
-b = -0.5 (change in price / change in quantity demanded = (Rs. 100-190) / (500- 480) units
= -0.5)
Therefore, the equation is P = a - 0.5Q.
Substitute P and Q in the above equation to find 'a'
100 = a (0.5×500). Therefore, a = 350 units.
Therefore, the linear relationship between Price (P) and quantity demanded (Q) can be
written as P = 350-0.5Q.
20: B
Description: The correct answer is (B), the use of substandard material is relevant as it
affects customer service quality and hence is a non-financial consideration. Even though it
does not affect budget adversely, it does have an impact in the operations of the business.
The customers perspective will be negatively impacted which can affect funding for the
organization. Hence it does have long term consequences for the organization.
21: D
Description: Fitness Centre - People processing service, the customer has to be physically
present for the service to be rendered. Here, the customer has to attend the gym to use
the fitness centre services. Warehousing - Product/ possession processing service,
customer need not be present. However, the service is being worked on a tangible object.
Here, the goods being stored in the warehouse (tangible object in the possession of the
customer) is now being stored in the warehouse (service being provided on the object).
Advertising - Mental stimulus processing service. These services influence the customers
behaviour, perception etc. There is no need for physical presence of the customer nor is
there any need for a tangible product of the customer to be worked on. The customer only
has to experience it, this service will be unique to each customer as each of their perception
and behaviour is different. Hence, the delivery of the service will be different for
different people. Knowledge Processing Offices (KPO) - Information processing service.
Service occurs when information is being processed. The work of the client (information)
is being processed and service is being rendered. This could relate to accounting work, legal
work, taxation etc.
22: A
Description: Product C should be processed further because each unit of Product C sold
contributes $50 per unit towards recovery of joint cost.
Joint cost upto split off point are irrelevant since they have already been incurred and are
sunk cost. It is not relevant to whether the product has to be processed further or not.
Hence, joint cost of $80 per unit incurred upto the point of separation is irrelevant. Only
the additional cost incurred on processing after separation has to be considered.
Selling price of Product C per unit $150
Less: Additional variable cost after separation $80
per unit
Less: Additional fixed cost after separation $20
per unit
6.29
MCQ’s
Contribution towards recovery of joint costs $50

per unit
23: A
Relevant items to be considered for decision making are -
Statement ii- Savings of salary cost of 30% of ground staff who have been let go.
Statement iii- Retrenchment compensation of 2 months' salary paid to the ground staff
who have been let go.
Statement iv- Special maintenance cost to ensure that engines of grounded fleet remain in
working condition.
The above three items are savings or expense that relate to the future and will be earned/
incurred only if the decision is taken to temporarily shut down operations. If the decision
is taken to continue operations as normal, these savings and expenses will not happen, hence
these are differential in nature, thereby relevant to the decision being taken.
Salary paid to the pilots and airport hanger fees will be incurred irrespective of the
decision to temporarily shut down or not. Hence, they are not relevant to the decision being
made.
24: A
Description:
Opportunity Cost of Labour - The G₂ labour has zero opportunity cost as there is no other
use for the time already paid for and is available. However, XL Polymers needs to pay an
additional amount for G₁ labour. This amount can be save if the special job were not there.
G₁ labour:
Hours Required 250
Hours Available 150
Extra Hours Needed 100
Cost per hour (630/42hrs) Rs.15
Opportunity Cost Rs.1,500
Thus, the 'Opportunity Cost of Labour' for completing the special job is Rs.1,500.
Opportunity Cost of Material - XL Polymers has no alternative use for the R₁, they must
dispose of it at a cost of Rs.1,250. Thus, XL Polymers actually saves Rs.1,250 by using the
materials for the AT Industries' special job. Consequently, the 'Opportunity Cost of
Material' is Rs.1,250 (i.e., the opportunity cost of this resource is negative).
The minimum price is the price at which XL Polymers just recovers its 'Opportunity Cost'.
XL Polymers's 'Total Opportunity Cost' is Rs.250 (Rs.1,500 - Rs.1,250). Accordingly,
minimum Price for the Special Job is Rs.250.
25: A
Description: Statement of Total Contribution
Sales Price Variable Contribution Sales Volume Total
p.u. (Rs.) Cost p.u. (Rs.) p.u. (Rs.) unit Contribution
(Rs.)
6.30
MCQ’s
27.50 17.00 10.50 7,500 78,750

27.00 17.00 10.00 8,000 80,000
26.50 17.00 9.50 8,500 80,750
26.00 17.00 9.00 9,000 81,000
25.50 17.00 8.50 9,500 80,750
25.00 17.00 8.00 10,000 80,000
24.50 17.00 7.50 10,500 78,750
24.00 17.00 7.00 11,000 77,000
From the above statement it is quite apparent that the contribution would be maximum at
a sale price of Rs.26 per unit and sales demand of 9,000 units.
26: D
Description: The size of logo on the takeaway cup of coffee is not really making any
difference to value and utility of product or even value perceived by customer hence it is
indifferent attribute. Indifferent qualities are neither good nor bad and have no effect,
positive or negative, on customer satisfaction. To illustrate - look of emoticons in messaging
apps in phone, placing of logo on phone, size thereof.
27: C
Description: Most organisations focus on Kanos performance attributes on the basis that
the higher the performance attributes, the higher the customers willingness to pay.
28: B
Description: The correct answer is S$2,000 per unit of Bat aid. It is calculated as below
BM
Particulars Amount S$ Difference in Operating Cost per battery (higher expense incurred
by buyer) Bataid = S$2 per hour Bat 1 = S$1 per hour For 8,000 hours = 8,000 AV (S$2-
S$1) 8,000
Savings to buyer due to more stable performance of battery Cost of battery failing =
S$1,00,000 Difference in probability of battery failure (1% vs 11%) = 10% Lower cost of
failure to buyer = 10% A S$1,00,000 10,000 Value Differential of using Bataid (Step 2 a
Step 1) 2,000
29: C
Description: Predatory pricing (loss leading) is the practice of selling a product or service
at a very low price, intending to drive competitors out of the market or create barriers to
entry for potential new competitors.
30: D
Description: The correct answer is 17,000 units.
Total fixed cost = Rs.85,000 and contribution per unit = Rs.5 per unit (selling price Rs.10 -
direct cost Rs.5).
Hence Break-even point = fixed cost / contribution per unit = 85,000 / 5 = 17,000 units.
31: D
Description: The correct answer is all the statements are true.
6.31
MCQ’s
32: C
Description:
The correct answer is 19,400 units.
Total fixed cost = Rs.97,000 and contribution per unit = Rs.5 per unit (selling price Rs.10 -
direct cost Rs.5).
Hence, Break-even point = fixed cost / contribution per unit = 97,000 / 5 = 19,400 units.
33: A
Description: The correct answer is Rs.5,400. Total set up costs = 20 set ups x Rs.270 per
set up.
34: A
Description: The correct answer is 20 production runs.
Total number of units produced currently = Production units per run x Number of set ups
(which is also the number of production runs) = 1,000 units x 40 set ups = 40,000 units.
Batch size after proposed changes = 2,000 units. Therefore, the number of production runs
= 40,000 units / 2,000 units = 20 production runs (batches / set ups).
35: B
Description: The break-even point will be achieved in 9th production run (BEP 17,000 units
/ 2,000 units per batch) = 8.5 batch which is basically the 9th batch being produced.
36: B
Description: The correct answer is doubling the batch size implies that the machine runs
for longer. The management has to consider whether this could lead to machine break down.
In the long run this will lead to machine downtime and therefore more repairs and
maintenance. Batch size is a non-financial factor which has a longer-term implication. Hence,
while the company may be able to earn short term profits, it might not be profitable in the
long term.
37: D
Description: The correct answer is - Profitability from sale of the products for the current
month (short run) will be impacted. In the very immediate future, as mentioned the span of
current month, it is unlikely that the profit will be impacted. However, in the long-term
health and safety concerns about the product can lead to potential financial penalties, legal
issues that can impact the brand image.
38: B
Description: The correct answer is No, food safety is a fiduciary duty that Nutty Bites
owes to the society. Corporate Social Responsibility (CSR) is the duty an organization has
towards a wider community. Hence, Nutty Bites has to take steps to address the problem.
39: C
Description: The correct answer is - Increase in selling price of products to recoup the
cost of making proposed changes is a financial consideration. The rest are non-financial
considerations.
40: D
Description: Profit will be maximum when Selling Price (P) is ₹250 per unit.
6.32
MCQ’s
From (iii) it is found that when sales volume is 200 units (Q) the profit is maximum
because it is at this point that MR = MC.
From (i) the linear equation between P and Q is P = 350-0.5Q.
Substituting Q to be 250 units 0.5(200) = 350 - 100 = 250
P = 350
Therefore, it can be concluded that when Selling Price (P) is 250, the sales volume (Q) is
200 units and the profit earned at this level will be maximum.
41: B
42: A
Description: Pa-bQ
Where 'P' is the selling price per unit, a is the price at which demand is zero, Q is the
quantity demanded.
-b=-0.5 (change in price / change in quantity demanded = (₹100-₹90) / (500-480) units = -
0.5)
Therefore, the equation is P=a-0.5Q
Substitute P and Q in the above equation to find 'a'
100=a-(0.5\times500) . Therefore, a=350 units.
Therefore, the linear relationship between Price (P) and quantity demanded (Q) can be
written as P=350-0.5Q
43: A
Description: One of the two requirements for a firm to reach stable equilibrium is that its
MC curve cuts the MR curve from below, not from above. The equilibrium created if the
MC curve cuts the MR curve from above won't be stable because greater production could
increase profits.
44: A
Description:
Marginal Revenue = a - 2bQ whereas calculated in (i)a=350 units and b=-0.5
Therefore, the Marginal Revenue equation is MR = 350-2(0.5); MR=350-Q
45: D
Description: The correct answer is non-financial consideration. Information about an
organization, like number of employees, employee morale, customer satisfaction that cannot
be expressed in monetary terms is termed non-financial in nature. Non- financial
information is long term focused and ensures profitability and sustainability in the long
term for an organization thereby evaluating the internal performance of the company.
Brand image and challenges in re-establishing the market for a product are non-financial
aspects that a business must look into taking a balanced view into consideration.
Closure of a branch/ division is not unethical and is driven by business considerations.
Relevant cost by its nature is a financial consideration.
46: C
6.33
MCQ’s
Description: The correct answer is non-financial consideration makes an organization focus

on factors that can aid sustainability of the organization in the long run. This will improve
its profitability in the long run and encourages establishing a sustainable business model.
47: B
Description: The correct answer is ₹4,00,000, if Division Y is shut down no variable cost
will not be incurred at the division, it will be incurred only in division X. The current variable
cost is at 90% of normal rates, hence (₹36,00,000 / 90%) = 40,00,000 will be the total
variable cost at full cost basis. Hence, the increase in variable cost will be ₹4,00,000
48: A
Description:
The correct answer is Savings ₹5,00,000 Increase in cost ₹7,00,000 therefore net loss
₹2,00,000.
Particulars Amount (Rs.)
Savings Due to Discontinuance
Specific Fixed Cost 5,00,000
Total ...(A) 5,00,000
Loss/Increase in Cost Due to Discontinuance
Loss of Contribution 3,00,000
Increase in Variable Cost 4,00,000
Total ...(B) 7,00,000
Excess of Loss Over Savings ...(B) - (A) 2,00,000
49: C
Description: The correct answer is theory of constraints. Here, the constraint/ bottleneck
is the parking space available in the airports. Using theory of constraints, KG airlines can
plan its flight plan and route connections such that either (i) it can choose a time for arrival
or departure when parking is reasonably available else (ii) it can plan it route connections
such that the need for parking is reduced.
50: C
Description: The correct answer is i- c, ii- d, iii- a and iv-b
Initiatives taken to ensure flight safety Threshold attribute, a must have attribute.
Initiative to incentivise early check in of passengers - Excitement or delight attribute, a
unique and unexpected reward that delights passengers.
Delay in flight take-off and landing - Reverse attribute, if present causes dissatisfaction,
delays cause dissatisfaction. Customers always expect flights to be on time.
Airport fees paid incurred by the airline Indifferent attribute since it is irrelevant to
customer satisfaction.
51: B
Description: The correct answer is customer profitability analysis.
52: B
Description: The correct answer is ₹1,00,00,000.
6.34
MCQ’s
Each mile costs ₹20, which means each passenger credited with 50-mile points for coming
early, will cost ₹1,000. For 10,000 passengers the cost would be ₹1,00,00,000. Overall
savings to the company due to this initiative is ₹2,00,00,000. Therefore, the net benefit
to KG airlines for incentivising passengers to arrive early at the airport would be
Rs.1,00,00,000 (Savings of ₹2,00,00,000 less cost of Rs.1,00,00,000).
53: D
Description: The correct answer is i- b, ii- a, iii- d and iv- c
Air Traffic Control: Influential - High power low interest.
Suppliers of aviation fuel: Key Players - High power high interest.
Contract employees: Affected - Low power high interest.
Environment activists: Marginal - Low power low interest.
54: D
Description: Reversal, as complexity, has led to customers not liking it.
55: B
Description: No as customer would be indifferent as logo does not add any satisfaction to
customer.
56: B
Description: Performance attribute as non-maintaining security will cause customer
dissatisfaction.
57: A
Description: Yes, as customers would be delighted as this is completely new way and
customer satisfaction will increase.
58: D
Description: Delighter when introduced, currently threshold attribute as currently all
competitors are providing this feature.
59: C
Description: Customary Pricing is value based perception oriented pricing, skimming is
pricing strategy wherein prices are reduced gradually to capture each point of price curve
(those who need the product early on have to pay more), penetration pricing is charging low
price with intent to capture more market share; whereas psychological pricing rest on
triggering psychological effect (known as Bata pricing in India, because Bata bring this
trend to India and price their products say pair of shoes for 999 or 1,499 rather 1,000 or
1,500)
60: A
Description: Product mix decision is short term decisions where bottleneck or limiting
factor is involved. Short term decisions have two characteristics that make them relatively
easier than longer term decisions. Firstly the time value of money can be ignored, secondly
the most of the fixed costs will be incurred anyway so can be ignored as not relevant In
such cases the main approach is usually to consider relevant cash flows, which may simplify
to looking at the impact of the decision on the contribution. Hence contribution per unit of
limiting factor shall be used to make the decisions.
6.35
MCQ’s
61: B
Description: Predatory pricing (loss leading) is the practice of selling a product or service
at a very low price, intending to drive competitors out of the market or create barriers to
entry for potential new competitors.
Note - One should not confuse penetration pricing with predatory pricing.
62: D
Description : The size of logo on the takeaway cup of coffee is not really making any
difference to value and utility of product or even value perceived by customer hence it is
indifferent attribute. Indifferent qualities are neither good nor bad and have no effect,
positive or negative, on customer satisfaction. To illustrate - look of emoticons in messaging
apps in phone, placing of logo on phone, size thereof
63: C
Description : The disadvantage of conventional CVP analysis is that it classifies cost
behaviour as fixed and variable with respect to volume alone. Many non-volume driven costs,
having cost drivers other than volume, get classified under a single “fixed cost” overhead
pool. This problem is resolved using Activity Based CVP analysis. CVP analysis can help the
company determine the production level or selling price of a product to earn a target profit.
It can be applied in any type of business.
64: D
Description : A feature that sets the product apart by providing high level of customer
satisfaction will provide a justification for premium pricing, build customer loyalty,
improves market share and is the basis for product differentiation.
65: A
Description : Customer needs and satisfaction from a product are always changing. Hence,
the priority of product features determined using Kano Model will not be permanent. A
must have feature today, can be a reverse feature (that causes dissatisfaction) in future.
Example can be a dial up connection for internet in the early 2000s has changed from a
must have feature to a redundant / reverse feature in today’s world of wi-fi connectivity
66: D
Description : The correct answer is - profits can be objectively measured with lesser room
for subjectivity. These can be used by the managers to defend their decisions.
67: D
Description : The cost of embossing (emboss means to carve with a design) the credit card
issued by the bank is not linked to customer satisfaction of the retail customer. Hence, it
is an indifference attribute/ quality. The other features affect customer satisfaction
directly.
68: B
As per market research, when the selling price of a product is Rs.80,000 per unit there will
be no demand. For every Rs.10,000 reduction in selling price from Rs.80,000 per unit, 2
additional units can be sold. The variable cost to manufacture the product is Rs.50,000 per
unit.
6.36
MCQ’s
69: B
Description :
The correct answer is Rs.65,000 per unit.
As per the profit maximization model,
Price = a - bQ and Marginal Revenue = a - 2bQ
where a is the selling price at which demand is nil, b is the slope of the line and Q is the
quantity demanded.
Here a = Rs.80,000 per unit, b = (change in price / change in units) = (10,000 / 2) = 5,000
and Q is the quantity demanded.
Price = 80,000 - 5,000Q
Marginal revenue= 80,000 - 2 (5,000) × Q = 80,000 - 10,000Q

Marginal cost = Rs.50,000 per unit.
Profit is maximum where Marginal Revenue = Marginal Cost.

80,000 - 10,000Q = 50,000
10,000 Q = 30,000. Therefore Q = 3 units
Therefore, selling price at which profit will be maximum = Price = a - bQ
= 80,000 - 5,000(3) = 65,000 per unit.
70: D
Description : Product mix decision is short term decisions where bottleneck or limiting
factor is involved. Short term decisions have two characteristics that make them relatively
easier than longer term decisions. Firstly, the time value of money can be ignored, secondly
most of the fixed costs will be incurred anyway so can be ignored as not relevant. In such
cases the main approach is usually to consider relevant cash flows, which may simplify to
looking at the impact of the decision on the contribution. Hence contribution per unit of
limiting factor shall be used to make the decisions
71: B
Description :
Following acceptance by early innovators, conventional consumers start following their lead.
New competitors are likely to now enter the market attracted by the opportunities for
large scale production and profit. Company may wish to discourage competitors from
entering the market by lowering the price and thereby lowering the unit profitability. The
price needs to be lowered so that the product becomes attractive to different market
segments thus increasing demand to achieve the growth in sales volume.
6.37
Strategic Profit Management
MCQ’s
STRATEGIC PROFIT MANAGEMENT
CHAPTER 7
Question 1: Pareto analysis shall be performed -
A Continuously B Occasionally
C Quarterly D Periodically
Question 2: Which one need to be responded first-
A Trivial many B Vital few
C Trivial few D Vital many
Question 3: Pareto principle based upon the law of -
A Diminishing returns B Stable returns
C Variable returns D Increasing returns
Question 4: Which of the following would you excluded while analysing customer account
profitability?
A Sales Revenue B Direct product costs
C Delivery cost specific to the customer D Fixed overhead allocation
Question 5: Which costing system is often used to calculate customer profitability?
A Manufacturing cycle efficiency B Target costing
C Activity-based costing D Delivery cycle efficiency
Question 6: Pareto principle can't be applied to
A Inventory control B Customer profitability analysis
C Quality control D None of the above
7.1
Strategic Profit Management
MCQ’s
1: D
Description: To keep check, that trivial should not become vital (and if turning to vital can
be responded early one) and to check that effort done by management eliminate or reduce
the impact of vital root- causes.
2: B
Description: Pareto is one of 7QC tools which help the management as control mechanism
to prioritize, in term of root causes that need to be responded first. Vital few causing
significant impact hence to offer higher payoff.
3: A
Description: Pareto Analysis ranks the causes (reasons) in descending order of effect.
Hence help to identify pay-off. It is obvious that focus is on items at the top (vital few) of
the list because these have a higher probability of payoff. Hence the law of diminishing
returns (pick the low hanging fruits first) applies here.
4: D
Description: The correct answer is (D) Fixed overhead allocation is excluded from
analysing customer account profitability. This has to be incurred irrespective of whether
sales are made to the customer or not.
5: C
Description: There are several methods, which can be used for this purpose, one
commonly used method is activity-based costing.
6: D
Description: Pareto analysis can be applied in Inventory Control, Pricing the products,
Customer profitability analysis, ABC analysis, and Quality control etc.
7.2
An Introduction to Strategic Performance Management
MCQ’s
AN INTRODUCTION TO STRATEGIC
PERFORMANCE MANAGEMENT
CHAPTER 8
Question 1: Skyway Airline Limited (SAL), an international carrier took series of loans to
finance the M&A deals, but now observing the working capital crisis. CEO of SAL in
response to a question at recent press-conference, reported the Z-score of 1.6 and assure
the investors as well as stakeholders that thing are under control. In which of following
zones, you place the SAL -
A Distress B Grey C Safe D Warning
Question 2: In context of the management control systems, correctly match the items of
following sets i.e., control and scope thereof –
i. Behavioural control A. Appropriate skills
ii. Personnel control B. Desired actions take place
iii. Cultural control C. Information pertaining to performance
iv. Reporting control D. Conducive environment
Question 3: McKinsey's 7S framework divided 7S into two sets of areas i.e., soft and hard
area. The hard S are easy to quantify (measure) hence Q-3 changes can be made to these
by management with greater ease. Which of following is not a hard S?
A Strategy B Structure C System D Style
Question 4: Match the tools to the objectives

Tool Objective
i. Balanced Scorecard a. Link Strategy, Operations and Performance
ii. Performance Pyramid b. Linkage between performance measures
iii. Building Block c. Framework for sustainable development
iv. Triple Bottomline d. Link between achievement of corporate strategy
management of human resources
A i-a, ii- b, iii- c, and iv-d B i- c, ii-a, iii- b, and iv- d
8.1
MCQ’s
C i-b, ii- a, iii- d, and iv- c D i-b, ii- d, iii- a, and iv-c
Question 5: Following are the scores of six firms as per Argenti's A score model. You are
required to identify healthy firms
Firm Defects Mistake Symptoms of trouble
i 10 0 4
ii 2 15 0
iii 10 15 0
iv 15 0 0
V 0 30 0
A Only firm i, ii, iii, and iv B Only firm i and iv
C Only firm ii and iii D Only firm ii, iii, iv, and v
Question 6: Which of the following is true about CSF?
A These factors contribute towards reducing costs
B These factors are fundamental to strategic success
C These factors need to be only financial/ factors
D These factors concentrate on achieving short term goals
Question 7: Which among the following is not a category of control mechanism that can
be used as part of management control system?
A Behavioural Control B Reporting Control
C Cultural Control D Physical Control
Question 8: Business integration brings all aspects of business in alignment, so that

business objectives can be achieved; by effective implementation of strategies while
making efficient use of available set of resources. There are four aspects that are
essential to be integrated, namely people, operations, strategy and _________
A Finances B Logistics C Technology D Knowledge
8.2
MCQ’s
Question 9: Based upon the Z score the companies are classified into different zone of
discriminations, which of following is not a Zone of discrimination?
A Distress B Warning C Grey D Safe
Question 10: Which of the following may involve sacrificing long term objectives?
A Utilizing internal reserves to find capital expenditures
B Increasing quality control measures
C Compromising on product design in the rush to launch a new product in the market
D Increasing skill development programs for staff
Question 11: Which of following statements are incorrect in regard to Argenti's A score
model –
i. Mistakes and defects not inter-related
ii. Threshold is Kept at score of 45
iii. There are three underlying groups (dimensions) i.e., Mistakes, Defects and Symptoms
of failure
A Only i B Only ii
C Both i and ii only D Both i and iii only
Question 12: Performance measures (CSFs & KPIs thereto) acts as stimuli. Therefore,
what get …………. gets ………….
A Established, Achieved B Targeted, Attained
C Measured, Done D Reported, Improved
Question 13: Inada Group is in infrastructure business for 30 years. It witness growth in
double digit in first 10 year of operation and then around 20-30% in next decade; but
dramatically registered more than three digits growth in recent decade. But post a
whistle-blown even the stock/ share prices tremble like anything and reduced to 25- 45%
of market value. The threat of corporate failure has been evolved. You are part of team
that is hired by IBS bank the largest financial lender to predict corporate failure using Z
score. Their total assets are worth 5,00,000 while they have a working capital of 42,000.
Their liabilities stand at 5,00,000 while retained earnings amount to 47,500. Earnings
8.3
MCQ’s
before interest and tax come to 65,000. Sales total 5,70,000 while the market value of
equity is 7,00,000. (All the figures in crores) The Z score is-
A 2.0880 B 2.6428 C 2.7468 D 3.1226
Question 14: In functional structure with centralised control, the performance related
data ………………..at functional level; whereas under decentralised control structure the
performance related data ………………….. at lower down in the hierarchy.
A Collected and Analysed; Collected and B Collected; Collected and Analysed

Analysed
C Collected and Analysed; Collected D Collected; Collected
Question 15: Business Integration can be attained thought McKinsey's 7S model, which
of following statements about business integration and McKinsey's 7S are incorrect
i. Business integration can overcome the problem of sub-optimisation
ii. It is easy for management to influence the soft S
iii. Structure, system and style are hard S
A i only B i and iii only C ii and iii only D iii only
Question 16: In cut-through competition the survival is equally important as attaining

competitive advantage hence Predicting and Preventing Corporate Failure become
essential. Which of following statements true in this regard –
i. Trigging factor is the root cause of corporate failure
ii. Predicting corporate failure helps in deploying both corrective and preventive
measures
A i only B ii only C both i and ii D None of i and ii
Question 17: Complex Business Structure is becoming popular or better to say is need of
hour. Which of following shall be feature of complex business structure
i. Concentrated control
ii. Shared objectives
iii. Pooled resources
iv. Ultimate Beneficial Owner is not easily identifiable
v. Connected virtually
A i, ii, iii, and iv B ii, iii, iv, and v C i, iii, iv, and v D i, ii, iv, and v
8.4
MCQ’s
Question 18: Organisation's Culture and Strategy influence the Performance

Measurement. According to you which of following statements are correct
i. Predictable and reliable culture encourage participation and risk-taking behaviour
ii. When it comes to satisfy customer, the strategy needs to consider non-financial
aspects of performance additionally
A i only B ii only C both i and ii D None of i and ii
Question 19: Consider the following categories of performance measures

i. Profitability measures.
ii. Customer-satisfaction measures.
iii. Efficiency, quality, and time measures.
iv. Innovation measures.
A cruise line operates on a national scale in a very competitive marketplace. In view of this
information, which measures should the company use in the evaluation of its managers?
A i B i and ii C ii and iii D i, ii, iii and iv
Question 20: Correctly match the items of following sets i.e., classification of activities
and action to improve/enhance/unlock value
i. Necessary (essential) activity that can't be A. Eliminated eventually
improve this time
ii. Necessary (essential) activity that can be B. None
changed to improve the process
iii. Unnecessary (non-essential) activity that can be C. Eliminate Immediately
eliminated eventually (but not now) by changing
the process
iv. Unnecessary (non-essential) that can be activity D. Modify the process
eliminated quickly by changing the process
Question 21: Assertion The informed decision making is essential requirement for
efficient strategic Planning and Control.
Reason Effectiveness of strategy depends upon the efficiency of strategic planning and
control.
8.5
MCQ’s
A Both are correct statements but reason is correct explanation to assertion
B Both are correct statements and reason is not correct explanation to assertion
C Only assertion is correct
D Only reason is correct
Question 22: Complex business structure is outcome of changing business environment; it

has strong bearing on performance management system and allied aspects. Which of
following statements is not true in this regard -
i. The core organisation may invest in the development of an information system that it
requires all partners to use.
ii. Virtual organisation may be considered as complex business structure.
iii. In a complex business structure, the core organisation does not need to have a
detailed analysis of costs incurred by the business partners.
A i only B ii only
C both i and iii D None of i, ii and iii
Question 23: The new appointed top brass at Jim-Jam Limited give local manager greater
autonomy for decision making, with intent to improve performance, in light of fact that
company introduced a number of changes in recent past.
Because in past decisions are made at corporate level, local managers only execute them,
hence despite power vested with local manager they didn't exercise the authority
resultantly changes that were introduced recently failed to create any yield or impact.
Which one of the following elements of McKinsey's 7S's model best explains why the
change initiatives have been unsuccessful at Jim-Jam Limited?
A Shared values B Strategy
C Structure D Systems
Question 24: Tata Motors directed Tata Steels to deliver a specific metal material for
its upcoming e- vehicle considering the design. Engineers from Production and Operation
division of Tata Motors visited to Tata Steel to explain the needs after deliberation
decided some of process need to be performed in such metal while in process at Tata
Steel's plant only (even prior to bring to Tata Motors' Plant). One of engineer from Tata
8.6
MCQ’s
Motors placed at Tata Steel till such metal prepared and deliver to keep check at
specifications. Above facts highlights the concept of -
A Value Chain B Value System
C Value Specification D Value Set
Speed Auto-mobile Limited (SAL) is recently formed Indian automobile company with
aspiration to be global brand in upcoming decade. It enters into strategic alliance with
enterprises based in Japan, Germany, and France for R&D support apart from sharing of
latest technologies. SAL striving towards effectiveness and efficiency by better correlate
system, strategy, staff, skill etc.
Mr. Deepak Gupta, the Management Accountant of SAL had experience of using 7-S
framework in his previous job and willing to apply the same framework at SAL to support the
drive for efficiency and effectiveness. He made presentation to C-suite. CEO is convinced
with utility that 7-S framework is capable to produce. But she and some of officers have
queries regarding the application of Mckinsey's 7-S; moreover, sceptic about, how SAL going
to get maximum out of 7-S?
Mr. Gupta explained that 7-S are divided into two sets i.e., Soft and Hard elements based
upon ease in their identification and degree of influence that management can exercise. He
also explained the successful cases of US companies which used 7-S in drive towards
efficiency and effectiveness.
Since concept is new for many of C-suite members, hence, MD-cum-CEO Ms. Catz asked Mr.
Gupta to list out the 7-S with classification into Soft and Hard S elements and also stating
reason and implications thereof.
Chief Strategic Officer Ms. Karen argues that business environment of US and India is not
same, hence not wise to opt and implement 7-S framework applied by US firms She asked Mr.
Gupta to explain the steps that are involve in implementation of 7-S framework, so that a
caution list can be prepared if it is decided to go ahead. She further raises the issue of
change resistance.
HR head Mr. Ajai Singh asked, whether HR practices also covered by any one out of 7-S, or
combination thereof. H took reference of role a leader play (Elon Musk for Tesla vis-à-vis
Akio Toyoda of Toyota vis-à-vis Anand Mahindra for Mahindra & Mahindra), stories and belief
prevailing among employees, etc.
8.7
MCQ’s
Chief marketing officer Mr. Andrew extended the point raised by Mr. Ajai and ask whether
7-S has bearing on generic strategies adopted by business. He took reference of Roll Royce
vis-à-vis Tesla vis-à-vis Tata Motors to understand how these automobile company with
different generic strategies get advantage from 7-S framework.
Then, Chief Operating Officer Ms. Anjum Aggarwal whose KRA includes designing and
implementation of SOPs willing to know whether adjustment can be made to all the S elements
or only in some of them.
Some of question posed by C-suite are specified ahead, you are required to select most
appropriate option for each of MCQ.
Students may take note, the C-suite refers to a company's top management positions, where
the "C" stands for "chief." Various chief officers (e.g., CEO, CIO, CFO, etc.) are the occupants
of the C-suite.
Question 25: In context of requirement to list out Hard and Soft S elements by Ms. Catz,
the 'Soft' elements of the 7-S framework include all of the following except –
A Skills B Shared values
C Systems D Style
Question 26: The McKinsey 7-S Framework is useful in which of these situations?
i. Improving overall business performance
ii. Understanding worker termination process
iii. Examining effects of future change
iv. Aligning departments during a merger
A i and iii only B i and iv only
C i, ii and iii only D i, iii and iv only
Question 27: In context of requirement to list out Hard and Soft S elements by Ms. Catz,
the 'hard' elements of the 7-S framework include all of the following except -
A Strategy B Structure C System D Style
Question 28: Which of the following S element signify the superordinate goals?
A Staff B Shared Value
C Strategy D Not covered by any of S element of 7-S
8.8
MCQ’s
Question 29: In context to question posed by Ms. Anjum, which of the following statement
are correct
i. If one area of the 7-S framework needs adjusting or tweaking for business success,
the other S elements are presumed to be stable or remain constant i.e., ceteris paribus
ii. If one area of the 7-S framework needs adjusting or tweaking for business success,
the other S elements are need adjusting too 2
iii. Hard S elements are easily identified & influenced by management comparing to Soft
S
iv. Soft S elements are easily identified & influenced by management comparing to Hard
S
A Only statement i and iii are correct B Only statements ii and iii are correct
C Only statement i and iv are correct D Only statements ii and iv are correct
Question 30: In context of relation among the elements of 7-S framework and with the
strategy which of following are incorrect:
i. Strategy is one among the 7 elements of 7S framework that is core to all remaining
elements of 7S
ii. All the element of 7S framework have equal importance
iii. Hard S elements have more important than Soft S elements
A i and ii B ii and iii
C i and iii D None of the i, ii and iii
Question 31: Pick the most appropriate option that depict the correct match of the item
listed in the following set of lists (List I and List II)
List I (Company) List II (Generic Strategy)
i. Roll Royce a. Low-Cost Leadership
ii. Tesla b. Differentiation Focus
iii. Tata Motors c. Differentiation
A i-b, ii-a, iii- c B i-a, ii- c, iii- b
C i-b, ii- c, iii- a D i-a, ii-b, iii- c
Question 32: Regarding concern highlighted by Ms. Karen in context to implementation of

7-S framework and change resistance, which of following statement are incorrect?
i. Change agents can effectively implement the McKinsey 7-S model using a top-bottom
approach
8.9
MCQ’s
ii. Organisation should identify internal change agents or hire change consultants best
suited to implement your changes
C Both of the statement i and ii D None of the statement i and ii
Question 33: In context to question posed by HR head, Mr. Ajai Singh 'How the company's
managers lead' falls under which S element of 7-S?
A Skill B Style
C Staff D Not covered by any of S element' of 7-S
Question 34: The McKinsey 7-S Framework highlights the of the seven hard and soft
elements.
A Interchangeability B Independence
C Interconnectedness D Intermittence
Question 35: ‘A’ Motors directed ‘A’ Steels to deliver a specific metal material for its
upcoming e-vehicle considering the design. Engineers from Production and Operation
division of ‘A’ Motors visited to ‘A’ Steel to explain the needs after deliberation decided
some of process need to be performed in such metal while in process at ‘A’ Steel’s plant
only (even prior to bring to ‘A’ Motors’ Plant). One of engineer from ‘A’ Motors placed at
‘A’ Steel till such metal prepared and deliver to keep check at specifications. Above facts
highlights the concept of –
A Value Chain B Value System
C Value Specification D Value Set
Question 36: Which of following is not a limitation of complex business structure in

measuring and evaluating performance?
A Lack of information B Disagreement on objectives
C Legal aspects D Cultural conflicts
8.10
MCQ’s
ICAI MODULE QUESTIONS - CASE-LETS BASED MCQS (ICAI Model Test Paper)
Nova Automobile Limited (NAL) is a bike manufacturer that specializes in environmentally

friendly 'hybrid' bikes. Its bikes are powered by both electric batteries and CNG. Despite
being in its initial years, NAL has already earned a good reputation for the quality and
dependability of its bikes.
NAL has made significant investments in the development of hybrid engines and is now looking
to expand its market reach to nearby countries. The majority of shares in NAL are held by
two venture capital firms that are supporting the company's growth plans ……continue….…
Question 37: Which of the following option allow the Nova to expand its market reach
without sparing any of its resources, rather it will be generating cash inflows –
A Joint venture B Strategic Alliance
C Setting-up plant in those countries D Licensing
Question 38: Since brand is big resource to attain and sustain competitive advantage,
hence Nova don’t want to compromise with quality that may harm the repute which it earns;
therefore, intended to keep control over quality through active participation while
preserving it independence in addition to least possible resource application, then which
form is best for Nova.
A Joint venture B Strategic Alliance
C Setting-up plant in those countries D Licensing
Question 39: Managing performance of Joint-venture is difficult due to which of the

following limitations.
i. Difference in Culture and management styles in both the companies (JV partners)
ii. Difference in financial reporting framework in both the countries
iii. Difference in attitude towards risk and quality in both the companies (JV partners)
A I and II only B I and III only
C II and III only D All I, II and III
Question 40: Which of the following primary activity shall be substantial source of
enlarged value for proposed JV of Nova and AAL.
A Inbound logistics B Outbound logistics
8.11
MCQ’s
C Marketing and sales D After sale services
1: B
Description: The classification criteria (into zones of discrimination) applicable to non-
manufacturing entities, as per Z-score are - Less than 1.1 - Distress- Companies with a Z
score of below 1.1 are in danger and possibly heading towards bankruptcy -------1.1 - 2.6 -
Grey- Companies with scores 1.1 to 2.6 need further investigation ------- 2.6 above - Safe
- Companies with a score of 2.6 above are financially sound. Mind-it, Skyway Airline Limited
(SAL) is an international carrier, a non-manufacturing entity.
2: C
Description: Management control systems have an important role to play in developing
accountability and in turn accountability leads to better performance. There are three
broad categories of control mechanism which any business can use - Behavioural control -
to ensure only desired actions take place. Personnel and cultural control - for every job,
person with appropriate skills and conducive environment is provided. Reporting control - to
control the collection and reporting of information pertaining to performance (basically to
ensure outcome of efforts must be reported fairly).
3: D There are three hard S, Namely Strategy, Structure and System.
4: C
Description: Balanced Scorecard- linkage between performance measures, Performance
Pyramid- link strategy, operations and performance, Building Block- link between
achievement of corporate strategy and management of human resources, Triple Bottomline-
framework for sustainable development.
5: C
Reason:The maximum score allotted is 100 (being 43 from Defects, 45 from Mistake and
12 from Symptoms of trouble). For a firm to be cleared as healthy, its overall score must
be less than the maximum acceptable score of 25 (with 10 and 15 being the maximum
acceptable scores in defects and mistakes respectively). If a firm scores anything in
Symptoms of trouble this is immediately seen as an indicator that the firm is at risk. A
firm that scores more than 25 overall, even if it scores below the individual thresholds in
either of Defects (10) or Mistake (15), would still be considered at risk. In case of 1st (i)
firm Symptoms of trouble score is 4, while in case 4th (iv) firm Defects score is more than
10 whereas in case of 5th (v) firm Mistake scores are 30, which more than acceptable limit
of 15, hence Firm 1 (i), 4 (iv) and 5 (v) are at risk. On contrary firm 2 (ii) and 3 (iii) are
healthy.
8.12
MCQ’s
6: B The correct answer is (B) these factors are fundamental to strategic success.
7: D
Description: Management control systems have an important role to play in developing
accountability and in turn accountability leads to better performance. There are three
broad categories of control mechanism which any business can use are Behavioural control,
Personnel and cultural control, and Reporting control.
8: C
Description: Four aspects in particular need to be linked as part of business integration
effort i.e., people, operations, strategy, and technology. Performance management improves
as result of integration of these four aspects.
9: B There are three zones of discrimination - Distress - Companies are in danger and
possibly heading towards bankruptcy in upcoming two years, Grey - Further investigation is
required, especially in CSFs and KPIs, Safe - Companies are financially sound.
10: 1C
Description: The correct answer is (C) compromising on product design in the rush to launch
a new product in the market. Product design is a critical activity that impacts the product
during its entire life cycle. Capital expenditures are aimed at generating long term benefits.
Similarly increasing quality control and improving the staff skill through development
programs have positive long term impact.
11: C
Description: Mistake and defects are interrelated. To illustrate, if the management and
accounting system is weak (defect) then mistakes are bound to happen. The threshold score
to identify the corporate at risk of failure is 25.
12: C What gets measured, gets done. People will make a greater effort to perform well
in aspects of their roles which they know are being measured, compared to those which are
not.
13: B
Description : Calculation of Inada Group’s Altman z-score:
Altman z-score can be computed as 1.2X1 + 1.4X2 + 3.3X3 + 0.6X4+ 1.0x5
Wherein,
X1 = working capital/total assets, X2 = retained earnings/total assets
X3 = earnings before interest and tax/total assets
X4 = market value of equity/total liabilities X5 = sales/total assets
= [1.2 × (42,000 / 5,00,000)] + [1.4 X (47,500 / 5,00,000)] + [3.3 X (65,000 / 5,00,000)] +

[0.6 X (7,00,000 / 5,00,000)] + [1.0 X (5,70,000 / 5,00,000)]
= (1.2 x 0.084) + (1.4 x 0.095) + (3.3 x 0.13) + (0.6 x 1.4) + (1.0 x 1.14)
Altman Z-Score = 2.6428

Analysis of Computed Altman Z-Score. Score in range from 1.81 to 2.99 is considered a
grey area. Companies which have a score lying in this range are not very safe. Their finances
8.13
MCQ’s
are not stable and the companies may get into the danger zone if suitable measures not
taken. Hence Inada group with 2.6428 is not in safe zone (above 2.99), though it is also not
fall in distress zone (below 1.81) but has to address the issues.
14: B
Description: Traditionally there are two sort of organisation structures are prevalent i.e.,
functional and divisional which may be seen as organisation with centralised and
decentralised control. Functional Structure and Centralised control - Performance related
data to be collected at functional level, but analysed at the upper level and then feedback
sent to the functional levels. Decentralised control structure - Performance related data
to be collected and analysed lower down in the hierarchy, hence managers have more
discretion and autonomy.
15: C
Description: Business integration can overcome the problem of sub-optimisation, because
through it processes are viewed from entities perspective (rather than from viewpoint of
individual department or function), that stretch from initial order to final delivery of a
product. Further Information Technology breakthrough can be used to integrate these
processes and activities. The hard areas comprise 3S namely Strategy, Structure and
System. It is easy for management to influence and change these areas, because these
hard elements are easily quantified and defined, and deal with facts and rules. Whereas
soft areas comprise 4S namely Style, Staff, Skills, and Shared values; since these are
influenced by the culture of the organisation, hence more difficult to describe and less
tangible, therefore relatively difficult for management to make change.
16: B
Description: The triggering factor which prime facie may seems to be the cause of
corporate failure, may or may not be the root cause; even if it is, then also not necessary
being the only cause. Multiple reasons may co-exist. To illustrate, failure of Silicon Valley
Bank root cause was poor ALM (Asset liability Management) whereas triggering factor was
increase of rate by Fed Reserve, which results in panic among depositors to withdraw their
deposits and bear sentiment among investor to sell the securities they held. In context of
Strategic Performance Management, it is significant to detect the signs of corporate
failure to take corrective measures to control the damage that has already taken place, in
addition to applying the preventive measures for future.
17: B
Description: Though there is no universally acceptable definition of complex business
structure or list thereof. But any business structure said to be complex business structure
if one or combination of following features exit - Diluted control or Shared objectives
(which sometimes makes determination of ultimate beneficial owner difficult) or Pooled
resources or Connected virtually or Collaboration of different cultures, interests or
Diverse business environment.
18: B
8.14
MCQ’s
Description : Predictable and reliable culture encourage formal behaviour and use tried and
tested method and techniques of performance measurement, while innovative and creative
culture encourage participation and risk-taking behaviour, hence open to adapt new methods
and techniques. Organisations that are competing effectively in today's competitive market
need to adopt strategies that aim at satisfying customers. These have to focus on quality,
time and innovation, in short there is need to consider non-financial aspects of performance
additionally to the financial aspects.
19: D
Description: These categories of performance measures are all the things that a company
needs in order to have a competitive advantage. Competitive advantage is an advantage that
a company has over its competitors which it gains by offering consumers greater value than
they can get from its competitors. In a very competitive marketplace such as this cruise
line is in, competitive advantage is essential. In order to have a competitive advantage, the
company needs to excel in all of these performance measures. If managers are not
evaluated on their performance in these areas, they will not work toward excelling in them,
and the company will not have a competitive advantage. Therefore, the company should use
all of these measures in its evaluation of its managers.
20: D
Description: Classification of activities is helpful in devising appropriate strategy. Consider
following points to decide course of action after classification. ----Necessary (essential)
activity - can not be improved upon at this time - None ----Necessary (essential) activity -
can be changed to improve the process - Modify the process to improve value ----
Unnecessary (non-essential) activity - can be eliminated eventually (but not now) by
changing the process - Eventually eliminate the unnecessary activity ----Unnecessary (non-
essential) activity - can be eliminated quickly by changing the process - Immediately
eliminate the unnecessary activity. To improve students understanding - United Parcel
Services (UPS) a logistic company implement the worlds largest wireless network. (Reduce
paper work and improve sorting and tracking - helps in resource planning in term of capacity
at hub - timely information) Managers at Microsoft chosen to outsource the Xbox
manufacturing to Flextronics, because manufacturing hardware is not their core
competencies.
21: B Effectiveness of strategy depends upon the efficiency of strategic planning and
control. Planning ensure apt strategic choice whereas control ensure flawless execution.
Further the informed decision making is essential requirement for efficient strategic
Planning and Control. The required set of information to make informed decisions, can be
obtained from the same information system which is operated for the purpose of
performance measurement and evaluation under performance management system. Both the
statements are correct, even connected, but reason is not correct explanation of assertion.
22: D
Description : Accurate, Reliable and Timely information can be answer to majority of issues
that performance management may face in case of complex business structure. Hence
8.15
MCQ’s
information systems often play a crucial role in complex business structures. The core
organisation may invest in the development of an information system that it requires all
partners to use. Having one system used by all partners means that everyone is using the
same data. There should be less difficulty collecting information about the performance of
partners since the information will all be stored on one system. A virtual organisation is one
that has little or no physical premises, but where employees and managers work remotely
(typically from their own location) and are connected using IT. These are sometimes also
called as hollow or network organisations; especially where people are connected to each
other through some platform such as online trading or retail platforms. Ola, Uber, Flipkart
and Amazon are prominent examples. Hence virtual may be considered as complex business
structure. In a complex business structure, the core organisation does not need to have a
detailed analysis of costs incurred by the business partners. From a financial point of view,
the core is only interested the prices that partners will charge, and these will already have
been agreed in the service level agreement.
23: C The Jim-Jam in past used to have centralised structure but sudden change in
structure from centralised to decentralised make it difficult for staff to mend their ways.
Nothing regarding Shared Values, Strategy and System is specified in facts of case.
24: B Extended value chain encompasses the customer’s and the supplier’s. Because by
creating extended organisation, dynamic and hostile environment can respond in better
manner. A firms value chain is connected to what, Porter calls a value system.
25: C
Description: Strategy, Structure, and Systems are feasible and easy to identify. These can
be found in strategy statements, corporate plans, organizational charts, and other
documentations. They are easier to change than the others. Therefore, called hard S
elements.
While Skills, Staff, Style, and Shared Values are not change-feasible. These are harder to
describe since capabilities, values and elements of corporate culture are continuously
developing and changing. They are highly determined by the people at work in the
organization. Hence these are harder to change directly, and typically take longer to do so.
Therefore, called soft S elements.
Note - Effective companies, however, tend to pay as much attention to these soft S factors
as to the hard S's.
26: D Understanding worker termination process is not covered by any S element of the
7-S Framework. While rest three are objectives or use-cases of 7-S.
27: D
Description: Strategy, Structure, and Systems are feasible and easy to identify. These can
be found in strategy statements, corporate plans, organizational charts, and other
documentations. They are easier to change than the others. Therefore, called Hard S
elements. While Skills, Staff, Style, and Shared Values are called Soft S elements.
28: B The superordinate goals signify what we stand for and are the glue that holds the
organization together i.e., shared values (refers to the values the members of the
8.16
MCQ’s
organization share). When this model was suggested first, the term superordinate goals
was used instead of shared value, later replaced with shared value.
29: B
Description: The goal of the 7-S framework is to depict how effectiveness can be achieved
in an organization through the interactions of seven key and interconnected elements that
are Structure, Strategy, Skill, System, Shared Values, Style, and Staff. Since all the S of
7-S impact each other due to interconnectedness, hence if one area of the 7-S framework
needs adjusting or tweaking for business success, the other S elements are need adjusting
too.
The seven components of McKinsey's 7-S model are divided into two groups: hard S and
soft S. The Hard S elements are Strategy, Structure, and Systems. The Soft S elements
are Style, Staff, Skills, and Shared values. Since there is substantial involvement of human
element in Soft S elements, which make change management relatively difficult; further
Soft S elements are highly intangible and invisible in nature hence identification of
underlying sub-set of Soft S elements are relatively difficult. Therefore, Hard S elements
are easily identified and influenced by management comparing to Soft S.
30: C All the elements of 7S framework have equal importance, while shared values are
core to rest of elements. Hard and Soft S are different from each other only in respect
to identification and influence that can be exercised by the management.
31: C
Description: Low Cost Leadership The strategy is to produce (or purchase) comparable value
goods or services at a lower cost than its competitors. The lower cost will attract the
majority of customers and allow it to profit by the volume of goods sold. Tata Motors falls
in this category.
Differentiation - In a differentiation strategy a firm seeks to be unique in its industry
along some dimensions that are widely valued by buyers. It selects one or more attributes
that many buyers in an industry perceive as important, and uniquely positions itself to meet
those needs. Tesla falls in this category.
Differentiation Focus An approach to competitive advantage in which a company attempts
to outperform its rivals by offering a product that is perceived by consumers to be superior
to that of competitors even though its price is higher; in adopting a differentiation focus
strategy, the company focuses on narrow market coverage, seeking only to attract a small,
specialised segment. Roll Royce falls in this category.
32: D The change implementation stage is the most critical stage of any change initiative,
and only well-implemented changes will avoid resistance to change and prevent overall
change failures. Hence change agents can effectively implement the McKinsey 7-S model
using a top-bottom approach. Moreover, the organisation should identify internal change
agents or hire change consultants best suited to implement your changes.
A change agent, or agent of change, is someone who promotes and enables change to happen
within any group or organization. In business, a change agent is an individual who promotes
and supports a new way of doing something within the company.
8.17
MCQ’s
33: B
Description: Style refers to the management style prevalent in a company that decides the
level of employee productivity and satisfaction, including leadership styles (such as
Autocrat, Bureaucrat, Democrat, Laissez-faire, Transformational and Transactional).
Staff represents the talent pool required, the size of the existing workforce, and their
motivations. Skill refer to the abilities of employees to complete tasks.
34: B The McKinsey 7S Model refers to a tool that analyses a company's 'organizational
design'. The goal of the model is to depict how effectiveness can be achieved in an
organization through the interactions of seven key and interconnected elements that are
Structure, Strategy, Skill, System, Shared Values, Style, and Staff.
Note All the 'S' of 7-S having same importance and impact on each other due to
interconnectedness.
35: B Extended value chain encompasses the customer’s customers and the suppliers’
suppliers. Because by creating extended organisation, dynamic and hostile environment can
respond in better manner. A firm's value chain is connected to what, Porter calls a value
system.
36: C
Description:– The generic issues in complex business structure are -
• Establishing objective in is never easy, because the parties involved in complex business
structures may have different values, vision, risk appetites and timescales.
• Approaches and attitude of parties towards factors that are critical for performance
such as quality, control and risk, etc. may be different.
• Since different sets of resources, skills and knowledge contributed by parties, assigning
accountability for performance is a key issue.
• Lack of trust is a critical aspect, because for performance measurement and evaluation
detailed information is required, whereas parties of complex business structures may
be hesitant to share information freely if they lack trust in each other.
• Cultural conflicts may result in poor performance.
37: D
Description: Licensing involves obtaining permission from an entity (licensor) to
manufacture and sell one or more of its products (or even rendering services on behalf of
said licensor) within a defined market area for a set period in return for a royalty.
Hence if Nova decides to be licensor of their hybrid-bikes by allowing other automobile
manufacturers to manufacture and sell its bikes, may expand its market reach without
sparing any of its resources. Instead, they will get royalty payment (undoubtedly there will
no control on quality directly and technology is also transferred to licensees).
38: B
Description: A strategic alliance is an arrangement between two or more enterprises to
undertake a mutually beneficial project while each retains its independence.
A Strategic Alliance agreement is less complex and less binding than a joint venture. In
joint venture two businesses pool resources to create a separate business entity, whereas
8.18
MCQ’s
in case strategic alliance they retain their independence. So, NAL through strategic alliance
can control the quality while.
On the other hand, setting up plants in other countries would require huge capital outlay,
whereas licensing lead not control of NAL over quality.
Note - Since independence is retained under the Strategic Alliance, hence it become
difficult to put common performance measures in place and to collect and analyse
management information for same because security of confidential information is a concern.
....continue….. NAL's board of directors is considering a joint venture with Country B's
Anumaj Automobiles Limited (AAL), because Country B, which is a neighbouring country has
a rapidly growing market for environmentally friendly bikes. Though AAL does not currently
produce hybrid vehicles, but it does have excess capacity in its factory.
AAL is also interested in proposal because their sale during proceeding three years has
been declining due to the safety issued in their bikes. Even couple of blast issues report in
their bike in recent past, engine caught fire in both the cases; resultantly petrol tank bust
results in blast.
39: B
Description: Limitations that become root cause of problems in measuring and managing the
performance of JV.
• Establishing objective in is never easy, because the parties involved in complex
business structures may have different values, vision, risk appetites and timescales.
This shortcoming highlights the inevitable need of goal congruence.
• The approaches and attitude of parties towards factors that are critical for
performance such as quality, control and risk, etc. may be different, hence a
common minimum programme needs to be devised.
• Since different sets of resources, skills and knowledge contributed by parties,
hence assigning accountability for performance is key issue. Accountability shall be
clearly established and communicated at the outset.
• Lack of trust is a critical aspect, because for performance measurement and
evaluation detailed information is required, whereas parties of complex business
structures may be hesitant to share information freely if they lack trust in each
other. Control and reporting framework shall be mutually decided and climate of
trust shall be foster by opting compatible management style.
• Cultural conflicts may result in poor performance, hence shared values shall be
redefined so that they may be more liberal and serve the purpose.
40: C
Description: Country B has a rapidly growing market for environmentally friendly bikes,
hence managing marketing mix to drive higher margin (through high perceived value) will
be easy for JV of PAL and AAL; therefore, marketing and sales activities shall be
substantial source of enlarged value.
8.19
Strategic Performance Measures in Private Sector
MCQ’s
STRATEGIC PERFORMANCE MEASURES IN

PRIVATE SECTOR
CHAPTER 9
Question 1: RI is ……….. measures, hence best applicable to compare performance of
division of …….. size.
A Absolute, same B Relative, different
C Relative, same D Absolute, different
Question 2: How can EVA of a company be improved?
A Operating profits can be improved without investing more capital
B Choose projects where additional infusion of capital gives a return that is less than
the cost of obtaining this additional capital
C Discontinue projects where the return on investments yields more than the cost of
capital
D Change the cost of capital to reflect EVA that is favorable
Question 3: Which of the following is false regarding the Reward used in the Building
Block model?
A Reward schemes should be linked to performance, achievement of standards
B Employees should have clarity of the targets to achieve and corresponding reward
system
C Employees should be made responsible for all the outcomes of revenue and cost,
whether controllable or not
D Covers a range of financial and non-financial rewards and benefits
Question 4: In a highly competitive airline industry, the top management of Gofly airline
wants to get a comprehensive view of its business regularly. Hence, they have adopted the
Balanced Scorecard in order to get access to information in a crisp and concise manner.
9.1
MCQ’s
Given the challenges of rising costs, decreased profit margins and other business
uncertainties, the airline wishes to adopt "operational efficiency and performance" as its
strategic theme for the next coming years. The Balanced Scorecard has been prepared
with this background.
Match each objective to the appropriate perspective of the Balanced Scorecard-
Balanced Scorecard Objective
Perspective
i. Customer Perspective a. Investing in modern flight simulators to provide
scenario driven model of training to pilots as part of
their annual training program
ii. Internal Business b. Maximize aircraft utilization by reorganizing routes to
Process Perspective reduce vacant (unsold) seats in flights
iii. Learning Perspective c. Ensure on-time arrival and on-time departure to within
and Growth 15 minutes of scheduled time
iv. Financial Perspective d. Fast aircraft turnaround time (time between aircraft
landing and next take off)
A i- c, ii- d, iii- a and iv- b B i-b, ii- d, iii- c and iv-a
C i-d, ii- c, iii-a and iv-b D i-b, ii- c, iii-a and iv-d
Question 5: Critical Success Factors are true ………….. of Competitive Advantage.
A Target Measure B Extension
C Source D Substitute
Question 6: Which of the following is not a measure of Competitiveness?
A Promptness in responding to customer B Growth in sales

requests
C Capturing market share D Customer retention rate
Question 7: In which of the four perspectives of a balanced scorecard would ROI be likely
to appear?
A Financial B Customer
9.2
MCQ’s
C Internal processes D Learning and growth
Question 8: Which of the following statements is false?
A Residual Income is subject to the scale of operations while Return on Investment is

not subject to scale of operations
Decision based on Residual Income is taken by comparing contribution with cost while
B decisions based on Return on Investment is taken based upon a comparison between
two rates (current rate and expected rate from the project)
C Residual Income is an absolute measure while Return on Investment is a relative

measure
D Residual Income is adjusted for price level changes while Return on Investment is
measured at current price levels
Question 9: Which of the following is a key step in how you develop a balanced scorecard?
A Identify industry growth
B Establish the four categories of perspectives
C Identify the strategic capabilities and resources
D Link the vision and objectives to individual performance
Question 10: A company wishes to collect 95% of its accounts receivables within 60 days
of sale. This is an example of:
A A Mission B A Critical Success Factor
C A Key Performance Indicator D A Vision
Question 11: The number of inpatient hospital deaths decreased 8%, from 776 in 2021
to 715 in 2022.
A Economic (Profit) B Environmental (Planet)
C Social (People) D Need not to be reported
9.3
MCQ’s
Question 12: Which of the following is not indicative of measure for "innovation and
learning" in the Balanced Scorecard?
A Ideas generated from employee B Sale of new products in proportion to

participation total sales
C Number of patents D Sales refunds for products returned
Question 13: Which of the following is NOT a key dimension of the balanced scorecard
model?
C Internal processes D Rewards
Question 14: ROI is………………. measures and leads to…………………
A relative, optimisation B relative, sub-optimisation
C absolute, optimisation D absolute, sub-optimisation
Question 15: Key Performance Indicator is the ……………….of Critical Success Factor.
A Target Measure B Extension
C Source D Substitute
Question 16: Which of the following is a benefit of using Triple Bottom Line (TBL)
reporting?
A Reporting can result in cost saving by identifying areas where wastage can be reduced
B Reporting is based on objective cash flows, rather than subjective accounting profits
C Reporting aims at maximizing shareholder wealth
D Identification and measurement of targets and actuals is well defined and easily
tracked
Question 17: Which of the following statements are true about Performance Pyramid?
9.4
MCQ’s
i. Integrates the business strategic objective with operational performance objectives

using a hierarchical approach
ii. Focuses on objectives for internal efficiency with external effectiveness
iii. Performance measures in relation to a wide range of stakeholder groups such as
customers, employees and suppliers
A i and iii B i and ii C ii and iii D i, ii, and iii
Question 18: Match the three building blocks with their objectives in the model proposed
by Fitzgerald and Moon
Tool Objective
i. Standards a. Goals of the business comprise of the Determinants
(performance areas that influence results) and Results that
reflect the success or failure of the determinants
ii. Dimensions b. Define characteristics the of the performance measures
used (KPIs) in terms of being challenging everyone, acceptable
equally to to everyone and should be an achievable target
iii. Rewards c. Schemes should employees achieve standards that motivate
to the
A i- (a), ii-(b), and iii-(c) B i- (c), ii-(a), and iii-(b)
C i- (b), ii-(a), and iii-(c) D i- (b), ii-(c), and iii-(a)
Question 19: In which of the four perspectives of a balanced scorecard is the objective
'reduce staff turnover' mostly likely to be?
C Internal processes D Learning and growth
Question 20: A law firm is looking to implement certain performance measurement

metrics to evaluate the performance of its junior law partners.
Match the qualitative aspect related to the employees to the measure (KPI) –
i. Skill a. Average time taken to handle a case from beginning to
closure
ii. Efficiency b. Client customer surveys after the service is provided
iii. Morale c. Number of years of practice
9.5
MCQ’s
iv. Client satisfaction d. Employee attrition rate
A i-a, ii-b, iii-c, and iv-d B i-c, ii-a, iii-b, and iv-d
C i-c, ii-a, iii-d, and iv-b D i-b, ii-d, iii- a, and iv-c
Question 21: A company has a Rs. 50,00,000 that it can invest either in Project A or
Project B. Given below are details given regarding the projects:
Division A Division B
Available investment project 50,00,000 50,00,000
Controllable contribution 10,00,000 8,00,000
ROI on proposed project 20% 16%
Present ROI of divisions 25% 15%
Overall cost of capital 18% 18%
Which of the following situations will not lead to goal congruence for the company?
i. Manager of Division A rejects the project proposal because current divisional ROI of
25% is higher than the 20% ROI from the project.
ii. Manager of Division A accepts the project proposal because the 20% ROI from the
project is more than the overall cost of capital for the company.
iii. Manager of Division B rejects the project proposal because current divisional ROI of
15% is lower than the overall cost of capital for the company.
iv. Manager of Division B accepts the project proposal because the current divisional
ROI of 15% is lower than the 16% ROI from the project.
A i and iv B ii and iii C i and iii D ii and iv
Question 22: Taxaid is tax planning and advisory company that helps clients with filing
their tax returns. They also take care of any arbitration and litigation that would arise on
account of these filings. When Taxaid receives a client request for filing tax returns, the
request is allocated to tax return preparers. Once the tax return is prepared, the
supervisor for the team vets the preparation process and the related tax calculations.
Taxaid has multiple teams for different types and complexity of clients namely individuals,
corporates, partnerships etc. In order to get complete information for filing the return,
Taxaid has a questionnaire that is required to be filled out by the client at the beginning
of the assignment. This document aims at capturing all relevant aspects relating to
taxation, both financial and non-financial information required for disclosure purpose.
Tax aid is developing a Balanced Scorecard to get an overview of their performance under
various parameters.
Identify which of the following would be classified as Internal Business Processes
9.6
MCQ’s
i. Average time spent by the supervisor correcting the errors in the tax return
prepared by the tax return preparer.
ii. Gaps and loopholes in the questionnaire given to the client that is needed to capture
all relevant aspects relating to taxation, both financial and non-financial information
required for disclosure purpose.
iii. The average number of hours of training imparted to the employees during the year.
iv. The average system downtime during which time, work needs to be suspended.
A i and ii B ii and iv C i, ii and iv D i, ii and iii
Question 23: A courier company wants to analyse its operations using the Building Block
model. It receives packages from customers and sends it main collection centres of big
logistics companies that deliver the parcel to the final destination outside the city.
Similarly, the company collects parcels from these collection centres and delivers them to
final recipient within the city.
Which of the following are suitable for measuring resource utilization in the courier
service company?
A Ability to handle ad hoc surge in B Cost of delivery per consignment

parcels
C Number of customer complaints D Client feedback review
Question 24: How is Performance Pyramid superior to Balanced Scorecard?
A Performance Pyramid combines financial and non-financial measures
B Performance Pyramid considers internal as well as external issues
C Performance Pyramid focuses on customers and shareholders only
D Performance Pyramid due to its hierarchical approach forces senior managers to set
objectives along with performance indicators for each level of the organization.
9.7
MCQ’s
Case Scenario 1
Given the Information below

Profit ₹50,00,000 ₹12,00,000
Investment ₹5,00,00,000 ₹80,00,000
Cost of capital 8% 8%
Question 25: Which of the following summarizes the performance of Division A and
Division B correctly-
A The return on investment of Division B is more that Division A but in absolute terms
the residual income of Division B is lower than of Division A
B The return on investment of Division A is more that Division B but in absolute terms
the residual income of Division A is lower than of Division B
C The return on investment of Division B is more that Division A but in absolute terms
the residual income of Division A is lower than of Division B
D The return on investment of Division B is the same as Division A but in absolute terms
the residual income of Division B is lower than of Division A
Question 26: What is the Return on Investment for Division A and Division B?
A Division A 12%; Division B 15% B Division A 10%; Division B 15%
C Division A 8%; Division B 8% D Division A 2%; Division B 7%
Question 27: Based on the conclusion in above, which of the following are correct?
i. Higher the residual income of the division necessarily means better the performance
of the division
ii. Residual income alone is the best measure of evaluating the performance of managers
of Division A and B
iii. It is not appropriate to use residual income as the only basis for evaluating the
performance of managers of Division A and B
iv. Return on investment along with residual income should be considered for evaluating
the performance of managers of Division A and B
A i only B ii only C i and iv D iii and iv
9.8
MCQ’s
Question 28: What is the Residual Income for Division A and Division B?
A Division A ₹50,00,000; Division B B Division A 40,00,000; Division B

₹12,00,000 ₹6,40,000
C Division A ₹10,00,000; Division B D Division A ₹90,00,000; Division B

₹5,60,000 18,40,000
Case Scenario 2
Marcus Neo-Fashion Limited (MNFL) is leading brand in fashion world. Company is dealing in
both fabric and readymade garments. Since the company was established long ago, hence has
well established SOPs. Management at MNFL is highly concerned with performance and
productivity.
In order to determine and appraise the performance, MNFL conducts fortnightly meetings
of heads of different responsibility centres apart from quarterly master meeting. In master
meeting each of such departmental head need to present report for his department on
following aspects- Performance Matrix Dashboard at MNFL
Criteria Indicators
I Average capital employed in department with detailed information of source and
nature (working or permanent capital)
II Revenue and Earnings
III Output (in terms of no of units and per employee productivity)
IV Existing clients and new customer added with data on market share
In one of recent such master meetings, which was chaired by CEO, newly appointed VP-HR
quoted 'Intellectual capital is as critical as financial capital in order to ensure smoothening.
success and sustainability of any business' hence employee where so ever lagged in technical
skills, it is essential and important to work on his skills in order to enhance the productivity.
VP-HR said at MNFL ratio of skilled, semi-skilled and unskilled worker are 1:2:6, which needs
to be worked at. He also insists to roll-out new wage policy which should support 'Performance
Related Pay'. He said, 'I don't know much about enterprise performance, but I strongly
believe that performance indicators must include performance of employees in term of their
skill and knowledge.
Immediately VP- Finance said existing performance matrix is essentially focused EV/EBIT
and returns on capital hence sufficient from perspective of performance appraisal. Hence
there is no major need to consider impact and effect of human capital. He also added that
9.9
MCQ’s
entities revenue is growing @ of 14% and earning is growing at 12% which 4% on higher side
then industry. He said present rate of ROI is 11.5% which is better than industry average of
9%; and Market Cap is also doing well.
VP-Finance countered by VP-Planning & Operations, according to him 'skilled labour will be
added advantage in order to develop 'zed' culture i.e., zero accidents, zero defects, zero
delays, zero inventory, zero breakdowns, zero changeovers, zero waste'. He also said skilled
labour can also add value by incorporating innovations. He quoted presently average defect
rate is 1.5% of total production.
On this VP-Marketing add 'skilled employee means better process and better processes leads
to competent value chain which can serve highly customised product; hence preconceived
quality (conformance to customers' need) leads to strong brand equity.
Chief Information officer support VP-Marketing and VP-HR by quoting the position of brand
can be improved by product development. Newly developed product will meet and set, latest
style statement in market; eventually help MNFL to acquire new customers within existing
marketing without incurring much on advertisement or sales and promotion. Skilled labour can
easily bring innovation to the product.
Question 29: What are the objectives of performance management indicators?

i. Evaluating the achievements organisation strategic objective of
ii. Evaluating the performance of the employees
iii. Provides an objective basis for compensating employees
iv. Assess the quantitative performance of an organization with its benchmarks only
A ii and iii B i, ii and iii C i, ii and iv D i, ii, iii and iv
Question 30: Which of the following is not true regarding the role of quality measurement
systems? in performance
A A strong costing system is a prerequisite for develop KPIs based on cost of quality
that can be used as a basis for staff rewards
B There is an inverse relation between the rigor of Quality Management System and the
cost of non-conformance
C Lean production system aims at reducing production activities to the minimum in order
to improve quality performance
Good quality information practices improve the reliability, accuracy, timeliness,

D objectivity of Management Information Systems (MIS) that is used for performance
measurement
9.10
MCQ’s
Question 31: At present is Marcus Neo-Fashion Limited (MNFL) tracking any

performance indicator at all? non-financial
A Yes, MNFL in addition to capital employed and revenue and earnings is tracking output
performance indicators in terms of quantity and per employee productivity
B Yes, MNFL in addition to capital employed and revenue and earnings is tracking
customer retention and expansion of market share
C No, MNFL is tracking only financial indicators since output performance and market
share eventually relate to financial profits
Yes, MNFL in addition to capital employed and revenue and earnings is tracking both
D production output (output quantity and employee productivity) and market share
(existing and expansion of customer base)
Question 32: Match the non-financial performance models to their objectives:

Non-Financial Performance Model Objectives
i. Balanced Scorecard a. Performance assessment based on market
related measures in addition to financial
measures
ii. Performance Pyramid b. Identify and track KPIs for CSFs in order
to determine performance related rewards
employees
iii. Building Block c. Better information for decision making
with respect to perspectives like customers,
financial innovation & learning and business
processes
A 1-c, ii- a, and iii-b B i-c, ii-b, and iii-a
C i-b, ii- a, and iii-c D i-b, ii- c, and iii-a
Question 33: Which are the non-financial performance indicators mentioned in the case
scenario?
i. Skill, Attrition and Job Satisfaction of Human Resource
ii. Quality of Product
iii. Brand Equity
iv. Reduction in Delivery Cycle Time
9.11
MCQ’s
A i, ii and iii B i, iii and iv C ii, iii and iv D i, ii, iii and iv
Case Scenario 3
Fix It is a company that provides home services to clients within few urban cities like Mumbai,
Delhi and Kolkata. These services include (1) home repairs like plumbing, electrical etc. and
(2) appliance repair services.
The company receives enquiries at its call centre for the specific service required. The call
centre assistants log the enquiry and provide a quote for the specific service. If acceptable
to the customer, the enquiry is then converted into a service request (sales) and is attended
to by professionals employed by the company for these various services. A request can have
multiple requirements included, for example a single request can include both plumbing and
electrical work. The company has a huge turnover due to the high demand for such services
in urban areas. The company has been in operation for the last 2 years. The management
wishes to assess current performance in order to set targets and benchmarks for future use.
They wish to concentrate on both financial and non- financial information. The Building Block
model suggested by Fitzgerald and Moon has been identified as the framework that will be
used to prepare a performance evaluation report.
Given below are certain financial and non-financial information for the current year.
Enquiries received from customers Current year numbers

(i) From existing customers 12,000
(ii) From new customers 8,000
Number of services requested lodged from these enquiries
(i) From existing customers 10,000
(ii) From new customers 7,500
(iii) Total clients serviced last year (both existing and new) 11,000
Volume of activity
(i) Home repairs 14,000
(ii) Appliance repair 5,000
Number of Employees
(i) Home repairs 200
(ii) Appliance repair 50
Complaints
9.12
MCQ’s
Number of complaints received 2,000

(Last year 1,600 complaints were received)
Number of complaints resolved 1,900
(Last year 1,520 complaints were resolved)
Gross profit on annual sales 30%
Question 34: Which of the following is true regarding conversion rate of inquiries into
service requests?
i. Conversion rate of existing customers is more than that of new customers
ii. Conversion rate of existing customers is less than that of new customers
iii. Conversion rate is calculated as [ service requests lodged / enquiries received] × 100
iv. Conversion rate is calculated as [ enquiries received / service requests lodged] ×100
A (i) and (iv) B (ii) and (iii) C (i) and (iii) D (ii) and (iv)
Question 35: To which dimension do conversion rate of inquiries into service requests and
retention of existing customers fall into?
A Flexibility B Resource utilization
C Quality control D Competitiveness
Question 36: Which of the following is true regarding complaints received?

i. Complaints received is a measure of quality of service dimension
ii. Complaints received is a measure of flexibility dimension
iii. The complaints received have increased by 25% over last year
iv. Complaints received can be a reason for the lower retention of existing customers this
year
A i and iii B i, iii and iv C ii, iii and iv D iii and iv
Question 37: Which of the following is true regarding complaints resolved?

i. Complaints resolved is a measure of quality of service dimension
ii. Complaints resolved is a measure of flexibility dimension
iii. The ratio of complaints resolved to complaints received has remained the same as last
year
iv. Inability to resolve complaints can affect competitiveness of business
A i, iii and iv B i and iv C iii and iv D ii, iii and iv
9.13
MCQ’s
Question 38: Which of the following is true about average service performed by an
employee?
i. Average service performed by an employee is a measure of resource utilization
ii. Average service performed by an employee is a measure of flexibility
iii. Average service performed for home services is more than that for appliance repair
iv. Average service performed for home services is less than that for appliance repair
A i and iv B i and iii C ii and iv D ii and iii
Question 39: Which dimension does gross profit on annual sales indicate?
A Competitiveness B Financial
C Resource utilization D Quality of service
1: A
Description: RI is excess of operating income over the required income to meet cost of
capital hence absolute measure, therefore comparison can be made between divisions of
same size only.
2: A
Description: The correct answer is (A) EVA can be improved when operating profits can be
improved without investing more capital (that is more efficiency is build into the business
operations). In statement (B), the return on capital infused should be more than the cost
of additional capital. In statement (C), projects where return is less than cost of capital
need to be discontinued. Statement (d) implies that the cost of capital should be
manipulated to reflect a favourable EVA, which is not ethical.
3: C
Description: The correct answer is (C) it is false that employees should be made responsible
for all the outcomes of revenue and cost, whether controllable or not. Evaluating of
performance should be based only those aspects that are within the control of the
employee.
4: A
Ensure on-time arrival and on-time departure to within 15 minutes of scheduled time will
determine how the customer perceives Gofly airline. Punctuality in operations is important
for operational efficiency.
9.14
MCQ’s
Fast aircraft turnaround time (time between aircraft landing and next take off) is a critical
internal operation that will enable to help improve operational efficiency. Hence, this is an
Internal Business Process Perspective that will help GoFly achieve its strategic objective
and ensure customer satisfaction.
Investing in modern flight simulators provide scenario driven model of training to pilots as
part of their annual training program will improve GoFly's valued asset, the team of pilots
who operate its fleet. Skilled and experienced pilots is a must for operational efficiency
and performance. This pertains to Learning and Perspective. Growth
Maximize aircraft utilization by reorganizing routes to reduce vacant (unsold) seats in
flights is needed in order to earn maximum revenue from each flight. This is a Financial
Perspective that the shareholders or owners of GoFly would be interested in.
5: C
Description: If any organisation is able to use its core competencies to exploit the CSFs, it
will surely have an edge over rivals, which will position the organisation in a better strategic
position; leads to competitive advantages. Hence Critical Success Factors are a true source
of Competitive Advantage.
6: A
Description: The correct answer is (a) promptness in responding to customer requests,
which is a measure of the Flexibility dimension. Flexibility is the responsiveness to the
change in the factor influencing business performance. Competitiveness is part of the
results metric which reflects how the company stands in comparison with its competitors.
Growth in sales, market share and customer retention rate all reflect the company's
performance with respect to its competitors.
7:A
Description: ROI related to Financial Perspective
8: D
Description: The correct answer is the statement that Residual Income is adjusted for
price level changes while Return on Investment is measured at current price levels is false.
Both Residual Income and Return on Investment are calculated at current price levels and
are not adjusted for inflation. Under both methods, this can cause principal distortions
because returns are measured at current levels while investments depreciation are at
historical prices.
9: D
Description: Link the vision and objectives to individual performance is a key step in
developing a balanced scorecard.
10: C
Description: Collection of 95% of accounts receivable within 60 days of sale is a measurable
target set by the organization. Hence it is a KPI. Other options would be more general in
their definition rather than being a specific measurable target to achieve. A Mission seeks
to explain why does the company exist. A Vision describes what the company would like to
achieve and generally states an ambitious future. A Critical Success Factor would be those
9.15
MCQ’s
areas or processes that are vital for the attainment of strategic objective. Key
Performance Indicators are measurable targets set within such areas critical to success
and signals the performance of the company in such areas.
11: C
Description: Social bottom line, since hospital mortality rate measures the clinical quality.
12: D
Description: The answer is (d) Sales refunds for products returned, which is part of
customer perspective. The other measures are indicative of innovation and learning. Sales
from new products in proportion to total sales indicates commercial viability of the
innovative products, idea generation from employee staff is indicative of learning, number
of patents is indication of innovation.
13: D
Description: Rewards is not a key dimension of the balanced scorecard model.
14: B
Description: ROI is a relative measure; it discourages investment because this can decrease
ROI in the short term, hence leads to sub-optimisation.
15: A
Description: Key performance indicators (KPIs) are the way to measure whether the CSFs
are working. Using CSFs and KPIs helps a business stay focused on the key actions that will
keep it on track to achieving its goals.
16: A
Description: The correct answer is triple bottom line reporting aims at encouraging staff
to reduce wastage such that it has a positive impact on People, Planet and Profits.
17: B
Description: Statement (iii) is incorrect because only 2 stakeholders shareholders and
customers are focussed upon.
18: C
Description: Standards- Defines the characteristics of the performance measures,
Dimensions- Goals of the business, Rewards- Schemes that should motivate employees to
achieve the standards.
19: D
Description: Reduce staff turnover is likely to be most relevant to the Internal Processes
perspective.
20: C
Description: Skill - Number of years of practice.
Efficiency - Average time taken to handle a case from beginning to closure.
Morale - Employee attrition rate.
Client satisfaction - Client customer surveys after the service is provided.
21: A
The correct answer is (i) and (iv) will not lead to goal congruence for the company. A
manager should accept the project proposal, in the interest of goal congruence only if it is
9.16
MCQ’s
higher than the overall cost of capital. The overall cost of capital is 18% while the ROI of
the project for Division B is 16%. Acceptance of this project by Division B will impact the
profitability of the company. Similarly, as long as the ROI from the project is higher than
the overall cost of capital, the Division should accept the project. However, in (i) where
Division A rejects the project just because the 20% ROI from the project is lower than
the present divisional ROI of 25%, the profitability of the company is impacted. This is
because even though the divisional ROI is higher, Division A should have accepted the
project as it was higher than the overall cost of capital therefore accepting the project
would have positively impacted the overall profit of the company.
22: C
23: B
Description: The cost of delivery per consignment shows how the utilization of vans to
deliver the packages either to the collection centre or to deliver to the final recipient
within the city. Resource utilization measures the efficiency of use of business assets. If
the vans are utilized to full capacity, the cost of delivery per consignment would be lower.
Ability to handle ad hoc surge in parcels shows the flexibility in operations. Number of
customer complaints and client feedback review would reflect the quality of service.
24: D
Description: Performance Pyramid is better than other tools because its hierarchical
framework links operational aspects with strategy (corporate vision) and performance. The
measures of performance integrate vertically and horizontally thereby linking performance
to overall corporate vision. Balanced scorecard on the other hand only links the performance
measures of the four perspectives with each other. Senior management misguidedly
delegate the responsibility of scorecard implementation and execution to the lower levels
of management. This is avoided in Performance Pyramid due to its hierarchical framework
that fixes responsibility at all levels of management.
25: A
Description: The return on investment of Division B (15%) is more that Division A (10%) but
in absolute terms the residual income of Division B (₹5,60,000) is lower than of Division A
(₹10,00,000).
26: B
The correct answer is Division A 10% and Division B 15%.
ROI = Profit / Investment
Profit 50,00,000 12,00,000
Investment 5,00,00,000 80,00,000
ROI 10% 15%
27: D
Description: It is not appropriate to use Residual Income as the only basis for evaluating
the performance of managers of Division A and B. The ROI of Division B (15%) is more that
9.17
MCQ’s
Division A (10%) but in absolute terms the residual income of Division B (₹5,60,000) is lower
than of Division A (₹10,00,000). Hence, going by Residual Income alone, it seems that
Division A is performing better than Division B. However, this is only because of the
difference in size of operation of Division A and Division B. As per ROI, Division B is more
profitable. Hence Return on Investment along with Residual Income should be considered
for evaluating the performance of managers of Division A and B.
28: C
Residual Income is Division A 10,00,000; Division B 5,60,000
Residual Income = Profit less Cost of Capital
Cost of Capital = 8% × Investment in Division
Profit 50,00,000 12,00,000
Less: Cost of Capital 40,00,000 6,40,000
Residual Income 10,00,000 5,60,000
29: B
Description: The correct answer is (i), (ii) and (iii). Statement (iv) is incorrect because
performance management indicators assess qualitative performance in addition to
quantitative performance of an organization. Therefore, an organization has both financial
as well as non- financial indicators.
30: C
Description: The correct answer is Lean production systems aim at reducing waste in
production activities to the minimum in order to get the right thing to the right place at
the right time, first time. Hence, leans production results in improvement in performance
thought.
31: D
Description: MNFL in addition to capital employed and revenue and earnings is tracking both
production output (output quantity and employee productivity) and market share (existing
and expansion of customer base).
32: A
Description: The correct answer is i- c, ii-a, and iii- b
Balanced Scorecard Better information for decision making with respect to perspectives
like customers, financial, innovation & learning and business processes.
Performance Pyramid Performance assessment based on market related measures in
addition to financial measures.
Building Block - Identify and track KPIs for CSFs in order to determine performance
related rewards for employees.
33: A
Description: The correct answer is i, ii and iii as all the indicators mentioned are non-
financial performance indicators. Financial performance indicators are those that relate to
9.18
MCQ’s
profits of the company like EBIT, growth of revenue, ROI etc. Delivery cycle time is not
discussed in the scenario.
34: B
The correct answer is statements ii and iii are true.
Conversion rate is calculated as [service requests lodged / enquiries received] * 100
Conversion rate of enquiries into requests Existing New Existing plus new
customers
Enquiries 12,000 8,000 20,000
Requests 10,000 7,500 17,500
Conversion rate of enquiries into requests 83.33% 93.75% 87.50%
35: D
The correct answer is the conversion rate of inquiries into service requests and retention
of existing customers fall into the Competitiveness dimension.
36: B
The correct answer is statements i, iii and iv are true regarding customer complaints.
The number of complaints received is a measure of quality of service, higher the complaints
lower the quality of service. The company received 2,000 complaints this year as against
1,600 last year. This is a 25% (400/ 1,600) increase. It is possible that lower quality of
service resulted in a lower retention due to which the number of existing customers fell by
1,000 this year
37: D
The correct answer is statements ii, iii and iv are true regarding resolution of customer
complaints.
Resolution of customer complaints is a measure of flexibility in the operations of the
company. Ability to handle and resolve multiple complaints builds flexibility. The ratio of
complaints resolved to total complaints has remained 95% (this year 1,900 / 2000
complaints and last year 1,520 / 1,600 complaints).
38: A
The correct answer is i and iv. Average service performed by an employee is a measure of
resource utilization. It shows efficiently the human resource is being used. The average
service performed for home repairs is 70 per employee (14,000 activities / 200 employees)
while the average service performed for appliance repair is 100 per employee (5,000
activities / 50 employees).
39: B
The correct answer is the gross profit over annual sales is measure for financial dimension
9.19
Strategic Performance Measures in the
MCQ’s Non-for-Profit Organisations
STRATEGIC PERFORMANCE MEASURES IN THE

NON-FOR-PROFIT ORGANISATIONS
CHAPTER 10
Question 1: Match the following –
i. Effectiveness a. An input measure, the resource approach
ii. Efficiency b. Link between input and output, the process approach
iii. Economy c. An output approach, the goal approach
A i-b, ii-a, iii-c B i-c, ii-b, iii- a C i-a, ii-b, iii-c D i-a, ii-c, iii- b
Question 2: X Society offers accounting support to charitable organisations. Each

employee works six chargeable hours a day on average, with the remaining portion of the
workday being devoted to non-chargeable administrative tasks.
A primary goal of X Society is to achieve a superior standard of service and client
satisfaction.
X Society has set a goal of "cutting expenditure by 5%" for the upcoming year.
Which option best assigns the aforementioned goal to the value for money performance
category?
A Efficacy B Efficiency C Economy i-aa D

Effectiveness
Question 3: Not for Profit organizations do not operate for profit, their principal
operation is for charitable, welfare, social, environmental and mutual co-operation. What
about the performance measurement of these organization is false?
Performance measures are need to monitor to provide reasonable assurance to the

A contributor that the funds have been used for the purpose for which it was given.
Hence, these organizations have a fiduciary responsibility towards the contributor of
funds
B Performance measures can be both financial and non-financial in nature
C It is easy to measure the cost and benefit of activities of not for profit organizations
D At times external factors beyond the control of the organization can affect its
performance
10.1
Question 4: Which of the following is not a characteristic of Not for Profit Organization?
A Their principal operation is for charitable, welfare, social, environmental and mutual
co-operation
B Sources of funds are from contributions from members or external contributions
C Wealth creation for shareholders is not the objective of the Not for Profit
Organization
D Surplus do not form part of corpus
Question 5: NZ vocational school offers education programs for students to be trained

in areas like electronics, food processing, tourism, and hospitality etc. It has received
grant in aid from the local government. The objective is to have an intake of at least 40
students in each of these trades. In order to attract students, the school participated in
an education fair. The teachers at the vocational school explained to prospective students
about the courses offered and the way the organization works.
You have been asked to assess the Value for Money of the school's participation in the
education fair.
Match the measure to the objective:
i. Number prospective of students who visited the stall a. Economy
ii. Ability teachers of the to communicate with the b. Efficiency
students about courses resolve doubts the and their
iii. Cost of the stall, brochures and other material c. Effectiveness
A i-b, ii-a, iii- c B i-a, ii-b, iii-c C i-c, ii-b, iii-a D i-a, ii- c, iii-b
ABC Healthcare is a non-profit organization that provides medical services to the

underprivileged population of a developing country. The organization was established 10 years
ago and has been successful in providing quality healthcare services to thousands of people
who cannot afford private healthcare. ABC Healthcare places great importance on value for
money, which is reflected in the efficient use of resources and effective delivery of
healthcare services. The organization implemented several measures to ensure that it is
providing value for money, including:
10.2
• ABC Healthcare implemented a cost-effective model for healthcare delivery, which allowed
it to keep the costs of medical services low. In addition, ABC negotiated discounted rates
with the suppliers for medical equipment & supplies, enabling it to reduce its operating costs.
• ABC Healthcare created a streamlined healthcare delivery process to reduce wait time and
ensure that patients receive prompt and efficient medical attention. Further, ABC
introduced a digital medical records system to reduce paperwork and administrative cost.
• ABC Healthcare appointed a team of highly qualified and experienced medical professionals,
ensuring that patients receive quality medical care. Further, ABC was also engaged in various
preventive healthcare programs to reduce the incidence of diseases.
Recently, ABC has entered into various agreements with several international organizations,
enabling it to provide specialized medical services to patients with complex medical
conditions.
• ABC Healthcare provided scholarships to 100 medical students in the past year, ensuring
that there is a pipeline of highly qualified medical professionals to serve the population in
the future. In the same year, ABC Healthcare served more than 50,000 patients.
• ABC Healthcare operates with the highest ethical standards, ensuring that patient privacy
is protected and that medical procedures are conducted in a safe and responsible manner.
For this, ABC Healthcare established a code of conduct for all employees, ensuring that
they uphold ethical principles in all aspects of their work.
• ABC Healthcare provides medical services to all patients, regardless of their ability to pay,
ensuring that everyone has access to quality healthcare services. In last year, ABC
conducted several community outreach programs, to provide medical services to
underserved populations in rural areas.
Question 6: What is an example of an “efficiency” measure in ABC Healthcare?
A Streamlining healthcare delivery B Hiring highly qualified medical

processes professionals
C Establishing partnerships with D Providing medical services to all

international organizations patients, regardless of ability to pay
Question 7: What is an example of an ‘economy and efficiency’ measure in ABC

Healthcare?
A Specializing in complex medical B Hiring highly qualified medical

conditions professionals
10.3
C Implementing a digital medical records D Providing medical services to all

system patients, regardless of ability to pay
Question 8: Which of the following is NOT related to ‘effectiveness’ measure in ABC

Healthcare?
A Programs to reduce the incidence of B Specializing in complex medical

diseases conditions
C Hiring highly qualified medical D Streamlining healthcare delivery

professionals processes
Question 9: Which of the following measures has ABC Healthcare implemented to ensure
‘economy’?
A Established a team of highly qualified medical professionals
B Negotiated discounted rates with suppliers for medical equipment and supplies
C Conducted community outreach programs
D Implemented a code of conduct for employees
Question 10: How has ABC Healthcare established ‘ethics’ in its operations?
A By providing medical services to B By implementing community outreach

underserved populations in rural areas programs
C By establishing a code of conduct for D By implementing preventive healthcare

all employees programs
1: B
Description: Effectiveness - An output approach, the goal approach; Efficiency - Link
between input and output, the process approach; Economy - An input measure, the resource
approach.
2: C
10.4
Description: Economy best assigns the goal of "cutting expenditure by 5%" to the value
for money performance category.
3: C
Description: It is false that the cost and benefit of activities of not for profit
organizations are easy to measure. For example, the benefit of planting trees to reduce
pollution takes years to be realized and it may not be easily quantifiable. Hence, the benefit
generated of an NGO involved in tree plantation cannot be derived easily. Similarly, some
of the costs will not be monetary in nature or directly linked to the activities of the
organization. It might involve clearance of land to set up a museum or school, for which
certain activities like construction of building, laying roads can cause pollution, which cannot
be quantified.
4: D
Description: Not for profit organizations do not operate for profit i.e., wealth creation is
not their moto. They are not expected or allowed to distribute surplus to stakeholders.
Surplus if any becomes part of corpus.
5: C
Description: Number of prospective students who visited the stall Effectiveness. More the
number of students who visited the stall, more effective was the school's promotion in the
education fair. Ability of the teachers to communicate with the students about the courses
and resolve their doubts Efficiency. Teachers are the resources that the school has to
promote the courses it is offering. Their ability to communicate with the students about
the courses and to resolve their doubts indicates how efficiently the resource was utilized.
Cost of the stall, brochures, and other material Economy. It is the main cost incurred in
this promotional activity.
6:A
Description: Streamlining healthcare delivery processes relates to ‘efficiency’ measure.
It relates to high productivity.
7: C
Description: Implementing the digital medical records system will not only reduce
paperwork (i.e., increase in efficiency), but also administrative costs (i.e., bring economy).
8: D
Description: Streamlining healthcare delivery processes relates to ‘efficiency’ measure.
It relates to high productivity. All others relate to the valued outcomes.
9: B
Description: Negotiated discounted rates with suppliers for medical equipment and supplies
related to ‘economy’. Economy refers to obtaining the appropriate quantity and quality of
resources at the lowest cost possible.
10: C
Description: ABC Healthcare established a code of conduct for all employees, ensuring that
they uphold ethical principles in all aspects of their work.
10.5
MCQ’s Preparation of Performance Reports
PREPARATION OF PERFORMANCE REPORTS
CHAPTER 11
Question 1: Which one of the following statements about internal performance reporting
is true?
A Always contain a mixture of financial and non-financial measurements.
B Can take any form that management chooses.
C Are required by an accounting standard to be based on the ‘Balanced Scorecard’ system.
D Contain the same information as financial accounting statements, but they are
produced monthly rather than annually.
Question 2: Since performance report also includes reporting on non-financial measures,

you are required to identify which of the following statements correct about the non-
financial performance measures?
i. Non-financial measures do not involve the calculation or recording of any numbers.
ii. The most appropriate non-financial measures vary, depending upon the nature of the
organisation.
iii. Non-financial measures should correspond as far as possible with the aims of the
organisation as a whole.
iv. The use of non-financial performance measures helps to address the deficiencies of
measurements such as Return on Investment (ROI).
A i, ii, and iii B ii, iii and iv C iii, iv and i D iv, i, and ii
1:B:Internal performance reports can take any form that management chooses considering
the need of organisation, as these are voluntary reports not statutory required.
2: B: Only statement i is incorrect rest all are correct. Non-financial qualitative
information is likely to be as important as quantitative data, but it is more difficult to
quantify and present in reports. Technically, qualitative information is referred to as a
'construct,' which is an attribute that cannot be directly measured. To illustrate,
Constructs include things like enthusiasm and empathy. Typically, an effort must be made
to convert qualitative information into quantifiable information for communication,
assessment, and comparison purposes. The conversion of construct into variable involves
the calculation or recording of any numbers.
11.1
Divisional Transfer Pricing
MCQ’s
DIVISIONAL TRANSFER PRICING
CHAPTER 12
Question 1: A company has a division A producing three products called X, Y, Z. Each
product can be sold in the open market in the following manner.
Maximum external sales are X 800 units, Y 500 units, Z 300 units.
Particulars X Y Z
Selling price per unit 96 92 80
Variable Cost of production in Division A ($) 33 24 28
Labour Hours required per unit in Division A 6 8 4
Product Y can be transferred to Division B but the maximum quantity that might be
required for transfer is 300 units of Y.
Division B could buy similar product in the open market at a price of $45 per unit.
When Division A has capacity of 13,000 hours, which of the following statements is true
regarding the transfer price charged to Division B for sale of 300 units of Product Y?
A Division A has 3,000 hours surplus capacity, the transfer price range will be from $24
per unit to $45 per unit
B Division A has 3,000 hours deficit in capacity, the transfer price range will be from
$24 per unit to $45 per unit
C The transfer price charged by Division A to Division B can be more than $45 per unit
D The transfer price charged by Division A to Division B can be less than $24 per unit
Question 2: Division A transfers good to Division B. Division A incurs marginal cost of $10
per unit and Division B incurs a marginal cost of $5 per unit. Division B sells the finished
product externally at $20 per unit.
If Division A can sell the intermediate product externally at $12 per unit, what should be
range for transfer pricing (in $)? Assume Division A is operating at full capacity and the
Division B can procure the part for $14 per unit.
A $12 per unit to $14 per unit B $15 per unit to $20 per unit
C $10 per unit to $15 per unit D $10 per unit to $12 per unit
12.1
MCQ’s
Question 3: Centurion Co. is leading manufacturer of pulp, board, paper, tissues etc. It
operates a Pulp Division that manufactures Wood Pulp for use in production of various
paper items. The following information are available:
Selling Price Rs. 300
Less: Variable Expenses Rs. 225
Contribution Rs. 75
Less: Fixed Expenses Rs. 40
(Allocated based on a capacity of 1,00,000 kgs per year)
Net Income Rs. 35
Centurion Co. has just acquired a smail company that manufacturers paper cartons. This
company will be treated as a division of Centurion with full profit responsibility. The newly
formed Carton Division is currently purchasing 10,000 kgs of pulp per year from supplier
at a cost of Rs.300 per kg less a 10% quantity discount.
Centurion's President is anxious that the Carton Division begins purchasing its pulp from
the Pulp Division if an acceptable transfer price can be worked out.
Assuming that Pulp Division is currently selling only 60,000 kg to outside customers at
Rs.300 per kg, what will be the minimum acceptable transfer price (in Rs.) for Pulp Division?
A Rs. 225 per kg B Rs. 300 per kg C Rs. 265 per kg D Rs. 270 per kg
Question 4: Which of the following are true about cost based transfer pricing?
i. It is based on the internal cost records of the company and is readily available
ii. The basis for cost based transfer pricing can be more easily understood as compared
to market based transfer pricing
iii. Cost based transfer pricing is subjective
iv. Managers of supplying division may find little incentive to lower the costs, this goes
against goal congruence
A i and ii only B i, ii and iv
C i, ii and iii D All of i, ii, iii, and iv
If Division B can procure the intermediate product at $14 per unit, what should be the
maximum price (in $) that A can charge to remain competitive?
A 15 per unit B 14 per unit C 10 per unit D 20 per unit
12.2
MCQ’s
If there is an external market for the intermediate product, what is the maximum price
the Division B will be willing to pay to Division A for the intermediary product?
A Marginal cost of Division A per unit B Net marginal revenue per unit
C External buy-in price per unit D Lower of net marginal revenue per unit
and the external buy in price per unit
If there is no external market for the intermediate product, what should be the minimum
transfer price (in $) that Division A should charge to promote goal congruence?
A 10 per unit B 15 per unit
C 20 per unit D Between 15 per unit and 20 per unit
What is the net marginal revenue per unit (in $) for the intermediate product?
A 10 per unit B 15 per unit
C 20 per unit D Between 15 per unit and 20 per unit
Question 9: Division A manufactures 10,000 units of a Chemical X each month that can be
sold externally at Rs. 5,000 per unit. Production of Division A is at full capacity. The
demand for Chemical X exceeds the production capacity of the company. The variable cost
of manufacturing Chemical X is Rs. 3,000 per unit while allocated fixed cost of production
is Rs. 500 per unit. The company has opened Division B where Chemical X can be used as a
raw material to produce some other finished product.
Until Division B establishes itself, the management wants to transfer 3,000 units of
Chemical X internally within the company rather than sell it to the external market. If the
internal transfer happens, the company can benefit from savings in packaging cost
amounting to Rs. 200 per unit.
What should be the transfer price that Division A can quote?
12.3
MCQ’s
A Rs. 5,000 per unit B Rs. 3,000 per unit
C Rs. 2,800 per unit D Rs. 4,800 per unit
Question 10: Division A transfers good to Division B. Division A incurs marginal cost of
$10 per unit and Division B incurs a marginal cost of $5 per unit. Division B sells the
finished product externally at $20 per unit.
If Division B can procure the intermediate product at $18 per unit, what should be the
maximum price (in $) that A can charge to remain competitive?
A 15 per unit B 10 per unit C 20 per unit D 18 per unit
Question 11: Division A manufactures 10,000 units of a Chemical X each month that can
be sold externally at Rs.2,500 per unit. Production of Division A is at full capacity. The
demand for Chemical X exceeds the production capacity of the company. The variable cost
of manufacturing Chemical X is Rs.1,500 per unit while allocated fixed cost of production
is Rs.250 per unit. The company has opened Division B where Chemical X can be used as a
raw material to produce some other finished product.
Until Division B establishes itself, the management wants to transfer 3,000 units of
Chemical X internally within the company rather than sell it to the external market. If the
internal transfer happens, the company can benefit from savings in packaging cost
amounting to Rs.100 per unit.
What should be the transfer price that Division A can quote?
A Rs. 2,500 per unit B Rs. 1,500 per unit
C Rs. 1,400 per unit D Rs. 2,400 per unit
Question 12: What are the objectives of transfer pricing

i. Achieve goal congruence, maximise earnings in line with the objectives of the company
ii. Facilitate divisional performance
iii. Manipulate profits to minimise tax
iv. Determines the allocation of divisional resources in terms of operations and
investments scale of
A i and iv only B ii and iii only C iii and iv only D i, ii, and iv
Question 13: Centurion Co. is leading manufacturer of pulp, board, paper, tissues etc. It
operates Pulp Division that manufactures Wood Pulp for use in production of various paper
items. The following information are available:
Selling Price Rs. 300
12.4
MCQ’s
Less: Variable Expenses Rs. 225

Contribution Rs. 875
Less: Fixed Expenses Rs. 40
(Allocated based on a capacity of 1,00,000 kgs per year)
Net Income Rs. 35
Centurion Co. has just acquired a small company that manufacturers paper cartons. This
company will be treated as a division of Centurion with full profit responsibility. The newly
formed Carton Division is currently purchasing 10,000 kgs of pulp per year from supplier
at a cost of Rs. 300 per kg less a 10% quantity discount.
Centurion's President is anxious that the Carton Division begins purchasing its pulp from
the Pulp Division if an acceptable transfer price can be worked out.
Pulp Division is operating at full capacity. It is in a position to sell all its produce to outside
customers at Rs. 300 per kg. What will be the maximum acceptable transfer price (in Rs.)
for Carton Division?
A 225 per kg B 300 per kg C 265 per kg D 270 per kg
Question 14: Same as Question 13.

What will be the minimum acceptable transfer price (in Rs.) for Pulp Division?
A 225 per kg B 300 per kg C 265 per kg D 270 per kg
Question 15: Same as Question 13

what will be the minimum transfer price (in Rs.) be acceptable to Carton Division?
A less than 270 per kg B more than 270 per kg
C less than 300 per kg D more than 300 per kg
Question 16: Same as Question 13

will there be an agreement between Pulp and Carton Division? (Figures in Rs.)
A Yes, transfer price range will be from 260 per kg to 300 per kg
B No, Pulp Division cannot recover its full cost of 265 per kg and hence will not be ready
to sell
C Yes, transfer price range will be from 225 per kg to 260 per kg
12.5
MCQ’s
No, Pulp Division has a constraint in terms of capacity and cannot accommodate the
D
internal transfer
Case Scenario 1
A company has division A producing three products called X, Y, Z. Each product can be sold in
the open market in the following manner. Maximum external sales are X 800 units, Y 500
units, Z 300 units.
Particulars Selling price per Variable Cost of production Labour Hours required
unit ($) in Division A ($) per unit in Division A
X 96 33 6
Y 92 24 8
Z 80 28 4
Product Y can be transferred to Division B, but the maximum quantity that might be required
for transfer is 300 units of Y. Division B could buy similar product in the open market at a
price of $45 per unit.
Question 17: In continuation of previous part...... Should Division B purchase Y from
Division A?
A Yes, purchasing from Division A promotes goal congruence
B No, the product Y is cheaper in the external market and hence Division B should
purchase it from outside
Yes, the product Y is marginally cheaper in the external market and hence Division B
C
should purchase it from Division A to promote goal congruence
D No, the product Y is costlier in the external → market and hence Division B should not
purchase it from outside
Question 18: The number of hours needed for external sales are
A 9,000 B 10,000 C 12,000 D 11,000
Question 19: When Division A has capacity of 8,000 hours, which of the following
statements are true?
12.6
MCQ’s
i. There is a shortfall 4,400 hours to meet both external production and request of 300
units of Y from Division B
ii. The constraining factor is labour hours, which needs to be utilized optimally
iii. Contribution per hour of X is $10.50, Y is $8.50 and Z is $13
iv. Due to limited capacity Division A will incur an opportunity cost due to lost sales if it
caters to the request of Division B
A i and ii B ii, iii and iv
C i, iii and iv D All of the above
Question 20: When Division A has capacity of 8,000 hours, what will be optimum mix of
production for external sales?
A X-800 units, Y - 500 units and Z - 300 B X-800 units, Y-600 units and Z - 300
units units
C X-800 units, Y - 250 units and Z - 300 D X-733 units, Y - 500 units and Z-300
units units
Question 21: Given that Division A has a capacity of 8,000 hours. If Division A accepts to
produce 300 units of Y for Division B, what will be the contribution lost from reduced
sales?
A Contribution lost from reduced sales B Contribution lost from reduced sales
of X- $8,400 and Z- $3,900 of Y - $17,000 and Z - $3,900
C Contribution lost from reduced sales D Contribution lost from reduced sales
of Y- $17,000 and X - $8,400 of Y - $17,000 and X - $4,200
Question 22: Given that Division A has a capacity of 8,000 hours. If Division A accepts to
produce 300 units of Y for Division B, what should be the transfer price that should be
charged to Division B?
A $24 per unit B $45 per unit
C $94.66..... per unit D $92 per unit
12.7
MCQ’s
A company has a division A producing three products called X, Y, Z. Each product can be sold
in the open market in the following manner.
Maximum external sales are X 800 units, Y 500 units, Z 300 units.
Particulars Selling price per Variable Cost of production Labour Hours required
unit ($) in Division A ($) per unit in Division A
X 96 33 6
Y 92 24 8
Z 80 28 4
Product Y can be transferred to Division B, but the maximum quantity that might be required
for transfer is 300 units of Y. Division B could buy similar product in the open market at a
price of $45 per unit.
Question 23: Given that Division A has a capacity of 12,000 hours. If Division A accepts
to produce 300 units of Y for Division B, what will be the contribution lost from reduced
sales?
A Contribution lost from reduced sales B Contribution lost from reduced sales
of X- $3,400 of Y - $ 3,400
Contribution lost from reduced sales D Contribution lost from reduced sales
C
of Y - $2,550 of Y- $4,250
to produce 300 units of Y for Division B, what should be the transfer price that should be
charged to Division B at the minimum?
A $24 per unit B $45 per unit
C $35.33 per unit D $92 per unit
to produce 300 units of Y for Division B, what should be the transfer price range that
should be charged to Division B?
A $24 per unit - $45 per unit B $45 per unit - $92 per unit
C $35.33 per unit - $45 per unit D $92 per unit
Question 26: When Division A has capacity of 12,000 hours, what will be optimum mix of
production for external sales?
12.8
MCQ’s
A X-800 units, Y - 500 units and Z - 300 B X-800 units, Y - 600 units and Z - 300
units units
C X-800 units, Y - 250 units and Z-300 D X-800 units, Y - 800 units and Z - 300
units units
Question 27: The number of hours needed for external sales are
A 11,500 B 11,000 C 10,000 D 10,500
Question 28: When Division A has capacity of 12,000 hours, which of the following
statements are true?
i. Contribution per hour of X is $10.50, Y is $8.50 and Z is $13
ii. The constraining factor is labour hours, which needs to be utilized optimally
iii. There is a shortfall 400 hours, to meet both external production and the request of
300 units of Y from Division B
iv. Due to limited capacity Division A will incur an opportunity cost due to lost sales if it
caters to the request of Division B
A i and ii B ii, iii and iv
C i, iii and iv D All of the above
Case-let on International Transfer Pricing

Quicklink manufactures mobile phones at its plant in Karnataka, India. The company also has
marketing divisions worldwide, one of which is in Paris, France. The division in France imports
50,000 mobile phones annually from the manufacturing plant in India. Given below is some
information about the divisions in India and France:
Number of mobile phones sold by Indian division to French division 50,000 units
Indian income tax rate on the Indian division's operating income 35%
French income tax rate on the French division's operating income 40%
12.9
MCQ’s
Import duty rate paid by French division 15%
Full manufacturing cost per unit ₹12,000 per unit
Selling price (net of marketing and distribution costs) in France ₹18,000 per unit
(in equivalent Indian Rupees)
Comparable market price based on similar imports in France ₹15,000 per unit
(in equivalent Indian Rupees)
The Indian and French tax authorities allow for transfer prices only that between full
manufacturing cost ₹12,000 per unit and comparable market price ₹15,000 per unit based on
similar imports of mobile phones in France. Import duty paid by the French division is based
on the price at which the phones are transferred i.e., the transfer price. Import duty paid is
a deductible expense for calculating income tax in France.
Question 29: Calculate the after tax operating income of the Indian division when the
transfer price is set at full manufacturing cost.
A ₹60 crores B ₹9.75 crores
C Nil (no taxable income) D ₹12.60 crores
Question 30: Calculate the after tax operating income of the French division when the
transfer price is set at full manufacturing cost.
A ₹9 crores B ₹21 crores
C Nil (no taxable income) D ₹12.60 crores
Question 31: Calculate the after tax operating income of the Indian division when the
transfer price is set at market price of comparable imports in France.
A ₹15 crores B ₹9.75 crores
C ₹ Nil (no taxable income) D ₹2.25 crores
Question 32: Calculate the after tax operating income of the French division when the
transfer price is set at market price of comparable imports in France.
A ₹9.75 crores B ₹3.75 crores
12.10
MCQ’s
C ₹ 11.25 crores D ₹2.25 crores
Question 33: Which method of transfer pricing is more beneficial for the company as a
whole?
A Transfer price at full manufacturing B Transfer price at market price of

cost. comparable imports in France.
Question 34: Assume that the Indian division is charging the French division full
manufacturing cost of ₹12,000 per unit. If the manager of the Indian division wants to
increase the transfer price to ₹12,001 per unit, that is transfer price is proposed to be
increased by ₹1, what will be the impact on the income tax to be paid by the Indian division
in India?
A Increase in income tax payable in India by ₹0.35 per ₹1 increase in transfer price.
B Decrease in income tax payable in India by ₹0.35 per ₹1 increase in transfer price.
C No impact in income tax payable in India.
increase the transfer price to ₹12,001 per unit, that is transfer price is increased by ₹1,
what will be the impact on the income tax and import duty to be paid by the French division
in France?
A Increase in income tax payable in France by ₹0.46 and increase in import duty payable
in France by ₹0.15 per ₹1 increase in transfer price.
B Decrease in income tax payable in France by ₹0.46 and increase in import duty payable
C Increase in income tax payable in France by ₹0.46 and decrease in import duty payable
D Decrease in income tax payable in France by ₹0.46 and decrease in import duty payable
12.11
MCQ’s
increased by ₹1. What will be the impact on the overall profits of Quicklink per ₹1 increase
in transfer price?
A Decrease in overall profits by ₹0.04 B Increase in overall profits by ₹0.04 per

per ₹1 increase in transfer price. ₹1 increase in transfer price.
C Increase in overall profits by ₹1 per ₹1 D No impact on the overall profits of

increase in transfer price. Quicklink.
manufacturing cost of ₹12,000 per unit. The manager of the Indian division wants to
increased by ₹1,000 per unit. What will be the impact on the overall profits of Quicklink
for the 50,000 mobile phones transferred from India to France?
A Decrease in overall profits by B Increase in overall profits by

₹20,00,000 ₹20,00,000
C Increase in overall profits by D No impact on the overall profits of

₹50,00,000 the Quicklink
Question 38: Based on your analysis, should the Indian division increase the transfer price
to ₹13,000 per unit that is ₹1,000 per unit above the full manufacturing cost of ₹12,000
per unit?
A Yes B No
1: A
Description: Division A has 3,000 hours surplus capacity, the transfer price range will be
from $24 per unit to $45 per unit.
Actual capacity of Division A is 13,000 hours while external sales require 10,000 hours.
Hence, capacity surplus is 3,000 hours.
Due to surplus capacity, Division A can meet Division B's request without curtailing external
sales. There is no opportunity cost on account of lost contribution.
Minimum transfer price = Marginal Cost of Production per unit of Y = $24 per unit.
12.12
MCQ’s
Maximum transfer price = Lower of Net Marginal Revenue and the External Buy-in Price.
The Maximum Transfer Price would be the External Procurement Price for Division B =$45
per unit.
Note: Additional cost information related to Division B would be needed to calculate net
marginal revenue.
2: A
Description: The correct answer is $12 per unit to $14 per unit. When there is an external
market, Division A will charge the opportunity cost due to lost sales since it is operating at
full capacity. The minimum price charge by Division A will be marginal cost per unit +
opportunity cost per unit. Opportunity cost per unit = external selling price less marginal
cost for the intermediate product = $12 per unit less $10 per unit = $ 2 per unit. Hence,
the minimum price that Division A will charge = $12 per unit. Division B will be ready to pay
a maximum of $14 per unit which is the lower of net marginal revenue and external market
price. Therefore, the transfer price range will be from $12 per unit to $14 per unit.
3: A
Description: The correct answer is Rs.225 per kg. Pulp Division is selling only 60,000 kgs to
external customers. Hence, there is excess capacity with the division that can fully cater
to the requirement of 10,000 kgs of Carton Division. Hence, the minimum transfer price/
that should be acceptable to Pulp Division is the variable cost per unit Rs.225 per kg. There
is no contribution due to lost sales.
4: D
Description: Internal cost records provide the information for calculating cost based
transfer pricing. Since information is available completely within, the basis for the transfer
price will be more easily understood as compared to market based transfer price. The
interpretation of costs can be of many types like full costing, marginal costing, standard
costing etc. Hence cost based transfer pricing is subjective. Since managers of supplying
divisions are allowed to recoup the divisional cost by charging other divisions it services,
there is little incentive for the manager to build efficiency in the cost structure. This goes
against goal congruence.
5: B Division B will be willing to pay (Division A) a maximum price calculated as lower of
net marginal revenue per unit and the external buy in price per unit. The net marginal
revenue is $15 per unit while the external buy in price is $14 per unit. Hence, Division B will
not be ready to pay more than the external price. So, Division A can charge maximum $14
per unit to remain competitive with the market.
6: D Where there is an external market, Division B will be willing to pay (Division A) a
maximum price calculated as lower of net marginal revenue per unit and the external buy
in price per unit.
7: A
Description: Division A should be able to recover its marginal cost which is $10 per unit.
Since there is no external market, there is no opportunity cost. The other figures are
arbitrary.
12.13
MCQ’s
8: B The net marginal revenue per unit is calculated as selling price per unit less the
marginal cost of Division B = $20 per unit - $5 per unit = $ 15 per unit.
9: D
Description: The correct answer is Rs.4,800 per unit of Chemical X.
Division A can sell Chemical X in the external market for Rs.5,000 per unit. It is operating
at full capacity and there is external demand for the chemical. Therefore, the transfer
price that can promote goal congruence is
Minimum Transfer Price (determined by the supplying division)
= Additional Outlay Cost per unit + Opportunity Cost per unit.
Additional Outlay Cost = Marginal Cost + Any Additional Incidental Costs incurred by the
supplying division e.g., storage, transportation etc. In this case there is no additional
incidental cost due to internal transfer, rather there is a savings due to lower packaging
cost. This should be considered.
Opportunity Cost is the benefit that is foregone from selling internally rather than
externally. Opportunity cost is the contribution lost from external sales which is selling
price of Rs.5,000 – Rs. 3000 variable cost = Rs.2,000 per unit.
Transfer price = marginal cost of a Rs.3,000 per unit - savings of Rs.200 per unit due to
lower packaging cost + Rs.2,000 which is the lost contribution per unit (opportunity cost) =
Rs.4,800 per unit.
10: A
Division B will be willing to pay (Division A) a maximum price calculated as lower of net
marginal revenue per unit and the external buy in price per unit.
The net marginal revenue is $15 per unit while the external buy in price is $18 per unit.
Division B will hence be willing be ready only up to $15 per unit. If Division B pays beyond
$15 per unit, it will result in a loss for the division.
11: D
The correct answer is Rs.2,400 per unit of Chemical X.
Division A can sell Chemical X in the external market for Rs. 2,500 per unit. It is operating
at full capacity and there is external demand for the chemical. Therefore, the transfer
price that can promote goal congruence is
Minimum Transfer Price (determined by the supplying division)
= Additional Outlay Cost per unit + Opportunity Cost per unit.
Additional Outlay Cost = Marginal Cost + Any Additional Incidental Costs incurred by the
supplying division e.g., storage, transportation etc. In this case there is no additional
incidental cost due to internal transfer, rather there is a savings due to lower packaging
cost. This should be considered.
Opportunity Cost is the benefit that is foregone from selling internally rather than
externally. Opportunity cost is the contribution lost from external sales which is selling
price of Rs.2,500 – Rs.1,500 variable cost = 1,000 per unit.
12.14
MCQ’s
Transfer price = marginal cost of Rs.1,500 per unit - savings of Rs.100 per unit due to
lower packaging cost + Rs.1,000 which is the lost contribution per unit (opportunity cost) =
Rs.2,400 per unit.
12: D
Description: The correct answer is (D). Sub optimal utilization of resources can be avoided
by using transfer pricing. This determines the level of output for the particular product or
service. Decisions about inter divisional sales will then determine the scale of operations
and investment. Transfer pricing is aimed at profit maximization for the company as a whole
in line with its objectives. It is helps in evaluating the performance of individual divisions.
13: D The correct answer is Rs.270 per kg. Carton Division can purchase its
requirement from a supplier at a cost of Rs.300 per kg less a 10% quantity discount =
Rs.270 per kg. Carton Division will not be ready to pay any more to the Pulp Division.
14: B
Description: The correct answer is Rs.300 per kg. Since Pulp division operating at full
capacity and is in a position to see its produce to outside customers it will have to factor
for the contribution from lost sales. Pulp Division earns Rs.75 per kg as contribution from
each unit.
Transfer price = Variable cost + contribution lost per unit = Rs.225 + Rs.75 = Rs.300 per kg
15: A
Description: The correct answer is less than Rs.270 per kg. Minimum transfer price of Pulp
Division Rs.225 per kg and the external buy in price of Carton Division is Rs.270 per kg.
16: C
Description: Yes, transfer price range will be from Rs.225 per kg to Rs.260 per kg.
Although, Pulp Division will not be able to recover its full cost (fixed plus variable cost) of
Rs.265 per kg. However, it will be able to recover its variable cost, at Rs.225 per kg, fixed
cost is anyway a sunk cost. Carton Division will be ready to pay up to Rs.260 per kg. Hence
the transfer price range will be from Rs.225 per kg to Rs.260 per kg.
17: B
Description: No, the product Y is cheaper in the external market and hence Division B
should purchase it from outside.
Transfer price set at as explained in earlier part is $94.66 per unit. External buy in cost
in $45 per unit. Hence it would be cheaper to purchase from outside.
18: B The number of hours needed for external sales are 10,000.
External Sales Quantity (units) Hours per unit Total Hours need
X 800 6 4,800
Y 500 8 4,000
Z 300 4 1,200
Total hours needed for 10,000
external sales
19: D
12.15
MCQ’s
Description: The correct answer is all of the above are true when Division A has 8,000
hours of actual capacity.
Division A needs 10,000 hours for external sales and 2,400 hours for meeting Division B's
request. Hence the total hours required is 12,400. Actual capacity is 8,000 hours. Hence
there is a shortfall of 4,400 hours.
Since labour hours is the constraint, it should be used optimally for which the contribution
per labour hour has to be calculated.
If Division A has to cater to the request from Division B, it has to account for
opportunity cost from lost sales.
Particulars
Selling Price per unit
Less: Variable Cost per unit
Contribution per unit
Labour hours per unit
Contribution per hour
Ranking high to low
20: C
Description: The correct answer is X - 800 units, Y - 250 units and Z-300 units. The
optimum production mix for external sales is calculated as
Total hours available = 8,000 hours. The products are ranked as per their contribution per
hour. Product Z yields the maximum contribution per labour hour, followed by X and Y
(Refer to earlier part). Hence, hours will first be allotted to Z, then to X and the last to Υ.
Priority External Quantity Hours per Total Hours Remaini
Sales units unit needed hours
1 Z 300 4 1,200 6,800
2 X 800 6 4,800 2,000
3 Y 250 8 2,000 NIL
The entire demand of Product Z will be produced first. This requires 1,200 hours. Out of
the balance 6,800 hours, Product X will require 4,800 hours. This leaves a balance of 2,000
hours for Product Y. Product Y requires 8 hours per unit. Hence, maximum production of
product Y = 2,000 hours/ 8 = 250 units.
21: D Contribution lost from reduced sales of Y = $17,000 and X = $4,200.
If Division A accepts to produce 300 units of Y for Division B, the total hours required for
internal sales would be 2,400 hours. This can be catered to by curtailing its external sales.
2,000 hours from production of external sales of Product Y is first diverted and the
balance 400 hours are diverted from production of Product X. Hence this results in lost
contribution, an opportunity cost that has to be included in transfer pricing.
Contribution Lost from Reduced External Sales = Product Y (2,000 hours × contribution per
hour of $8.5) + Product X (400 hours × contribution per hour of $10.5)
= $17,000 + $4,200 = $21,200
22: C
12.16
MCQ’s
If Division A accepts to produce 300 units of Y for Division B, what should be the transfer
price range that can be charged to Division B would be $94.66 per unit.
On a per unit basis, lost contribution works out to $21,200/300 units = $70.66. Please refer
to earlier parts for explanation for lost contribution.
Transfer Price = Marginal Cost p.u. Contribution Lost from Reduced External Sales = $24+
$70.66 = $94.66 +
Since Division B can buy at $45, it would be cheaper to purchase the component from
outside.
23: B
Contribution lost from reduced sales of Y $ 3,400.
As explained earlier, the shortfall of 400 hours to meet the internal requirement for Y is
met by diverting hours earmarked for external sale of Product Y (Rank 3 as explained
earlier).
Contribution Lost by Diverting 400 hours from Product Y for External Sales -
= 400 hours x contribution per hour = 400 hours x $8.5 = $3,400
24: C
Description: The correct answer is $35.33 per unit.
On a per unit basis, lost contribution = 3,400 / 300 units = 11.33 per unit
Therefore, Transfer Price = Marginal Cost p.u. + Contribution Lost from Reduced External
Sales = 24+11.33 = $35.33 per unit
25: C
Description: The correct answer is $35.33 per unit - $45 per unit.
Division B will be willing to buy within in this range below the external buy in piece of $45
per unit. Division A will want to charge at the minimum $35.33 per unit.
In order to recoup the contribution from lost sales. Hence this will be the range.
26: A The correct answer is X 800 units, Y 500 units and Z 300 units is the optimum
mix for external sales. The entire demand of Product Z will be produced first. This
requires 1,200 hours. Out of the balance 10,800 hours, Product X will require 4,800
hours. This leaves a balance of 6,000 hours for Product Y. Product Y requires 8 hours p.u.
External sales of product require 4,000 hours (500 units x 8 hours p.u.). This leaves
2,000 hours available for production of 300 units of Y to be sold to Division B.
Priority External Quantity Hours per Total Hours Remaining
Sales units unit needed hours
1 Z 300 4 1,200 10,800
2 X 800 6 4,800 6,000
3 Y 250 8 4,000 2,000
For the internal demand of Product Y 300 units will require 2,400 hours (300 units x 8
hours p.u.). Hence, there is a shortfall of 400 hours to meet this internal demand. This
shortfall of 400 hours will be made up with diverting hours earmarked for external sale of
Product Y (Rank 3 as explained earlier).
27: C
12.17
MCQ’s
The number of hours needed for external sales are 10,000.

External Sales Quantity (units) Hours per unit Total Hours need
X 800 6 4,800
Y 500 8 4,000
Z 300 4 1,200
Total hours needed for 10,000
external sales
28: D
Description: All of the above statements are true.
The total hours needed for external sales is 10,000 and those need for internal transfer
is 2,400 hours. In all, 12,400 hours are needed, when only 12,000 hours are available. There
is a shortfall of 400 hours.
Capacity is hence limited. Since labour hours is the constraint, it should be used optimally
for which the contribution per labour hour has to be calculated.
If Division A has to cater to the request from Division B, it has to account for opportunity
cost from lost sales.
Contribution per hour of X is $10.50 per unit, Y is $8.50 per unit and Z is $13 per unit.
Particulars X Y Z
Selling Price per unit $96 $92 $80
Less: Variable Cost per unit $33 $24 $28
Contribution per unit $63 $68 $52
Labour hours per unit 6 8 4
Contribution per hour $10.50 $8.50 $13.00
Ranking high to low II III I
29: C
30: D
31: B
32: D
33: A
34: B Decrease in income tax payable in India by ₹0.35 per ₹1 increase in transfer price.
35: B Decrease in income tax payable in France by ₹0.46 and increase in import duty
payable in France by ₹0.15 per ₹1 increase in transfer price.
36: A Decrease in overall profits by ₹0.04 per ₹1 increase in transfer price
37: A Decrease in overall profits by ₹20,00,000. Refer to Step 5 in the explanation
table.
38: B If the Indian division increases the the transfer price from ₹12,000 per unit to
₹13,000 per unit and transfers 50,000 units to the French division, the overall profits will
decrease by ₹20,00,000. Therefore, the Indian division should not increase the transfer
pricing rate.
12.18
Standard Costing
MCQ’s
STANDARD COSTING
CHAPTER 13
Question 1: NEC is a multiple product manufacturer. NEC produces the unit, and all
overheads are associated with the delivery of units to its customers:
Particulars Budget Actual
Overheads (Rs.) 4,000 3,900
Output (units) 2,000 2,100
Customer Deliveries (no.Rs.s) 20 19
Efficiency Variance and Expenditure Variance by adopting ABC approach in are -
A Efficiency Variance 400 (F); B Efficiency Variance 100 (A);

Expenditure Variance 100 (A) Expenditure Variance 400 (F)
C Efficiency Variance 100 (F); D Efficiency Variance 400 (A);

Question 2: The manager of production department is arguing that the following point is
not responsible for Material Usage Variance
A Change in method of production/ B Increased efficiency in production can

design help in bringing down wastage rate
C Changes made in the material mix D Purchase price of inferior quality

material
Question 3: If the production levels increase in a manufacturing organization ABS Ltd

within a relevant range, which of the following costs would decrease if production levels
were increased within the relevant range?
A Total fixed costs B Variable costs per unit
C Total variable costs D Fixed costs per unit
13.1
Standard Costing
MCQ’s
Question 4: The Managing Director of ACE Toy company reviewed the standard cost
variance analysis, and he wants to understand the reason of unfavourable labour efficiency
variance of Rs.6,700. The most likely cause of the variance is -
A The new contract with labour B For last few weeks the machinery
increased wages maintenance has been inadequate
C The production department has D None of the above

employed highly skilled workers
Question 5: CNZ has identified the following variances for Oct'23:

Sales Margin Volume Variance Rs.5,000 (A)
Sales Price Variance Rs.2,500 (F)
Material Cost Variance Rs.1,000 (A)
Total Cost Variance Rs.6,000 (A)
Standard Margin on Actual Sales for the Oct 23 was Rs.60,000.
What was the fixed budget profit for the period?
A Rs.62,500 B Rs.60,000 C Rs.65,000 D Rs.70,000
Question 6: DIVY's operating costs are 70% variable. Which of the following variances'
figures would change if DIVY changed from standard marginal costing to standard
absorption costing?
i. Direct material efficiency variance
ii. Variable overhead price variance
iii. Variable overhead efficiency variance
iv. Sales volume variance
v. Fixed overhead expenditure variance
A i and ii B ii and iii C iv and v D iv only
Question 7: Deciding the selling price of the new product in market is the most difficult
decision. While doing the variance analysis, the manager of the sales and marketing
department of the company is interested to know which of the following is not responsible
for Sales Price Variance
A Higher discounts given to customers in order to encourage bulk purchases
B Failure to satisfy demand due to production difficulties
13.2
Standard Costing
MCQ’s
C Better sales price realization
D Market conditions or economic conditions forcing changes in prices across the industry
Question 8: If in MyGlam company the new manager wants to understand that if the
variance arises solely because the actual quantity sold differs from the budgeted quantity
sold is
A Static budget variance B Master budget increment
C Sales mix variance D Sales volume variance
Question 9: When we perform a task, as experience is gain with the task, which one of
the following techniques would most likely be used
A Regression analysis B Learning curve analysis
C Sensitivity analysis D Normal probability analysis
Overheads ($) 4,000 3,900
Customer Deliveries (no.'s) 20 19
Efficiency Variance and Expenditure Variance by adopting ABC approach in $ are


Overheads ($) 4,000 3,900
Customer Deliveries (no.'s) 20 19
Efficiency Variance and Expenditure Variance by adopting ABC approach in $ are
13.3
Standard Costing
MCQ’s


Case Scenario 1
Ski Slope had planned, when it originally designed its budget, to buy its artificial ice for ₹10/
per kg. However, due to subsequent innovations in technology, producers slashed their prices
to ₹9.70 per kg. and this figure is now considered to be a general market price for the purpose
of performance assessment for the budget period. The actual price paid was 9.50, as the Ski
Slope procurement department negotiated strongly for a better price. The other information
relating to that period were as follows:
Original Standards Revised Standards Actual

(ex-ante) (ex-post) (5,500 units)
5,500 units x ₹2,75,000 5,500 units x 2,53,412.50 27,225 Kgs. ₹2,58,637.50
5 Kgs. x 10 4.75 Kgs. x x 9.50
₹9.70
Question 12: Planning Variances for 'Ice' are as under:
A Usage Variance ₹13,750 (F); Price B Usage Variance ₹13,570 (A); Price
Variance ₹8,737.50 (A) Variance ₹7,837.50 (F)
C Usage Variance ₹21,587 (A); Price D Usage Variance ₹13,750 (F); Price
Variance ₹8,737.50 (A) Variance ₹7,837.50 (F)
Question 13: Operational Variances for 'Ice' are as under:
Variance 5,225 (A) Variance ₹5,225 (F)
C Usage Variance ₹10,670 (A); Price D Usage Variance ₹10,760 (F); Price
Variance ₹5,445 (F) Variance ₹5,445 (A)
Question 14: The better negotiation of a price should be recognised as an_____matter.
A Operational B Financial C Planning D Marketing
13.4
Standard Costing
MCQ’s
Question 15: An innovation in technology is ______the control of Ski Slope and is, by
nature, a ________ 'error'
A Under, Operational B Outside, Technological
C Outside, Planning D Outside, Marketing
Question 16: Traditional Variances for 'Ice' are as under:
Variance ₹13,612.50 (F) Variance ₹16,362.50 (F)
C Usage Variance ₹2,750 (F); Price D Usage Variance ₹10,670 (A); Price
Variance ₹13,612.50 (A) Variance ₹5,554 (A)
Question 17: Variance which arises because of inaccurate or faulty standards, it is not in
control of management, and they should not be held responsible. This variance is –
A Planning variance B Operational variance
C Labour variance D Efficiency variance
Question 18: Variances which arise due to inefficiency of a cost centre /department is –
A Controllable variance B Uncontrollable variance
C Under controllable variance D Planning variance
Question 19: The total fixed overhead variance is the –
A Measure of the lack of production B Amount of the under-applied or over-

volume applied fixed overhead costs.
C Cost Reduction achieved from D Measure of production inefficiency.

difference in productions.
13.5
Standard Costing
MCQ’s
Question 20: A newly appointed manager of HR Department interested to know which of

the following is not responsible for Labour Rate Variance.
A Unexpected increase in the pay rate of labour
B Level of experience of the labour can impact the direct cost of labour
C Poor supervision of workforce
D Change in the composition of the workforce can impact direct labour costs
Question 21: The manager who has just implemented JIT in the company is stating that
the following point is not responsible for Labour Efficiency Variance.
A Poor supervision of the workforce B Learning curve effect upon the labour
efficiency levels
C Using inferior quality of material D Salary paid to female employees
1: A
Description:
Efficiency Variance = Cost Impact of undertaking activities more/ less than standard
= (21 deliveries* - 19 deliveries) x 200 = 400 (F)
2,100 units
(∗) 20 deliveries ×
2,000 units
Expenditure Variance
= Cost impact of paying more/ less than standard for actual activities undertaken
= (19 deliveries x Rs.200) - Rs.3,900 = Rs.100 (A)
2: D
Description: Quantity of Inferior quality material is responsible for material usage
variance.
3: D
Description: The fixed cost per unit decreases, if production increases within a relevant
range.
13.6
Standard Costing
MCQ’s
4: B
Description: If machine will not work properly for production in such case labour
efficiency variance will be unfavourable.
5: C
Description :
Sales Margin Volume Variance:
(Actual Quantity - Budgeted Quantity) x Standard Margin per unit = 5,000 (A)
Standard Margin on Actual Sales:
(Actual Quantity × Standard Margin per unit) = Rs.60,000
Fixed Budget Profit: (Rs.60,000 + Rs.5,000) = Rs.65,000
6: D
Description: Sales Volume Variance (by concept)
7: B
Description: Failure to satisfy demand due to production difficulties will result in Sales
volume variance and not sales price variance.
8: D
Description: Sales Volume Variance arises due to difference of actual quantity sold and
budgeted quantity sold.
9: B
Description: A learning curve is a concept that shows how a process is improved over time
due to learning and increased proficiency.
10: A
Description:
Efficiency Variance = Cost Impact of undertaking activities more/ less than standard
= (21 deliveries* - 19 deliveries) x $200 = $400 (F)
Expenditure Variance
= Cost impact of paying more/ less than standard for actual activities undertaken
= (19 deliveries x $200) - $3,900
= $100 (A)
2,100 units
2,000 units
11: A
Description:
Efficiency Variance Cost Impact of undertaking activities more/ less than standard
= (21 deliveries* - 19 deliveries) x $200 = $400 (F)
Expenditure Variance Cost impact of paying more/ less than standard for actual activities
undertaken
= (19 deliveries x $200) - $3,900 = $100 (A)
2,100 units
2,000 units
12: D
13.7
Standard Costing
MCQ’s
Description:
Planning Variances
Usage Variance = (27,500 Kgs. - 26,125 Kgs.) x Rs.10 = Rs.13,750 (F)
Price Variance = (₹10 - ₹9.70) x 26,125 Kgs. = ₹7,837.50 (F)
13: C
Description:
Operational Variances Usage Variance = (26,125 Kgs. - 27,225 Kgs.) x Rs.9.70
= Rs.10,670 (A)
Price Variance = (₹9.70 - ₹9.50) x 27,225 Kgs. = Rs.5,445 (F)
14: A
Description: The better negotiation of a price should be recognised as an operational
matter. Operational variances are self-evidently under the control of operational
management, So operational efficiency must be assessed with only these figures in mind.
15: C
Description: An innovation in technology is outside the control of Ski Slope and is, by nature,
a planning 'error'. Planning variances are generally not controllable. Where a revision of
standards is required due to environmental/ technological changes that were not
anticipated at the time the budget was prepared, the planning variances are truly
uncontrollable. However, standards that failed to anticipate known market trends when
they were set will reflect faulty standard-setting: it could be argued that these variances
were controllable at the planning stage.
16: A
Description: Traditional Variances
Usage Variance = (27,500 Kgs. - 27,225 Kgs.) x Rs.10 = Rs.2,750 (F)
Price Variance = (₹10 - ₹9.50) x 27,225 Kgs. = Rs.13,612.50 (F)
17: A
Description: Planning variance arises because of inaccurate or faulty standards; it is not in
control of management, and they should not be held responsible.
18: A
Description: Variances which arise due to inefficiency of a cost centre /department is
Controllable variance. It is in the control of the management of the organization.
19: B
Description: The total fixed overhead variance is the difference between the actual total
fixed overhead cost incurred and the applied fixed overhead.
20: C
Description: Poor supervision of workforce will be responsible for labour efficiency
variance.
21: D
Description: The salary paid to female employee will not impact the labour efficiency
variance.
13.8

My MCQ

Uploaded by

Copyright:

Available Formats

My MCQ

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

My MCQ

Uploaded by

Copyright:

Available Formats

MCQ’s Introduction to Strategic Cost Management

INTRODUCTION TO STRATEGIC COST

Question 1: Which of the following are the disadvantages of traditional cost

A i,ii and iv B i and ii only

C ii and iii only D All of the above

A i and ii only B i and iii only

C ii and iii only D All of i,ii and iii

A i,ii and iii only B i, ii and iv only

C i, iii and iv only D ii, iii and iv only

Question 4: John W Fabrics considering the decisions regarding segmentation.

A Distinct, Artistic, Measurable and Profitable

B Distinct, Accessible, Measurable and Profitable

C Desperate, Accessible, Many, and Profitable

D Distinct, Accessible, Measurable and Popular

Question 5: Technological advancement, especially digital technologies has capability to

A i-C, ii-A, iii-D, and iv-B B i-C,ii-A,iii-B, and iv-D

C i-B,ii-A,iii-D, and iv-C D i-B,ii-D,iii-A, and iv-C

Question 6: XYZ Hospitals of emerged as Europe’s forecast integrated healthcare

A to bring healthcare of international standards within the reach of every individual

B Be the global leader in cutting-edge Robotic Surgery

D Practice the safest, most equitable and effective medical care

A i and ii B i and iii C i,ii and iii D i,iii and iv

A Customer Jobs B Customer Profitability

C Customer Pains D Customer Gains

A i and ii only B i and iii only

C ii and iii only D All of i, ii and iii

Question 10: Strategic Cost management (SCM) is the implementation of cost

A Strategic positioning, value chain analysis and business environment analysis

B Cost driver analysis, strategic positioning and value chain analysis

C Value chain analysis, strategic positioning and performance analysis

D Strategic Positioning, value proposition analysis and business environment analysis

A Substitute B Extension C Plugin D New Version

A Star B Cash Cow

C Dog D Question mark

A i and ii only B i and iii only

C ii and iii only D All of i, ii and iii

A Customer Segment, Key Activities B Value Proposition, Cost Structure

C Customer Segment, Channel D Value Proposition, Customer Segment

Question 16: The technique of “Management by wandering around” is concerned with

A Both of i and ii B Only with i

C Only with ii D None of i and ii

A i, ii and iii B ii, iii and iv C iii, iv and i D iv, i and ii

A Allocation of cost is based on volume (per unit produced)

A i-d, ii-a, iii-b, iv-c B i-d, ii-c, iii-b, iv-a

C i-b, ii-c, iii-d, iv-a D i-b, ii-a, iii-d, iv-c

A Pain relivers and gain creators counter each other as effects

C Pain relievers are different from gain creators

A Az is a big business that can outwit smaller rivals

B Az makes significant investments in the research and creation of novel products

C Az enjoys a good reputation because it hasn’t experienced a significant product recall

D Az obtains patents on significant medication breakthroughs in order to safeguard its

Question 22: Assertion – Management accountants being leader, need to be proficient in

B Both are correct statements and reason is correct explanation to assertion

C Only assertion is correct

D Only reason is correct

A i and ii B i and iii C ii and iv D ii and iii

A Infrastructure B Inbound Logistic

C Procurement D Outbound Logistic

Question 25: As a management consultant for guiding a company on analysing its