Masters of Business Administration MBA

yes

Functional area of management refers to the various tasks that are done in an organization under supervision. These will consists of planning, leading, organizing and coordination of these functions.

A terminal degree is defined as the "highest" degree available in a particular field. A Ph.D. (Doctor of Philosophy) is an oft mentioned terminal degree in several fields of study. Other terminal degrees include: DA, DBA, Ed.D., DEng, DM, DMus, DMA, DPS, DSc, MD, DPH, et al. The purpose of a terminal degree is to ensure the highest level of competence in a particular discipline and to certify the person's ability to think independently. According to etiquette, only terminal degrees may follow a person's name, e.g., Jane Doe, Ph.D. Most, if not all, terminal degrees merit an earned (as opposed to inherited) title, such as Dr. Jane Doe.

Yes, it is. It is appropriate for those holding a master's or doctorate degree. Some individuals would like to use the associates or bachelor's abbreviation, however, that would be inappropriate.

Yes this institute is recognised and the below given answer just for website not for institute

www.nimonweb.com a recognised

but yes natinol institute is recognised

But it should be recongnised by All India Council for technical education but it is not recongnised by this

The range of strategies can be conveniently expressed in

terms of four basic approaches to competing in decline, which the firm

can pursue individually. These alternative declining strategies are.

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1. Leadership: The leadership strategy is directed at taking

advantage of a declining industry whose structure is such that the

remaining firms are above - average profitability and leadership is

feasible vis - a - vis competitors. The firm aims at being firms

remaining in the industry. Once this position is attained the firm

switches to a holding position or controlled harvest strategy, depending

on the subsequent pattern of industry sales. The premise underlying this

strategy is that by achieving leadership the firm is in a superior position

to hold position or harvest than it would be otherwise.

Tactical steps that can contribute to executing the leadership strategy

are the following:

a. Investing in aggressive competitive actions in pricing, marketing or

other areas designed to build market share and ensure rapid retirement

of capacity from the purchasing market share by acquiring competitors

or competitors product lines at prices above their opportunities for sale;

this has the effect of reducing competitors exit.

b. Purchasing and retiring competitors capacity, which again lowers exit

barriers for competitors and insures that their capacity is not sold within

the industry; a leading firm in the mechanical sensor industry repeatedly

offers to buy the assets of its weakest competitors for this reason.

2. Niche: The reason of this strategy is to identify a segment (or

demand pocket) of the declining industry that will not only maintain

stable demand or decay slowly but also has structural characteristics

allowing high returns. The firm then invests in building its position in

45

this segment. It may find it desirable to take some of the actions listed

under the leadership strategy in order to reduce competitors' exit

barriers or reduce uncertainty concerning this segment. Ultimately the

firm may either switch to a harvest or divest strategy.

3. Harvest: In the harvest strategy, the firm seeks to optimize cash flow

from the business. It does this by eliminating or severely curtailing new

investment, cutting maintenance of facilities, and taking advantage of

whatever residual strengths the business has in order to raise prices or

reap benefits of past goodwill in continued sales, even though

advertising and research have been curtailed. Other common harvest

tactics include the following:

* Reducing the number of models.

* shrinking the number of channels employed;

* Eliminating small customers;

* Eroding service in terms of delivery time (inventory), speed of

repair, or sale assistance.

The harvest strategy presupposes some genuine past strengths on

which the firm can live, as well as an industry environment in the

decline phase that does not degenerate into bitter warfare. Without

some strengths, the firm's price increases, reduction in quality, cessation

of advertising, or other tactics, will be met with severely reduced sales.

If the industry structure leads to great volatility during the decline

phase, competitors will seize on the firm's lack of investment to grab

market share or bid down prices, thereby eliminating the advantages to

the firm of lowering expenses through harvesting. Also, some

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businesses are hard to harvest because there are few options for

incremental expense reduction; an extreme example is one in which the

plant will quickly fail to operate if not maintained.

4. Quick divestment: This strategy rests on the premise that the firm

can maximize its net investment recovery from the business by selling it

early in decline, rather than by harvesting and selling it later or by

following one of the other strategies. Selling the business early usually

maximizes the value the firm can realize from the sale of the business,

because the earlier the business is sold, the greater is the uncertainty

about whether demand will indeed subsequently decline and the more

likely other markets for the assets, like foreign countries, are not

glutted.

In some situations it may be desirable to divest the business before

decline, or in the maturity phase. Once decline is clear, buyers for the

assets inside and outside the industry will be in a stronger bargaining

position. On the other hand, selling early also entails the risk that the

firm's forecast of the future will prove incorrect.

Divesting quickly may force the firm to confront exit barriers like image

and interrelationships, although being early usually mitigates these

factors to some extent. The firm can use a private label strategy or sell

product lines to competitors to help ease some of these problems.

Tapasya Sharma

student of IMT

Prin. L. N. Welingkar Institute Of Management Development & Research, Mumbai (WELINGKAR MUMBAI)

K. J. Somaiya Institute Of Management Studies & Research, Mumbai (KJS IMSR MUMBAI)

Lala Lajpatrai Institute Of Management, Mumbai (LLIOM MUMBAI)

Mahatma Gandhi Mission's Institute Of Management Studies & Research, Kamothe (MGM IMSR MUMBAI)

MET's Institute Of Management, Mumbai (MET IOM MUMBAI)

S.I.E.S. College Of Management Studies, Mumbai (SIES CMS MUMBAI)

Vivekanand Education Society's Institute Of Management Studies & Research, Mumb (VES IMSR MUMBAI)

Indian Education Society's Management College & Research Centre, Mumbai (IES MCRC MUMBAI)

Maratha Mandir's Babasaheb Gawde Institute Of Management Studies, Mumbai (MMBG IMS MUMBAI)

Institute Of Management Studies & Research, New Panvel (PILLAI IMSR MUMBAI)

Anjuman-I-Islam's Allana Institute Of Management Studies, Mumbai (ANJUMAN IMS MUMBAI)

Fr. C. Rodrigues Inst. Of Management. Studies, Navi Mumbai (RODRIGUES IMS MUMBAI)

Gurunanak Institute Of Management Studies, Mumbai (GIMS MUMBAI)

Thakur Institute Of Management Studies & Research, Mumbai (TIMSR MUMBAI)

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An individual with a master's in business administration (MBA), is an individual with an MBA. There is not title attached to the master's degree category as with an individual who holds a doctorate being referred to as doctor.

Vyavsaay Prabandhan Mein Snaatakotra

Yes, one may study for an MBA in New Zealand. This degree has its name somewhat protected, and the institution must have accreditation before it may offer this degree.

AMBA is the organization performing this function outside the USA (/+Canada?).

I'm so, so tempted to make a witty answer. But the correct salutation is their first and last name with MBA following their name (ie. John Smith, MBA).

I am going to assume you are not from the United Sates. What I can say is that within the United States we do not differentiate in terms of gender and how that might apply to career goals and objectives. The question is one of passion; A love for what one wishes to do with the recognition of the benefit it will bring to others as well as oneself. The MBA is a very beneficial degree to have no matter whether male or female. If you have a passion for what you want to do, and that degree will lead you to your overall career goals and objectives, then it can be nothing but good. First, acquire a vision (a dream) for yourself; A clearly articulated picture of the future you intend to create for yourself. Again, it should be a vision based on a passion for what you want to do. Once you have that vision, your path will become clear.

An MBA is an advanced business degree that will lead to greater income potential, advancement into upper management on your current job or more career opportunities if you are looking for a new job. An MBA will also better prepare you to establish and run all aspects of your own business if you have an entrepreneurial spirit. An MBA will lead to specialization and advancement in whatever your undergraduate degree is in and depending on your personnel situation, your profession and your employment situation an MBA may lead to fulfillment of your professional goals.

This article talks about the importance of focusing your MBA to improve job prospects or advance your career.

Probably, but since you ALREADY know how to write incoherent questions and have demonstrated your unabashed willingness to cheat why are you bothering to get an MBA? You are already fully qualified to be middle management slime.

There are many challenges to human resource management. A major issue is being able to handle all of the important complaints while providing for employees' needs.

Segmenting is when you see the need to target one specific group or market for your products/services. The particular group (segment) has or displays a different need from the rest of the consumer population.

This is a rough outline. Symbiosis includes subjects such as foreign languages, geography and sociology. First Year: First Semester (Seven Papers) 1.1 Foundation of Human Skills - I 1.2 Finance and Cost Accounting 1.3 Business Law 1.4 Quantitative Methods for Business - I 1.5 Effective Communication - I 1.6 Principles of Management - I 1.7 Introduction to Computers First Year: Second Semester (Seven Papers) 2.1 Foundations of Human Skill - II 2.2 Industrial Law 2.3 Computer Applications in Business 2.4 Business Environment 2.5 Managerial Economics - I 2.6 Production Management 2.7 Environmental Management Second Year: Third Semester (Six Papers) 3.1 Management Accounting 3.2 Managerial Economics - II 3.3 Marketing Management 3.4 Materials Management 3.5 Effective Communication - II 3.6 Principles of Management - II Second Year: Fourth Semester (Six Papers) 4.1 International Marketing 4.2 Elements of Direct and Indirect Taxes 4.3 Export-Import Procedures and Documentation 4.4 Management of Small Scale Industries 4.5 Productivity and Quality Management 4.6 Public Relations Management Third Year: Fifth Semester (Seven Papers) 5.1 Human Resources Management 5.2 Service Sector Management 5.3 Financial Management 5.4 Elements of Logistics Management 5.5 Management of Co-operatives 5.6 Rural Marketing 5.7 Project Work - I Third Year: Sixth Semester (Seven Papers) 6.1 Entrepreneurship 6.2 Quantitative Methods for Business - II 6.3 Marketing Research 6.4 Indian Management Thought and Practices 6.5 Elective Paper - I Econometrics or International Finance 6.6 Elective Paper - II Special Study in Finance or Special Study in Marketing 6.7 Project Work - II

Client-Centered Marketing Spells

In this lesson, I'm going to talk about the two types of client prospects you have…and

how to reach them with my 'client-centered marketing' techniques.

Everyone knows what a client is, right? And of course, you know all about 'prospects,'

too. But it's very important that you know there are two kinds of prospects for your

goods and services…

There are Motivated Prospects…

and Unmotivated Prospects.

Motivated Prospects are those people who are hot to buy right now.

Unmotivated prospects are those who will buy later.

Actually, to add to the confusion, you can also break this particular category down into

Undecided and Unaware prospects, as well.

But let's be optimistic! Let's first talk about the type of prospect we all love - the

Motivated Prospect!

2

This is the person who needs a print shop to do the posters and collateral work for an

upcoming trade show; or someone who needs a photographer for his or her upcoming

wedding; perhaps they've got a big training manual due and need a tech writer to get it

put together; or their garbage disposal has given up the ghost and they need you to

replace it!

These are the hot prospects, and there are easy ways to reach them; for example,

through the Yellow Pages (yes, the phone book still has its place in our lives), the online

yellow pages, and through the local search function of Google or Yahoo.

I'll talk about the Internet and Yellow Pages and advertising a little later down the road,

but now, I want to spend some time talking about the Unmotivated Prospects.

Unmotivated Prospects

Unmotivated Prospects are the lion's share of your market because, unfortunately,

there's a lot more of them around than motivated customers. The problem is that since

they're not looking for your services, YOU have to find out who they are and you have

to educate them on who YOU are, and what you can provide them.

Here's a little secret for you. Not many of your competitors are making the effort to

find these prospects. This is a tremendous opportunity for you to cultivate new clients

with little worry about your competition across town.

3

So how do you attract customers?

You develop a mix of good marketing tools...you become a "Star" - and you stress the

benefits of your benefits! You use what I call client-centered marketing to get people to

call you on the phone and come knocking on your door!

Here's the Mojo. Client-centered marketing is simple. All you have to understand is the

difference between features and benefits!

Features are about you and your product or service. Saying, "We use digital video

cameras" is a feature. (It's a 'what it is.')

Benefits are the specific results that your product or service offers to your clients and

prospects. (It's a 'what it does.')

Saying, "You can rest assured that you'll have a permanent record of all the sights and

sounds of your wedding day - in true-to-life color and sparkling clarity that will

NEVER fade away - a legacy to pass down to your children and their children and their

children's children's children!" is a benefit.

(Sorry about that last part. I always enjoy saying "children's children's children.")

Features count, of course! When I'm buying a piano, I want to know that it has a full set

of 88 keys, that those keys are weighted and they're velocity sensitive, that the whole

shebang weighs under 60 pounds… but what I really want -above all else -is an

4

instrument that sounds terrific on-stage. Only after I'm convinced of that do the

features start to matter.

Anyway…a couple weeks ago, I put up an audio called "10 Steps To Marketing

Success." Remember listening to that one? Do you recall the third step? Very good!

If you printed out the little pocket reminder card, look it up right now! Step three, you

must be client-centered. Now…keeping that thought in mind, just take a closer look at

the stuff you get in the mail.

Most marketing materials are self-centered monologues instead of benefit-laden

dialogues. Or worse, they're just plain boring! And they fail. Why? Because they don't

immediately address the buyers' self interests, which are critical questions like ---

what's in it for me? or So what? or Who cares?

You have to remember that people don't buy things.

They buy results --results like happiness, making and saving money, popularity,

wisdom, saving time, comfort, praise, safety, security, recognition and easier ways to do

things.

While technology is changing our lifestyles, our basic needs and wants have remained

the same for millions of years. So you've got to be sure that all of your marketing

materials include benefit payoffs that tell your prospects immediately how you can

help them be popular, be comfortable, be admired, avoid problems, make their life

easier, gain power and status, gain wisdom, avoid criticism and exploit opportunities.

5

NEVER assume that people can translate your features into benefits; you must always

do this for them!

At this point, you should have figured out that the old platitude about marketing being

"finding a need and filling it" is not specific enough to do you much good. Nope!

You've got to find WANTS and fill them!

Look at it this way. Most of us have enough of the basics - food, shelter, clothing and

transportation. We don't NEED much more. But! We WANT more, don't we? We

really need food as basic sustenance - but we WANT diet foods, gourmet foods, fast

foods, Mexican and Chinese and Italian foods.

We probably don't NEED a six bedroom, four-bath home...but we may WANT one!

We probably don't NEED a new car, but we may WANT a new Mercedes or a BMW or

a vintage 'Vette.

You really don't NEED one of my DVDs but you might WANT to gain wisdom quickly

and conveniently. Get the picture?

People buy with their hearts…

You must remember that people buy with their hearts, and then rationalize their

decision with their heads. It's the old emotion versus logic thing, here. Which means

that when you're trying to sell, remember you're solving a problem for your prospects

by giving them what they want (their desires), not what they need (required), and

they'll reward you big-time for it. How do you do this? Easy. You communicate the

6

"payoff benefits" I just talked about.

Okay. What have we learned in this lesson?

There are two types of client prospects -Motivated Prospects who are ready to buy and

are just looking for a place to spend their money…and Unmotivated Prospects, who

need to be educated as to how you can help them. (They can be further split into

Undecided and Unaware.)

You reach these prospects with "Client-Centered Marketing," making certain to

emphasize the benefits of doing business with you, rather than just the features of your

products and services.

It's not enough to simply find a need and fill it. You have to find WANTS, and then fill

them, for the best results!

To make sure you learn to stress the benefits of your products and services first; and

their features second, I've set up this simple challenge for you. It's a features and

benefits worksheet. On it, there's space for you to write down the features… and the

benefits… of each of your products and services!

I suggest you start with your most popular service or product, and work down the list

from there. Sure, if you're selling a widget, put down that it measures 4 inches by 3

inches by 5 and 5/16 inches in the feature column…but more importantly, write down

the benefit of that size - half the size of similar widgets, takes up very little room so you

can add extra components without crowding your widget rack.

7

Maybe you use special 10-gauge woven silk thread when custom tailoring your clients'

shirts or dresses. That's a feature. The benefit is "hem stitching is invisible and

guaranteed never to unravel or fail." Put those two together and you have an

uncommonly strong sales message.

Get the idea?

Next time around - get ready to rope, ride and brand 'em.

-0-

A project on the wastage of water could focus on identifying the main sources of water loss in urban and agricultural settings, such as leaks in infrastructure, inefficient irrigation practices, and excessive consumption. It could also analyze the environmental and economic impacts of water wastage, emphasizing the need for sustainable practices. The project could propose solutions like implementing water-saving technologies, promoting public awareness campaigns, and encouraging policy changes to enhance water conservation efforts. Overall, the goal would be to foster a more responsible approach to water usage to ensure its availability for future generations.

You can follow following sequence while explaining the projects:

- Project description and Scope

- Client

- Tools, Technologies, and Platform used

- Role and Responsibilities you played

- The major challenges you (and your team) faced with the project and what approach you taken for solving them.

Explain the project in above fashion, but keep remember that it should not become a lengthy story. Once done, wait for a while and let them ask the questions regarding project.

answer