MBA Previous Year Question Paper Aktu: BMB 105 Marketing Management
MBA Previous Year Question Paper Aktu: BMB 105 Marketing Management
BMB 105 Marketing Management MBA Previous Year Question Paper
| 1. | Attempt all questions in brief. | 2 × 7 = 14 |
| a. | Define marketing myopia. |
| b. | Explain production philosophy of marketing. |
| c. | What is psychographic segmentation? |
| d. | Explain Consumerism. |
| e. | What are the specialty goods? |
| f. | Define exclusive distribution system. |
| g. | What is Direct Exporting? |
| 2. | Attempt any three of the following: | 7 × 3 = 21 |
| a. | Develop the marketing mix of personal care products with suitable examples. |
| b. | What are the factors which influence the consumer behavior in the purchase of a consumer durable product? |
| c. | Explain the concept of pricing and its significance. |
| d. | Explain the various types of distribution channel. |
| e. | Discuss the steps involved in international marketing. |
| 3. | Attempt any one part of the following: | 7 × 1 = 7 |
| a | Explain the needs, wants and demand in detail. |
| b | Differentiate between marketing and selling with supporting examples. |
| 4. | Attempt any one part of the following: | 7 × 1 = 7 |
| a | What are the behavioral segmentation criteria? Discuss in detail. |
| b | What is customer-based brand equity? Explain in detail. |
| 5. | Attempt any one part of the following: | 7 × 1 = 7 |
| a | Discuss the challenges and opportunities in different stages of product life cycle. |
| b | Explain the new product development process with supporting examples. |
| 6. | Attempt any one part of the following: | 7 × 1 = 7 |
| a | Discuss the challenges of distribution system and how to overcome them. |
| b | What do you understand by promotion mix? Explain in detail. |
| 7. | Attempt any one part of the following: | 7 × 1 = 7 |
| a | Discuss the global marketing environment in detail. |
| b | Discuss the significance of CRM to maintain the customer base and their loyalty. |
This AKTU MBA previous year question paper has Sections A, B, and C, and each section covers important marketing topics to help you prepare well for the exam.
MBA Previous Year Question Paper Aktu: BMB 105 Marketing Management Answers
Section A - Answers
a. Marketing myopia
Marketing myopia means a company looks only at its current products and short‑term sales instead of understanding customer needs and how they may change over time.
For example, a DVD rental shop that keeps adding more DVDs but ignores online streaming apps is showing marketing myopia.
b. Production philosophy of marketing
The production philosophy says customers mainly want products that are cheap and easily available, so the company focuses on large‑scale and low‑cost production.
For example, a soap factory that tries to produce the maximum number of soaps at the lowest cost, so it can sell them everywhere at a low price, is following the production concept.
c. Psychographic segmentation
Psychographic segmentation means dividing customers based on their lifestyle, interests, values, or personality.
For example, a sportswear brand may treat gym‑going fitness lovers as one group and people who just want comfortable clothes for daily wear as another group.
d. Consumerism
Consumerism is a movement that protects the rights of consumers and fights against unfair practices by companies.
For example, when customers file a complaint in a consumer court or on a government portal to get a refund for a faulty mobile phone, they are taking support of consumerism.
e. Specialty goods
Specialty goods are products that are unique or strongly branded, for which customers are ready to spend extra time and money and do not want substitutes.
For example, a person who travels to a specific store and waits only to buy a certain luxury watch brand considers that watch a specialty good.
f. Exclusive distribution system
An exclusive distribution system is when a company gives selling rights to only one dealer or a very small number of dealers in a particular area.
For example, a premium car company allowing just one authorized showroom in a big city to sell its cars is using exclusive distribution.
g. Direct exporting
Direct exporting is when a company sells its products directly to buyers in another country without using foreign middlemen like agents or distributors.
For example, an Indian handicraft manufacturer that ships goods straight to a retail store in the USA and deals with that store itself is doing direct exporting.
Section B – Answers
a. Develop the marketing mix of personal care products with suitable examples.
The marketing mix of personal care products is based on four main parts: Product, Price, Place, and Promotion.
Product means what you sell, like a face wash for oily skin or a herbal shampoo. Price is how much you charge, for example a low‑cost soap for daily use and a premium body lotion at a higher price. Place is where the product is available, such as supermarkets, chemist shops, and online apps. Promotion includes TV ads, Instagram reels, and discount offers that convince people to try the product.
For example, a popular soap brand sells different variants (lemon, sandal, sensitive skin), keeps an affordable price, makes it available in local kirana stores and big malls, and promotes it during festivals with “buy 3 get 1 free” offers.
b. What are the factors which influence the consumer behavior in the purchase of a consumer durable product?
Consumer behavior for durable products like TVs, fridges, and smartphones is influenced by price, quality, brand image, and features.
People compare prices on websites, check product quality, look at storage or screen size, and read online reviews before deciding. Family and friends’ opinions, social status, and after‑sales service (warranty, repair service) also affect the final choice.
For example, before buying a new fridge, a family may compare three brands online, read reviews on power saving and cooling, ask neighbours for feedback, and then choose the brand that fits their budget and has good service in their city.
c. Explain the concept of pricing and its significance.
Pricing means deciding the amount of money a customer has to pay to buy a product or service.
It is important because price directly affects profit, demand, and brand image. Too high a price may reduce sales, and too low a price may lower profit or make the product look cheap in quality. A balanced price helps attract customers and cover costs.
For example, a new mobile brand may launch a phone with good features at a slightly lower price than big brands so that more students and young working people are willing to try it.
d. Explain the various types of distribution channel.
A distribution channel shows how a product moves from the manufacturer to the final customer.
Common types are: direct channel (manufacturer to customer), one‑level channel (manufacturer → retailer → customer), and two‑level channel (manufacturer → wholesaler → retailer → customer). Some companies also use online stores as a direct channel.
For example, a bakery may sell cakes directly from its shop (direct), while a packaged chips company sells to wholesalers who then supply small shops across the city (two‑level channel).
e. Discuss the steps involved in international marketing.
International marketing means selling products in foreign countries and requires a step‑by‑step process.
First, a company studies foreign markets to understand demand, competition, laws, and culture. Second, it selects target countries and decides how to enter, such as exporting or partnering with a local firm. Third, it designs the international marketing mix: product changes (like different flavours), suitable pricing in foreign currency, channels for export or local distribution, and promotion in the local language.
Finally, the company launches the product, monitors sales and customer feedback, and then makes changes if needed. For example, an Indian snack brand entering the Middle East may reduce spice levels, fix prices in local currency, tie up with local supermarkets, and advertise in Arabic.
Section C – Answers
3(a). Explain the needs, wants and demand in detail.
In marketing, the words needs, wants and demands help us understand why people buy products and services. They look similar, but each word talks about a different level of desire in a person’s mind.
A need is something that is necessary for basic life and survival. These are things like food, clean water, clothes, a house to live in, safety and basic healthcare. If needs are not satisfied, a person feels discomfort or even danger. For example, every person needs food every day. If someone does not eat for a long time, they feel weak and sick. In the same way, students need books or study material to learn.
A want is how a person chooses to satisfy a need. Wants depend on people’s taste, culture, income and lifestyle. Different people can have different wants for the same need. For example, the need is food. One person may want pizza, another may want home‑cooked dal‑chawal, and someone else may want a burger. All three are trying to satisfy the same basic need (food) in different ways. Similarly, the need may be communication. One person may want a simple keypad phone, another may want a smartphone with good camera and apps.
A demand is a want that is supported by the ability and willingness to pay. This means the person not only wants the product but also has enough money and actually plans to spend it. Many people may want an iPhone, but only those who have the required money and go to the store or website to buy it create real demand for the iPhone. If a college student dreams of owning a luxury car but has no money to buy it, it remains only a want, not a demand.
So, in simple terms: people first have needs (basic requirements), then they choose wants (the specific product or brand they prefer), and finally some of those wants become demands when they are ready and able to pay. Understanding this chain helps marketers design the right products and prices for the right group of customers.
3(b). Differentiate between marketing and selling with supporting examples.
Marketing and selling are related, but they are not the same thing. Marketing is a wide process, while selling is only one small part of that process.
Marketing starts much before the product is made. First, the company tries to understand what people really need and what problems they are facing. Then it designs the right product, decides a suitable price, chooses where it will be sold and plans how to inform people about it. The main goal of marketing is to satisfy customers and build a long‑term relationship with them so that they come back again and again.
Selling starts after the product is ready. It mainly focuses on convincing customers to buy the product that is already produced. The seller may use persuasion, offers or pressure just to complete the sale. The main goal of selling is to increase current sales, even if the customer may or may not be fully satisfied in the long run.
For example, imagine a company that wants to launch a new laptop for college students. It talks to students, understands that they need a light laptop with long battery life and reasonable price. It then designs such a laptop, sets a student‑friendly price, sells it through online stores and college‑area shops, and runs social‑media ads explaining how it helps in online classes and projects. This full process is marketing.
Now think of a shopkeeper who has many old laptops in stock. When a student comes in and asks for a laptop, the shopkeeper only tries to push those old models, talks about discounts and tries to close the deal quickly, without checking what the student actually needs. This activity is mainly selling.
In short, marketing is customer‑oriented and long‑term, while selling is product‑oriented and short‑term. Marketing focuses on creating happy and loyal customers; selling focuses on finishing the sale today.
4(a). What are the behavioral segmentation criteria? Discuss in detail.
Behavioral segmentation means dividing customers into groups based on how they actually behave with a product, instead of looking at age, income or location. It studies what people do – how often they buy, why they buy and how loyal they are.
One important criterion is the usage rate. Customers can be light users, medium users or heavy users. For example, some people use mobile data only for WhatsApp and calls (light users), while others watch YouTube and play online games for many hours (heavy users). A telecom company may give special “unlimited data” plans to heavy users and simple low‑price plans to light users.
Another criterion is benefits sought. Different customers look for different benefits from the same type of product. In toothpaste, one person may want whitening, another may want cavity protection, and someone else may want relief from sensitivity. Companies launch different variants of toothpaste and show those specific benefits in ads to match each group.
Purchase occasion is also used. Some products are bought for daily use, while others are bought for special occasions. For example, people buy regular clothes for daily wear but buy special ethnic wear for festivals and weddings. Therefore, brands run normal promotions all year and extra offers or festival collections during Diwali, Eid or wedding season.
Finally, loyalty status matters. Some customers are very loyal and always buy the same brand, some keep switching brands, and some are new users. Companies may give loyalty cards, points or extra discounts to loyal customers to keep them, and free samples or trial offers to new customers to attract them.
By using these behavioural criteria, marketers can create more accurate offers – like festival discounts for occasional buyers, strong loyalty programs for regular buyers and special plans for heavy users – so that each group feels the product is designed especially for them.
4(b). What is customer-based brand equity? Explain in detail.
Customer‑based brand equity is the extra value a brand gets because customers recognise it, trust it and have good feelings about it. It lives in the customer’s mind, not in the factory or the shop.
When people know a brand well and have had good experiences with it, they start to believe that this brand is safer, better or more stylish than others. Because of this belief, they are ready to pay a little higher price, wait for stock to come and even travel to a specific shop just to get that brand. For example, many people prefer a famous sports shoe brand because they feel it is comfortable and lasts longer, even though a cheaper shoe may look similar.
Customer‑based brand equity is built slowly through good quality, consistent service and clear communication. If a mobile brand gives strong performance, quick service centres and honest advertisements for many years, customers start to trust it deeply. They will then recommend it to friends and family, and may choose it again when they need a new phone.
If the brand makes repeated mistakes – poor quality, late deliveries, rude service or confusing messages – this equity becomes weak. Customers stop trusting the brand and easily shift to competitors. So, high customer‑based brand equity means customers think, “This brand is worth my money,” and that thought helps the company earn more sales and profit in the long run.
5(a). Discuss the challenges and opportunities in different stages of product life cycle.
The product life cycle explains how a product moves from being new in the market to finally going out of the market. It has four main stages: introduction, growth, maturity and decline. Each stage has its own problems and chances to grow.
1. Introduction stage
Here the product is new. Very few people know about it, so sales are low and the company spends a lot on advertising and free samples. Challenge: customers may not trust the new product or may be afraid to try it. Opportunity: if the product is good, the company can become the “first name” in that category and build loyal customers early.
Example: when electric scooters first came to market, people were not sure about battery life and charging, so sales were slow. Companies had to give test rides and strong promotions to convince people.
2. Growth stage
Now more people know the product and start liking it, so sales grow quickly. Profit also increases. Challenge: new companies see this success and enter the market, so competition starts. Opportunity: the company can improve quality, add new features, and expand to more cities or online platforms to increase market share.
Example: after electric scooters became popular, many new brands entered with better range and designs. Early brands had a chance to grow fast by opening more showrooms and service centres.
3. Maturity stage
In this stage, almost everyone who needs the product already has it, so sales reach the highest point and then start to slow down. Challenge: the market is crowded, and price wars begin. It is hard to get new customers. Opportunity: companies can launch new variants, change packaging, add combo offers and loyalty programs to keep existing customers.
Example: the smartphone market today is mature in many cities. To stand out, brands offer exchange offers, cashback, better cameras and special editions instead of just lowering price.
4. Decline stage
Here, sales start falling because customers move to new technology or different products. Challenge: unsold stock, low profit and high storage cost. Opportunity: the company can focus on a small group of users who still like the product, or slowly stop the product and introduce a new one.
Example: basic button phones are in decline because most people prefer smartphones. Some companies still sell them in rural areas or for senior citizens who need simple calling only.
5(b). Explain the new product development process with supporting examples.
The new product development process is the journey of a product from a simple idea in someone’s mind to a real item on the shop shelf or website. It helps companies reduce risk and create products that people actually want.
1. Idea generation
In this step, the company collects many ideas from customers, employees, competitors and market trends. Example: a biscuit company hears many customers asking for a healthy, sugar‑free biscuit for diabetics.
2. Screening and evaluation
All ideas are checked to remove the weak or impossible ones. Only the practical and useful ideas are kept. Example: the company drops the idea of a very expensive imported ingredient but keeps the sugar‑free biscuit idea because it looks realistic.
3. Concept development and testing
Now the company explains the product clearly – what it is, who will use it, and why it is better. This concept is shown to a small group of target customers to take feedback. Example: they show a sample pack and description of the sugar‑free biscuit to a group of diabetic people and ask if they would like to buy it.
4. Business analysis
The company calculates expected cost, price, sales and profit. If the numbers look poor, the idea may be changed or dropped. Example: they estimate the cost of ingredients, packaging, dealer margin and decide a selling price that customers can afford and still gives profit.
5. Product development
Here, real prototypes or samples are made. The product is tested in the lab and in real use. Example: the biscuit company prepares different flavours and checks taste, shelf life and packaging strength.
6. Test marketing
The product is launched in a limited area or a few stores to see actual customer reaction. Example: the sugar‑free biscuit is sold only in a few medical stores and supermarkets of one city for three months to observe sales and feedback.
7. Commercial launch
If test marketing is successful, the company launches the product on a large scale with full promotion. Example: the biscuit is now supplied all over the country, advertised on TV and social media, and given in combo offers with tea packs.
By following these steps slowly and carefully, companies can avoid big losses and create products that solve real problems for customers in everyday life.
6(a). Discuss the challenges of distribution system and how to overcome them.
A distribution system is the path a product follows from the factory gate to the final customer. On paper this path looks simple, but in real life it is full of small frictions that can slow down or even break the flow of goods.
One big challenge is cost leakage on the road. Every extra kilometre, every half‑loaded truck and every return trip without goods adds hidden rupees to the cost per unit. When fuel prices jump or routes are poorly planned, the same product becomes more expensive to move than to make. Another recurring issue is inventory imbalance: some outlets are over‑stocked and block cash, while others run dry and lose sales. Both situations are symptoms of weak demand sensing and slow information flow between the firm and the channel members.
A third friction is time distortion. A promise of “two‑day delivery” at the sales desk becomes four or five days on the ground when paperwork, approvals and vehicle availability do not line up. The customer only sees a broken promise, not the internal excuses. Alongside this sits coordination noise: manufacturers, distributors and retailers often optimise for their own targets—production volume, secondary sales, store margin—rather than the health of the entire chain. This misalignment creates disputes on credit, returns and schemes, which again slows movement of goods.
These challenges can be softened by building a more visible and data‑driven pipeline. Route planning tools, shipment tracking and simple mobile apps for order capture help convert guesswork into numbers the team can act on. When every stock point updates its available quantity daily, central planners can redirect stock from slow‑moving territories to high‑demand pockets before the shelves go empty. A basic rule‑based system—minimum stock, reorder level, safety stock—reduces the need for last‑minute emergency shipments.
On the relationship side, companies can move from ad‑hoc phone calls to structured channel governance. Clear service‑level agreements on delivery time, damage handling and payment terms, plus a shared dashboard of performance, reduce blame games. Regular joint reviews with key distributors turn them from mere buyers into partners who help design assortments, route plans and local promotions. In simple terms, distribution problems shrink when three things come together: clean data, predictable rules and honest conversations.
6(b). What do you understand by promotion mix? Explain in detail.
The promotion mix is the communication toolkit of a marketer. It is the set of levers a firm pulls to move a buyer from not knowing the brand to liking it, trying it and finally recommending it to others. Each tool works in a slightly different way, and the real craft is in choosing the right combination for the product, budget and audience.
Advertising creates broad awareness and basic understanding. A 20‑second TV spot, a YouTube pre‑roll or a metro billboard is not meant to close a sale immediately; it plants a simple message in the consumer’s mind—who the brand is and what problem it claims to solve. Sales promotion adds a push layer on top of this: price‑offs, “buy one get one”, scratch cards and festival combos give the undecided buyer a small nudge to act now instead of later.
Personal selling is the human interface of the mix. In categories where questions are complex—industrial machinery, financial products, even premium consumer durables—the salesperson interprets the product for the customer’s specific situation. Their role is less about repeating a script and more about translating features into customer language. Public relations works in the background, shaping perception through news stories, expert reviews, events and community initiatives; it gives the brand borrowed credibility that a paid ad alone cannot buy.
Layered on all of this is direct and digital communication—emails, SMS, app notifications and social content. These channels allow one‑to‑one or one‑to‑few conversations instead of shouting the same message to everyone. A well‑designed promotion mix, therefore, is not a random list of activities; it is a coherent script where each tool has a clear role in the customer journey, from first impression to repeat purchase. When the tools are aligned in tone and timing, the overall impact is far greater than any single activity done in isolation.
7(a). Discuss the global marketing environment in detail.
The global marketing environment is the external theatre in which international brands perform. A company can control its product and price, but it cannot rewrite the rules of the countries it enters; it must read the environment and adjust its script accordingly.
At the core sit economic conditions—income patterns, inflation levels, employment and currency stability. A premium positioning that works in a high‑income city may fail in a market where most people watch every rupee. Pricing, pack size and even product design must respect the purchasing power on the ground. Around this core are political and legal forces: import duties, local content rules, packaging laws, advertising restrictions and data‑privacy rules. A global campaign that is fine in one region can be illegal in another because of these regulations.
The environment also includes cultural codes. Colours, symbols, humour and even product usage occasions do not carry the same meaning everywhere. A flavour that signals “celebration” in one culture may feel odd or offensive in another. Successful global marketers spend time decoding local rituals, festivals and daily routines and then weave their brand into those existing patterns rather than forcing foreign habits on people.
Finally, the technology and infrastructure layer shapes how marketing actually reaches the consumer. In markets with high smartphone penetration and cheap data, digital channels dominate; in regions with patchy connectivity, outdoor media, radio and on‑ground activations may still be stronger. Logistics infrastructure—roads, cold chains, payment systems—decides whether a promise like “one‑day delivery” is aspirational or realistic. In short, the global marketing environment is a moving puzzle; firms that keep scanning and adapting fit their pieces in, while rigid players get pushed to the edges.
7(b). Discuss the significance of CRM to maintain the customer base and their loyalty.
Customer Relationship Management (CRM) is the memory and listening system of a business. Instead of treating every transaction as a one‑time event, CRM connects all interactions—purchases, complaints, website visits, app clicks—into a single view of the customer.
With this stitched view, a company can move from generic mass messaging to context‑aware communication. A grocery app that knows a family usually orders baby products every month can remind them before they run out, suggest related items and offer a small loyalty discount. The customer experiences this as “the brand understands me”, even though it is simply structured data and rules working quietly in the background.
CRM also acts as a service radar. When issues are logged and tracked instead of getting lost in email chains or phone calls, patterns start to appear—repeat failures of a product model, frequent delivery delays in a particular area, or confusion about a pricing plan. Fixing these root causes improves satisfaction more than any single discount coupon. Over time, a well‑run CRM system turns occasional buyers into familiar names, and familiar names into brand advocates who stay even when competitors offer slightly lower prices.
In essence, CRM is not just software; it is a relationship mindset. It asks every function—sales, service, finance—to look at decisions through the lens of “How will this feel to the customer we want to keep for the next ten years?” When that question is asked consistently, customer base and loyalty stop being slogans and become measurable outcomes.