NMIMS MBA 2 SEM SEPT 2026
Business Analytics
Sep 2026 Examination
Q1 A regional logistics company is preparing a performance dashboard for its monthly delivery review. The operations analyst has compiled shipment data in Excel, including order number, client ID, product code, date of delivery, and delivery amount. During validation, the analyst notices several blank cells in the delivery amount column and a few repeated transaction rows that may have been entered twice during manual uploads. The COO wants the dashboard released quickly because it will guide pricing revisions and branch-level incentives. However, the finance team is concerned that incomplete and duplicated records may distort averages, misstate branch performance, and lead to poor strategic decisions. Using the concepts of data cleansing, recommend how the analyst should identify and treat the missing delivery amounts and duplicate records in Excel before management uses the dashboard. How should deletion and imputation be applied in this case to protect analytical reliability and business decision-making? (10 Marks)
Ans 1.
Data cleaning is the primary option to protect against an executive manager sees a dashboard due to the fact that dirty data distorts averages and rankings without anyone noting the problem until bad decisions are taken. For example, the logistics organization has blank cells in the delivery amount column and the duplicate rows of transaction created through manually uploaded files. Pushing this straight into an online dashboard to guide prices revisions and branch rewards can be extremely risky. Finance wants speed. The COO desires speed. finance needs accuracy and both of them are important. The analyst has to resolve any missing values and duplicates through
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Q2 A company’s help desk function has experienced customer complaints about slow response times and inconsistent service quality. Management introduced process changes, additional agent training, and closer KPI monitoring, then collected data on response time, ticket closure rates, and customer satisfaction before and after the intervention. The analytics team formulated a null hypothesis stating there was no significant difference in performance after the changes and used hypothesis testing to assess improvement. Results indicated statistically significant gains in response time, while business analytics suggested a positive correlation between training and satisfaction. Executives now want to determine whether these findings justify broader investment and permanent operational redesign across the support organization. Critically evaluate the help desk team’s use of hypothesis testing and business analytics to justify operational changes. To what extent does the evidence support sustained investment in training, process redesign, or technology, and what additional evaluation would strengthen the managerial recommendation? (10 Marks)
Ans 2.
Introduction
Hypothesis testing gives management a disciplined way to separate true improvement from random fluctuations But statistical relevance alone is not enough to establish that a business decision is correct. In this case the help desk team carried out the study prior to and following of response times, ticket closure and satisfaction levels after making changes to the process in training and KPI monitoring. Time to response improved with statistics and the training program showed positive correlations with satisfaction. The executives are now trying to determine what the implications of these findings are for permanent improvement and greater investments. A
Q3 (A) A logistics company has built a simple linear regression model to predict delivery costs using shipment volume. Initial results appear promising, but the operations director notices that prediction errors seem larger for high-volume shipments and that weekly observations may be influencing one another. The analyst also suspects that the relationship may not remain perfectly straight across all shipment levels. Because the model will be used to negotiate vendor contracts and set future pricing, the company cannot rely on superficial outputs alone. Senior management therefore asks for a rigorous review of the model assumptions so that any hidden weaknesses can be identified before the forecasts are embedded into strategic decisions. Develop a diagnostic and corrective action plan for this regression project that ensures valid interpretation and forecasting. Your plan should specify how the company should test linearity, independence, homoscedasticity, normality of residuals, and autocorrelation, and how managers should redesign the analysis if any assumption is violated. (5 Marks)
Ans 3 (A).
Introduction
Regression models used in discussions with vendors is not based on an attractive R squared. Director’s observations of that there were more mistakes at higher volumes and possible correlation between daily observations point to common assumptions and errors that should be
Q3 (B) A healthcare network has developed a multiple regression model to predict post-surgery recovery duration using patient age, medical history, treatment type, and hospital stay characteristics. While the medical director is optimistic about using the model for staffing and bed planning, the operations team worries that good-looking predictions may hide specification problems. They need a disciplined approach to judge whether the model truly fits the data and whether any assumptions appear violated. Because the hospital relies on spreadsheet-based analysis, the review process must be understandable to both clinicians and administrators. You have been asked to design a fit-assessment framework before the model is adopted systemwide. Construct a comprehensive model-fit evaluation plan for the hospital’s regression model using r-squared, adjusted r-squared, residual analysis, F-statistic, and SSE. How would you integrate these measures into a managerial review system that helps leaders decide whether the model is reliable enough for operational and patient-care planning? (5 Marks)
Ans 3 (B).
Introduction
Hospitals planning staffing and bed allocation around models that use regression require more than optimistic predictions. An organized fit assessment framework including r squared, adjusted r squared, residual analysis, F-statistic and SSE gives clinicians and administrators a common, logical basis for judging whether the model is truly reliable.
Concept and Application
Using R Squared and Adjusted R Squared
R-squared displays the share of variance in the duration of recovery that the model can explain.
Cost & Management Accounting
Sep 2026 Examination
Q1 Larsen & Toubro and IKEA have increasingly adopted customized project execution, modular production systems, and large-scale infrastructure development to meet changing customer preferences and rapid expansion requirements. Similarly, several Indian retail infrastructure companies involved in showroom setup, mall interiors, and modular retail fixtures are facing challenges in controlling project costs, pricing customized assignments, and monitoring long-term contracts. A retail infrastructure company, RetailSpace Projects Ltd., undertakes: Customized premium showroom interior projects for luxury brands, Batch production of modular display racks for multiple retail chains, Long-term contracts for commercial retail space development across metro cities. The management observed major variations in profitability due to inaccurate allocation of labour costs, inefficient overhead absorption, delays in contract execution, and improper costing methods. As a cost management consultant, critically analyze how Job Order Costing, Batch Costing, and Contract Costing can help organizations improve cost control, pricing decisions, profitability analysis, and operational efficiency in modern project-based industries. Support your answer with suitable industry applications and managerial implications. (10 Marks)
Ans 1.
Introduction
Industries that are project-based, such as retail infrastructure development are not able to rely on a common costing technique for their projects because they are custom made, batches of production, as well as long-term contracts are all different from a cost accounting perspective. RetailSpace Projects Ltd runs all three in tandem, and suffers performance fluctuates due to the fact that labour allocation along with overhead absorption as well as contract monitoring is not tied with the correct costing strategy specific to the business area in which it operates. Costing of jobs, batch costing and contract costing provide management with the accuracy needed to
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Q2 Tata Motors and Maruti Suzuki have recently faced supply chain disruptions, rising raw material costs, and inventory shortages due to global geopolitical uncertainties and fluctuations in commodity prices. Similar challenges are being faced by packaging and retail manufacturing companies dependent on imported raw materials. RetailPack Manufacturing Ltd., a supplier of eco-friendly retail packaging materials, is experiencing increasing production costs due to irregular inventory management and rising procurement expenses. The management now plans to implement scientific inventory control techniques to optimize stock levels and reduce unnecessary carrying costs. The following information is available for a key raw material: Annual Consumption: 24,000 units; Cost per Order: Rs.500; Carrying Cost per Unit per annum: Rs.10; Maximum Consumption: 120 units per day; Minimum Consumption: 80 units per day; Average Consumption: 100 units per day; Lead Time: 4 to 6 days. As a cost accountant: a) Calculate the Economic Order Quantity (EOQ). b) Calculate Reorder Level, Minimum Level, and Maximum Level. c) Analyze how effective material cost control helps organizations manage supply chain risks, reduce operational disruptions, and improve profitability in today’s uncertain business environment. (10 Marks)
Ans 2.
Introduction
Rising raw material costs and disruptions to supply chains make controlling inventory vital for firms such as RetailPack Manufacturing that depend on imported raw materials to create eco-friendly packaging. Before working out the exact number, it’s best to comprehend what Economic Order Quantity and stock control levels really mean and the significance of them, then use that knowledge to guard the business against the risk of supply chain disruptions and
Q3(A) DMart and Reliance Retail continuously analyze operational costs such as warehousing expenses, employee salaries, logistics costs, and promotional spending to improve profitability and pricing decisions in a highly competitive retail market. FreshBasket Retail Ltd., a rapidly growing supermarket chain, is facing rising operating costs due to increasing transportation expenses, warehouse rentals, electricity charges, employee salaries, and promotional campaigns. Management wants to classify costs appropriately to improve budgeting, cost control, and profitability analysis. As a cost management advisor, examine the importance of cost concepts and cost classification in managerial decision-making. Discuss how classification of costs into fixed, variable, direct, indirect, controllable, and uncontrollable costs supports unit cost analysis, budgeting, and profitability improvement in retail organizations. (5 Marks)
Ans 3 (A).
Introduction
Growing operating costs of FreshBasket Retail cannot be controlled without the proper classification of them. A proper cost classification is not an accounting formality, but rather the foundation that determines whether price, budgeting and management decisions are based on
Q3 (B) Indian Oil Corporation and Bharat Petroleum process crude oil into multiple petroleum products such as petrol, diesel, kerosene, and aviation fuel. Allocation of joint processing costs is critical for pricing decisions, profitability analysis, and inventory valuation in the petroleum industry. PureOil Industries incurred joint processing costs of Rs.6,00,000 before the split-off point during March 2026. The following output was produced: Petrol 5,000 units, Sales Value per Unit Rs.80; Diesel 3,000 units, Sales Value per Unit Rs.70; Kerosene 2,000 units, Sales Value per Unit Rs.50. As a cost accountant: a) Apportion the joint costs among the products on the basis of sales value at split-off point. b) Calculate the joint cost per unit for each product. c) Explain the importance of joint costing in process industries such as petroleum and chemical manufacturing. (5 Marks)
Ans 3 (B).
Introduction
PureOil Industries processes crude oil to produce diesel, petrol and kerosene with a joint process. Understanding why joint costing matters is the first step before dispersing the $6,000 cost for jointing between the three components.
Concept and Application
Understanding Joint Costs and the Split-Off Point
Joint costs refer to costs that are incurred when the same production process is separated into
Human Resource Management
Sep 2026 Examination
Q1 A rapidly growing pharmaceutical company has expanded into new international markets and introduced digital systems across research, manufacturing, and sales functions. As a result, several existing roles have changed significantly, but the company is still relying on outdated job records created three years ago. Managers are reporting confusion about reporting relationships, skill expectations, and role boundaries. The HR director has been asked to revise role information for key positions before launching a major recruitment and capability-building initiative. However, employees are concerned that the review may alter their responsibilities unfairly. The organization wants a structured way to gather reliable information while ensuring relevance, employee participation, and consistency across departments. Using the process of job analysis, how should the HR team structure its approach to collect, verify, and document relevant job information for these changing roles so that recruitment, training, and performance evaluation decisions become more accurate and aligned with business needs? (10 Marks)
Ans 1.
Introduction
The rapid expansion of international markets and the digital advancements have slowly eroded the employment record of a pharmaceutical company, leaving managers uncertain about reports, the lines of reporting, and role boundaries at exactly the time when hiring and capability building decisions depend on accuracy. It is the methodical analysis of a job for its specific tasks responsibility, requirements, as well as reporting relations It is the base for each subsequent HR decision, including hiring, training design and performance assessment across manufacturing, research and sales departments. Because employees fear in the event that their job description
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Q2 A global consulting firm operating in a hybrid work model has reported strong financial results, yet employee surveys reveal rising stress, weaker team cohesion, and concerns about unequal growth opportunities across locations. Younger employees want more learning opportunities, flexible work support, and visible career progression, while senior leaders are focused on billable utilization and leadership pipeline strength. The CHRO argues that diversity, inclusion, well-being, leadership development, and engagement must be addressed together through human resource development. However, some business unit heads see these as soft initiatives that distract from operational targets. The firm now needs a clear judgment on whether a broader HRD strategy can improve both workforce sustainability and long-term organizational performance. Evaluate how effectively the organization’s HRD strategy addresses both employee well-being and business performance. Should management treat wellness, inclusion, and capability development as separate priorities or as an integrated HRD agenda? Justify your answer with a balanced strategic assessment. (10 Marks)
Ans 2.
Introduction
A strong performance in the financials, coupled with increased tension, diminished cohesion and disparate growth views reveal a classic tension in this hybrid consulting firm, where the operational and worker experiences appear to be going contrary to the solid numbers visible on the surface. The CHRO’s claim that treating diversification, inclusion, well-being the development of leaders and engaging as a single integrated plan for human resource development needs an examination because business unit heads dismissing these as a few minor
Q3 (A) A mid-sized Indian manufacturing and services conglomerate is expanding into international markets and wants to professionalize its hiring system. Historically, its senior positions have been filled through elaborate interviews and tests, while lower-level roles were handled through relatively informal local hiring. As the company begins partnering with multinational clients, its board wants a more consistent and globally credible process. Executives recognize that large organizations typically use structured methods, psychological testing, and multiple interviews, while small firms often rely on simpler mechanisms. They now seek a unified model that preserves operational practicality in India but also reflects global expectations around fairness, objectivity, culture fit, and comprehensive candidate evaluation. Develop a recruitment and selection model for a mid-sized Indian firm that must align with both domestic realities and global best practices. (5 Marks)
Ans 3 (A).
Introduction
A shift from the informal, local hire for junior roles and elaborate but inconsistent senior interviews, to an international-reliable process, it is necessary for this Indian group to create a tiered recruitment and selection model that increases quality with seniority of the role and making sure that fairness and objectiveness are incorporated into the process, thereby meeting
Q3 (B) A fast-growing Indian technology services firm has expanded from 800 to 3,500 employees in three years. Although its annual appraisal cycle is formally documented, employees increasingly complain that ratings depend more on managerial style than on actual contribution. Some managers are uncomfortable giving feedback, others focus only on numerical targets, and many fail to connect appraisal outcomes with training or career development. HR has also identified inconsistent standards across business units, weak follow-up on development plans, and rising employee distrust in the process. The CEO wants a redesigned system that strengthens managerial capability while preserving accountability and alignment with organizational goals. Design a manager capability framework that can help this company reduce appraisal bias and improve developmental conversations across functions. (5 Marks)
Ans 3 (B).
Introduction
Fast growth from 800 to 3,500 employees has exposed a structural weakness beneath NovaTech’s formal appraisal process which is where inconsistency of managerial capabilities instead of the layout itself causes the distrust, bias and lack of implementation of the
NMIMS MBA 2 SEM SEPT 2026
Legal Aspect of Business
Sep 2026 Examination
Q1 A textile manufacturer in Surat supplies 5,000 branded shirts to a regional retail chain under a contract requiring payment within 30 days. The goods are packed and partly dispatched, while the remaining cartons are still in the seller’s warehouse. On the due date, the buyer issues a cheque for the full amount, but the cheque is dishonoured. At the same time, market reports suggest that the buyer is facing severe financial stress and may soon become insolvent. The operations manager must quickly determine what legal protections are available before the balance shipment reaches the buyer and before the unsent stock is released from the warehouse. Applying the concept of an unpaid seller under the Sale of Goods Act, 1930, how should the manufacturer assess its legal status and decide whether to exercise lien, stoppage in transit, or suit for price in this situation? (10 Marks)
Ans 1.
Introduction
A cheque that has been rejected and evidence of the possibility of insolvency for the buyer places this Surat textile manufacturer squarely within the legal protections offered to any seller who is not paid under the Sale of Goods Act, 1930. As a part of the products are still in the warehouse of the seller while the balance is still in transit, the manufacturer can avail different recourses dependent on the exact location of each part of the shipment has been placed, and knowing how to use these remedies is important prior to the delivery of the merchandise to the purchaser or
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Q2 A premium electronics retailer launched a festive online campaign for a branded smartphone, highlighting features such as 5G compatibility, water resistance, fast charging, and all-day battery life. A corporate executive purchased the device for personal use after comparing the product page, digital brochure, and influencer endorsements. Within a week, the phone failed to connect to 5G networks, slowed during normal business applications, and shut down after minor exposure to rain. The seller denied replacement, arguing that the buyer should have inspected the product specifications more carefully before purchase. The consumer now claims false advertising, poor product quality, and deliberate withholding of accurate information. Evaluate whether the retailer can validly rely on caveat emptor in this dispute. Assess the legal significance of sale by description, brand assurance, merchantable quality, and misleading representation under the Consumer Protection Act, 2019, and justify the most appropriate remedies and forum the consumer should pursue. (10 Marks)
Ans 2.
Introduction
The buyer’s belief in caveat emptor, which means let buyers beware of sellers, can not survive scrutiny under modern legal standards for consumer protection when a device is sold based on specific claims that prove to be incorrect. Because the phone was purchased relying on detailed descriptions of water resistance, 5G support and battery longevity across web page, brochure as well as influencer information as well as the device failed with these specific claims within one week of purchasing and the seller’s defense falls against the sale by description or merchantable quality, as well as misleading representation defenses incorporated in the Consumer Protection
Q3 (A) A multinational company in India uses emails, WhatsApp messages, letters, e-signatures, and online portals to make business agreements. During an audit, the company finds several problems: offers are made without clear deadlines, revocations are sent informally, silence is sometimes treated as acceptance, and communication records are not properly maintained. The company now wants to ensure that all business communications follow the rules of the Indian Contract Act, 1872 regarding offer, acceptance, revocation, and communication of contracts. Discuss how the company can ensure proper communication and legal validity in contracts formed through digital and traditional methods. (5 Marks)
Ans 3 (A).
Introduction
The mixing of emails, WhatsApp messages, letters or e-signatures with portals that do not have any clear guidelines regarding deadlines Revocation, silence and inconsistency makes this company vulnerable to legal disputes arising from the Indian Contract Act, 1872. The establishment of consistent standards for communication for all communication channels is vital for ensuring that every deal, agreement and revocation carries clear legal validity regardless of
Q3 (B) NovaBuild Projects entered into different contracts for building an industrial park. One contractor delayed the work, another supplied poor-quality materials, and a third included an unclear pricing clause that caused confusion between the parties. Some contracts included liquidated damages clauses, while others depended on normal legal remedies. The company now wants to understand which legal remedy should be used in different breach situations, such as damages, specific performance, rescission, or correction of contract terms. Discuss how different remedies for breach of contract can help NovaBuild resolve these issues in a fair and reasonable manner. (5 Marks)
Ans 3 (B).
Introduction
NovaBuild’s three distinct contract problems delays, bad quality of materials, as well as an unclear pricing clause, each need a different legal remedy rather than an all-encompassing solution since Indian contract law permits damages, certain performance, rescission and rectification in the case of these three distinct kinds of violations.
Concept and Application
Operations Management
Sep 2026 Examination
Q1 A multi-specialty private hospital experiences major fluctuations in patient volume throughout the year. During seasonal illness peaks, outpatient departments become overcrowded, diagnostic units face long waiting queues, and pharmacies encounter shortages of fast-moving medicines. In off-peak periods, several staff members and service facilities remain underutilized. To improve operational efficiency and service quality, the hospital administration plans to adopt aggregate operations planning for better coordination of staff, facilities, and medical supplies across different planning periods. Explain how aggregate operations planning can help the hospital manage fluctuating patient demand through effective resource allocation, service rate adjustments, and capacity planning. (10 Marks)
Ans 1.
Introduction
Seasonal illness peaks overcrowding hospitals and outpatient facilities, and off-peak times that are when facilities and staff remain idle. is an eminent demand fluctuation problem that aggregate operations plans are specifically designed to address. Aggregate planning matches capacity to the expected demand over a long period of time, usually three up to 18 months. It is done by changing the workforce size or service charges and allocation over planning time instead of responding to each surge or lull individually depending on the situation. At this hospital, using plans that are aggregated across services for outpatients including diagnostics, pharmacy and
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Q2 A healthy snack company is preparing to launch a packaged protein bar after receiving positive feedback from local market trials. The company currently depends on one low-cost ingredient supplier and one contract manufacturer located in different regions with uncertain logistics reliability. While the procurement team recommends adding more suppliers to reduce dependence and supply risk, the finance team is concerned about increased coordination costs and production delays. Critically evaluate the sourcing strategy and explain how the company should balance cost efficiency, supplier diversification, quality assurance, and supply risk while selecting suppliers and manufacturing partners for the product launch. (10 Marks)
Ans 2.
Introduction
Relying solely on one ingredient vendor and one contract manufacturer for a new protein bar launches increases the risk right at the time it is the most vulnerable to disruption. One logistical failure or issue can delay or halt the entire process after several months of research and test feedback. The demand from the procurement team to diversify and the finance team’s concern about cost coordination reflect valid however incomplete views, and an effective sourcing plan requires making sure that you balance cost efficiency with risk diminution, quality assurance and
NMIMS MBA 2 SEM SEPT 2026
Q3 (A) The Nakel production unit has adopted a revised process-type layout using systematic layout planning, yet bottlenecks, unnecessary movement of workers, and material handling delays continue to affect productivity. Management now seeks a more efficient plant layout strategy to reduce non-value-added movement and improve operational performance. Explain how an improved plant layout can enhance workflow efficiency, space utilization, and cost control under increasing production demands. (5 Marks)
Ans 3 (A).
Introduction
Unavoidable bottlenecks and sloppy worker moving around despite the revised process layout suggests that the systematic plan of layout addressing division placement but not the more fundamental efficiency issues in material handling and flow. A better plant layout plan should go beyond just rearranging departments, and instead focus on productivity continuity, workspace
Q3 (B) A manufacturing company producing industrial packaging plans to relocate from its urban facility due to rising costs and environmental restrictions. A semi-developed region offers government incentives, lower labor costs, and expansion opportunities, but concerns remain regarding transport access, infrastructure, and supplier support. Design a facility location strategy that would help the company achieve operational efficiency, sustainable growth, and long-term competitiveness. (5 Marks)
Ans 3 (B).
Introduction
Transferring from an urban area to a semi-developed zone provides this industrial manufacturer with real cost and expansion advantages But a good plan for location of the facility must consider government incentives against transport, infrastructure and supplier support gaps before making a decision, and ensure that this move will actually improve long-term productivity rather
Strategic Management
Sep 2026 Examination
Q1 BrightNest, a fast-growing home furnishings retailer, has expanded rapidly through its digital platform and customized product offerings. Despite healthy sales growth, competitors have begun copying its pricing tactics, website features, and promotional campaigns. The CEO believes the company’s advantage may lie deeper in its supplier relationships, design team, customer data, and fulfillment system, but there is no structured internal assessment to confirm this. Senior managers disagree on which capabilities truly matter and where future investments should be directed. The board has asked for an internal analysis that identifies which resources are valuable, rare, difficult to imitate, and properly supported by the organization. Using the VRIO framework, how should the executive team assess BrightNest’s internal resources and capabilities to determine which ones can deliver sustained competitive advantage, and what strategic actions should management take to strengthen weak or underorganized resources? (10 Marks)
Ans 1.
Introduction
In a world where competitors easily copy pricing techniques, web features as well as promotional strategies, BrightNest’s real competitive advantage should, if any and is present, lies in the assets which are more difficult to spot as well as replicate rapidly. The VRIO framework, examining whether the resources that BrightNest has are worth it, unique that are difficult to duplicate, and supported by organizational structure, gives an executive team a structured approach to get past management disagreement and determine whether the CEO’s apparent advantages, supplier relationships, designers, customer records and fulfillment systems, actually
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Q2 An Indian manufacturing company plans to enter a foreign market where customer demand appears attractive, but regulatory restrictions, local sourcing expectations, and limited market knowledge create major barriers. The leadership team is considering three cooperative options: a joint venture with a local producer, a licensing arrangement with an established regional distributor, or a value-chain partnership with suppliers and retailers. The firm wants fast market access and lower financial risk, yet fears losing control over quality, exposing proprietary know-how, and becoming dependent on a partner that could eventually turn into a competitor. The board has asked for a strategic assessment of which alliance structure best supports entry while preserving long-term competitive flexibility. Evaluate which strategic alliance form would be most appropriate for the company’s expansion challenge. Critique the trade-offs among a joint venture, licensing arrangement, and value-chain partnership, and justify your recommendation in terms of market access, control, risk exposure, and protection of core capabilities? (10 Marks)
Ans 2.
Introduction
Moving into a market abroad with an attractive market but a real set of regulations, source and information challenges force this Indian firm to make a choice between a joint venture, licence arrangement or value-chain partnership, each offering a different compromise between speed to market access in addition to control retention and security of knowledge-based assets. What is the best option depends on which risks the business is hesitant to accept as no one alliance structure simultaneously maximizes efficiency, safety and control The board’s demand for a
Q3 (A) FreshRoute Retail, a fast-growing supermarket chain, sources products from multiple regions and serves urban consumers with changing lifestyle preferences. Recent drought conditions have affected agricultural output, while inflation has reduced household spending in some segments. Meanwhile, consumers increasingly favor local, sustainable, and ethically produced goods, and regulators are considering tighter waste-management and packaging rules. Suppliers are uneven in their ability to meet these expectations, and rival chains are already marketing themselves as climate-conscious brands. Senior management has realized that isolated market reports are no longer enough to guide strategy. They need a structured scanning approach that captures broad external changes and translates them into practical business responses. Design an enterprise-wide environmental scanning system that helps the retailer identify emerging risks and growth opportunities across the natural, societal, and task environments. Your system should show how managers can convert scanning insights into coordinated actions that improve sustainability, regulatory readiness, and competitive differentiation. (5 Marks)
Ans 3 (A).
Introduction
These reports are not sufficient to longer capture the combined pressure caused by drought, rising inflation, shifts in consumer expectations and the imminent legislation that is threatening FreshRoute Retail. A comprehensive enterprise-wide system for environmental scanning which is designed to cover the tasks, the societal, and natural environments, gives management an ongoing, coordinated method to identify these signals in the early stages to translate them into
NMIMS MBA 2 SEM SEPT 2026
Q3 (B) UrbanNest, a premium home furnishing retailer, has expanded rapidly through online channels but is now struggling with rising customer acquisition costs and declining store productivity. The founder often tells staff that the company’s goal is to be ‘the most loved home brand,’ yet managers admit this aspiration has not been translated into specific, measurable outcomes. Different teams are focusing on unrelated targets, from social media engagement to warehouse expansion, without a shared strategic logic. Competitors include luxury boutiques, low-cost online marketplaces, and direct-to-consumer design brands. The executive committee has requested a fresh strategy formulation effort that can connect purpose, priorities, and market differentiation. Design a strategic formulation approach for UrbanNest that translates broad ambition into a mission-led plan with precise objectives and a competitive positioning strategy. Briefly explain how your proposal would help the company move from vague goals to actionable priorities that improve profitability, efficiency, and market share in a crowded industry. (5 Marks)
Ans 3 (B).
Introduction
UrbanNest’s dream of being “the most loved home brand” has not been transcribed into concrete goals, leaving teams pursuing unrelated targets without common strategic logic. A structured strategy formulation approach starting with mission statement through clear objectives, and finally competitive positioning, gives the company the coherent plan which can transform broad-
References
McKinsey & Company. (2025). Title of the report. Retrieved from https://www.mckinsey.com/…
Deloitte. (2025). Title. Retrieved from https://www2.deloitte.com/…
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