Management 2024 Paper II 50 marks Examine

Q7

(a) (i) "Global e-business is being applied by business firms to achieve greater profits." Explain this statement giving various areas of application in firms. 10 marks (ii) "In changing political scenario, country risk analysis becomes utmost important." Elaborate the statement giving suitable examples. 10 marks (b) "Competitive advantage of a company positions it well in the industry." Examine this statement. Select a company which is a market leader in India in a particular industry and identify the sources of competitive advantage. 7+8=15 marks (c) "It is essential to have meaningful interaction between government and various industry and commerce associations for balanced policy making." Do you agree? Explain giving suitable example. 15 marks

हिंदी में प्रश्न पढ़ें

(a) (i) "व्यावसायिक फर्म अधिक लाभ प्राप्त करने के लिए वैश्विक ई-व्यवसाय (ई-बिजनेस) लागू कर रहे हैं।" फर्मों में विभिन्न अनुप्रयोग क्षेत्रों को बताते हुए इस कथन को समझाइए। 10 (ii) "बदलते राजनीतिक परिदृश्य में देश का जोखिम विश्लेषण अत्यंत महत्वपूर्ण हो जाता है।" इस कथन को उपयुक्त उदाहरण देते हुए विस्तार से स्पष्ट कीजिए। 10 (b) "किसी कंपनी का प्रतिस्पर्धात्मक लाभ उसे उद्योग में अच्छी स्थिति में रखता है।" इस कथन का परीक्षण कीजिए। भारत के एक विशेष उद्योग की एक बाजार अग्रणी कंपनी को चुनिए और उसके प्रतिस्पर्धात्मक लाभ के स्रोत की पहचान कीजिए। 7+8=15 (c) "संतुलित नीति निर्माण के लिए सरकार एवं विभिन्न उद्योग और वाणिज्य संघों के बीच सार्थक पारस्परिक विचार-विमर्श होना आवश्यक है।" क्या आप इससे सहमत हैं? उपयुक्त उदाहरण देते हुए समझाइए। 15

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Directive word: Examine

This question asks you to examine. The directive word signals the depth of analysis expected, the structure of your answer, and the weight of evidence you must bring.

See our UPSC directive words guide for a full breakdown of how to respond to each command word.

How this answer will be evaluated

Approach

The directive 'examine' in part (b) requires critical analysis with evidence, while parts (a)(i) and (a)(ii) demand 'explain' and 'elaborate' respectively, and part (c) requires evaluative discussion. Allocate approximately 20% time/words to (a)(i), 20% to (a)(ii), 30% to (b) as it carries 15 marks with dual requirements of examining the statement and identifying sources for a selected company, and 30% to (c). Structure with a brief introduction, address each sub-part sequentially with clear sub-headings, and conclude with synthesized insights on how firms navigate global risks while building sustainable competitive advantage through government-industry collaboration.

Key points expected

  • (a)(i) E-business applications: B2B/B2C/C2C models, supply chain digitization, CRM analytics, digital payment ecosystems, and cost-revenue-profit linkages with examples like Flipkart or Zomato
  • (a)(ii) Country risk dimensions: political instability, regulatory changes, expropriation risk, currency convertibility; frameworks like PRS Group's ICRG or Euromoney's country risk scores; examples like Sri Lanka's economic crisis or India's retrospective taxation disputes
  • (b) Competitive advantage examination: Porter's diamond or VRIO/VRIN framework application; selection of Indian market leader (e.g., Maruti Suzuki in automobiles, Asian Paints in paints, or TCS in IT services) with specific sources like operational efficiency, brand equity, distribution networks, or innovation capabilities
  • (c) Government-industry interaction mechanisms: tripartite consultations, regulatory sandbox approach, self-regulatory organizations, and policy co-creation; examples like Udyog Bhawan consultations, GST Council with industry representation, or Startup India industry feedback loops
  • Integration across parts: how e-business global expansion necessitates country risk assessment, which in turn requires competitive positioning, all enabled by conducive policy environment through government-industry dialogue

Evaluation rubric

DimensionWeightMax marksExcellentAveragePoor
Concept correctness20%10Precise definitions of e-business models (B2B/B2C/C2C), accurate distinction between systematic and unsystematic country risks, correct application of competitive advantage theories (Porter's generic strategies, resource-based view), and nuanced understanding of public-private policy coordination mechanismsBasic definitions provided with minor conceptual gaps; conflates e-commerce with e-business or treats country risk narrowly as only political risk without economic/financial dimensions; competitive advantage confused with comparative advantageFundamental misconceptions such as equating competitive advantage solely with market share, treating country risk as irrelevant to domestic firms, or presenting e-business as limited to website presence without strategic integration
Framework citation20%10Explicit use of Porter's Five Forces/Diamond for competitive analysis, VRIO/VRIN for internal capability assessment, Hofstede or Ghemawat's CAGE framework for country risk, and Stakeholder theory or Network governance for government-industry relations; frameworks applied rather than merely namedFrameworks mentioned superficially without rigorous application; generic SWOT/PESTEL used without adaptation to specific contexts; missing linkage between framework and evidenceNo identifiable theoretical framework; or frameworks grossly misapplied (e.g., using BCG matrix for country risk analysis); complete absence of analytical structure
Case / Indian example20%10Contemporary Indian examples: for (a)(i) - Meesho's social commerce model or ONDC's democratization; for (a)(ii) - Vodafone retrospective tax case or Cairn Energy arbitration; for (b) - detailed analysis of one market leader (Maruti Suzuki's vendor ecosystem, Asian Paints' distribution depth, or TCS's global delivery model); for (c) - PLI scheme consultations or GEM platform co-creationExamples mentioned but underdeveloped; outdated cases (pre-2010) without contemporary relevance; international examples substituted where Indian context expected; superficial naming without analytical depthNo Indian examples; or factually incorrect examples (wrong company-industry pairing); hypothetical illustrations instead of real cases; examples contradicting the argument made
Multi-perspective analysis20%10For (a)(i): balances profit motive with customer value creation and operational efficiency gains; for (a)(ii): integrates macro-political, meso-industry, and micro-firm level risks; for (b): examines both external industry positioning and internal capability building; for (c): weighs industry autonomy against regulatory capture concerns; acknowledges limitations and counter-arguments throughoutLargely unidirectional argument; limited recognition of alternative viewpoints; some parts analyzed deeply while others remain superficial; descriptive rather than evaluative treatmentCompletely one-sided presentation; no acknowledgment of trade-offs or limitations; ignores critical dimensions (e.g., cybersecurity risks in e-business, democratic deficit in industry consultations, sustainability concerns in competitive strategies)
Conclusion & recommendation20%10Synthesizes across all four sub-parts to argue that sustainable global competitiveness requires integrated strategy: digital capabilities enabling scale, country risk intelligence guiding market selection, distinctive competitive positioning ensuring profitability, and institutionalized government-industry dialogue creating enabling environment; specific forward-looking recommendations for Indian firms and policymakersSummarizes main points without genuine synthesis; generic recommendations (e.g., 'firms should be careful'); no clear linkage between analysis and prescription; abrupt ending without closureNo conclusion; or conclusion introducing new unsubstantiated claims; purely descriptive summary without analytical elevation; recommendations completely disconnected from preceding analysis

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