Business Communication

The Concerns
During the meeting, Mr. D’Souza thought of sharing his immediate marketing concerns and a long
term perspective plan. He was aware, with his background of marketing highly technical industrial
products that such products were sold on the benefits rather than product features. Also, he felt that
organizational buying behaviour posed the first major barrier to be tackled. Among other immediate
concerns, he included organization of competent sales force and promotion mix, such as, publicity
and word-of-mouth. He needed to test the market reaction of his pricing plan as well.
Finally, he felt that the company had to tackle some strategic questions such as:
1.
How should the chopper be positioned among the existing alternatives for the product?
2.
How could the company draw the demand from competing offerings such as light aircrafts
already in market? What U.S.P. should be used?
3.
How could the company prepare itself for applying for a full fledged licence to produce
choppers entirely for the Indian market? What arrangements are needed for indigenization
of components?
4.
How should they approach and persuade the organizational buyers?
5.
How could it create and maintain a long term strategic advantage in the market which was
far from developed?
As Mrs. D’Souza diverted his chain of thoughts to the alternatives, the taxi suddenly came to life
and resumed its crawling in the traffic.
(IGNOU, Dec, 2005)
CASE STUDY 11
The Board of Directors of M/S Bajaj Auto Ltd. met and decided to make certain adjustments in the
existing staff of its Akurdi plant. After the meeting, the Managing Director informally told his
Secretary that there may be changes in the staffing pattern of Akurdi plant. The Secretary told her
friends during lunch break that the plant would soon be laying off employees. Even though, she took
a promise that they will not tell anybody, her friends sounded some employees of the plant about the
impending danger. The employees union not only presented memorandum to the authorities but
served a notice to go on strike also.
Questions
1.
Identify the barriers of communication in the case.
2.
Was there any encoding and decoding of message?
3.
What lessons do you draw from the issue by assuming you as the Managing Director?
(Bangalore University, Jan, 2008)

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