e-Business April 2026

Description

E-Business

Apr 2026 Examination

 

 

Q1. An established C2C marketplace has experienced rising incidents of fraud, disputes and manipulated seller ratings, undermining buyer confidence. Payment intermediaries and escrow services are in place but user complaints remain high. Community managers, trust & safety, and product teams lack coordination and feel disempowered. Senior leadership wants to restore platform credibility quickly while preserving ease-of-use and transaction volumes, and must balance enforcement with seller livelihood concerns. Recommend specific leader actions and team structures the marketplace CEO should adopt to rebuild trust in a C2C platform plagued by fraud and rating manipulation, detailing employee empowerment, community-facing policies, and measurable trust indicators to track improvement over two quarters? (10 Marks)

Ans 1.

Introduction

Trust is the foundation of any successful C2C marketplace. When buyers begin to doubt the authenticity of sellers, ratings, and dispute resolution processes, transaction volumes and long-term platform loyalty decline rapidly. The rising incidents of fraud and manipulated seller ratings on the marketplace indicate not only technical vulnerabilities but also organizational coordination failures between community managers, trust and safety teams, and product development units. Senior leadership now faces the dual challenge of restoring platform credibility while maintaining user convenience and protecting the livelihoods of honest sellers. This situation requires

 

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Q2. A manufacturing company aims to become an e-business leader by integrating its ERP with suppliers” systems to enable real-time inventory visibility and automated replenishment. The CIO proposes a full-scale ERP–EDI integration pilot with top-10 suppliers. Finance flags high implementation cost and uncertain ROI; some suppliers lack ERP capabilities and resist technical demands. The sales and customer-service teams expect improved order fulfilment, while procurement worries about lock-in and data-sharing risks. Senior management expects tangible ROI within 12 months. Evaluate the proposed B2B supply-chain integration strategy that prioritises ERP–EDI interoperability with key suppliers and justify an improved roadmap with prioritisation criteria and risk-mitigation measures to ensure measurable SCM and CRM benefits? (10 Marks)

Ans 2.

Introduction

As manufacturing firms move toward digital business models, integrating internal ERP systems with external supplier platforms has become a strategic necessity rather than a technological luxury. Real-time inventory visibility and automated replenishment promise faster order fulfilment, reduced stockouts, and improved customer satisfaction. However, large-scale ERP–EDI integration involves high upfront investment, technical complexity, and dependency risks. In this case, the CIO’s proposal to begin with the top-10 suppliers reflects a focused approach, yet financial concerns, supplier readiness gaps, and data-sharing risks highlight the need for a more balanced roadmap. Senior management’s expectation of measurable returns within twelve months further increases pressure. A carefully phased and risk-aware integration

 

Q3(A). A mid-sized Indian electronics manufacturer with 500 employees has strong domestic wholesale channels but limited online presence and stagnant growth. Management wants to adopt e-business to access international B2B customers and direct B2C channels. They face limited IT budget, concerns about cannibalisation of existing channels, need for CRM–ERP integration, multi-language support for export markets, and the requirement for top-management buy-in. They must prioritise investments, define objectives (short- and long-term), select an e-marketplace or hosted solution and prepare staff for new digital processes while ensuring regulatory compliance and a clear ROI. Design a comprehensive e-business adoption framework for the manufacturer and what specific components, sequence of actions and governance mechanisms would you include to ensure successful implementation and measurable business outcomes? (5 Marks)

Ans 3a.

Introduction

A mid-sized Indian electronics manufacturer with limited online presence faces growth constraints despite having strong domestic wholesale networks. Expanding into international B2B and direct B2C markets through e-business offers new revenue opportunities but also introduces challenges related to budget limitations, channel conflict, system integration, and organizational readiness. To ensure sustainable digital transformation, the company needs a structured e-business adoption framework that aligns business objectives, technology investments, employee capability development, and governance mechanisms while delivering measurable financial and

 

Q3(B). A mid-sized manufacturer that previously relied on distributors decides to adopt e- business to reach international buyers directly. Management is concerned about marketplace fees, potential channel conflict with existing distributors, technical integration with an ageing ERP and CRM, employee resistance, and measuring ROI. They expect a phased launch, minimal disruption to operations, and demonstrable revenue from online channels within two years. Create a comprehensive e-business entry strategy that covers marketplace selection criteria, fee and revenue model evaluation, integration with ERP/CRM, change management, and KPIs to monitor success for a mid-sized manufacturing firm seeking to move from traditional sales to online channels? (5 Marks)

Ans 3b.

Introduction

For a mid-sized manufacturer shifting from distributor-led sales to direct international online channels, e-business adoption represents a strategic transformation. While the move promises improved margins and market reach, it also introduces risks related to channel conflict, technical integration challenges, employee resistance, and uncertain return on investment. To achieve sustainable success, the company must design a structured entry strategy that balances rapid