MMPC 017 Solved Guess Paper is a paid, revision ready question bank for Advanced Strategic Management, prepared for students appearing in the June 2026 and December 2026 Term End Examinations. It carries fifteen probable questions with complete written answers, each one tagged to its block and unit in the IGNOU study material.
The file was not assembled by skimming a syllabus. Every question in it came out of a line by line reading of five years of Term End papers for this course, finishing with the December 2025 paper. Questions that kept returning went in. Questions that appeared once and never again stayed out.
On this page you can read five of the fifteen answers in full and check the block wise index before you decide. If the quality suits you, the remaining ten questions with answers come to you on WhatsApp at 9899436384.
MMPC 017 Advanced Strategic Management at a Glance
- Course code: MMPC 017 (written as MMPC-017 on IGNOU documents)
- Course name: Advanced Strategic Management
- Programmes: MBA, MBF, MBAHM, MBAMM, MBAOL
- Position in course: Semester IV, School of Management Studies
- Structure: 4 blocks, 12 units
- Questions in this guess paper: 15, all with full answers
- Samples open on this page: 5 questions with answers
- Exam duration: 3 hours
- Maximum marks: 100, weightage 70 per cent
- Attempt rule: attempt any five questions, all carry equal marks
- Target sessions: June 2026 and December 2026
- Enquiry number: WhatsApp 9899436384
What the MMPC 017 Solved Guess Paper for Advanced Strategic Management Contains
The file runs to 18 pages and holds 15 questions, every one of them answered in full. There are no unanswered practice questions and no "attempt this yourself" placeholders. If a question is listed, its answer is written out.
Each question sits inside a fixed layout so you always know what you are looking at. The head of the block carries the question number, a short topic label, the marks value, the block and unit reference, and the sessions in which that question or a close variant has already been asked.
Below that sits the question in IGNOU's own phrasing, then the answer. Answers open with a definition drawn from the textbook, move through named and numbered lists in the order the book gives them, and finish with a short concluding judgement of the kind examiners reward.
Three of the fifteen answers use tables rather than running lists, because the underlying material is comparative. The generic strategies answer, the diversification types answer and the entry modes answer are all easier to reproduce under exam pressure when the structure is visual.
The closing pages carry a study note that sets out the exam pattern, a short list of topics that are not worth heavy preparation, and a frequency chart mapping topics against the last six sessions. Students who already own our IGNOU Solved Guess Paper collection for other management courses will recognise this layout immediately.
What this file is not
This is a guess paper, not a substitute for the study material. It concentrates on the fifteen questions most likely to appear and answers those thoroughly. Topics with a single historical appearance are named in the study note but deliberately not expanded, so your revision time goes where the marks are.
Sample Questions with Answers from the MMPC 017 Advanced Strategic Management Guess Paper
Five of the fifteen answers are reproduced below, exactly as they appear in the file. They are drawn from all four blocks so you can see how the writing holds up across theory heavy and application heavy topics alike. The remaining ten questions with answers are sent on enquiry.
Corporate Planning: Process and Characteristics
Explain the concept of corporate planning and describe its process. State the characteristics and benefits of corporate planning.
Meaning of corporate planning
Corporate planning is a comprehensive planning process involving the continued formulation of objectives and the guidance of affairs towards their attainment. It is undertaken by top management for the company as a whole, on a continuous basis. Hussey observed that corporate long range planning is not a technique but a complete way of running a business.
Characteristics
- Future of current decisions: it deals with the futurity of present decisions.
- Integration: it links strategic planning with short range operational plans.
- Synonymous usage: comprehensive, strategic, long range and formal planning are treated as one.
- Organisational process: it develops strategic intent and action plans to achieve objectives.
Process of corporate planning
- Formulation of strategic intent, defining purpose, mission, vision and goals.
- Environmental appraisal, scanning the internal and external environment.
- Generation of strategic alternatives, identifying possible courses of action.
- Evaluation of alternatives, assessing each option against objectives.
- Decisions in terms of strategy, policies and programmes.
Benefits
- Rational allocation of resources and improved coordination between units.
- Improved performance, with the book citing gains of 30 to 40 per cent in the United States.
- Responsiveness in managing a complex organisation within a dynamic environment.
- A systematic and critical review of the business.
- A visionary approach that builds the habit of forward thinking.
Bhattacharya and Chakravarti noted that success requires the total commitment of the chief executive, participation of implementing executives, continuity of the process, and clarity that planning provides direction.
Conclusion: Corporate planning is a continuous, top management process moving from strategic intent through appraisal and choice to decisions. Its disciplined steps deliver rational resource use, sharper performance and a forward looking vision.
Strategic Alliances: Factors, Types and Risks
What are the factors promoting the rise of strategic alliances? Explain the types of strategic alliances and the costs and risks associated with them.
Meaning of strategic alliances
A strategic alliance is an agreement between firms to do business together in ways that go beyond normal company to company dealings but fall short of a merger or a full partnership. It joins two or more companies to exchange resources, share risks or divide the rewards of a joint enterprise. Drucker in 1996 noted that the greatest change in corporate culture is the accelerating growth of relationships based not on ownership but on partnership.
Factors promoting the rise of alliances
- Global competition, which makes self sufficiency difficult.
- Blurring boundaries, as communication links markets and regions.
- Rapid technological shifts demanding faster product innovation.
- Access to skills, resources and markets, and faster market entry.
- The need for differential capabilities beyond a firm's own resources or time.
Types of strategic alliances
- Licensing arrangements, the simplest form, involving the sale of technology or rights in exchange for entry or a fee.
- Joint ventures, a separate legal entity for a long term, resource intensive alliance.
- Cross holdings, equity stakes and consortia, the most complex form, with equity positions and multi partner linkages.
Costs and risks
- Cultural and language barriers causing delays and conflict.
- Lack of trust and loss of autonomy.
- Absence of clear goals and differences in management styles.
- Creating a potential competitor, and losing operational control or confidentiality.
Conclusion: Strategic alliances are partnerships that stop short of merger, driven by global competition and the need for capabilities. They range from licensing to consortia and carry cultural, trust, autonomy and competitor creation risks.
Market Risk Assessment in International Business
Discuss the various types of risk in international business with reference to political, financial and economic risks. Explain the risk management techniques used by firms.
Meaning
International business begins with understanding the stability of the government in a country before entering into any business agreement. Firms investing in international markets must weigh a risk assessment framework, the types of risk and the techniques available to manage them, because cross border operations face uncertainties absent from purely domestic business.
Types of risk
- Political risk, arising from government stability, protectionism, tariffs, quotas and currency control laws.
- Financial risk, from fluctuation in foreign exchange rates, mitigated through foreign credit, insurance and letters of credit.
- Economic risk, from economic instability, weak infrastructure, low per capita income and supply delays.
Causes are grouped as inherent causes, including foreign exchange protection, unfavourable monetary and fiscal policies, higher taxes, restrictive industrial policies, colonial heritage and socio cultural differences, and circumstantial causes such as a change of government and local vested interests.
Risk management techniques
- Rejecting investment where risks outweigh returns.
- Long term agreements negotiated with host governments.
- Lobbying politicians and officials to influence policy.
- Legal action in countries with an efficient, independent judiciary.
- Pressure from the home country to safeguard interests.
- Joint ventures and increased shareholding with local partners.
- Promoting host goals so the firm aligns with the host country.
- Risk insurance offered by specialised agencies.
Conclusion: International business faces political, financial and economic risks from inherent and circumstantial causes. Firms manage these through rejection, agreements, lobbying, legal action, home country pressure, joint ventures, promoting host goals and insurance.
IT, Strategy and e-Business
Explain the concept of e-Business and describe the web based business models and the steps used in implementing an e-Business plan.
Meaning of e-Business
Fundamental to e-business is the technology that enabled the phenomenon to take place, and it operates within the same business environment as conventional bricks and mortar businesses. Information technology is a key strategic enabler, and the expansion of the worldwide web has created new business paradigms that firms must fold into their strategy.
Web based business models
- Business to Business, covering upstream and downstream transactions that connect partners and customers over the Internet.
- Business to Consumer, connecting businesses to customers for ordering, information and service.
- e-Market places, linking company, partners and customers for communication and information exchange.
Steps in implementing an e-Business plan
After identifying e-business application areas and mapping the internal e-business value chain, following Porter and Millar in 1985, the applications are brought into line with existing IT architectures. These architectures cover four elements.
- Information architecture, assessing how applications fit the information systems areas.
- Systems architecture, managing data stewardship and application integration.
- IT infrastructure, ensuring higher scalability and security.
- Organisational architecture, securing the required capacities and skills.
The assessed consequences give rise to projects within the overall IT project portfolio, and standard project portfolio management techniques then produce a specific e-business plan for the organisation.
Conclusion: e-Business is a technology enabled paradigm operating in the same environment as conventional business. Firms classify it into B2B, B2C and e-market places, and implement it by aligning applications with information, systems, infrastructure and organisational architectures.
Innovation and Building Creative Organisations
What is innovation? Explain the characteristics of an innovative organisation and how creative organisations are built.
Meaning of innovation
Innovation is the intentional introduction and application, within a role, group or organisation, of ideas, processes, products or procedures that are new to the relevant unit of adoption and designed to significantly benefit the individual, the group, the organisation or wider society. Creativity generates new and useful ideas, while innovation is the engine of change that lets a business see beyond the present and create the future.
Characteristics of an innovative organisation
- Balanced autonomy, combining strategic autonomy, the freedom to set one's agenda, with operational autonomy, the freedom to attack a problem.
- Personalised recognition, rewarding individuals for their contribution.
- An integrated socio technical system that aligns people and technology.
- Continuity of slack, providing time and seed funding for new projects.
Building creative organisations
- Venture teams, used by IBM, 3M, Dow Chemical and Texas Instruments to solve technical problems and promote creativity.
- Idea champions, members assigned to actively support and push new ideas.
- Intrapreneurship, entrepreneurial activity inside the firm, needing sponsorship and suitable rewards.
- Creativity and diversity, where a diverse workforce improves decision making and avoids conformity.
Conclusion: Innovation is the intentional, beneficial introduction of new ideas and the engine of change rooted in culture. Creative organisations are built through balanced autonomy, recognition, slack, venture teams, idea champions, intrapreneurship and diversity.
Those are five of the fifteen. The other ten answers, covering corporate policy, generic strategies, mergers and acquisitions, diversification, internationalisation, multinational corporations, entry strategies, government intervention, technology and R and D, and knowledge management, come with the complete file.
Enquire on WhatsApp 9899436384Full Question Index of the MMPC 017 Guess Paper for Advanced Strategic Management
All fifteen questions are listed below with their block reference and their appearance record across the last six Term End papers. The five marked as samples are the ones opened in full on this page.
| No. | Question topic | Block and unit | Sessions in which it appeared | Times in 6 papers | On this page |
|---|---|---|---|---|---|
| Q1 | Corporate planning: process, characteristics and benefits | Block 1, Unit 1 | December 2024, June 2023 | 2 | Sample |
| Q2 | Corporate policy: features and internal and external determinants | Block 1, Unit 2 | June 2024 | 1 | In file |
| Q3 | Corporate strategies: nature, scope and four generic types | Block 2, Unit 3 | December 2025, June 2024 | 2 | In file |
| Q4 | Mergers and acquisitions: forms, reasons and deal steps | Block 2, Unit 4 | December 2024, June 2023 | 2 | In file |
| Q5 | Diversification: concentric and conglomerate types, pros and cons | Block 2, Unit 4 | June 2024 | 1 | In file |
| Q6 | Strategic alliances: driving factors, types, costs and risks | Block 2, Unit 5 | June 2025, December 2024, June 2024, December 2023 | 4 | Sample |
| Q7 | Internationalisation: reasons and five stages to global status | Block 3, Unit 6 | December 2024, June 2024, December 2023 | 3 | In file |
| Q8 | Multinational corporations: operating advantages and disadvantages | Block 3, Unit 6 | June 2024, June 2023 | 2 | In file |
| Q9 | Market risk: political, financial, economic and management techniques | Block 3, Unit 7 | Not asked in the last six papers | 0 | Sample |
| Q10 | Entry strategies: export, non equity and equity routes | Block 3, Unit 8 | December 2023, June 2023 | 2 | In file |
| Q11 | Government intervention: tariffs, non tariff barriers and quotas | Block 3, Unit 8 | December 2025, December 2023 | 2 | In file |
| Q12 | IT, strategy and e-Business: B2B, B2C and implementation steps | Block 4, Unit 9 | December 2025, June 2024, December 2023, June 2023 | 4 | Sample |
| Q13 | Technology package and the steps in building an R and D strategy | Block 4, Unit 10 | December 2025, June 2023 | 2 | In file |
| Q14 | Knowledge management: five level framework, trends and challenges | Block 4, Unit 11 | December 2025, December 2024, December 2023, June 2023 | 4 | In file |
| Q15 | Innovation: innovative organisations and building creativity | Block 4, Unit 12 | June 2025, December 2024, December 2023, June 2023 | 4 | Sample |
Question 9 is the one worth explaining. It has not appeared in the last six sessions at all, which is exactly why it is in the file. Market risk assessment is a full unit of the syllabus that examiners have left untouched for three years, and units left alone that long tend to resurface.
If you want to check these appearance records yourself rather than trust the table, our IGNOU Previous Year Question Paper section carries the source papers for the same sessions.
Block and Unit Index of MMPC 017 Advanced Strategic Management
MMPC 017 is built from four blocks holding twelve units in total. The table maps every unit to the topics that the Term End papers actually examine and to the guess paper questions that cover it, so you can revise the book and the guess paper side by side.
| Block | Unit | Unit title | Topics the papers actually examine | Guess paper question |
|---|---|---|---|---|
| Block 1: Introduction to Corporate Management | Unit 1 | Corporate Management: An Overview | Five step planning process, futurity of present decisions, Hussey's view, the 30 to 40 per cent performance claim | Q1 |
| Block 1: Introduction to Corporate Management | Unit 2 | Corporate Policy | Ten features of policy, hierarchy across management levels, four internal and five external determinants | Q2 |
| Block 2: Corporate Level Growth Strategy | Unit 3 | Intensive Growth Strategies | Porter's three levels of strategy, corporate parenting, stability versus growth versus retrenchment versus combination | Q3 |
| Block 2: Corporate Level Growth Strategy | Unit 4 | Integration and Diversification Growth Strategies | Horizontal, vertical, market extension, product extension and conglomerate mergers, poison pill and white knight, concentric versus conglomerate diversification | Q4 and Q5 |
| Block 2: Corporate Level Growth Strategy | Unit 5 | Strategic Alliances | Drucker on partnership over ownership, licensing versus joint ventures versus consortia, loss of autonomy and competitor creation | Q6 |
| Block 3: International Strategy | Unit 6 | Internationalization Process | Ethnocentric to polycentric orientation, the five stages ending in transnational operations, MNC scale and brand advantages | Q7 and Q8 |
| Block 3: International Strategy | Unit 7 | Evaluation of Market Risk Assessment | Political, financial and economic risk, inherent versus circumstantial causes, eight risk management techniques including risk insurance | Q9 |
| Block 3: International Strategy | Unit 8 | Entry into the International Markets | Direct versus indirect exporting, licensing, franchising, contract manufacturing, turnkey contracts, ad valorem and specific tariffs, embargoes | Q10 and Q11 |
| Block 4: Strategic Enablers | Unit 9 | IT and Strategy | B2B, B2C and e-market places, Porter and Millar's value chain, the four IT architectures in an e-business plan | Q12 |
| Block 4: Strategic Enablers | Unit 10 | Technology and R and D | Product design, production technique and management systems, adoption versus adaptation versus absorption, four steps in R and D strategy | Q13 |
| Block 4: Strategic Enablers | Unit 11 | Knowledge Management | Tacit versus explicit knowledge, Nonaka's socialisation and externalisation, the five level KM framework, groupware and data mining | Q14 |
| Block 4: Strategic Enablers | Unit 12 | Innovation | West and Farr's definition, strategic versus operational autonomy, continuity of slack, venture teams at 3M and Texas Instruments | Q15 |
The block titles above are taken from IGNOU's own self learning material, which you can verify on eGyanKosh, the official IGNOU repository for MMPC-017. We check unit titles against the repository before every revision of the file.
Students preparing more than one paper this semester usually pick up the matching MMPC 017 Study Material notes alongside the guess paper, since the two are indexed against the same block and unit numbering.
How This MMPC 017 Solved Guess Paper Was Built from Previous Year Papers
The method was frequency analysis across six Term End papers, running from June 2023 to December 2025. Nothing in the file was selected because it looked important. It was selected because the pattern in the papers pointed to it.
Step one: reading the papers, not the syllabus
We pulled the official question papers for six consecutive sessions and typed out every question, in full, in the order it appeared. Six papers, roughly seven questions each. That gave us a working list of around forty questions rather than a vague sense of what the course covers.
Step two: collapsing variants
Examiners rarely repeat a question word for word. Diversification came up once as advantages and disadvantages, and once folded into a broader growth strategy question. Both were treated as the same topic. Collapsing variants like this is where a lot of guess papers go wrong, because they count phrasings instead of topics.
Step three: mapping topics to units
Every collapsed topic was then tagged to its block and unit in the study material. This threw up the interesting result. Some units, such as Unit 5 on strategic alliances and Unit 9 on IT and strategy, were being examined in four of six sessions. Others, such as Unit 7 on market risk, had gone quiet.
Step four: the December 2025 paper
The most recent paper was read separately and weighted more heavily, because it shows the current examiner's preferences rather than a historical average. Three of its topics, corporate strategies, government intervention and knowledge management, went straight into the file on the strength of that reading alone.
Step five: writing the answers
Answers were drafted only after the question list was locked. Each one was written from the IGNOU textbook rather than from general management sources, because examiners mark against the book's own definitions, its named scholars and its exact counts. Where the book says there are five external determinants, the answer gives five.
Step six: length discipline
Every answer was then cut or extended to sit near 450 words, the realistic ceiling for a 20 mark answer written in about 35 minutes. Answers that run to a thousand words look impressive on a screen and are useless in a hall where you have five of them to write.
MMPC 017 Advanced Strategic Management Exam Pattern and Marks Distribution
The MMPC 017 Term End Examination runs for three hours, carries 100 maximum marks and holds a weightage of 70 per cent. The instruction on the paper reads that you attempt any five questions and that all questions carry equal marks, which puts each answer at 20 marks.
Recent papers have set seven questions from which you choose five. That choice is the whole reason a well built guess paper works. You do not need to cover every unit. You need five topics you can write on with confidence, and two spare in case the phrasing turns awkward.
The paper is entirely descriptive. There is no multiple choice section, no numerical section and no compulsory question. Every item opens with a directive verb such as explain, discuss, describe or elaborate, and most carry two parts, typically a concept followed by its application or its classification.
Suggested time allocation for MMPC 017
- Roughly 35 minutes per question, leaving about five minutes at the end.
- Around 450 words for a 20 mark answer, 250 words for 10 marks, 150 words for 5 marks.
- Two to three minutes on a rough structure before writing each answer.
You can confirm the pattern for yourself on the official IGNOU June 2024 MMPC-017 question paper, which carries the instruction line in full.
What examiners reward in MMPC 017 answers
- Opening with a clear definition and naming the scholar, such as Drucker, Porter, Nonaka or West and Farr.
- Citing the dates the book gives, for instance Porter in 1987 and Nonaka and colleagues in 1994.
- Using the exact counts and named lists from the book, without padding or rounding.
- Pairing theory with one short, relevant example to show application.
- Closing with a critical, evaluative line rather than a summary of what you just wrote.
IGNOU Programmes That Include MMPC 017 Advanced Strategic Management
MMPC 017 is a Semester IV course offered by the School of Management Studies and shared across the MBA family of programmes. If your programme appears below, this guess paper applies to you without modification, because the course code and the study material are identical across all of them.
- Master of Business Administration (MBA)
- Master of Business Administration in Banking and Finance (MBF)
- Master of Business Administration in Human Resource Management (MBAHM)
- Master of Business Administration in Marketing Management (MBAMM)
- Online Master of Business Administration (MBAOL)
Students in the banking stream often ask whether their paper differs. It does not. The question paper is common, which is why our MBF Guess Paper listings point back to the same course files for shared codes like this one.
The same holds for the human resource stream, where the elective courses differ but the core papers do not. Our MBAHM Guess Paper section follows the same logic, mapping shared core codes to a single set of solutions.
Who Should Buy the MMPC 017 Advanced Strategic Management Guess Paper
This file suits students who have limited time and need a defensible shortlist rather than a full re-read of four blocks. It is not a replacement for the study material, and we would rather say so plainly than oversell it.
It works well if
- You are working or studying alongside the MBA and have four to six weeks before the exam.
- You have read the blocks once and need to know where to concentrate the second pass.
- You struggle with answer structure more than with the concepts themselves.
- You are reappearing in this paper and want to see which topics keep returning.
It is less useful if
- You have not opened the study material at all and are hoping fifteen answers will carry you.
- You want coverage of every unit, in which case the full block wise notes are the better fit.
- You are looking for assignment answers, which are a separate requirement with a separate submission.
A fair warning from experience. Students who memorise answers without understanding the structure tend to freeze when the phrasing shifts. Read the answers, then close the file and try reproducing the skeleton from memory. That is where the marks come from.
How to Get the MMPC 017 Advanced Strategic Management Guess Paper on WhatsApp
Send one message on WhatsApp to 9899436384 with your course code and the session you are appearing in. That is the whole process. We confirm availability, share the price and the payment details, and send the file once payment is done.
- Message 9899436384 on WhatsApp with "MMPC 017 guess paper" and your session, June 2026 or December 2026.
- We confirm the version, the page count and the price on the same chat.
- Complete the payment through the details shared in the chat.
- The complete PDF, all fifteen questions with answers, reaches you on the same WhatsApp thread.
If you are taking more than one paper this session, mention all your course codes in the first message. It saves a round of back and forth, and we can tell you which of them we already have ready.
The complete guess paper for MMPC 017 Advanced Strategic Management is available now for the June 2026 and December 2026 sessions.
Enquire on WhatsApp 9899436384MMPC 017 Advanced Strategic Management Guess Paper FAQs
The eight questions below are the ones students actually ask us on WhatsApp before buying. If yours is not covered here, send it to 9899436384 and we will answer it directly.
How many questions does the MMPC 017 Advanced Strategic Management guess paper contain?
The file contains fifteen questions, each with a complete written answer of roughly 450 words. Five of those answers are open on this page as samples, so the remaining ten reach you when you enquire. All fifteen are tagged to their block and unit in the IGNOU study material, and every one of them is drawn from a topic that has appeared in a recent Term End paper.
Is the MMPC 017 Advanced Strategic Management guess paper valid for both 2026 sessions?
Yes. The file targets the June 2026 and December 2026 Term End Examinations together, because IGNOU sets papers for this course from the same four block syllabus in both sessions. The frequency analysis behind it covers June 2023 to December 2025, which spans three June papers and three December papers, so neither session is favoured over the other.
Are the MMPC 017 Advanced Strategic Management answers written from the IGNOU book?
Every answer is written from the IGNOU self learning material for this course, not from general management textbooks or web sources. That matters because examiners mark against the book's own definitions, its named scholars and its exact counts. Where the study material lists five external determinants of corporate policy, the answer gives those five and does not substitute a different framework.
What is the exam pattern for MMPC 017 Advanced Strategic Management?
The Term End Examination runs three hours, carries 100 maximum marks and holds a weightage of 70 per cent. The instruction line states that you attempt any five questions and that all questions carry equal marks, placing each answer at 20 marks. Recent papers have set seven questions to choose from, and the entire paper is descriptive with no objective or numerical section.
Which IGNOU programmes can use the MMPC 017 Advanced Strategic Management guess paper?
MMPC 017 is a Semester IV course shared across the MBA family, so students in MBA, MBF, MBAHM, MBAMM and MBAOL can all use the same file. The course code, the study material and the question paper are common to these programmes. Only the elective courses differ between streams, which means the core paper you sit is identical regardless of your specialisation.
Will studying only the MMPC 017 Advanced Strategic Management guess paper be enough to pass?
It gives you a strong shortlist, but we would not claim it replaces the study material. The paper sets seven questions and you answer five, so fifteen well prepared topics give you good odds of finding five you can write confidently. Students who read the blocks once and then use the guess paper to focus their second pass get considerably more out of it.
Does the MMPC 017 Advanced Strategic Management guess paper include solved assignments?
No, it does not. Assignments and Term End Examinations are separate requirements at IGNOU, with different questions and different submission deadlines. This file covers only the Term End Examination. If you need assignment solutions for this course as well, mention it in the same WhatsApp message and we will tell you what is available for your session.
How do I receive the MMPC 017 Advanced Strategic Management guess paper after enquiring?
Send a WhatsApp message to 9899436384 naming the course code and your session. We reply with the current version details, the page count and the price. Once payment is completed through the details shared in that chat, the complete PDF with all fifteen answers reaches you on the same thread, usually within the same working day.