Kindler Vol Xi-jan-Dec

KINDLER
THE JOURNAL OF ARMY INSTITUTE OF MANAGEMENT KOLKATA (FORMERLY NATIONAL INSTITUTE OF MANAGEMENT CALCUTTA)
VOLUME XI
NUMBERS 1 & 2
ISSN 0973-0486
JANUARY-JUNE 2011, JULY-DECEMBER 2011

Page No.
EDITOR'S NOTE RESEARCH CONTRIBUTIONS A Model for Price Rationalization : Strategic Decision Making Perspective Dr. Biswajit Chakraborty & Debashis Jana Competitive Collaboration for Profitable Growth: Saga of Indian B.O.P. Market Dr. Biswajit Chakraborty Is Consumer Attitude and Preference Shifting from Conventional Retailing Formats to Modern Retailing Formats in Tier II Cities? A Comparative Case Study on Food and Grocery Industry between Three Cities in West Bengal Ayan Chattopadhyay A Study of Customer Perception about Tata Nano Car in the Twin Cities of Hyderabad and Secunderabad Col. (Retd.) Dr. R.M. Naidu Preferences of Asian Internet Users: A Study on Asian Countries with High Internet Penetration Shyamasis Ghosh Stress Control : The Key to Corporate Success Arundhati Bhattacharyya
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Page No. STUDENTS CONTRIBUTIONS Article : Understanding Talent Management from Taare Zameen Par Manisha Saraf Project Synopses
Brand Promotion and Consumer Perception through BTL Promotions Samridhi Jamwal Efficacy of HR Practices Bushra Zaheer Khan 103 93
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BOOK REVIEW
Marketing Channel Management A Customer-Centric Approach Pingali Venugopal Business-to-Business Marketing Ross Brennan, Louise Canning & Raymond McDowell Marketing Across Cultures Jean-Claude Usunier & Julie Anne Lee 113 111 109
Editor's Note
This Special issue of Kindler is dedicated to the memory of our dear colleague, Late Professor (Dr.) Biswajit Chakraborty, faculty in Marketing. He had been associated with Kindler since its nascent stage. Prof. Chakraborty was a member of the Editorial Advisory Board of Kindler. He was also a regular contributor to the Journal and strengthened its double peer review system as a reviewer from time to time. The contribution of many authors got enriched with his valuable suggestions. As a mark of respect to the departed soul, we have re-published his articles and a book review which were published in Kindler before, in this Special issue. As Prof. Chakraborty was a faculty in Marketing, the contributions are predominantly from his area of specialisation. Our research contributions take us through a drive in Tatas Nano car to fathom the customers perceptions about it in the twin cities of Hyderabad and Secundrabad. We get a deep insight into whether there is an attitudinal shift of consumers in acceptance of modern retail from the traditional conventional retailing systems in Food and Grocery industry in three Tier II cities of West Bengal - Asansol, Durgapur and Siliguri. We also have an article on the Preferences of Asian Internet users followed by ways to tackle the greatest crisis of corporate life Stress. Our Student section has an innovative article titled, Understanding Talent Management from Taare Zameen Par an example of finding lessons of management through entertainment. Our project synopses covers two projects one on Brand Promotion and Consumer Perception through BTL Promotions and the other regarding the Efficacy of HR Practices. Before signing off, I accord a warm welcome to the new members of our Editorial Advisory Board Prof. C Madhavi and Dr T R Saha. I am confident that their erudite association will help Kindler reach new heights.
Parveen Ahmed Alam Editor, Kindler
RESEARCH CONTRIBUTIONS
Kindler Vol. XI
Nos. 1 & 2
January-June 2011, July-December 2011
A Model for Price Rationalization : Strategic Decision Making Perspective

Dr. Biswajit Chakraborty* & Debashis Jana**
ABSTRACT
In this era of globalization, the consumer is becoming increasingly updated and knowledgeable with the marketing environment due to the advent of ultramodern techniques of communication. As a consequence, the consumers are turning out to be highly demanding in nature in terms of quality, price and service. Therefore, the companies joining the fray are frantically looking for whatsoever minimum elbow space that may be gouged out which could facilitate them in offering additional Unique Selling Propositions (USPs) in terms of products or services offered. Basically, for a corporate the aim is to accomplish the needs and wants of the consumers, the principal agenda being sustenance of the market share and the uninterrupted sales growth. Packaging cannot be considered in isolation and the cost involved in packaging (direct labor and material) account for a substantial portion of a products manufactured cost and so it is desirable for the corporate to rationalize such costs. Management scientists have been toiling hard to find out if along with major productivity gains of manufacturing operations, packaging cost could be rationalized with the productivity improvements. They also feel that if both these areas operate in tandem, an improved strategic positioning should result in that may be useful substantially for the corporate in different sectors of strategy building exercises. Although some research work has been performed in this area but no comprehensive roadmap has evolved that could provide a clear understanding of a model, which may be applied universally. Therefore, a great endeavour has been made in this research paper to develop a model based upon the field data collected. A suitable questionnaire is developed to collect such field data and thrust area has been to obtain as much unbiased data as possible. It is expected that the survey data analysis and subsequent interpretation of the same shall facilitate the corporate in finding solution to the long-standing issue of price rationalization in consonance with the area of packaging, now referred as the Fifth P in the marketing mix. Moreover, the price rationalization, as suggested in the model, should greatly benefit the marketers in fine-tuning of the price mechanism of the end products to enable the corporate to be more competitive in the market place without sacrificing the quality of the products or the services offered. Furthermore, the surplus fund thus generated could assist the marketers in utilizing more and more funds into various promotional areas of marketing in order to create further awareness and conviction in the minds of the consumers. Overall effect may thus proved to be quite encouraging for the marketers to establish its brands in the market field.
First published in Kindler, Vol. VI, No. 1, January-June, 2006. Authors affiliation(s) correspond to first print timeline. * Assistant Professor (Marketing); Army Institute of Management, Kolkata ** Business Analyst, e-Serve International, Mumbai
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On a practical front, marketers can leverage gain obtained from the concept and understanding derived through generalizing the model that could certainly assist them in designing and implementing suitable strategies accordingly. This can prove to be beneficial for the Indian companies tottering against fierce competition imposed on them by the MNCs in view of comparatively easier access for such companies to India, thanks to the process of globalization.
Keywords : CJ-Model, MNC
INTRODUCTION Cost reduction opportunity discloses why expediting and controlling necessary change can save millions of dollars in unnecessary costs along with improving level of customer satisfaction together with creation of significant strategic advantages (Rudolph, Boznak and Audrey, 1997). In this modern age, when scientific marketing has certainly become a strong weapon in the hands of the marketer towards making them more effective in marketing of products, cost reduction may lead to price rationalization also. These marketing people who eventually become the forerunner in the corporate sector, are therefore, turn to be more competitive vis--vis efficient in building an improvised level of CRM. During this century in particular, packaging has developed significantly beyond its original purpose (Hart and Murphy, 1998). By this time, professional marketing people have started proliferating packaging as the Fifth P of the marketing mix and therefore, packaging no longer takes the backseat in the marketing mix (Mazumdar, 1999). Application of the various packaging dimensions, from micro to product design and distribution, including its costing part was elaborated (Bischoff and Dowsland, 1982). A desirable aim must be to become the lowest cost producer for a given specification of goods and services (Pearson, 1992). For a professional marketer, it is now an imperative to create, compete and consolidate its position through innovation of suitable positioning strategy. With the growing acceptance of the experience curve in the 1960s, most strategies turned to some cost analysis as the basis for assessing competitive positions ( Ghemawat, 2000 ). Emerging opportunities for innovation are often obscured current business concerns. In these hard days of ruthless competitive scenario encompassing the corporate world, managing ongoing growth or dealing in imminent performance issues tend to ensnare companies into innovation traps that are difficult to escape ( Valikangas, 2005 ). A corporate must have a clear vision while building its innovation game plan through : i. ii. Identifying and assessing a potential innovation Focusing on the detailed financial estimates
iii. Creating revenue while utilizing the opportunity iv.

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Executing and adopting the innovation

Kindler Vol. XI Nos. 1 & 2 January-June 2011, July-December 2011
Objectives of innovation are manifold. Cost reduction and improved customer focus tend to be the primary objectives ( Seshadri and Triripathy, 2006 ). However, the corporate do keep on adding additional objectives like increase in the level of operational efficiency, desire to provide maximum value to the customers, develop means of minimizing inconvenience to the customers, sustaining the growth engine for the company etc. The formal corollary of the above discussion, points toward the fact that today the corporate sector must be able to hone its skills in order to produce cutting edge competition so that it could establish its strategic position distinctly. To achieve such feat, development of a model for accomplishing required price rationalization may be considered to be a step toward the right direction. PROBLEM STATEMENT Price may be considered as one of the key elements for marketers in todays hypercompetitive environment as consumers are extremely keen to obtain quality goods and services at superlative cost. Therefore, companies are desperately looking towards avenues through which price of a commodity could be rationalized further and further without compromising on quality and services to be offered. Hence, the marketers look for a model that could facilitate in optimizing the packaging cost for the outer cartoons in which the products would be packed thereby rationalizing the overall commodity cost to their advantage. RESEARCH OBJECTIVES The purpose of this research is to develop a universal model that can be used as a cost optimizing tool for the product to be manufactured and marketed by the industries. The secondary packaging for the industries is primarily Corrugated Final Cartoon (C.F.C). 1. Specifically, we intend to develop and generalize a model, named here as the CJModel, with the help of which secondary packaging cost for a particular quality of packaging could be arrived at. We wish to see the feat of CJ-Model towards price rationalization for the final product and how the model could help the industry in monitoring its vendors. Exploration To develop CJ-Model experts from the buying organization should make visits the vendors premises and understand the manufacturing process. In such context following information may be considered to be as of relevance: A . Raw material used B . Fixed and variable cost elements
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2.
RESEARCH DESIGN 1.
2.
Questionnaire Design Compiling of data needs to be made through a list of suitable research questions. Subsequently, a fresh cost sheet to be prepared on a new format based on the most competitive data.. This is sent back to vendor for their feedback and discussion should be carried on to roll out the final cost model. Keeping the above objective in mind an endeavor has been made to develop CJModel that could give the buying organization an analytical tool, which certainly helps in price rationalization for the end product marketed by the organization.
3.
Data Collection While developing CJ-Model, a buying organization should initiate move so that various kinds of vital information could be derived from the suppliers empanelled. a) b) c) d) e) f) Raw material quantity and cost Conversion cost Packaging cost Profit element Freight element Tax element It is made out of special type of craft papers and could be produced in various shapes with the stipulated dimensions. C.F.C. is a most used secondary packaging material for industries like F.M.C.G, pharmacy, perishable goods, consumer durables etc. and regarded as a cheap and delicate secondary packaging material that finds wide acceptance in domestic and international markets.The manufacturing of C.F.C. consists of: i. ii. iii. iv. v. vi. B) i. Paper cutting from roll Transforming plain paper into corrugated paper Upright pasting of plain and corrugated sheet to obtain required ply rating Cutting of ply rated sheets into required sizes Stapling edges of sheets with pins Printing on surfaces The particular research work was conducted to develop cost model for 2 types of C.F.C. with the following specifications : Dimension 590*340*270 & 400*380*270 Ply rating 5 & 3; with narrow flute corrugation
Nos. 1 & 2
4.
C.F.C. Manufacture and Costing A)
Costing procedure of C.F.C
Burst strength 8kg/sqcm & 5kg/sqcm
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ii. Principal data findings from the factory inspection: About 40% extra paper required for corrugation than plain paper Weight of adhesive required about 3% of the total weight of the paper Printing cost about Rs0.15 per CFC Labour cost about Rs1.00 per CFC Staple put at a distance of 15mm and as such on the basis of the total height of the CFC and calculation made on the number of staple required; conversion made into weight and on the basis of the cost of staple roll; the cost of staple required per CFC put in the model Cost of Kraft paper and adhesive taken from the market Provision kept in the cost model to take care of the ply rating Finally, wastage added as the percentage of the total cost on the basis of the actual observation DATA ANALYSIS After collating the data, a model was deduced with the above input parameter shown in the excel sheet table. The model is based on the raw material cost of the ultimate packing material.(prices are at par the market rate of eastern India; December 2004) CFC Costing
3 Ply Size Length Width Height Ply rating GSM Rate of paper/kg Sq Ft Area per Ply Sq.Ft area of all the ply Wt of paper Cost of paper(Including wastage 5%) Adhesive 1 Adhesive 2 Stapple required Adhesive cost Stapple cost Printing cost Kindler Vol. XI Nos. 1 & 2 0.42 0.29 0.385 3 140 16 0.790 2.687 0.376 6.320 0.583 0.006 15 1.775 1.540 0.150 5 Ply Size Length Width Height Ply rating GSM Rate of paper/kg Sq Ft Area per Ply Sq.Ft area of all the ply Wt of paper Adhesive 1 Adhesive 2 Stapple required Adhesive cost Stapple cost Printing cost 0.72 0.42 0.24 5 140 16 1.152 6.682 0.935 1.450 0.014 10 4.413 0.960 0.150 11
Cost of paper(Including wastage 5%) 15.715
Labour cost Sales Tax Freight Profit Total cost
1.000 0.37 0.25 0.5 11.904
Labour cost Sales Tax Freight Profit Total cost
1.000 0.85 0.25 0.5 23.839
CONSIDERATIONS 3% of the total paper weight is considered as the wt of the adhesive required Paper required for Corrugation 1.40 times than that of the plain sheet Weight of individual staple as 2gm, Staple distance-25mm It can be tested that if there is any variation in any of the inputs parameters due to varying market price of raw materials there will be instant change in the final costing of C.F.C DATA INTERPRETATION Mathematical analysis on cost involved in each steps of C.F.C. manufacturing is shown below. 1. Input Dimension of CFC Length =l Breath=b Height=h (Measurements are in meters) 2. 3. 4. 5. 6. 7. 8. 9. Area of Total Top & Bottom surface Total side surface Total Surface Area of CFC Let ply rating of the C.F.C. No of plane surface layer No. of corrugated surface layer Total area under corrugated surface = 2* l * b = 2 ( l + b ) * h = 2 ( l * b + l * h = p = ( p + 1 ) / 2 = ( p 1 ) / 2 = 7 / 5 [2 ( l * b + l * h + b * h ) ] ( p 1 ) / 2 = 2(l*b +l*h 1 ) / 2 +b*h)* (p+ + b * h )
One corrugated side contains 40% more surface area than plane
10. Total area under plane surface
11. Total area of CFC including both plane & corrugated surface = 7 / 5 [2 ( l * b + l * h + b * h ) ] ( p 1 ) / 2 +2 ( l * b + l * h + b * h ) * ( p + 1 ) / 2
= 2(6p 1)/5 ( l * b + l * h + b * h) sqm

12 Kindler Vol. XI Nos. 1 & 2 January-June 2011, July-December 2011
12. Let GSM be = M gm/sqm 13. Total weight of the actual paper required is = 2(6p 1)/5 ( l * b + l * h + b * h) ( M / 1000) 14. Paper wastage rate is 3 % 15. To make CFC with actual [ 2(6p 1)/5 ( l * b + l * h + b * h) ( M / 1000)] amount of paper, original paper(Y) required is Y - ( 3 / 100 )( y ) = [ 2(6p 1)/5 ( l * b + l * h + b * h) ( M / 1000)] Or, ( 97 / 100 ) y = [ 2(6p 1)/5 ( l * b + l * h + b * h) ( M / 1000)] Or, y = 0.0004 M(6p 1) ( l * b + l * h + b * h) 16. If paper cost is c/kg, then the total paper cost of CFC will be = 0.0004 M(6p 1) ( l * b + l * h + b * h) * c 17. Total Glue required for pasting is 3% of total weight of the paper 18. Type 1 glue ( 3.00Rs / kg) required is 1.5 % of total weight 19. Cost incurred for typeI glue(P1)= 0.0004 M(6p 1)( l * b + l * h + b * h)* 1.5 / 100* 3 20. Glue requirement for type II glue ( 4.5Rs / Kg) 21. Cost incurred for typeII glue P2= 0.0004 M(6p 1)( l * b + l * h + b * h)*1.5/ 100 * 4.5 22. Total Expenditure(Pg) in Glue is Pg = P1 + P2 =0.11* 0.0004 M(6p 1)( l * b + l * h + b * h ) 23. Pin requirement: Height of CFC = h meter 25mm = 2 gm 4h / 25 4h / 25 * 50 = = 8h = ( 25 / 1000 meter) ( 2 / 1000 kg ) 2 * 1000 h / 25 2 / 1000 * 2 * 1000 h / 25 Inter distance of pin on CFC edge is = So, total pin requirement is(two edge) = Weight per pin So, Total Pin Weight is Total Pin Cost ( pin cost 50 Rs/kg) 24. Conversion cost Labour cost = 12 * 100 / 2000 = 60paise/CFC Overhead cost & other Pin tag / CFC = 15paise 40paise / CFC = = = =
So, total conversion cost = 60 + 40 = 100paise = Rs. 1.00 = 0.15Rs Freight = 50paise / CFC = 0.5 Rs
25. Total manufacturing cost = 0.0004 M(6p 1) ( l * b + l * h + b * h) * c +0.11* 0.0004 M(6p 1)( l * b + l * h + b * h ) + 8h + 1.15 26. Sales Tax = 3 % of actual manufacture cost = .0008 M(6p 1) ( l * b + l * h + b * h) * c +8.24h + 1.184 27. Freight = 0.5Rs / CFC manufacturing cost + conversion cost + sales tax + freight = .0008 M(6p 1) ( l * b + l * h + b * h) * c +8.24h + 1.68 Therefore, with the help of the above CJ-Model, the following generic mathematical expression could be derived: Total cost of C.F.C.. = .0008 M(6p 1) ( l * b + l * h + b * h) * c +8.24h + 1.68 Therefore, the cost of C.F.C. can be scientifically maneuvered with the judicious application of the parameters, viz., M, p and c that would optimize the bursting pressure vis--vis cost correlation and in the process rationalize the price for packaging. If quantity and time period are taken into consideration, then the price rationalization over a long period can lead to substantial savings for the company and this may be passed on to the customers in various forms for the mutual benefit for them and the corporate. Also, effective monitoring of the vendors through the application of this model can be implemented adequately that may again lead to improved supply-chain management and TQM for the company. Thus, essentially strategic consolidation and growth result in for the long run benefit of the company. RESULTS : DELIVERABLES As seen previously, CJ-Model, if applied properly, could provide Indian Industry the necessary cutting edge in terms of price rationalization, an important P of marketing. Over and above, other allied areas as depicted below, could take the advantages out of this Model. In turn, it could produce surplus for the corporate to play with. The corporate with such additional fund would thus be in a position to go in for value addition in terms of creation of USPs that may be considered to be an effective tool to combat the competitors, both in domestic as well as international front. As a consequence, enhancement of market share along with the desired penetration could be achieved with better customer retention.
28. Total cost of C.F.C
CONCLUSION 1. Importance and Benefits of the Research CJ-Model may be considered to be a comprehensive analysis of the total cost structure for a product manufactured in a production set up, the detailed assessment of which certainly facilitates the rationalization of price for the end product. Gradually, it is increasingly proving to be very powerful negotiation tool for a manufacturing cum marketing company in terms of achieving level of optimization towards sourcing and utilizing fund. The principal idea here is to create surplus for the organization that with the judicious blending of different marketing efforts, can generate improved level of market penetration and market share. Therefore, the essence of the corporate and marketing policy for the organization would be to reduction of cost of products with the assistance of internal customers and then rationalize the pricing phenomenon in terms of the external customers. A necessary benchmark may be set for this two-dimensional process with the focus on building adequate CRM, brand loyalty, and core competence and also to place the corporate at strategically advantageous position compared to the competitors operating in the domain. For an Indian company, the understanding and implementation of this concept may thus be considered to be genuinely useful. 2. Usefulness of CJ-Model CJ Model, if applied correctly, could prove to be useful for the Indian corporate sector in todays context of globalisation and cut throat competition. As depicted in the matrix below, sectors like marketing, packaging, materials and corporate brand could truly be bolstered by judicious and suitable application of such model. Marketing weapons would be sharpened further resulting in improved price rationalization and reduction in the quantum of cost on damage through augmented packaging efficiency. Segment of materials management would receive a fillip and expected better level of supply chain management is likely to occur. As a consequence, value addition of corporate image through supply of quality product at a reduced price and more efficient service system is expected to be generated through implementing such model by the Indian corporate houses and can make them truly competitive. Area of marketing 1. Price rationalization 2. Reduction in cost of damage Area of materials Increased vendor monitoring Area of packaging Augmented packaging efficiency Corporate Value addition in USP through marketing of quality product atreduced price with the option for a better service
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FUTURE DIRECTION OF RESEARCH The Indian corporate has now been facing the daunting challenge from the MNCs in view of liberalization of the economy. Everyday some new challenge is emerging in some spheres of marketing and product management, areas of materials and supply chain management or other allied areas. Eventually, the corporate has to fine-tune and rationalize its price related activities so that fund surplus could be generated. The above research has provided an insight towards optimizing price of a product by maneuvering and utilizing one of the five Ps of marketing mix suitably. However, several areas like generalizing the concept for other packaging materials at different working ambience, strategizing the cost-benefit for different Indian companies trying to outsource, implementation of such concept in the light of supply chain management etc. may be taken up for further study and research. REFERENCES
Valikangas, Liisa, Gibbert, Michael, Spring 2005, Boundary Setting Strategies for Escaping Innovation Traps, MIT Sloan Management Review, Vol 46 No 3, pg 58-64
Anthony, Scott D, Eyring, Matt, Gibson, Lib, May 2006, Mapping Your Innovation Strategy, Harvard Business Review, pg 104-113 Seshadri, DVR, Tripathy, Arabinda, Jan-Mar 2006, Objectives of Innovation and Intrapreneurship, Vikalpa The Journal for Decision Makers, No 1, pg 17-29 Rudolph, G, Boznak, Audrey, K, Competitive Product Development, 1997, Competitive Product Development, Oxford University Press, Delhi, pg 15 Hawthorne,, T.R., 1997, The Complete Guide to Infomercial Marketing, NTC Business Books, Illionois, USA, pg 185 - 186 Mazumdar, Ramanuj, 1999, Product Management in India, Prentice Hall of India, New Delhi, pg 9, pg23, pg 89 Hart, Susannah, Murphy, John, Brands, 1998, The New Wealth Creators, Macmillan Business Interband, pg 47 Chunawalla, S.A., 1999, Product Management, Himalaya Publishing House, pg 251 Pearson, Barrie, 1992, Common Sense Business Strategy, Viva Books Private Ltd, New Delhi, pg 12 Ghemawat, Pankaj, 2000, Strategy and the Business Landscape- Text and Cases, Addison Wesley Longman, Inc, pg 52 Guide for Corrugated Board & Box Maker in India, Reprint 2001, Indian Institute of Packaging
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Competitive Collaboration for Profitable Growth: Saga of Indian B.O.P. Market

Dr. Biswajit Chakraborty*
ABSTRACT
In this era of globalization, a frequently heard term is sustainable opportunities. In the last decade, the globe witnessed increased opportunities and prosperities for upper and upper-middle class segments of the society though real sustain ability had always been under scanner. Therefore, the world continuously looked for mapping of new and opportune segments that, over and above its expected sustainability, should produce a potential and attractive market pie. The nature of the Indian Bottom of the Pyramid (B.OP) market has characteristics that are distinct. Outline has been depicted on some of the critical dimensions that define this market. These characteristics must be assessed by the corporate world before they plunge into such arena so that they would not feel inundated under the influence of modem business techniques. In this paper, efforts have been made to identify opportunities in sustainable growth areas under Indian perspective laying focus on the Bottom of the Pyramid. Furthermore, endeavor has also been made to develop effective strategies right from creation of awareness for the products or services to finally catering effectively to the customers through development of mutual trust and partnership. A model has been designed for this purpose too. It is expected that through application of the principles resulted in, Indian companies should be able to reach and conquer the niche B.OP market effectively. Key words: B.O.P., 4 - 0, Operation Pathfinder, 5-A Model
First published in Kindler, Vol. VI, No. 2, July-December, 2006. Authors affiliation(s) correspond to first print timeline.
Assistant Professor (Marketing) in Army Institute of Management, Kolkata obtained his Bachelor of Engineering and Master in Business Administration and subsequently received PhD for his research in the area of Strategic Marketing Management. He has worked for around 24 years in industry holding senior positions in various facets of Sales and Marketing Management. His special areas of interest are: a. Sales Management b. Logistics c. Consumer Behaviour d. Strategic Management For the last three years, he has been associated with the Institute as a"core faculty member in the area of Marketing.
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INTRODUCTION A. Market Potential at the Bottom of the Pyramid (B.O.P.) As far as Indian scenario is concerned, one could notice through various media advertisements and publicity, request for financial assistance that may be of help to the existing four hundred million people of the country who live on less than RS. 150/= - 200/= a day. As a matter of fact, majority of the human population really do not lend their ears to such appeal. For the last 50 years. the World Bank, donor nations, various aid agencies. national government, and also NGOs have all fought the good fight but standard of living of the people could not be raised to the desired level. Today, with the advent of globalization per capita income has started rising steadily. India is one of the fastest growing economies but UNDP's Human Development Report (HDR 2005) calls for its further augmentation should the country wish to achieve millennium development goals (MDG). India currently has been operating at a HDI value of 0.602, which is marginally higher than the HDI value of 0.412 that it used to hold in 1975. Therefore although the incidence of poverty in India has fallen from 39% in 1990 to between 25% and 30% in 2005 as indicated in UNDP's HDR 2005, it appears to be on the track to achieve the MDG of reducing by half the proportion of people living between Rs. 200-300/= per day. This in terms of reality may be considered essentially to be a niche market that exists at Bottom the of the Pyramid (B.O.P.) in India with a potential size of around 400 to 500 million people whose specific needs and wants could be matched by the corporate through offering of appropriate goods or services. B. No dearth of fund at Indian B.O.P market It is generally taken for granted that the B.O.P. consumers in India have inadequate purchasing power and therefore corporate has a mindset not to pump in money in such unviable market to nurture this segment further. However. a further insight to this perspective might result in a different notion altogether. It is quite understandable that B.O.P. market primarily exists in developing countries and could be of great growth opportunity for the marketers. For instance, in China, it may be seen that with a population of 1.2 billion and an average per capita gross domestic product (GDP) of US $1,000, it equals a $1.2 trillion economy. However, converting GDP based figure in equivalent to the dollar purchasing power parity (PPP), China shall be of $5.0 trillion economy, making it the second largest economy behind the United States in PPP terms. Similarly, worth of Indian economy would be around $3.0 trillion in PPP terms and therefore further understanding this segment in India could be quite alluring for the marketers.
OBJECTIVES OF THE STUDY The objectives of this study are shown hereunder: a. To understand pattern of consumer behaviour of the B.O.P. class of consumers in Indian society. Focus: To illustrate that the B.O.P. consumers in Indian Society may represent value-conscious consumers. b. Strategizing suitable marketing approach Notion: i) To assess existing potential market driven forces operating in B.O.P. market
ii) An approach to innovate and create sustainable win-win situation .. c. d. Application through well designed model Drawing of conclusion and scope for further research
METHODOLOGY a. Understanding of consumer behaviour through appraisal of characteristics of Indian B.O.P. market with the help of "4 - O " Concept. This gives an indication of different dimensions that need to be looked into while assessing the Indian B.O.P. market in present time. b. To strategies potential market driven forces existing in Indian B.O.P. market with the help of "5 - A Model". Understanding of Indian B.O.P. market with the help of "4 - O" Concept. i) ii) Objects Objectives
iii) Organizations iv) Operations
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Exhibit : 1 Analyzing Indian B.O.P. Consumer

Objects Parameters identified Objectives The Market Development Imperative 1. The task of converting B.O.P. segment into 1. Ready of practrice Single Seve Revolution 1. To create wide reach commensurate with market spread. Organisations Operations
1. Retail Segment: Indian Amul, a dairy cooperative in India, has introduced good quality ice cream at less than Rs. 5/per serving 2. FMCG: Growth of low cost single serve packaged chocolates, cream wafers and beverages 3. Services Sector: Growing popularity of packaged tourism
2. The Need for innovative goods and services
2. Invent ways and means in creating brand consciousness
2. To adopt simple and explicit modus operandi.
3. To creating the capacity to consume
3. Development of innovative products matching market needs and wants 4. Ability to strategies suitable promotional mix.
4. IT and Telecom Sector: Rise of cell phone usage
4. Earmarked incentives that B.O.P. segment hopes to
receive
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b.
To strategies potential market driven forces existing in Indian B.O.P. market Designing 5-A Model.
Accessibility
Affordability
4-O Characteristics of Indian BOP Market
Awareness
Acceptability
Acceptability
The above model depicts the involvement of 5 different market driven forces that really governs Indian B.O.P. scenario. These forces are : i. ii. iii. iv. v. Awareness Availability Acceptability Aaffordability Accessibility
A detailed analysis of such market driven forces has been made to facilitate the Indian corporate to identify the pathfinder while operating in the B.O.P. consumer segment of the country, viz., Operation Pathfinder.
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OPERATION PATHFINDER i. Awareness As the B.O.P. markets are brand-conscious, awareness needs to be built for earmarked products/brands in the minds of the consumers that such brands would satisfy their aspirations, needs and wants. Some of the products included in the B.P.O. consumers list of purchase may be wafers, dairy milk chocolates, single serve luxury soaps, shampoos etc. WOM communication may be utilized towards awareness building exercises. B.O.P. consumers are getting connected and networked that facilitates awareness building. B.O.P. consumers accept advanced technology to quite readily. For example, Reliance Communication, an Indian multinational, decided to connect Indian mass through the concept of "Whole life connection at RS.222/=" with the help of mobile telephones. This has been accepted well by Indian B.O.P. consumers as the concept matches their needs and aspirations at affordable cost. ii. Availability Quite often, the decision for B.O.P. consumers to bUy is based on the cash they have on hand at a given point in time. They cannot defer buying decisions. Availability and therefore, distribution efficiency, plays a pivotal role in serving the B.a. P. consumers. The company must therefore think about right product availability at right places and must use various tools and techniques in order to optimize place and time dimension. iii. Acceptability To convert the B.O.P. into a consumer market, we have to create the capacity to consume. Cash-poor and with a low level of income, the B.O.P. consumer has to be accessed differently. The traditional approach to creating the capacity to consume among the consumers of B.O.P. segment has been to pro/ide the product or service keeping an eye on the cost-benefit factor. A rapidly evolving approach to encouraging consumption and choice at the B. O. P. is to make unit packages that are small and, therefore, affordable. The logic is obvious. The cash-rich uses money for inventory convenience. They can afford, for example, to buy a large bottle of shampoo to avoid multiple trips to the store. The B.O.P. consumers have unpredictable income streams. Many subsist on moderate wages and have to use cash conservatively. They tend to make purchases only when they have cash and buy only what they need for that day. Single-serve packaging, be it shampoo, dairy chocolate or wafers, is well suited to this population. The number of products sold in the single-serve format is rapidly increasing and the format is so popular that even firms producing high-end merchandise have to adopt it to remain viable long-term players in the growing markets. Measured in tons, the size of the Indian shampoo market is as large as the U.S. market. Large MNCs, such as Unilever
and Procter & Gamble (P&G), are major participants in this market, as are large local firms like Dabor etc. Because the B.O.P. segment is just as brand-conscious as the higher-end segment, it may be possible to buy Pantene, a high-end shampoo from P&G, in a single-serve sachet in India. The entrepreneurial private sector has created a large market at the B. O. P. where the penetration of shampoo in India is about 90 percent. A single-serve revolution is sweeping through the B.O.P. markets in India today, as shown in Exhibit - II. FMCG products are shown under different price ranges as these ,items are available in multiple single-serve and low unit pack quantities.
Exhibit:II Capacity to Consume: Single-Serve Revolution
Single-Serve Value at Retail Rs. 2/= to 3/= 8/= to 101= 5/= to 101= Some of the typical products for Indian B.O.P. market Shampoo, Liquid soap etc. Shampoo, Wafers, Appy juice etc. Detergent, Soap, Mouth fresheners, Biscuits, Jams, Spreads, Coffee Chocolates, Toothpaste, cream Color cosmetics, Fragrance, Skin
5.00 to 201=
iv.
Affordability Whether it is a single-serve package or novel purchasing schemes, the key is affordability without sacrificing quality or efficacy. Capacity to consume for the B.O.P. consumers has got a direct bearing on the trust. Both sides, the firms and the B.O.P. consumers, have traditionally not trusted each other. The mistrust runs deep. However, private-sector firms approaching the B.O.P. market are trying to focus on building trust between themselves and the consumers. This is clearly visible when one visits a Samavaika store in Kolkata. B.O.P. consumers here receive full opportunity to possess various kinds of foods and other stuff~ that they could not otherwise afford. One more important characteristic of B.O.P. market has been identified as its credit payment worthiness. MNCs often assume that the default rate among this segment
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is likely to be higher than that of their high-end customers but the opposite is often true. B.O.P. consumers seldom default on payment. As an instance, it may be seen that in case of ICICI Bank default rate is less than 1 percent for micro-finance loan repayment. The lessons are clear. Through persistent effort and the provision of worldclass quality, private-sector businesses can create mutual trust and responsibility between their companies and B.O.P. customers. All the above facts and discussions generates some revealing dimensions for B.O.P. markets that may be useful for the corporate to strategies its policies on price and credit worthiness for the segment. These in its turn can go a long way in building trust and customer relationship between the companies and the B.O.P. consumers thereby establishing a win-win situation. These trigger of potential and sustainable market build up in India considered to be the saga of B.O.P. market magnification. v. Accessibility The dominant assumption is that distribution access to the B.O.P. markets is very difficult and therefore represents a major impediment for the participation of firms. The B.O.P. does not lend itself to a single distribution solution. Urban concentrations represent a problem distinct from that of the distribution access to dispersed rural communities. India being a widespread country, the cost of reach per consumer can vary significantly across countries. Designing logistics A wide variety of experiments are underway in these markets to find efficient methods of distributing goods and services. One such experiment, Project Shakti at Hindustan Lever Ltd. (HLL) in India, is a case in point. HLL created a direct distribution network in hard-to-reach locales (markets without distribution coverage through traditional distributors and dealers). HLL selected entrepreneurial women from these villages and trained them to become distributors, providing education, advice, and access to products to their villages. These village women entrepreneurs, called Shakti Amma ("empowered mother"), have unique knowledge about what the village needs and which products are in demand. They earn between Rs. 3,000 and 7,000 per month and therefore create a new capacity to consume for themselves and their families. More important, these entrepreneurial women are increasingly becoming the educators and access points for the rural B.O.P. consumers in their communities. This approach is not new. Avon is one of the largest cosmetics operations in Brazil have widespread plans to reach Indian B.O.P. segment through development of similar strategies. 5. Result The discussion, therefore, clearly reveals that B.o.P. markets in India do possess both potential and market attractiveness. Two basic principles emerge while addressing the segment and these are:
1.
To design products and services that tap the wealth of the middle class segments: Transforming the apparent scarcity of means into multiple opportunities by capitalizing on the resources already available to comparatively low-income communities.
2.
To establish the logic behind the business model: Succeeding in reaching scale requires not only an affordable product but rethinking each step along the value chain {rom production and distribution to pricing, promotion and delivery to end consumers.
There is an array of consumer products that can be marketed massively without requiring an in-depth understanding of the dynamics of low-income markets to serve. While international development programs have been doing this for years with mixed success, few companies so far in India, have attempted to leverage socio-economic capital to develop such new opportune markets. Therefore, ti may be concluded that the areas, as discussed, can truly be considered as an emerging market in a country like India and if the sector is nurtured effectively, a high potential sunrise shall result in. the consequence in terms of market growth, attractiveness as well as profitability, could be ready encuraging for the existing entrepreneurs and also the new entrants in the markets of this country. 6. Scope for further research Overall, it is felt that market approaches based on social innovations represent a tremendous potential for large-scale social impact and new wealth creation, offering opportunities to low-income communities, Automatic questions crop up in the minds of entrepreneurs regarding various aspects related to B.O.P. market. Some of the vital questions need to be addressed to : Can increased access to products and services contribute to significantly improving the lives of low-income communities? How can companies serve both their stockholders while committing to increasingly serve low-income consumers? Is this approach good business? Would citizen sector organizations deviate from their original missions by opting for profit-making approaches and commercial partnerships? And from a sustainable development perspective, how could we strike a balance between the need to integrate the two thirds of the world's population to the global economy and the sustainability of our planet? Scope for further research, therefore, exists certainly in today's era of 'competitive collaboration'.
Abbreviations used and explained B.O.P. - Bottom of the Pyramid HDI - Human Development Index MDG - Millennium Development Goals HDR - Human Development Report PPP - Purchasing Power Parity GDP - Gross Domestic Product REFERENCES
1. 2. 3. 4. 5. 6. Prahalad CK, The Fortune at the Bottom of the Pyramid, Wharton School Publishing, pp 16-17, 78-79 Aid Comes With A Trade-Off, Times of India, Times Insight Group, 8.9.05 The gap's only getting wider, Times of India, Times Insight Group, 8.9.05 Singh, Rakesh, Indian Management: October 2005, vol 44, issue 10, pp 42-44, pp 48 Shah Minari, Country Roads II, Business India: August 13-26,1998, pp 94-95 Dholakia N, Sarin S, Strategic Marketing: An Emerging Imperative for Indian Firms, Vikalpa, the Journal for Decision Makers, 11M Ahmedabad, January - March, 1984 Ganguly A S, Chairman, ICI India Ltd, Excerpts from speech at AGM, July 22, 1999
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Is Consumer Attitude and Preference Shifting from Conventional Retailing Formats to Modern Retailing Formats in Tier II Cities? - A Comparative Case Study on Food and Grocery Industry between Three Cities in West Bengal
Ayan Chattopadhyay*
ABSTRACT Organized retailing in India has crossed the early stage of revolution in the metro cities and
spreading fast in Tier II and III cities. However, not all towns are changing fast in terms of acceptance of modern retail from the traditional conventional retailing systems. The present research attempts to find out the attitudinal shift of consumers in three cities of West Bengal namely Asansol, Durgapur and Siliguri. Based on the statistical technique called Semantic Differential Scale, the same has been found out for Food and Grocery industry. The study revealed that attitude towards modern retail is more positive in places that are cosmopolitan in nature and there is an increasing contribution from service sector in the economy of that place. Detailed findings are discussed in the present study.
INTRODUCTION Indias rapid economic growth post-1991 reform measures has set the stage for fundamental change among the countrys consumers. The same energy that has lifted hundreds of millions of Indians out of desperate poverty is creating the massive middle class, especially in the urban and semi-urban areas. Urbanization in India is proceeding quite rapidly which is also augmenting to the growth of the large middle class in the country and hence the consumers purchasing power. With rapid changes in the consumer taste and preference, there is a radical alteration in lifestyles and spending patterns which is why there is an increased sophistication in the shopping pattern of Indian consumers. There is an increased shift from just price consideration to design and quality, and there is a greater focus on looking and feeling good. Also, credit friendliness, drop in interest rates and easy availability of finance has changed the mindset of Indian consumers. This has helped fuel the demand for not only regular products but also for life-style products and services to unprecedented heights and in the process, has triggered a gigantic spurt in organized retail activity as well. Though retailing in India is unorganized and fragmented, India has *
Senior Manager Regional Trade Marketing (East), Videocon Mobiles; Visiting Faculty in Marketing Management, IISWBM, Kolkata and Research Scholar, NSOU, Kolkata, Vasundhara, Block 5, Ground Floor, 204, NSC Bose Road, Kolkata 47. Email: ayan.c28@rediffmail.com
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the highest number of retail outlets per capita in the world - the retail space per capita at 2 sq. ft per person is almost the lowest in the world (Venugopal, 2001). The Indian retail industry has a rural bias. Nearly two-thirds of the stores are located in rural areas in spite of India being the 4th largest economy in the world in Purchasing Power Parity [PPP] terms after USA, China, and Japan. In 2003, India became the second fastest growing economy in the world with a growth rate of 8.2 percent (India Retail Report, 2005). One of the key developments during Indias growth path has been a favourable shift towards the service sector, which now accounts for almost 50 percent of the total GDP. Foreign Direct Investment [FDI] inflows to India grew by 24 percent to USD 4.26 billion in 2003 over USD 3.44 billion in 2002 (FDI in Retail, Centre for Policy Alternatives, 2007), putting India among the top 10 FDI destinations among developing economies. According to Images-KSA estimates, private final consumption expenditure in India was estimated at INR 16,90,000 crore [USD 375 billion] in 2003-04. Retail sales contributed almost 55 percent of the total consumption expenditure i.e. INR 9,30,000 crore [USD 205 billion]. The industry reported $ 25.44 billion turnover in 2007-08 as against $ 16.99 billion in 200607, a whopping growth rate of 49.73 percent and is expected to influence the nations GDP in a big way in future (Retail Report, 2008). The Indian retail industry is witnessing several changes on the demand side with economy supporting with increased per capita income, policy initiatives and changing consumer lifestyle. There has been much discussion on the organized retailing flourishing in India and in the Metros. However, while much of retail development has started in the metros, there has been a shift / change in the retail landscape of the country. In India, the five cities of Mumbai, New Delhi, Chennai, Kolkata and Bangalore have been the largest markets for most products and services. However, a shift is being observed towards Tier II and III cities such as Pune, Chandigarh, Lucknow, Hyderabad, Ahmedabad and Jaipur, to name a few. These locations are fast becoming global hubs in terms of R&D, ITES and BPO, and manufacturing and given the criticality of operations undertaken in these sectors, there is an increasing consumer need that is suited best for the fast changing lifestyle. The retail sector is trying to fit in to the changing consumer life style through its offerings. Shifting focus towards West Bengal in particular, it is seen that the state spreads over an area of 88,752 sq. kms covering 2.7 percent of the countrys geographical area (Statistical Handbook, West Bengal, 2005 2006) and is the fourth largest economy in India in size. The state per capita income stands at Rs. 29,457 in 2007-2008 (Bhandari & Kale, 2009) and is lower than the national average owing to its huge population base. The Population density of the state is the highest in the country with 903 persons per sq. km.(Census, 2001). Thus a large consumer market is created here with 28% of the population staying in urban area (Statistical Handbook, West Bengal, 20052006) which is higher than the national average. There are 23 towns with a population of over 100,000. Also the state has a lower percentage of population below the poverty line (14.8%) in rural areas compared to national average of 25.7%. The situation has further improved to 86.3% in 2006 (Bhandari & Kale, 2009). The urban percentage of population below the poverty line is almost the same as that of the national average at 28% (Bhandari & Kale, 2009). The retail sector
in West Bengal is largely Kolkata centric. The city of Kolkata has come a long way in terms of retail maturity with a proliferation of brands and organized retail chains. Shopping trends in the city have witnessed a radical shift over the recent years; from the conventional trader run stand alone shops to more organized and large retail formats. Evidently, the future of retailing in the city lies in new-age shopping malls, which provide variety, value and convenience in a more comfortable environment. This is also evident by a surge in the consumer spending on branded goods in recent times; for example the citys Music World outlet has recorded the highest earnings per square feet amongst all its retail outlets in the country. Though Kolkata has been a bit late in catching up with the retail revolution in the country, the city has a great potential to become a retail hub in the near future. Going by 1991 census, the city qualifies as the second largest metro market in India; nearly one out of every six shops located in countrys top twenty five cities can be traced in Kolkata. Besides being the principal retail-and-services market to a vast hinterland comprising the eastern and north eastern states of the country, the city also serves as a centre for trade and commerce of the region. The disposable incomes of Kolkatans have also been on the rise according to the report by NCAER, about 62% of households in Kolkata had annual incomes up to 18,000 in 1985-86; while just a decade later, the figure had touched Rs. 25,000 to 77,000 for some 61% of the households. The city truly represents an amalgamation of the advantages of a big metro city, and comparatively modest living costs of a non-metro town. Lately, Kolkata has emerged as a strong prospective destination in expansions of retailers and is now perceived as a latent but highly potential market. Prominent retail chains like Music World, Westside, Dominos, Pizza Hut, Shoppers Stop, Wills Sports, Barista, Pantaloons, and Spencers etc. have already established their presence in the market. Much of what has happened in Kolkata in the organized/modern retail development front in the last 15-20 years is now getting spread across its boundaries. Retail momentum is picking up fast in the major towns of West Bengal like Asansol, Durgapur and Siliguri even though the sequence, pace and magnitude need not be the same as that of Kolkata. There is a clear shift in the consumer life style and acceptance to the modern retailing format stores in these places which is fast attracting retailers investment. Some of the important town statistics (Exhibit 1 as per Census 2001) shows that these places have the base for modern retail to grow. Data within bracket indicates urban figures. Town Statistics Area Population Density Population Male Population Female Population Literacy Rate Asansol 127.3 km2 3,820 / km2 10,67,369 (4,86,304) 53% 47% 73% Exhibit - I
Durgapur 41.0 km2 3197 / km2 4,92,996 53% 47% 75%
Siliguri 41.90 km2 6,792 / km2 7,54,877 (2,84,602) 53% 47% 70%
Also each of these places have evolved from their traditional landmarks and developing rapidly. In Asansol, the second largest city in West Bengal after Kolkata in terms of area and city population, a new township, Shristinagar (ADDA Report, May 2006), better known as New Asansol, is getting developed. It comprises other than premium residential apartments, group housing structures, plotted housing units, bungalows and row houses, a commercial district, retail area, IT Park, resort cum club with infrastructure. The central business district will be at the heart of Shristinagar encompassing activity centers like shopping mall with multiplex, IT Park with a hotel, an amusement park along with a lifestyle club. Also, Asansol Centrum, which is under development, will be the largest mall in West Bengal outside Kolkata comprising a multiplex. Galaxy Mall by Srijan Developers along with Avani Group is building a shopping mall at Burnpur Road in the heart of the city. This will comprise branded anchor stores and a multiplex. Reliance Retail has been allotted land for developing Reliance Town Centre. Reliance Industries Limited has been allotted land at Asansol on NH-II, for setting up Reliance Distribution Centre. Blue Chip Projects Pvt. Ltd has been allotted land on Sen-Raleigh Road in KSTP, Asansol for developing a shopping mall. The work is in progress. Blue Light Beverages Pvt. Ltd has been allotted land on NH-II, By-pass, near Jubilee Crossing for one shopping mall. Durgapur, an industrial city in the state of West Bengal, located about 160 km from Kolkata is the home to the largest industrial unit in the state, Durgapur Steel Plant, one of the integrated steel plants of Steel Authority of India Limited. In the last five years, Durgapur has undergone a massive change in terms of infrastructure development (ADDA Report, May 2006). It has got more than 8 engineering and technology colleges, management as well as professional study colleges (under graduate level). Housing cooperatives and flats, shopping malls, multiplexes, Science and Energy Park, Software Technology Park (STPI), hotels and stadiums have also come up. In 2007, a shopping mall by ADDA, named Suhatta has been inaugurated. Software giants like Wipro, TCS are moving towards Durgapur. DLF and Shapoorji Pallonji are investing millions for integrated townships and IT Park. The IT Park has been named as Infocity. IT firms like Hinduja Global Solutions Limited have already made Durgapur as its Eastern Developmental Centre. As a part of the policy of making the state an IT hub, the West Bengal Government set up Durgapur Software Technology Park in 2005 in Bidhannagar. A mall, called the Junction is coming up shortly. Aerotropolis (an integrated city with contemporary infrastructure for industries, logistics hub, IT, hospitality, and healthcare, education, retail and residential) is being developed by Bengal Aerotropolis Projects Limited (BAPL) at Andal near Durgapur. Another shopping mall is under development by Bengal Shrachi Housing Development in Durgapur. Future Group is set to open their stores in Durgapur, both Big Bazaar and Pantaloons. Spencers have already made their presence in the city. Siliguri is a metropolitan city of West Bengal with a cosmopolitan culture and is the second largest urban agglomoration after Kolkata. The strategic location of the city makes it a base for essential supplies to the region. Siliguri is on the brink of an exciting future for retailers and consumers (http://en.wikipedia.org/wiki/File:Siliguri_Flyover.jpg). Siliguris retail development is concentrated around the two major stretches Hill Cart Road and
Sevoke Road. The former has been a traditional retail market for consumer durables as well as for fashion apparel and jewellery for decades and is considered as the high street of Siliguri. The stretch also reflects an impressive modern retail presence with names such as Levis, Adidas, Hoffmen, Pantaloons, Big Bazaar and Liberty. Another fast growing high street in Siliguri is Sevoke Road, frequented by the generation-next shoppers. Apart from various standalone retailers, Sevoke Road has the citys first mall, Cosmos Mall. The next to come in is Orbit Mall. The city recently witnessed the arrival of its first set of multiplexes, Cinemax and Inox at Orbit in 2009. City Centre, Siliguri has been conceptualized as a large entertainment centre with multiple offerings under one roof. There is a judicious mix of retail, F&B outlets, entertainment areas; childrens play areas and a large 4-screen Inox to offer each member of the family a reason to be here. To cater to the increasing number of shoppers visiting Sevoke Road, real estate developers have rolled out major plans for the location. Siliguri-based developer Himalayan Builders, MLA Group has set up an ambitious project - MLA Acropolis Mall - on Sevoke Road with multiplex. The retail sector in Siliguri is fast catching up with the plans of Spencers, Pantaloons and Big Bazaar to launch their further stores. With a host of developmental activities favouring retail development, the three towns are poised to become major modern retailing hub in the state after Kolkata. REVIEW OF LITERATURE According to C. K. Prahalad, Professor of Strategy at the University of Michigans Stephen M. Ross School of Business, huge markets exist among the developing nations like India and the fortune lies towards the bottom of the Indias population pyramid. He also says that multinationals should tailor their plans and products to these consumers. Similar views have been expressed by Ashok Rajgopal of Ernst & Young. He says that the Indian urban story until now has been driven largely by metros. This is now moving beyond the metros into smaller towns and villages. Somewhat between the extremes of urban and rural area lies the real Indian market and the Tier II and Tier II cities and towns are going to create demand and market for the future. Several recent studies bolster the case for the rise of Middle India. According to the 2008 edition of the RK Swamy BBDO Guide to Market Planning, 51 districts in India have at least one town with a population of more than 500,000. Together, they have twice the market potential of the four metros (Mumbai, Delhi, Chennai and Kolkata) combined. According to a study by the Future Group, an Indian retail chain group, and the National Council of Applied Economic Research (NCAER), the ratio of spending to earning is higher in Tier II towns such as Nagpur, Jaipur, Surat and Coimbatore than it is in the metros. An earlier NCAER study, in 2004, had shown a higher percentage of the rich in Middle India than in some metros. An interesting study by Ernst & Young in March 2008 named The Dhoni Effect: Rise of Small Town India, identifies a phenomenon where rapidly growing small towns of India are taking center stage. This research highlights the growing affluence levels, increased awareness due to media penetration, improved physical connectivity, and significant changes in consumption patterns with high aspiration levels of small-town India that are compelling
marketers to take notice. All this is giving rise to new markets and products. The key findings are: Increasing affluence has led to increased consumption growth in key urban towns and rural markets, which have been relatively untapped until now. The relevant consumer base is large and growing, as are affluence levels. Towns such as Chandigarh, Ahmedabad, Jaipur, Lucknow, Indore and Pune have three-quarters or more of the affluence levels of Mumbai. On growth potential they do even better. That small-town urban India is attractive in terms of purchasing power, time spent on media, and product consumption comes across clearly. Physical reach has increased to less-developed sections of the key urban towns. Logistics has traditionally been the big challenge for marketing beyond metros, especially in Tier III and Tier IV towns and rural India. Recent investments and developments in infrastructure and connectivity have brought marketers into closer contact with key urban towns, the rest of urban India and rural areas. The movement of organized retail into smaller towns has made things easier and more cost-effective for marketers. Another study on the consumption spending in 100 cities of India by research agency Indicus Analytics in 2008 shows that metros constitute about 30% of the total consumption market. This implies that the key urban towns, the rest of urban India and rural India together garner almost 70%. Given the larger consumer base of these markets, an increase in share of relevant consumers would imply larger numbers being added in these markets than in the metros. This is evident in product categories such as telecom, where subscriber growth in the four metros is a scorching 58% but in the rest of India it is even higher, at 93%. In 2008, a joint study undertaken by ASSOCHAM and KPMG, has made a forecast that 315 hypermarkets will come up in most of tier I and tier II cities by 2011 and sell off all articles from automobiles to needles, all under one roof. Roopa Purushothaman, Chief Economist at Future Capital Holdings makes a further distinction. She cuts Middle India down the middle. There are certain differences between the Tier II and Tier III cities, she says. For instance, penetration of financial services is quite high in Tier II cities. In the smaller Tier III cities, however, penetration of financial services is not high at all. Higher penetration of financial services would lead to greater consumerism. There is a growing aspirant class in these locations, and this is what is bringing about faster changes in the consumer pattern. Much of the research work conducted so far deals with the macro aspect of evaluating the retailing potential (organized retailing) in towns beyond the metros with consumer behavioural shift in general. However the micro aspect of city / town-specific analysis on the attitudinal/behavioural shift especially in Tier II and III towns in West Bengal from Conventional retail to Modern retail is limited and thus creates an opportunity for further analysis. The same has thus been chosen as the present topic of research and discussion.
RESEARCH OBJECTIVES To compare and find out the consumer attitude and preference towards modern retailing and conventional format stores in Asansol, Durgapur and Siliguri for Food and Grocery industry. RESEARCH METHODOLOGY Research Design The investigator has adopted a research design that is primarily based on the research objectives. Out of the three types of design, namely Exploratory research, Descriptive research and Causal research; Descriptive research, in the present case, is found to be more appropriate which defines the questions, people surveyed and the method of analysis prior to the beginning of data collection. Out of the two basic types of descriptive research, cross-sectional studies have been preferred to longitudinal studies since the former studies the population sample to make measurements at a specific point in time. Basis the Descriptive research design, the sampling technique, questionnaire framing and data collection procedures have been detailed in the subsequent sections. Sampling Technique Among the various methods of sampling, the investigator prefers to choose the simple random sampling method as it facilitates the need to generalize the results of the population parameter. Primary data was collected with the help of questionnaire, which is an integral part for this kind of research. It was indicated that participation was voluntary and the results would not be used for any commercial purpose, all their responses would be confidential and during the course of the survey they would have the opportunity to contact the researcher for a copy of these results. Questionnaire The questionnaire forms the basis of this research. The respondents were asked to rate the objects (Conventional retail CR and modern retail MR) under study against each parameters item on a seven point scale. The first part of the questionnaire was designed to obtain information about the personal details. Second part of the survey instrument is designed to capture the data related to their preference and attitude towards either organized or conventional retailing system. Pilot Survey Before a full scale survey was undertaken, pilot survey was conducted to examine the reliability and validity of an instrument on a limited number of people from the population. As a result of this process, the flaws and deficiencies could be identified and eliminated before it was administered to the chosen sample. Conducting pilot survey also helped to check as to whether the instructions were clear and understandable and to eliminate any ambiguity or lack of clarity in the wording of the questions. Pilot survey also gave an idea of the time taken to fill up the questionnaire by individuals and the common mistakes that they were making and the likely response rate and reasons for non-response when approached for the survey.
Data Collection Procedure The researcher employed simple random sampling method to collect data from the respondents to ensure that the sample is truly representative of the population and to avoid sampling bias and also facilitate generalization about the attitude of the population. The process of data collection consists of certain stages described below: Telephone directories of three cities namely Asansol, Durgapur and Siliguri have been used as the frame database to source the name and phone numbers of the probable respondents. Randomness in selection process has been maintained. From the random number table we chose the random numbers between 7 to 467 for Siliguri, 6 to 438 for Asansol and 5 to 307 for Durgapur. Pages with those numbers were selected for drawing the sample. Then the first two names and the last two names from each page were listed along with the respective telephone numbers from all the randomly selected pages. Thus for Asansol, 200 names, for Durgapur, 180 names, and for Siliguri, 210 names with their telephone numbers were listed. In each city, larger numbers of probable respondents (compared to the defined sample size) were listed since not everybody would agree to participate in the survey. For the purpose of data collection, undisguised personal interview method was employed. From the list of randomly selected respondents, individuals were contacted and time sought from them after explaining in brief the objective of the study. The researcher went to each city and personally approached the respondents willing to participate in the survey. Respondents mostly co-operated with the researcher, some even filled the questionnaire. The filled-in questionnaires were then scrutinized and the incomplete ones rejected. It was found out that on an average the respondents took 20 minutes fill up the questionnaire. 590 numbers of questionnaires was distributed out which 300 filled in valid questionnaires were sorted out, with 100 numbers from each city. Methodology In the present study, the consumer attitude towards conventional retail and modern retail for all four industries studied was mapped and analysed thereafter using a statistical technique called Semantic Differential Scale (SDS). The primary question in constructing an SDS is what scales should be used. The basic criterion that enters into scale selection is relevance. There are two approaches to identifying scales which are relevant for a given class of concepts and a given sample of persons. On the one hand, subjects can be presented with a set of scales and asked to rank them in terms of their meaningfulness in thinking about x, where x is a class of concepts to be rated. One then would use the scales ranking highest in meaningfulness for a given population of raters. A second, more meticulous approach involves presenting pair of concepts from the stimulus concept domain and asks subjects how these concepts differ. One would make up bipolar scales from the distinctions respondents make, omitting any purely denotative distinctions (e.g., blond versus brunette). This approach, developed for the study of individuals by Kelly (1955), has been applied successfully in SDS studies. There are three possible ways of graphically setting up scales and the concepts to be rated:
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Concepts can be presented one at a time, with each concept followed by all of the scales on which it is to be rated; typically, the concept is printed at the top of a page and the scales are arrayed below, one after another, and centered on the page. A concept and one of the scales on which it is to be rated can be presented as a single item with the various concept-scale combinations arrayed randomly one after another. For example, item 1 might be Negro followed by the good-bad scale, item 2 Russian followed by the passive-active scale, item 3 Jew followed by helpfulunhelpful, etc. [It is immaterial whether the stimulus word is placed to the left or right of the scale (Osipow and Grooms, 1962)]. A single scale can be presented along with all of the concepts which are to be rated on it; for example, the good-bad scale could be presented at the top of the page and concepts listed down along the side, each followed by scale marking positions.
(2)
(3)
Studies show that measurements differ very little in going from one format to another (Osgood, et al., 1957; Wells and Smith, 1960), although format 3 is least desirable since there is some slight tendency for ratings of one concept to affect ratings on another concept. From the standpoint of data handling, format 1 is preferable since it groups the data for a single concept, facilitating keypunching and statistical analyses. The SDS has been used as a measure of attitude in a wide variety of projects and applied frequently. Osgood, et al., (1957) report exploratory studies in which the SDS was used to assess attitude change as a result of mass media programs. The SDS has been used by other investigators to study attitude formation (e.g., Barclay arid Thumin, 1963), attitudes toward organizations (e.g., Rodefeld, 1967), attitudes toward jobs and occupations (e.g., Triandis, 1959; Beardslee and ODowd, 1961; Gusfield and Schwartz, 1963), and attitudes toward minorities (e.g., Prothro and Keehn, 1957; Williams, 1964; 1966). The results in these, and many other studies, support the validity of the SDS as a technique for attitude measurement. The Semantic Differential Scale (SDS) (Malhotra, 2004, Easwaran & Singh, 2006) measures peoples reactions to stimulus words and concepts in terms of ratings on bipolar scales defined with contrasting adjectives at each end. An example of an SDS scale is: Good _ _ _ __ _ _ _ _ _ _ _ _ Bad OR Active _ _ _ _ _ _ _ _ _ _ _ Passive +3 +2 +1 0 -1 -2 -3 1 2 3 4 5 6 7 This scale rates the object under study on a number of itemized rating scales bounded by a set of bi-polar adjectives. Osgood, Suci and Tannenbaum (1957) were the first to propose the same. The classical Semantic Differential Scale is seven point scales, with a neutral middle point. The scale assumes that the raw data are interval scaled. Usually, the position marked 0 is labeled neutral, the 1 positions are labeled slightly, the 2 positions quite, and the 3 positions extremely. The same 7 point scale may be constructed from 1 to 7 with 4 as the neutral point. A scale like this measures the directionality of a reaction (e.g., good versus bad) and also intensity (slight through extreme). It measures the direction and intensity of attitudes to the object in question on three sets of dimension, evaluative (good vs. bad), activity (active vs. passive) and potency (strong vs. weak). A classical Semantic Differential Scale would not use less than seven adjectives, covering
all the three dimensions. They are either expressed as words, or preferably phrases, but it must be noted that the labels at the two extreme poles of scale are truly bi-polar. The categories in between are not labelled verbally but are assigned integer values ranging from 1 to 7. The analysis of Semantic Differential Scale involves averaging the response to each item across all respondents and plotting this average on this graph. The average value of all items is joined in what is usually referred to as the Ladder or Snake Chart. The graphic representation of the Semantic Differential Scale makes it possible to compare the consumer attitude (preference) towards modern retailing vis--vis conventional retailing and hence the scope or potential of a particular retailing system. Attitude comparison between multiple options (here three cities) can be made by computing the Sum of the average rating points for each of the bi-polar parameters considered. Here, Sum = Avg. Ratings for Conventional Retail (CR) or Avg. Rating for Modern Retail (MR) The Sum Value method described above assumes that all parameters have equal importance; however in reality it will have varying importance. Thus, a more realistic approach is to consider the relative weight in computing the Sum value. A reasonably good approach to obtain internal importance weights is to use the entropy concept. It is a criterion for the amount of information (or uncertainty) represented by a discrete probability distribution, p1, ..pk and this measure of information was given by Shannon and Weaver (1947) as:
k
E ( p1 ,...., pk ) = k pk1n( pk )
k =1
where k=1/1n(K) is a positive constant which guarantees that 0 E(p1,,pk) 1. it is noted that the larger the E(p1,,pk) value, the smaller the variations among the pks and that 0 entropy means maximum information and 1 minimum information. For the n-th criterion vector Cn = (x1n,..xKn) in our MCDM environment, let Xn = x1n + + xKn be the total value regarding the criterion. If we view a normalized values pkn = xkn / Xn for k = 1, .,K as the probability distribution of Cn on the K alternatives, we may similarly define the entropy of Cn as:
K K k k kn
E(Cn) = -
p 1n( p ) = k ( x
k =1 k =1
/ X n )1b( xkn / X n ), n = 1,......N , and define the
weights as wn = (1 E (Cn )) / (1 E (C j )), n = 1,...., N

j =1
36
Kindler Vol. XI
Nos. 1 & 2
Thus, Sum = Relative Weight x Avg. Rating of parameters for CR or Relative Weight x Avg. Rating of parameters for MR Greater the Sum value for a particular format more is the Consumer Preference towards that particular format. Thus, If Sum value of Conventional Retail (SCR) > Sum value of Modern Retail (SMR), Consumer Preference is more towards Conventional Retail and vice-versa. The city with highest Sum value indicates that the overall consumer attitude is more positive towards Conventional Retail i.e. consumers of this city has shown the least positive attitude towards Modern Retail. Thus, the city with lowest Sum value indicates highest potential for Modern Retailing. The subsequent section deals with the findings: Ladder / Snake Chart for all three cities, Shannons Weight for both CR and MR followed by Sum Value Comparison and Interpretation of Relating Potential in the three cities; Asansol, Durgapur and Siliguri. FINDINGS and DISCUSSION From the Ladder / Snake Chart (Exhibit II), it is observed that in case of Food and Grocery, conventional retailing system scores more than modern retailing system in all 9 parameters out of 10 in Asansol. This shows a clear consumer preference towards conventional retail. It is only in case of ambience where consumers have indicated strong preference towards modern retail. It is also noted that the preference gap between CR and MR is strongest in case of flexible pricing followed by nearness to residence and freshness of stock. In all three cases, CR preference is very high compared to MR preference.
1 Old Stock Insufficient Variety High Priced Fixed Price Unfriendly Staff Impersonal Touch Uncomfortable Ambience Unhygenic Far from Residence Must not increase numbers CR - Conventional Retail / Bazar MR - Modern Retail Stores 2 Food & Grocery - Asansol 3 4 5 6 7 Fresh Stock Sufficient Variety Low Priced Flexible Price Friendly Staff Personal Touch Comfortable Ambience Hygenic Near to Residence Must increase in numbers
Exhibit - II
The Ladder / Snake Chart (Exhibit III) indicates that in Durgapur, conventional retailing system scores more than modern retailing system in all 9 parameters out of 10 like in Asansol. This shows a clear consumer preference towards conventional retail. Here also, it is only in case of ambience that consumers have indicated strong preference towards modern retail. And the preference gap between CR and MR is strongest in case of flexible pricing followed by nearness to residence. In both cases CR preference is very high compared to MR preference.
1 Old Stock Insufficient Variety High Priced Fixed Price Unfriendly Staff Impersonal Touch Uncomfortable Ambience Unhygenic Far from Residence Must not increase numbers CR - Conventional Retail / Bazar MR - Modern Retail Stores 2 Food & Grocery - Durgapur 3 4 5 6 7 Fresh Stock Sufficient Variety Low Priced Flexible Price Friendly Staff Personal Touch Comfortable Ambience Hygenic Near to Residence Must increase in numbers
Exhibit - III
1 Old Stock Insufficient Variety High Priced Fixed Price Unfriendly Staff Impersonal Touch Uncomfortable Ambience Unhygenic Far from Residence Must not increase numbers CR - Conventional Retail / Bazar MR - Modern Retail Stores 2 Food & Grocery - Siliguri 3 4 5 6 7 Fresh Stock Sufficient Variety Low Priced Flexible Price Friendly Staff Personal Touch Comfortable Ambience Hygenic Near to Residence Must increase in numbers
Exhibit - IV
The Ladder / Snake Chart for Siliguri (Exhibit IV) indicates that conventional retailing system scores more than modern retailing system in all 8 parameters out of 10. This shows a clear consumer preference towards conventional retail. It is only in case of ambience and hygiene where consumers have indicated strong preference towards modern retail. Like consumers of Asansol, it is also noted that the preference gap between CR and MR is strongest in case of flexible pricing followed by nearness to residence and freshness of stock. In all three cases CR preference is very high compared to MR preference. Before computing and comparing the Sum Value, the relative weight of all parameters for both Conventional and Modern Retailing has been evaluated. It has been observed that the weights are different thus indicating the need and justification of calculation of relative parameter weights. The same is presented below in exhibit V.
Shannon's Weight Parameters old / sufficient stock sufficient / insufficient variety high / low priced fixed / flexi pricing friendly / un-friendly staff personal / impersonal touch comfortable / un-comfortable environment hygenic/ unhygienic near / far from residence must increase / must not increase in nos.
CR Wt. 14.9 22.1 18.41 8.29 2.91 2.3 12.36 16.29 0.59 1.86
MR Wt. 21.83 3.71 9.24 28.85 2.52 0.37 7.34 0.06 19.85 6.24
Exhibit - V
City Asansol Durgapur Siliguri
SCR 4.58 4.78 4.49

Exhibit - VI
SMR 3.24 3.51 3.59
Using the above weights, the Sum Value comparison between CR and MR (Exhibit VI) for Food and Grocery reveals that in each of the three cities, preference towards conventional retailing system is more compared to modern retailing system [Sum Value calculation shown in Appendix]. As far as Modern Retailing Potential amongst the three cities is concerned, Siliguri with the highest Sum Value for Modern Retail (SMR) has the highest potential for Food and Grocery followed by Durgapur and finally by Asansol. Thus, in other words, modern retail potential for Food and Grocery in the three cities would follow the order: Modern Retail Potential in Siliguri > Durgapur > Asansol.
RECOMMENDATIONS The empirical observations made through the process of the research highlight some interesting facts which form the basis of the recommendation. Consumers have a strong preference towards conventional retailing system, especially for fresh food items. Consumers in all cities have expressed their preference for modern retail stores only when comfortable environment is concerned. However, for other parameters they still feel more confident with conventional retailers. Fixed pricing, lesser proximity to residence and lesser variety and freshness of stock seems to be a major concern of majority consumers for not opting modern retail. Thus, retailers need to be cautious in terms of their acceptance by consumers, especially in case of fresh food items; however grocery item purchase is still accepted to a certain extent. Modern retailers need to work on the consumer concern areas in order to compete strongly with their conventional counterparts. Also Siliguri and Durgapur appears to be much ahead in MR acceptance and investors need to take a note of the same. The cross cultural and cosmopolitan culture seems to be favouring Siliguri and then Durgapur for such a consumer approach and attitude. LIMITATIONS OF STUDY Survey has been restricted to 3 locations, hence findings of the study cannot be generalized for either the entire state or region or country as a whole. Income wise/ Age group wise/ Qualification wise segmentation of sample have not been done initially so as to maintain randomness in the selected sample. Scope to do segmented analysis for the same. The total sample size is restricted to 300 owing to time constraint. Scope to increase the sample size. Students are also included in the study who are the future customers. REFERENCES
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 40 AC Nielson (2004) Retail & Shopper Trends Report Asansol Durgapur Development Authority (ADDA) Report, (May 2006) ASSOCHAM and KPMG Report (2008), Retail Format Forecast Bajaj C., Tuli R. and Srivastava, N. (2008), Principles of Retail Management, Oxford University Press, 11th edition, pp 77-90 Barclay, A. and Thumin, F. J. (1963) The Semantic Differential as an Index of Brand Attitude, American Journal of Psychology, LXXVI, pp 589-597 Beardslee and ODowd (1961) in Heise, D.R. Attitude Measurement. Edited by Gene F. Summers. Chicago: Rand McNally, 1970, pp. 235-253 Berman B. and Evans, J.R. (2005) Retail Management A Strategic Approach, PHI, 9th edition, pp 84 96 Bhandari, L. and Kale, S. (2009), Indian States at a Glance, Indicus Analytic, Pearson Power Bharadwaj, R. and Abbscissa H.R Services (2003). Retailing in India: A brief overview Business Standard, June 2009 Kindler Vol. XI Nos. 1 & 2 January-June 2011, July-December 2011
11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37.
Census 2001, Govt. of India DOT, Telephone Directory, Asansol, Durgapur, Siliguri Ernst & Young Report (2008), The Dhoni Effect: Rise of Small Town India FDI in Retail, Centre for Policy Alternatives (2007) Future Group-NCAER Study - India Retail Report, 2009, Images Gusfield and Schwartz, (1963) in Heise,D. R., Attitude Measurement. Edited by Gene F. Summers. Chicago: Rand McNally, 1970, pp. 235-253. Heise, D. R. (1970) Attitude Measurement. Edited by Gene F. Summers. Chicago: Rand McNally, pp. 235-253 Images-KSA-Technopak Study (2005), India Retail Report, pp 9 27 India Retail Report, 2009, Images Indicus Analytics (2008), Consumption spending in 100 cities of India Osgood et al (1957) in Heise,D. R., Attitude Measurement. Edited by Gene F. Prothro and Keehn, 1957 Osipow & Grooms (1962), in Heise,D. R., Attitude Measurement. Edited by Gene F. Prothro and Keehn, 1957 Prahlad, C. K. (2008) in Ernst &Young Report, 2008 Rajgopal, A (2008) Ernst &Young Report, 2008 Report on Indian Food & Beverage forecast 2007-2011 Retail Report (2008), India Brand Equity Foundation, Ministry of Commerce & Industry, Govt. of India Rodefield (1970), in Heise,D. R.,Attitude Measurement. Edited by Gene F. Summers. Chicago: Rand McNally, pp. 235-253 Roopa P, Future cap Holding - Business Standard, June 2009 Semantic Differential Scale as in Easwaran, S, and Singh, S. J. (2007), Marketing Research Concepts, Practices & Cases, Oxford University Press, 2nd edition, pp 197 210 Semantic Differential Scale as in Malhotra, N. K. (2004), Marketing Research: An Applied Orientation, Pearson Education, 4th edition Shajahan, S. (2005), Marketing Research - Concepts & Practices in India, Macmillan India Ltd., 1st edition, pp 74 86 Shannon and Weaver (1947) as in Ching-Lai Hwang and Kwangsun Yoon (1997), Multiple Attribute Decision Making - Methods & Application, Springer - Verlag Sinha, P. K. and Kar, S. K. (2007), An Insight into the Growth of New Retail Formats in India, Working Paper 2007/03/04, IIM Ahmedabad, pp 2 6 Statistical Handbook (200506), Bureau of Applied Economics & Statistics, Govt. of West Bengal Triandis, (1959) in Heise,D. R., Attitude Measurement. Edited by Gene F. Summers. Chicago: Rand McNally, 1970, pp. 235-253. Wells & Smith, (1970) in Heise,D. R., Attitude Measurement. Edited by Gene F. Summers. Chicago: Rand McNally, pp. 235-253. Williams, (1964; 1966),in Heise,D. R., Attitude Measurement. Edited by Gene F. Summers. Chicago: Rand McNally, 1970, pp. 235-253 Nos. 1 & 2 January-June 2011, July-December 2011 41
Kindler Vol. XI
APPENDIX A. I. Shannons Weight Calculation for Conventional Retail

Shannons Weight Calculation for Conventional Retail Parameters Asansol S1 old / sufficient stock 4.7 0.34058 -1.07711 -0.36684 5 0.326797 -1.11841 -0.3655 4.3 0.320896 -1.13664 -0.36474 5.2 0.325 -1.12393 -0.36528 4.6 0.338235 -1.08401 -0.36665 4.5 0.340909 -1.07614 -0.36687 3.6 0.315789 -1.15268 -0.364 4.6 0.348485 -1.05416 -0.36736 5.1 0.337748 -1.08545 -0.36661 5 0.340136 -1.07841 -0.36681 Durgapur S2 4.3 0.311594 -1.16605 -0.36334 5.5 0.359477 -1.0231 -0.36778 4.8 0.358209 -1.02664 -0.36775 5.6 0.35 -1.04982 -0.36744 4.4 0.323529 -1.12847 -0.36509 4.4 0.333333 -1.09861 -0.3662 4 0.350877 -1.04732 -0.36748 4.5 0.340909 -1.07614 -0.36687 5 0.331126 -1.10526 -0.36598 4.9 0.333333 -1.09861 -0.3662 Siliguri S3 4.8 0.347826 -1.05605 -0.36732 4.8 0.313725 -1.15924 -0.36368 4.3 0.320896 -1.13664 -0.36474 5.2 0.325 -1.12393 -0.36528 4.6 0.338235 -1.08401 -0.36665 4.3 0.325758 -1.1216 -0.36537 3.8 0.333333 -1.09861 -0.3662 4.1 0.310606 -1.16923 -0.36317 5 0.331126 -1.10526 -0.36598 4.8 0.326531 -1.11923 -0.36546 13.8 1 -3.29921 -1.0975 15.3 1 -3.30076 -1.09696 13.4 1 -3.29992 -1.09724 16 1 -3.29768 -1.09799 13.6 1 -3.29649 -1.09839 13.2 1 -3.29635 -1.09844 11.4 1 -3.29861 -1.09769 13.2 1 -3.29953 -1.09739 15.1 1 -3.29597 -1.09857 14.7 1 -3.29625 -1.09847 Sum E(Cn) Wn % Wn
0.998986
0.148969
14.89688
sufficient / insufficient variety
0.998496
0.22103
22.10303
high / low priced
0.998748
0.184057
18.40571
fixed / flexi pricing
0.999436
0.082936
8.293574
friendly / un-friendly staff
0.999802
0.029075
2.907473
personal / impersonal touch
0.999843
0.023034
2.30342
comfortable / un-comfortable environment hygenic/ unhygienic
0.999159
0.123576
12.35761
0.998892
0.162896
16.28961
near / far from residence
0.99996
0.005854
0.585407
must / must not increase in nos.
0.999874
0.018573
1.857288
42
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A.II. Shannons Weight Calculation for Modern Retail

Shannons Weight Calculation for Modern Retail Parameters Asansol Durgapur Siliguri S1 old / sufficient stock S2 S3 Sum E(Cn) Wn % Wn
3 3 4.8 10.8 0.27777 0.277778 0.444444 1 -1.28093 -1.28093 -0.81093 -3.3728 -0.35581 -0.35581 -0.36041 -1.07204
0.97581
0.21827
21.8277
sufficient / insufficient
3.8 4.3 4.8 12.9 variety 0.29457 0.333333 0.372093 1 -1.22223 -1.09861 -0.98861 -3.30945 -0.36004 -0.3662 -0.36786 -1.0941 0.99588 3 4 4.3 11.3 0.26548 0.353982 0.380531 1 -1.32619 -1.03851 -0.96619 -3.33089 -0.35209 -0.36761 -0.36766 -1.08736 2.9 3.2 5.2 11.3 0.25663 0.283186 0.460177 1 -1.36009 -1.26165 -0.77614 -3.39789 -0.34905 -0.35728 -0.35716 -1.0635 3.8 4.3 4.6 12.7 0.29921 0.338583 0.362205 1 -1.2066 -1.08299 -1.01555 -3.30513 -0.36103 -0.36668 -0.36784 -1.09555 4 4.2 4.3 12.5 0.32 0.336 0.344 1 -1.13943 -1.09064 -1.06711 -3.29719 -0.36462 -0.36646 -0.36709 -1.09816 5.1 5.1 3.8 14 0.36428 0.364286 0.271429 1 -1.00982 -1.00982 -1.30406 -3.32369 -0.36786 -0.36786 -0.35396 -1.08968 4.1 4.1 4 12.2 0.33606 0.336066 0.327869 1 -1.09045 -1.09045 -1.11514 -3.29604 -0.36646 -0.36646 -0.36562 -1.09854 3.1 3.3 5 11.4 0.27193 0.289474 0.438596 1 -1.30221 -1.23969 -0.82418 -3.36608 -0.35411 -0.35886 -0.36148 -1.07445
0.03711
3.71107
high / low priced
0.98976
0.09241
9.24113
fixed / flexi pricing
0.96803
0.2885
28.85
friendly / un-friendly staff
0.99720
0.02518
2.51888
personal / impersonal touch
0.99959
0.00369
0.36954
comfortable / un-comfortable environment hygenic/ unhygienic
0.99187
0.07336
7.33685
0.99993
0.00055
0.05535
near / far from residence
0.97800
0.19851
19.8518
must increase / must not increase in nos.
3.6 3.9 4.8 12.3 0.29268 0.317073 0.390244 1 -1.22867 -1.14862 -0.94098 -3.31827 -0.35961 -0.3642 -0.36721 -1.09102 0.993089 0.062376 6.23757
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B. I. Calculation of Sum Value for Conventional Retail Parameters CR Wt. old / sufficient stock sufficient / insufficient variety high / low priced fixed / flexi pricing friendly / un-friendly staff personal / impersonal touch comfortable / un-comfortable environment hygenic/ unhygienic near / far from residence must increase / must not increase in nos. SUM VALUE Parameters MR Wt. olold / sufficient stock sufficient / insufficient variety high / low priced fixed / flexi pricing friendly / un-friendly staff personal / impersonal touch comfortable / un-comfortable environment hygenic/ unhygienic near / far from residence must increase / must not increase in nos. SUM VALUE 44 Kindler Vol. XI 21.83 3.71 9.24 28.85 2.52 0.37 7.34 14.90 22.10 18.41 8.29 2.91 2.30 12.36 Asansol CR rating (avg) 4.70 5.00 4.30 5.20 4.60 4.50 3.60 Wt.x CR 0.70 1.11 0.79 0.43 0.13 0.10 0.44 Durgapur CR rating (avg) 4.30 5.50 4.80 5.60 4.40 4.40 4.00 Wt.x CR 0.64 1.22 0.88 0.46 0.13 0.10 0.49 Siliguri CR rating (avg.) 4.80 4.80 4.30 5.20 4.60 4.30 3.80 Wt.x CR 0.72 1.06 0.79 0.43 0.13 0.10 0.47
16.29 0.59 1.86
4.60 5.10 5.00
0.75 0.03 0.09 4.58 Asansol
4.50 5.00 4.90
0.73 0.03 0.09 4.78
4.10 5.00 4.80
0.67 0.03 0.09 4.49 Siliguri
B. II. Calculation of Sum Value for Modern Retail Durgapur Wt.x MR 0.65 0.14 0.28 0.84 0.10 0.01 0.37 MR rating (avg) 3.00 4.30 4.00 3.20 4.30 4.20 5.10 Wt.x MR 0.65 0.16 0.37 0.92 0.11 0.02 0.37
MR rating (avg) 3.00 3.80 3.00 2.90 3.80 4.00 5.10
MR rating (avg.) 3.40 3.90 3.80 3.20 3.80 3.70 5.00
Wt.x MR 0.74 0.14 0.35 0.92 0.10 0.01 0.37
0.06 19.85 6.24
4.10 3.10 3.60
0.00 0.62 0.22 3.24 Nos. 1 & 2
4.10 3.30 3.90
0.00 0.66 0.24 3.51
4.30 3.50 4.10
0.00 0.69 0.26 3.59
A Study of Customer Perception about Tata Nano Car in the Twin Cities of Hyderabad and Secunderabad
Col. (Retd.) Dr. R.M. Naidu*
ABSTRACT
Tata Nano, the cheapest car in the world so far started selling in home country India for around Rs 1 lakh, i.e. approximately USD 2000 though the price continues to rise. It is manufactured by Tata Motors Limited, the largest automobile company in India and is aimed primarily at the Indian domestic market. Its Chairman, Mr. Ratan Tata envisions that Tata Nano car will become a Peoples Car which is affordable by almost everybody. Tata Nano car was first launched in India on 1st April 2009 and since then has created a huge buzz all over world. Expectations were riding high on the One Lakh Car. Many Industry watchers and Research Firms thought the Nano Car will redefine the Indian Car market for ever. Indian rating agency CRISIL thought the Nano car would expand the nations car market by 65%. However, the current market figures shows otherwise. In spite of a decline in the earnings of the Tata Nano car it has generated a tremendous amount of interest in the market. Perhaps, that is the reason for so many companies jumping into the small car market.
INTRODUCTION Invention of the wheel is said to be the greatest lift of mankind as with its invention the saga of human development and growth started. The evolution of the present transportation system started from there. In year the 1752, Leonty Shamshurenkov, a Russian peasant, constructed a human-pedaled four-wheeled auto-running carriage. The Big break came in the year 1885 when Karl Benz built an automobile powered by his own four-stroke cycle gasoline engine. From thereon there has been no looking back. THE SMALL CAR MARKET OVERVIEW The small car market in India is increasing by leaps and bounds. The indigenous market for small cars now occupies a substantial share of around 70% of the annual car production in India of about one million. The main players in the car market are Tata Motors and Maruti Udyog. Companies in India that have forayed into the production of small cars are trying to outdo each other in terms of design, innovation, pricing, and technology, in order to gain control of the small car market in India. *
Professor, Siva Sivani Institute of Management, Secunderabad. India. Email: naidurm@yahoo.com
Kindler Vol. XI
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Major global players are investing huge amounts to capitalize the growing market and expand their market share. Suzuki, which is now leading the Indian small car market, has plans to invest an additional US$ 650 million for research and development work. Hyundai Motors is on a similar investment spree for research work with a venture of US$ 700 million in India. Volkswagen has decided to invest in the Indian small car market. It is supposed to invest a total amount of US$ 540 million and manufacture nearly 100,000 mini cars on an annual basis. REVIEW OF LITERATURE Nanovation: How a Little Car can Teach the World to Think Big and Act Bold by Kevin Freiberg, Jackie Freiberg and Dain Duston (2011) chronicles the saga of the creation of the Nano, in particular the human story of the commitment, fortitude and capability displayed by all the Tata Motors employees connected with the Project, in the face of the multiple challenges and setbacks. In its telling, this book also reaffirms the ethics and principles that sustain the Tata Group. Working at a target cost of Rs 1 lakh (Approx USD 2300) for an affordable fuel efficient car that meets all safety and environmental standards is no small task. The highly talented and committed team is closely supported by Ratan Tata himself at all stages. Many industry experts thought that the cost target was impossible to achieve. Even if the cost target was met, they thought that the final product would at best be a four wheeled, covered auto rickshaw. Tata Motors proved them wrong. Gary Hamel in his book The Future of Management points out that creativity and passion contribute to over 50 percent of human capability and is hardly tapped by todays organizations. Successful companies know the difference. The making of the Nano is a great example on the power of unleashing full human potential at the workplace. The book is a good narration of the story from concept to the final rollout, including the unfortunate shifting of the plant from Singur in West Bengal to Sanand in Gujarat. Several challenges in design and the concept of frugal engineering are discussed. The comfort and safety of the customer were paramount at all stages. What finally rolled out was a near miracle in automobile history. The book gives due credit to all the key members led by Girish Wagh of the Nano team who slogged against all odds to fulfill their mission. In their book Small Wonder, Philip Chako, Christabelle Noronha and Sujata Agarwal (2010), have very clearly brought out how the book consists of innovative thoughts, struggle and victory over all the hindrances which naturally comes by in a great work. The Tata Nano is a car that has taken the world by storm. It has opened new paradigms to create products for emerging markets with a completely different mindset. No doubt the center of gravity of the global economy is slowly but steadily shifting to Asia in the twenty first century. India and China will be the mega markets of the future. But the important point to remember is that despite its rapid growth, these markets will continue to have low per capita incomes, compared to the developed world. This means, these countries need
products that are ultra low cost with high customer value propositions. These products also need to be ultra energy efficient (low running costs) and leave negligible environmental foot print for sustainable development. The Tata Nano is here, as a great case study, to demonstrate that this is possible. This little book captures the vision of Ratan Tata to bring a low cost affordable family car for the millions of Indians. Great team work translates this vision into a reality. The writing of the book from the very beginning to the end is easy to comprehend for all book lovers. Krishna Palepu, Bharat Anand and Rachna Tahilyani in their case explore how Tata Motors, Indias largest automobile company, developed the Nano, the worlds cheapest car. The case focuses on the translation of Ratan Tatas vision of a safe affordable car for the masses by Ravi Kant, Managing Director of Tata Motors into the Nano Project. The case raises questions around breaking the price-quality barrier and changing existing internal processes to accommodate revolutionary new ideas. The dilemma of success Tata Nano was a runaway bestseller - left Tata Motors debating how large a bet they should make on the Nano and what kind of capacity commitment this requires. SCOPE OF THE STUDY The study was conducted to find out the customer perception about Tata Nano car in Hyderabad/Secunderabad city. OBJECTIVES OF THE STUDY To know the consumer perception about Tata Nano car in Hyderabad Secrenderabad City. To find out the acceptance level of the Tata Nano car by people. To determine which characteristics of Tata Nano car appeals most to the people. To know about factors affecting purchase decision of Tata Nano car. LIMITATIONS OF THE STUDY Information given by respondents may be subjective. This study is limited to Hyderabad/Secunderabad city only. METHDOLOGY Primary data has been collected with the help of a questionnaire which has been designed for the purpose. Secondary data is obtained from various sources available through internet. SAMPLING SIZE: Total sample size is 315. SAMPLING PROCEDURE: The selection of respondents was done through random sampling method.
SAMPLING FRAME Sl. No. Outlets Total sales for the month of Jul, Aug & Sep 2010 (3) 2314 2812 2617 Frequency Percentage Actual Responded (4) 115 141 131 387 1. 2. (5) 98 115 102 315 (6) 31 37 32 100
(1) 1. 2. 3.
(2) Outlet 1 Outlet 2 Outlet 3
Data base from each of the outlets in the city of Hyderabad/Secunderabad was identified. The details are mentioned Coln. 3 of the Table above. 5% of the sample from the universe of each outlet was selected using simple random sampling method. Thus the total sample size is 387 to whom questionnaire was administered. After repeated enquiries only 315 usable questionnaires were obtained.
INTRODUCTION TO TATA MOTORS Tata Motors Limited is Indias largest automobile company, with consolidated revenue of USD 14 billion in 2008-09. In January 2008, Tata Motors unveiled its Peoples Car, the Tata Nano, which India and the world had been looking forward to. The Tata Nano car was subsequently launched, as planned, in India in March 2009, a development, which signifies a first for the global automobile industry. The Tata Nano car brings the comfort and safety of a car within the reach of thousands of families. The outstanding feature was that it was a Rs. 1 lakh car. INTERPRETATION AND ANALYSIS The following analysis of the data is in two folds. The first part provides the detailed information on the demographics of the respondents of the sample group and second part provides insight into the perception of Tata Nano car by these respondents. SECTION-1 1.1 Gender-wise Bifurcation of Respondents Gender Female Male Total Frequency 95 220 315 Percentage 30% 70% 100%
The above table states that out of 315 respondents, 95 are females and 220 respondents are males.
1.2 Analysis of Age Distribution of Respondents Age Group 18-30 30-50 50 & Above Total Frequency 158 126 31 315 Percentage 50% 40% 10% 100%
There are more customers in the age group of 18-30 and 30-50 as generally these are the age groups which think of purchasing cars. 1.3 Analysis of Monthly Income Distribution of Respondents Income Group (Rs.) Up to 15,000 15,000 - 30,000 30,000 - 50,000 50,000 & Above Total Frequency 95 95 63 62 315 Percentage 30% 30% 20% 20% 100%
The respondents are equally distributed in the income groups upto Rs.15,000 and Rs.15,000 Rs.30,000 as these are the middle class groups to which Tata Nano car has been targeted. 1.4 Analysis of Occupation of Respondents Occupation Govt. Employee Private Employee Businessman Housewife Retired Total Frequency 63 94 94 32 32 315 Percentage 20% 30% 30% 10% 10% 100%
There are 30% of respondents who are private employees and business men whereas 20% of respondents are government employees and 10% each of housewife and retired employees.
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1.5 Analysis of Ownership of any Automobile Among the Respondents Vehicle Type Two Wheeler Four Wheeler None Total Frequency 157 126 32 315 Percentage 50% 40% 10% 100%
It is seen that 50% of the employees own two wheelers, 40% already own a car and a just 10% respondent do not own any vehicle yet. SECTION 2 1.6 Analysis of Awareness and Preference of Tata Nano Car among Respondents Parameters Yes No Total Awareness 315 0 315 Preference 299 16 315
All respondents are aware of Tata Nano car. At the same level only 8 % of the respondents do not like the Tata Nano car. 1.7 Analysis of Perception of the Type of Car Tata Nano car Is Characteristic Family Car Personal City Car Taxi Total Frequency 150 158 7 315 Percentage 46% 50% 4% 100%
Majority felt that the Tata Nano car is a personal city car followed by an almost equal percentage who felt that it is a family car. 1.8 Analysis of Perception of Cost Factor among Respondents Characteristic Cheap Economical Affordable Compact Total Frequency 69 107 57 82 315 Percentage 22% 34% 18% 26% 100%
According to the data collected, the major share of the respondents perceive Tata Nano car to be an economical car. Also 26% of respondents deem Tata Nano car to be compact
and easy for the city riding conditions. The interesting part is that about 22% percentage of respondents perceives Tata Nano car to be cheap car and the rest 18% think it as an affordable car. 1.9 Analysis of Preference of Tata Nano Car as Next Vehicle among Respondents Preference Yes No Total Frequency 69 246 315 Percentage 22% 78% 100%
Majority of the respondents felt that they would not purchase a Tata Nano car as their next vehicle. 1.10 Analysis of Preference of Tata Nano Car across Occupations Occupation Govt. Employee Private Employee Businessman Housewife Retired Total Number 32 5 25 95 158 315 Percentage 10% 2% 8% 30% 50% 100%
Major percentage of housewives and retired employees showed keenness in Tata Nano car as their next vehicle. 1.11 Analysis of Preference of Tata Nano Car among Previous Vehicle Owners Vehicle 4 Wheeler 2 Wheeler Total Yes 57 10 67 No 173 75 248 Percentage 73% 27% 100%
It is seen that 78% did not feel like considering Tata Nano car as the preferred second vehicle.
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1.12 Analysis of Characteristics of Tata Nano Car which Appealed Most Characteristic Price Mileage Brand Safety Total Rank 1 164 107 38 6 315 Rank 2 113 177 19 6 315 Rank 3 32 25 233 25 315 Rank 4 6 6 25 278 315
Of the respondents, 52% rank price as their top characteristic that attract them towards Tata Nano and 36% rank mileage as second most preferred characteristic. 1.13 Ranking of Tata Brand Name in the Mind of Respondents Rank Rank I Rank II Rank III Rank IV Total Brand 38 19 233 25 315 Percentage 12% 6% 74% 8% 100
It is seen that only 12 % rank TATAs brand as a top characteristic that attract them towards Tata Nano car. A majority felt that the Tata brand name stood at number 3. 1.14 Ranking of Safety Factor of a Tata Nano Car Rank Rank I Rank II Rank III Rank IV Total Number 6 6 25 278 315 Percentage 2 2 8 88 100
Over 88% of customers rank safety attribute of the car lowest.
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1.15 Analysis of Preference of Tata Nano Car over Second Hand Car Response Yes No Total Frequency 255 60 315 Percentage 82% 19% 100%
The above table shows the respondents preference when they think for Tata Nano car over a second hand car. It is seen that a majority preferred any other second hand car to Tata Nano. 1.16 Analysis of Perception of Tata Nano Car Affecting Status Status Would affect status Would not affect status Total Number 201 114 315 Percentage 64% 36% 100%
Here the above table shows that 64% think that purchase decision of Tata Nano car would affect their status. 1.17 Analysis of Overall Perception of Tata Nano Car Opinion Very Bad Bad Neither Bad nor Good Good Very Good Total Frequency 0 6 25 209 75 315 Percentage 0% 2% 8% 66% 24% 100%
Over 90% responded that their overall perception towards Tata Nano car is either very good or good. 1.18 Analysis of Innovation Quotient of Tata Nano Car Response Yes No Total Frequency 296 19 315 Percentage 94% 6% 100%
The respondents are definitely happy with the innovation Tata has produced. A whopping 94% of respondents feel proud of the innovation.
RESEARCH FINDINGS and CONCLUSION 1. What Nano has achieved is to create a new market segment which was non-existent before. Hence, it has been able to attract the lower middle class and make their dream come true. In the earlier stages of its introduction, Tata Nano was able to create an element of curiosity which made the awareness level among respondents total, i.e., 100%. Perhaps this is unique as no other car in the market has seen this kind of exposure. The Rs. 1 lakh car was a novelty which made everyone aware of the product. Due to the better mileage and size of the car, about 50% of the respondents see Tata Nano car as a personal city car and of the rest 46% of the respondents see Tata Nano car as a family car. The feature of easy maneuverability and limited parking space required makes the car enduring to the customer. In todays traffic conditions easy movement and more comfort are required; hence 100% of the retired people, 80% of businessmen and about 60 % of house wives see Tata Nano car as a personal city car. All cars irrespective of their brand during peak hours move at a very slow pace. This enables the Tata Nano car to conserve fuel. The price of the car makes respondents to go for Tatas Nano. The salary range is between less than Rs. 15,000/- and to Rs. 50,000/-. No other car falls within this price range and hence the proposition is attractive. Many private sector employees and businessmen have to travel long distances for their business purposes hence it leads to a lower degree of acceptance level for Tata Nano car. It could be also to limited high speeds. The Tata Nano has set the competition rolling in a big way. There is a keen interest by other car manufacturing companies in bringing out a vehicle of competing characteristics. All existing 4 wheel owners have shown keen interest towards Tata Nano car and so are the respondents who do not own any vehicle yet. For an Indian consumer price and mileage respectively are the most appealing attributes of Tata Nano car for the respondents. It is not uncommon to see consumer making serious enquiries about mileage at time of purchase of a car. Perhaps the ambience and speed are secondary aspect when an Indian consumer sets his mind on buying a car. In the Indian car market the Tata brand comes a distant third. It is presumed that the cars made by Tatas are more commercial in nature. The Tatas venturing into the personal car market is more recent.
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10. Safety attributes in a car tend to be expensive hence limited effort has been made towards the safety aspect making it the least appealing factor in a Tata Nano car. 11. If given the wherewithal about 82% of the respondents prefer some other brand of second hand car to a new Tata Nano car. The reason could be due to the fact that it leads to lowering of prestige while using a Tata Nano car.
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12. It is redeeming to know that an overall of 90% of respondents feel Tata Nano car is good or very good. The car did have its share of bad publicity during the making stage and many doubted if it would actually come through. 13. As Indians we are proud of the car, a whopping 94% of respondents feel proud of the little genius innovation that came out of our country. In fact when the car was introduced it got a lot of bad publicity by the American press simply because it was not an American product. SUGGESTIONS 1. Safety has been a major issue and to overcome this issue in the minds of the consumers Tata Motors should launch a sustained campaign to change the perception of the people towards its safety as majority of the people deem it as an unsafe vehicle. The car is designed and positioned for those who have a two wheeler and cannot afford a car at a higher price. To overcome this problem Tata Motors has to increase focus on their target group i.e. to position it as a family car for the lower and middle class income group. One of the main marketing initiatives should be to position the car as a comfortable city riding vehicle in all climates and in citys congested traffic conditions, focusing more on the ease of parking issue. Tata Nano car can introduce more lucrative schemes to lure retired people who have more disposable income and housewives as they have more acceptance percentage and view it as a cheap and comfortable vehicle for commuting.
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CONCLUSION It started by spending a lot of time doodling at boring board meetings. Most of us are victims of the environment in which we are and we lose sight of the fact that we have a greater responsibility - a responsibility to serve the communities we live in to improve the quality of life of people we work with Ratan Tata. It is with this indomitable spirit that the saga of the Tata Nano started. The daunting effort of the entire team has made this dream come true making this nation and every Indian proud. REFERENCES
1. 2. 3. 4. Chacko P., Noronha C. and Agarwal S. (2010) Small Wonder, Thomson Press (India) Ltd. Freiberg K., Freiberg J. and Duston D. (2011) Nanovation: How a little Car can Teach the World to Think Big and Act Bold, Thomas Nelson Palepu K., Anand B. and Tahilyani R. (2011) Tata Nano - The Peoples Car, Harvard Business School http://www.en.wikipedia.org/wiki/Tata_Nano/ accessed on 27 June 2010
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Preferences of Asian Internet Users: a Study on Asian Countries with high Internet Penetration
Shyamasis Ghosh* ABSTRACT
When the users from different countries, across the globe, are accessing information, entering into communication, getting services, or doing business we are watching cross-cultural communication. The impact of western or global culture with local cultures has come to the centre of our attraction. Various studies are being made to understand the impact of such cross-cultural communications for business purpose. Business houses, interested in doing business in other countries should try to understand the cultures. Purely from a cultural perspective also, this raises an important question whether global culture will dominate such local cultures or both can co-exist? Or, would it give rise to an altogether different culture the cosmopolitan culture? The important issue is how, if at all, this phenomenon can be measured? As a first step, preference of Internet users can be measured and analysed is it Global or Local? How this can be analysed? This paper proposes to explore this in an altogether new way.
INTRODUCTION Computer-mediated communication enabled by the growth of the Internet has become a worldwide phenomenon. The Internet is globally accessible, crossing the national boundaries and allowing users across the world to participate equally, although lack of basic technological infrastructure and cost factor in less developed countries are the major factors hampering the Internet penetration to a great extent. Thus, it can be termed as inherently global. The global internet users presently stand at 1668.9 million - about 24.7 percent of world population (www.alexa.com) and increasing at an ever-increasing speed. Internet users from Asia constitute about 42.2 percent (704 million). These users access various websites depending on their need and their preferences. The users come from different countries and have their own historical background that gives each local culture its separate identity. Table 1 shows the Internet penetration rate in various world regions.
Senior Lecturer, Post Graduate Institute of Hospital Administration; B K Roy Foundation; Kolkata. E-mail: samghosh@sify.com
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Table 1: Internet penetration rate in various world regions. World Regions Internet Users Latest Data (as on 30.06.2009) 65,903,900 704,213,930 402,380,474 47,964,146 251,735,500 175,834,439 20,838,019 1,668,870,408 Penetration (% Population) 6.7 % 18.5 % 50.1 % 23.7 % 73.9 % 30.0 % 60.1 % 24.7 % Users % of World Internet Population 3.9 % 42.2 % 24.2 % 2.9 % 15.1 % 10.5 % 1.2 % 100.0 %
Africa Asia Europe Middle East North America Latin America/Caribbean Oceania / Australia WORLD TOTAL
Source: http://www.internetworldstats.com/stats.htm on 2.9.09
A more recent data depicting the same reveals that overall Internet penetration has improved in the intervening period. However, the relative position among world regions has remained more or less same. Table 1A: Internet penetration rate in various world regions updated World Regions Internet Users Latest Data on 31.12.2011 139,875,242 1,016,799,076 500,723,686 77,020,995 273,067,546 235,819,740 23,927,457 2,267,233,742 Penetration (% Population) Users % of World Internet Population 6.2 % 44.8 % 22.1 % 3.4 % 12.0 % 10.4 % 1.1 % 100.0 %
Africa Asia Europe Middle East North America Latin America / Carib. Oceania / Australia WORLD TOTAL
13.5 % 26.2 % 61.3 % 35.6 % 78.6 % 39.5 % 67.5 % 32.7 %
Source: http://www.internetworldstats.com/stats.htm on 21.2.12
As more and more people are becoming wired, the Internet itself is fast becoming as pervasive as televisions and radios. However, its ability to generate many-to-many communication, sets it apart from these traditional mass media. The growing importance of digital computation and telecommunication is closely allied to the emergence of a global culture mediated by satellites, television, Internet, and the Web. This culture is
currently dominated by enterprises in the English-speaking nations predominantly American. The majority of Internet and Web sites in the world are either entirely in English or has an English option. The power of this new global culture basically, western culture is such that it indeed can threaten local cultures and vernacular languages. It will be interesting to note what happens when participants of widely disparate cultures come to interact through the Internet. Does it turn all cultures into one monolithic culture different from local and global/ western cultures? Or, it can preserve both local and global cultures? This paper proposes to look into the issue of participation by users from some Asian countries where the Internet penetration rates are high and so are their preferences. LITERATURE REVIEW Lo, Bruce and Santa Cruz et.al. (2007) studied the issue of cultural diversity and individualism in cyberspace on one hand and the dominance of a few Web giants exerting a homogenising influence over users and audience in this space. They had tried to answer an intriguing question that has baffled both technologists and social scientists, Does the Internet empowers different ethno-linguistic groups or subgroups, to assert their individual cultural variance more effectively or does it, as a result of the dominance of selected trans-national Web giants, exert an homogenising influence that diminishes ethno-cultural uniqueness and individualism? (Lo, Bruce and Santa Cruz et.al., 2007). They observed that different language groups do show some differences. Yet, at the same time it appears that the Internet as a communication medium also has a homogenising influence. Lo, Bruce and Sedhain (2006) used the top 100 website list based on Alexa.com, which is probably one of the more reliable ranking providers. Lo, Bruce and Sedhain (2006) examined the similarities and differences among several publicly available website ranking lists to determine how reliable the lists were. Their study was based on Three (Alexa, Ranking.com, and Websearch) traffic-based ranking, while the other three (100 Best websites, Web100, and Worlds Hottest websites) with opinion-based ranking. They observed clear similarities and differences among the different ranking lists. They observed that most lists agree on who are the top 3 sites, and also show a fair degree of agreement for lists of size 30 or more. But it is very difficult to demonstrate the reliability of ranking lists of size in the range of 10s or 20s, according to Lo, Bruce and Sedhain (2006). Jack Waley-Cohen (2009) in his article on Cross Cultural Communication observed that although, there are undoubted benefits to globalisation, it brings together cultures that may never have interacted in any great measure and brings an imperative for cross cultural communication. To gain an awareness of any culture Firsthand experience is necessary to have an historical background of that culture. Different cultures place stress and value on different things. A single race or country often contains many different cultures, so generalization is inappropriate. To really understand a culture we need to learn the language of that culture.
OBJECTIVE Asian Internet population is the biggest (42.2 percent) primarily because of its huge population. This demands that the usage of Internet, as a medium of communication, by this population needs careful study. This has led to the primary objective of present paper which trend is observed in the website preference by Asian users? Is it reflecting more of local culture effect or the harmonising effect of Global culture? While both the local cultures of countries under study and the western culture, impacting us as global cultures, have great historical background, the culture being developed through Internet is bereft of such historical background. Is it, therefore, be called cosmopolitan? Hence, the limited objective set for this explorative study, which is likely to open up several possible angles for further study are as follows: a) Whether major Asian Internet users are inclined to local sites than global sites? The terminologies like local sites and global sites have been explained in next section. Is there any distinct global or local preference visible? Whether these preferences can be termed as representatives of the concerned countries?
b)
TERMINOLOGIES USED Certain terminologies (presented in the website alexa.com) have been used and certain terms coined to present the analysis and findings in a suitable manner. These terminologies are being defined here. Reach Reach (In case of a Website): Percentage of world Internet users using that site. (www.alexa.com). Group Reach (In case of a group of websites): The summation of Reach of all websites in that group. PP (Percent Participation) PP (In case of a Website): The percentage of users from any country using the website among total users of that website. The addition of such PP of all countries against a website will result in 100 percent. LOP (Level of Participation): LOP (In case of a Website): The percentage of users from any country using the website among total world Internet users. This is obtained by product of Reach and PP (Percent Participation). The summation of such LOP of each country against a website will be equal to Reach of that website. Group LOP (In case of a group of websites): The percentage of users from any country using the group of websites among total world Internet users. Group LOP is obtained by the sum of LOP against each website in that
group for a country. The summation of Group LOP of each country, so obtained, will be equal to the Group Reach. Global Website: The website where at least 10 countries have PP of at least 1 (one) percent. This definition is being suggested by the author to segregate websites which are not unduly biased towards one or a very insignificant number of countries. He has further refined this by eliminating those sites, where PP of country under study is less than 1 (one) percent. These are being termed as True Global Sites for that country under study as the PP of the concerned country is significant here (more than 1 percent). Local Website: The website where at least 10 countries with minimum PP of 1 (one) percent is not available have been further refined by eliminating all sites dominated by one country, other than the country under study and called them True Local Sites for that country under study. METHODOLOGY This study covers Asian countries with topmost Internet penetration. Top-10 selected on the basis of Data shown in Table 2 and obtained from the internet (http:// www.internetworldstats.com/stats.htm on 2.9.09). Only four Asian countries among significant Internet users shows penetration rates of 50% or above. China, India, Indonesia, Pakistan, Philippines, Thailand and Vietnam have significant users. However the penetration rates are significantly less than 50%. Hence, these cannot be termed as the preferences of Internet users of these countries as representative of countrys choice. Hence, this study has been restricted to the four countries, namely Japan, South Korea, Malaysia and Taiwan. USA has been covered and studied in detail for comparison. Table: 2: Internet usage statistics for major Asian countries and USA ASIA China Japan India Korea, South Indonesia Philippines Vietnam Pakistan Malaysia Taiwan USA
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Internet Users, Latest Data (30.06.2009) 338,000,000 94,000,000 81,000,000 37,475,800 25,000,000 24,000,000 21,524,417 18,500,000 16,902,600 15,143,000 227,636,000
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Internet Penetration (% Population) 25.3 74.0 7.0 77.3 10.4 21.1 24.3 10.6 65.7 65.9 74.1
Percentage of World Internet users 20.25 5.63 4.85 2.25 1.50 1.44 1.29 1.11 1.01 0.91 13.64
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Again, data sourced in 2012 reveals that overall Internet penetration has improved in the intervening period for all excepting Malaysia. However, the relative position among world regions has not changed significantly, as shown in the Table 2A below: Table: 2A: Internet usage statistics for major Asian countries and USA updated ASIA China Japan India Korea, South Indonesia Philippines Vietnam Pakistan Malaysia Taiwan USA Internet Users, Latest Data (30.06.2009) 513,000,000 101,228,736 121,000,000 40,329,660 55,000,000 29,700,000 30,516,587 29,128,970 17,723,000 16,147,000 245,000,000
Source:
Internet Penetration (% Population) 38.4 % 80.0 % 10.2 % 82.7 % 22.4 % 29.2 % 33.7 % 15.5 % 61.7 % 70.0 % 78.2 %
Percentage of World Internet users 24.49% 4.83% 5.78% 1.93% 2.63% 1.42% 1.46% 1.39% 0.85% 0.77% 11.69%
http://www.internetworldstats.com/stats.htm on 21.02.2012
The huge Internet population from Asia poses a peculiar situation in Global top-100 [2] website. 22 sites are in global top-100 primarily because of their overwhelming popularity in only one Asian country, although Asian penetration rate is quite low at 18.5 percent. These and other single country dominated websites cannot be termed as representative global site, although they may be in the global top-100 list. Table 3 presents a number of such biased sites. Table 3: Bias Analysis World Regions Maximum usage from world regions Asia 23 Europe 18 Dominated by usage Related countries by one country only 22 10 China/ 8 Japan/ 3 India/ 1 - Indonesia 15 5 Russia/ 2 each Germany, Poland and France/ 1 Italy, Spain, Turkey and UK 4 4 Brazil 1 1 Australia 8 6 USA/ 1 each Canada and Mexico 0 50
Nos. 1 & 2 January-June 2011, July-December 2011
Latin America Oceania North America Africa Total

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5 1 53 0 100
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What then should be the basis for representative global site? A yardstick has been set up for selecting websites which are relatively free from such biasing. As per the definition of Global Web Sites given earlier, only 50 websites are qualifying to be termed as Global Sites. These 50 sites are incidentally different from above referred so-called biased 50 as per Table 3. Thereafter, they have been categorised into ten groups Top-10, Top-20, Top-30 and so on up to Top-100. Out of the 50 representative sites, the distribution among various top lists came as follows (shown in Table 4): Table: 4: Representative Global sites List Top-10 Top-20 Top-30 Top-40 Top-50 Top-60 Top-70 Top-80 Top-90 Top-100 Number of Representative Global Sites 8 13 15 18 25 29 35 39 45 50
This study is of exploratory nature. It has been done at three levels, starting at relative macro level of Global Top-100 and then gradually going deeper at micro level. This study has been done solely on the basis of data obtained from www.alexa.com and www.internetworldstats.com. The first level was to select Global sites from Global top-100 based on norm defined and then obtain data regarding percent presence (PP) by Asian top-10 countries against those 50 representative Global sites (www.alexa.com/Sept, 2009). The Reach of each sites also were recorded. The corresponding data of USA users participation was also obtained to check the level of USA dominance in using these sites, as is generally believed. The summary of the data so obtained was done on the basis of Group LOP. In the next level, study of top-100 most popular websites from each of the four Asian countries was taken up from www.alexa.com/Sept, 2009). The objective was to study the pattern of usage by Asian users. Here also, top-100 list of each country was categorised into ten different lists of top-10, top-20 etc. based on aforesaid criterion. Then each list was subdivided into Global and Local categories. Then Reach and PP data were collected from the secondary source (www.alexa.com in September 2009). The summary was done on the basis of group LOP against each of those list- and category-wise.
In the next level, the author entered into further details of those Global and Local lists against each country and tried to edit the lists further to remove undesirable effects as follows: In the Local lists, it was found that several sites are biased heavily by other countries and the local countrys presence is negligible. These sites were deleted to obtain True Local sites related to the country under study. In global lists also, wherever local countrys participation is very insignificant (less than one percent), those sites have been eliminated to get True Global sites related to the country under study. Then group LOP data was summarised against each country on global/ local categorisation. The number of sites against each category came as follows: Table 5: Analysis of True Global and True Local sites Country Japan S. Korea Malaysia Taiwan Basic Classification Global Site 20 37 66 32 Local Site 80 63 34 68 Refined Classification True Global Site 18 18 37 20 True Local Site 78 47 26 62
DATA ANALYSIS AND FINDINGS In the first level, list of top-100 global websites were considered (taken from http:// www.alexa.com/topsites on 2.09.2009). The PP of users from different Asian countries were also assessed. The analysis regarding Group LOP gave the following findings as detailed in Table 6. Table 6: Group LOP (Figures in percent) Group LOP Top 10 Top 20 Top 30 Top 40 Top 50 Top 60 Top 70 Top 80 Top 90 Top 100
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USA 41.66 47.88 50.53 51.85 54.59 56.02 57.75 58.81 60.05 60.85
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Jap 4.54 5.02 5.21 5.28 5.60 5.84 6.11 6.38 6.67 6.77
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Skor 1.02 1.14 1.14 1.17 1.26 1.30 1.36 1.42 1.46 1.53
Mal 0.96 1.05 1.05 1.07 1.13 1.14 1.19 1.21 1.25 1.33
Tai 1.39 1.42 1.42 1.44 1.50 1.52 1.55 1.55 1.59 1.59
Level of Participation of Asian users in Top Global Sites 8.00% 7.00% 6.00% Level of Participation 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% Top Top Top Top Top Top Top Top Top Top 10 20 30 40 50 60 70 80 90 100 Top lists
Japan S Korea Malaysia Taiwan
Figure 1: Level of Participation of Asian users in Top Global Sites These figures were compared with the corresponding figures of USA users and Figure 2 emerged.
Level of Participation of Asian users in Top Global Sites
70.00%
60.00%
Level of Participation
50.00% USA 40.00% Japan S Korea 30.00% Malaysia Taiwan 20.00%
10.00%
0.00%
Fig. 2: Level of Participation of Asian users in Top Global Sites with USA users
To p 1 To 0 p 2 To 0 p 3 To 0 p 4 To 0 p 5 To 0 p 6 To 0 p 7 To 0 p 8 To 0 p T o 90 p 10 0
Top lists
The observations based on data tabulated in Table 6 are summarised below: USA clearly dominates usage of top global sites even after so many years of development of Internet. They are highest users in 44 sites out of 50; only one Asian country Philippines heads in usage of one global site. Share of LOP by USA users is 28.36 percent, which is higher by a significant margin than the combined share of LOP by 4 Asian countries under study (5.22 percent). Japans share is 3.15% while the shares of South Korea, Malaysia and Taiwan are 0.71%, 0.62% and 0.74% respectively. The following country-wise analysis was made to find an answer to the objective question. Findings from Table: Table: 7: First level analysis Country Internet penetration in percent of population 74.0 77.3 65.7 65.9 74.1 Percent of LOP to Reach of top global sites (50) 3.15 0.71 0.62 0.74 28.36 Percentage of World Internet users 5.63 2.25 1.01 0.91 14.00 Basic impression about countrys culture Non-global Non-global Non-global Non-global Global
Japan South Korea Malaysia Taiwan USA
Observation based on Table 7 data: 1. 2. Japan, Malaysia, South Korea and Taiwan users preference seems to be nonglobal. Users from USA show global preference.
The analysis of second level, as per 5.4 above, provides the first-hand picture of the Internet usage pattern of 4 Asian countries. The group LOPs against each of top lists, classified into global and local categories are shown below country-wise. JAPAN Table 8: Group LOPs of Japanese users participation into Global/ Local Classes Japan Top 10 Top 20 Top 30 Top 40 Top 50 Top 60 Top 70 Top 80 Top 90 Top 100
Global 15.06% 18.49% 18.58% 19.42% 18.92% 19.32% 20.10% 19.46% 19.39% 19.20% Local 84.94% 81.51% 81.42% 80.58% 81.08% 80.68% 79.90% 80.54% 80.61% 80.80%
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Preference for Japan

90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Top Top Top Top Top Top Top Top Top Top 10 20 30 40 50 60 70 80 90 100 Top List
Level of Participation
Global Local
Fig. 3: Preference of Japanese users Observation: Clear preference for Local sites is observed for Japan 81 percent Local to 19 percent Global. Earlier observation indicated non-global preference for Japanese users, which is consistent with this observation. SOUTH KOREA Table 9: Group LOPs of South Korean users participation into Global/ Local Classes India Top 10 Top 20 Top 30 Top 40 Top 50 Top 60 Top 70 Top 80 Top 90 Top 100
Global 45.06% 44.81% 45.51% 44.07% 42.83% 41.62% 41.58% 40.97% 41.29% 41.07% Local 54.94% 55.19% 54.49% 55.93% 57.17% 58.38% 58.42% 59.03% 58.71% 58.93%
Preference for South Korea

Level of Preference 80.00% 60.00% 40.00% 20.00% 0.00% Top Top Top Top Top Top Top Top Top Top 10 20 30 40 50 60 70 80 90 100 Top Lists Global Local
Fig.4: Preference for South Korean users

Observation: Higher preference for Local sites 59 percent Local to 41 percent Global. This matches with earlier observation. However, South Korean users preference for global sites is much higher than that of Japanese users. It looks like, that the preference for Global sites is showing upward trend in recent times. MALAYSIA Table 10: Group LOPs of Malaysian users participation into Global/ Local Classes India Top 10 Top 20 Top 30 Top 40 Top 50 Top 60 Top 70 Top 80 Top 90 Top 100
Global 81.21% 77.15% 76.43% 75.40% 73.90% 73.40% 72.82% 73.09% 72.42% 72.33% Local 18.79% 22.85% 23.57% 24.60% 26.10% 26.60% 27.18% 26.91% 27.58% 27.67%
Preference for Malaysia

Level of Preference 100.00% 80.00% 60.00% 40.00% 20.00% 0.00% Top Top Top Top Top Top Top Top Top Top 10 20 30 40 50 60 70 80 90 100 Top Lists Global Local
Fig. 5: Preference of Malaysian users Observation: Very significant preference for Global sites 72 percent Global to 28 Local. This does not match earlier observation and needs to be analysed in depth in future. TAIWAN Table 11: Group LOPs of Tai users participation into Global/ Local Classes India Top 10 Top 20 Top 30 Top 40 Top 50 Top 60 Top 70 Top 80 Top 90 Top 100
Global 60.18% 53.50% 50.76% 48.86% 48.08% 46.72% 46.18% 46.23% 46.61% 46.12% Local 39.82% 46.50% 49.24% 51.14% 51.92% 53.28% 53.82% 53.77% 53.39% 53.88%
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70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Top Top Top Top Top Top Top Top Top Top 10 20 30 40 50 60 70 80 90 100 Top Lists Level of Preference
Global Local
Fig. 6: Preference for Taiwanese users Observation: Here, for the first time, a new phenomenon is observed. For lists upto Top30, we find higher preference in Global sites, albeit at a gradually decreasing rate. From Top-40 list onwards, it is greater preference for Local sites. On an overall basis, it shows more or less equal preference for both global and local sites. This is not exactly matching with earlier observation and hence require detailed analysis. The next level of study regarding Global and Local lists, as detailed earlier, reveals finer micro information. The information is tabulated in Table 12. Table 12: LOP figures corresponding to True Global and True Local Sites Sites Japan G Japan L Japan S. Korea G S. Korea L South Korea Malaysia G Malaysia L Malaysia Taiwan G Taiwan L Taiwan
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Reach 121.05 26.73 196.87 40.00 3.21 225.77 55.45 0.88 224.01 36.92 2.59 188.09
USA 31.05 0.14 47.29 11.52 0.32 59.19 14.75 0.02 63.11 10.60 0.07 46.21
Jap 5.82 25.63 31.97 1.31 0.16 11.36 1.15 0.00 6.69 1.19 0.04 12.87
Skor 0.79 0.01 1.27 0.72 1.99 3.91 0.64 0.00 1.67 0.52 0.00 1.43
Mal 0.54 0.00 1.02 0.41 0.00 1.12 0.85 0.56 2.17 0.40 0.02 1.13
Tai 0.48 0.07 1.56 1.03 0.01 1.57 1.09 0.02 2.19 1.25 2.05 4.00
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18 78 100 18 47 100 37 26 100 20 62 100

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FINAL OBSERVATIONS: Japan has substantial Internet population and their preferences are clearly discernable. However, the Internet population of other three Asian countries is much less. This creates certain difficulties in assessing their preferences in the face of influences from other big Internet user countries. Hence, steps have been taken to neutralize this effect through own methodology of classifying the sites into True Global and True Local sites and the outcomes are quite satisfactory. Further studies may be undertaken to have further insight in this issue. Japans preference clearly demonstrates preference for Local sites. This observation is constant at all levels of the study. South Korea shows more inclination towards local sites. However, their preference for global sites is also reasonable and is much higher than Japan. This trend has also been consistently observed at all levels of study. Malaysia shows higher preference for Global sites, but liking for Local sites are also visible. Earlier observation of more non-global preference was possibly for bias created by huge participation by China and USA primarily. This is evident from huge number of biased sites (37) which had to be eliminated from total 100 sites to find True Global sites (37) and True Local sites (26). Thus, the final observation about Malaysias preference is more global. Taiwans preference is tilted towards Local, although liking for Global sites is also strong. Earlier observation of almost equal preference for global and nonglobal sites was possibly for bias created by China, Japan and USA primarily. This is evident from a big number of biased sites (18) which had to be eliminated from total 100 sites to find True Global sites (20) and True Local sites (62). Thus, the final observation about Taiwans preference is more local. DISCUSSION The study throws light on preference of countries with high Internet penetration rate in Asia. Thus, it may be concluded that users from Malaysia show more preference for Global sites. Users from countries like Japan, South Korea and Taiwan show more preference for Local sites, albeit in various degrees. These findings are to be corroborated through further studies, as this line of analysis is probably being taken for the first time. The next important issue, which may be addressed in future, is to look into the reasons for such cultural behaviour. Some studies have been made already to explain such cultural behaviour in the light of Halls and Hofstedes classification. One more interesting study may be to look for emergence of a cosmopolitan culture, which is different from both local culture and western culture (projected as global culture). While the local as well as western cultures are the outcome of respective countrys historical backgrounds, the cosmopolitan culture, developed through computer-mediated communication, will be devoid of such historical background. It will be more on a superficial level.
REFERENCES
1. 2. 3. http://www.alexa.com/accessed in September, 2009 http://www.internetworldstats.com/stats.htm/ Retrieved on 2.09.2009 and 21.02.2012 Lo, Bruce W.N. and Cruz, A.M.S (2007), Diversity and Homogeneity in the Cyberspace: A Study of Website Content Preferences of Selected Ethno-Linguistic Groups, Issues in Information Systems, VIII (2), pp. 14 -19 Lo, Bruce W.N. and Sedhain, R.S. (2006), How Reliable are Website Rankings? Implications for E-Business Advertising and Internet Search, Issues in Information Systems, VII (2), pp. 233 - 238 Waley-Cohen, J., (2007) Cross Cultural Communication, Retrieved from ezinearticles.com. Cross-Cultural-Communication&id=812025/ retrieved on 2.10.2009
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Stress Control : The Key to Corporate Success

Arundhati Bhattacharyya*
ABSTRACT
Stress is becoming a cause for crises in the corporate world. All levels in the management are trying to cope with it. People are getting angry, frustrated, frightened, depressed and even, attempting suicide. Ability to handle conflicts and accepting the fact that the obstacles may be a challenge to go ahead in life can ease the stressful situation. Professionals should be mentally strong to believe that success can be achieved only after fighting the odds. This paper focuses on the sources, types, effects and most importantly, the keys to a stress-free life.
INTRODUCTION Corporate world is one of merit and competition, where every day the performance matters. Employees have to learn skills, matching their jobs. Sudden changes in the environment, like the recent economic downturns have made their lives more stressful. The continuous attraction of better pay and better perks act as incentives. The race for being the best and the insecurity of lagging behind can be dangerous for the nerves. Soon, it has its impact on the temperament and physique. A successful corporate leader is one who has learnt the tricks to control stress, and utilize it for his benefit. The mantra for success today is not survival of the fittest, but survival among the fittest. Converting negatives into positives is a challenge. According to Guha, in an article in The Economic Times, (2011, p.1) anyone who fails to do it falls in the stress-trap. In a simple manner, stress is anything that disrupts the normal persons physical or mental well-being. Absence of congruence between the individual and the external environment could be the reason behind stress at work. In a fast paced society, hectic schedules and work pressures are bound to be there. Stress can lead to alienation as remarked by Karl Marx and anomie as stated by Emile Durkheim, A situation can occur where the worker fails to identify oneself with ones work process. Stress is neither good nor bad. It is how one reacts to it that it becomes positive or negative. Positive stress or Eustress can trigger body alarm, enhance attention and creativity. It has temporary effect, for example, a person waiting for GRE result. Once he/she is successful, stress level is back to normal. Negative stress or Distress has negative impact on the body and mind. For example, a professional getting pink slip may be detrimental for his physical and mental well-being. Globalization has brought in changes in the notion of work and employment under competitive capitalism. On the one hand, the so-called labor redundancies warrant *
Assistant Professor and Head, Department of Political Science, Bhairab Ganguly College, West Bengal State University, Kolkata-56; e-mail: bhattacharyya.arundhati4@gmail.com
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drastic downsizing of the workforce. On the other hand, the nature of job contracts offered has changed, particularly, for those who are new entrants to the job market. The new recruitments are increasingly on a short-duration contractual basis. Sen & Dasgupta (2008, pp. 65-72) state that the flexible norms of recruitment lead to easy hire and fire policy of the employers, which lead to an uncertain future. The competitive environment and constant pressure to perform, may lead to a stressful condition. So, it is necessary for all the professionals to be aware of the sources of stress and prepared to face it and overcome it, to be secure and successful in the long run. SOURCES OF STRESS The sources of stress can be family, friends, workplace, attitude of the superior or colleagues. A person becomes stressed normally, when he divides attentions simultaneously on a number of events and occurrences. Sources should be identified, as soon as possible. Imbalance of the mind and the body create stress. For instance, if demands are below capacity, he/she can feel bored and detached, or, if above capacity, the individual may feel tense. So, the individual should try to reduce demands from the environment and increase internal capacity. There can be internal or external stress. Internal stress occurs when people worry about actions that may or may not have taken place. It comes in when individuals worry about things outside their control. External stressors may be from the family, work, peers and friends or physical conditions, such as poor lighting, loud noise, and extreme workplace temperature. TYPES OF STRESS FAMILY-RELATED STRESS An individual has to play several roles, as a father, brother, friend etc. So, while performing these roles, there may be some imbalance or misunderstanding, which may turn to be a source for stress. Personal stressors may be family, health or society. HEALTH-RELATED STRESS It may be the result of neglected health problems, like head-ache, spondilitis or lifestylerelated problems. SOCIETY-RELATED STRESS When a person is too busy in his/her workplace, his/her social relationships may suffer, or, when a person has to attend a community meeting after a long day at work, he/she may be stressed. ORGANIZATIONAL STRESS It results from the conflict between personal goals and organizational goals. This may be due to lack of organizational skill, long working hours, job insecurity, mismanagement of time or technology etc. JOB-RELATED STRESS This may occur due to several reasons like: a)
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Difficult clients/ subordinates/ superior/ colleagues- These things are common

in a workplace. Taking all the in-group problems personally can create further problems. So, having a professional outlook can ease the problem to a reduced level. b) Personal Inadequacy - One has to continuously upgrade ones skills. Otherwise, he/she will be outdated, which may bring in inferiority complex and several other psychological blues. Role conflict - There may be an imbalance between the role performed and the demands of the job. Overwork and Deadline - One should set goals within reach, achieve it and then raise the bar. Procrastination is the greatest evil in ones success. If one fails to cope with deadline, it creates stress. Creating a personal timetable and following it can solve many problems. Committing ones job sincerely is a necessity, but taking all the work on ones own shoulder is suicidal for the individual as well as the Company. Mid-Career Crisis - Sometimes a career plateau can happen after working for 12-15 years. The work may lose its spark. One may become bored, weary or even saturated. This may happen even among high-achievers due to the gap between the career one wants and the career one is in. They may feel that they are in the wrong job and realize that something is missing. The real problem is that they have failed to align their career goals with their life goals.
c) d)
e)
TIME-RELATED STRESS When a person is failing to complete his/her work at the right time, it may lead to crisis at the work station. Time-overrun leads to cost-overrun. This is common problem among the professionals, which may lead to stressful situation. Time management is key tool here. CHART 1
(SOURCE:http://stuff4educators.com/web_images/stress_graph.gif&imgrefurl Accessed 10.4.2011)
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EFFECTS OF STRESS ON THE INDIVIDUAL PHYSICAL EFFECTS There may be increased heart rate and blood pressure, frequent headache, fatigue, nervousness, insomnia, sudden decrease or increase in weight, reduced immunity to common colds or ulcers and weak digestive system. Substance abuse now reportedly takes place in banks, FMCG companies, public sector organizations and, even among middle and senior management as well. They are finding it difficult to keep pace with their companies fast-track mode. Today, the reason for abuse is not to escape difficult surroundings but to increase performance. With salaries going up, rewards being linked to performance and variable pay touching a never-before 40-45% of the salary, companies are driving their employees hard to increase their output. A pill now and then can boost the energy level or calm frayed nerves. They feel that taking substances can help increase output. Aspirations that are not in proportion to ones capabilities or appropriate opportunities, leads to stress and abuse, according to Adil Malia, HR head of Essar. Sengupta in an article in the Economic Times (2011. p.6), remarked that one should know that the triggers for abuse may be many, but controlling it can be the remedy. PSYCHOLOGICAL EFFECTS The individual may find difficulty in concentrating in work, mood swings, developing fears and phobias. Further, fall-outs may be over-eating, taking cigarette, alcohol, drugs etc. Yet one may feel confused. Romano (1992. pp.60-65) suggest that psychological problems may turn to be severe than physical problems, at times. CHART 2
(SOURCE: http://www.mindyourmind.com.au/images/stress-graph/Accessed 10.4.2011)
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KEY TO A STRESS-FREE LIFE Stress cannot be treated the way physical ailments are done. It requires a response from the head and the heart. In a chronic stress situation, the emotional and mental health should be well taken care of. Instead of inviting stress, one must find ways to adapt oneself to these conditions. One may not realize, but often a rigid attitude or some diehard work habit, is behind most of the stress. Experts suggest that being flexible can reduce the stress-level to a good extent and also help in re-igniting the passion for work. Here are some pointers to make one more flexible and less stress imbibing. CHANGE YOURSELF There are certain things that cannot be changed, like the economic scenario. . Trying to control it is a futile exercise. On the other side, one can most easily control or modify ones own behaviour, with a changed mindset. To keep stress at bay, one should be open to changing ones attitude, outlook and work habits. IDENTIFY STRESSORS Overdose of anything is bad. Doing a perfect job is good but if ones flair for perfection crosses limits, it could well become a major cause for stress. If meeting deadlines is becoming increasingly stressful, one should check whether if one is spending more time on the tasks than is necessary. If failure to achieve high standards is causing stress, redefine the standards. Every task does not require high degree of precision. Similarly, hard work is good but too much of it makes a person workaholic. Stretching oneself too much undoubtedly leads to stress. In that case, one should force oneself to slow down and think of the worst that can happen if he/she does not work as intensely. One will soon realize that one was unnecessarily pushing oneself too hard. BE CONGRUENT Sometimes we develop certain work habits and then rigidly follow them, come what may. But taking a uniform approach to every situation may not yield good results. One must try to understand what makes each situation different and unique and then tailor ones behaviour accordingly. One should be a patient listener. LEARN TO RELAX Factors beyond ones control, such as traffic jams, technical snags etc, may cause disruptions to ones schedule. Getting angry or frustrated does not solve the problem. Ones restlessness cannot change anything. In fact, tension automatically results in mental paranoia. When one knows that one has no control over the delay, the best thing to do is to relax. A relaxed state puts ones body-mind back in peak shape. One should be happy and stress-free at work and need not always stick to the beaten path. One should try developing the kind of flexibility that helps to overcome the present difficulties and face the future with confidence. For this purpose, as recommended by Srikrishna in an article in The Hindu (2010. p.6) one must always think, plan and manage day-to-day activities in new ways.
LEARN TO APPRECIATE AND CELEBRATE THE SUCCESS OF OTHERS Opportunity should be utilized to appreciate and thank those who have contributed to success. Acknowledge the positive things achieved by others and reward them for the same. A few words of appreciation may bring in self-confidence, self-pride and bring in tons of better performance. INTERACT INFORMALLY Interaction in an informal way may help to foster better relations at workplace. Small social gatherings and occasional parties after working hours also can work wonders as stressminimisers. These get-togethers can develop better relations, as observed by Radhika in an article in The Hindu (2010. p.7) and it will be reflected in the working scenario. Lot of relevant information can also be secured. Proper utilization of in-groups and out-groups are feasible here. BELIEVE THAT NEW CHALLENGES ARE OPPORTUNITIES IN THE MAKING So looking at the sunny side of the life is required. It is necessary to tackle the challenge step by step and believe that these challenges will lead to opportunities in the long run. BELIEVE THAT PROBLEMS WILL NOT DISAPPEAR; THEY NEED SOLUTIONS The underlying cause for a problem has to be found out. Looking ahead is necessary. A valued employee is one who focuses on solutions, rather than the problem. Mud-slinging should be avoided at all costs, as it mars the fruitful working relations and increases the tension in the work place. ACCEPT FAILURE Every working professional has to accept that failing is normal, but refusal to learn from it, may become a roadblock in ones career. Learning on-the-job is a vital tool for career growth, as is learning from failures. Brooding over it, breeds negativity in ones attitude. Accepting the mistake, admitting it and moving on without losing faith in ones capability can only provide a positive push in the long run. Biocon chief Kiran Mazumdar Shaw, who founded Biocon India in a garage, with a capital of Rs 10,000 in 1978 had observed, Everyone looks at me today as a successful entrepreneur, but I also know what it has taken me to get here. People dont see the failures Ive gone through, they only see my success. This has been put forward in a newspaper report (Work Smart, 2010, p.1) to prove that failures are to be accepted sportingly, to enjoy the fruits of success. HAVE FAITH IN ONESELF One should not allow minor setbacks to affect ones long-term career goals. Inculcating positive thinking in our daily lives is an important career-building exercise and can be achieved through discipline and constant effort. An optimistic approach can help in accomplishing the work professionally. The fear of failing can be a hindrance in climbing up the career-ladder. Nangia in Sunday Times of India ( 2010, p.2) states that confidence in oneself and hoping for the best are indeed the two qualities one needs to keep alive during any crisis, to sustain oneself.
KEEP ONES ANGER IN CONTROL Losing ones temper is common when people fail to deliver. They keep fuming up .When someone has put in a disappointing performance, finding an immediate solution to the mess is most important. Positive energy is to be utilized to make things go right first and later reprimand the person who went wrong. Do not demoralize him. He will only create more disaster later. Kumar suggests in an article in The Economic Times (2010. p.6) to put him/her on a make up task immediately. APPROACH THE SOURCE OF NEGATIVE ENERGY Negative Energy in the workplace can make the environment unpleasantly heavy and affect the employee and organizational productivity. For example, a Delhi-based FMCG company recruited a new senior manager and its attrition rate shot up. Many people from the new managers team expressed the desire to leave the organization. When the HR head made enquiries, he found that the manager was creating a negative environment in the office with his strategies. Puri states in an article in The Economic Times (2010. p.6) that this was creating a stressful condition in the workplace. According to Dabur India HR Head A. Sudhakar, it is important to identify the source of negative energy, especially if an individual is creating problems for a larger set of people. It is important to approach such individuals and find out why such negative energy is getting generated. This can lead to stress. COMMUNICATE WELL Once the source of the problem is identified, it is equally necessary to communicate well to understand where the problem lies. Discovering the causes of the sin first and then the sinner may be helpful. A new employee needs time to understand the culture of an organization. According to Mr. Sudhakar, Things work differently in different places and people need this. TAKE FEEDBACK IN POSITIVE SPIRIT Listening to all the parties is the secret behind being a good professional. It is important to understand that everyone is hoping to be heard. The initial step towards creating positive energy would be to make everyone feel special, as someone who is adding value to the organization. EXERCISE REGULARLY Negative energy needs to be tackled at two levels-individual and organizational. According to Frito-LAY Director-HR, Rohini Seth, At the individual level, it impacts the stress hormones and here I guess the mantra thats most effective would be: Exercise, exercise, exercise. Those endorphins work up magic. CREATE AN ECOSYSTEM Organizations can create a formal ecosystem that includes phone-based or face-to-face third party counseling. Meetings should be conducted on a periodic basis. Employees
should have formal and informal channels of communication, which can weed out several problems. Other than that, a leader has to be sensitive and perceptive to sense the buildup of such energy, to begin with. SPECIAL TIPS FOR THE MANAGER To remain stress-free in todays competitive environment, managers need to exhibit and develop certain competencies and skills. Radhika supports this in an article in The Hindu (2010. p. 1) and suggests that he/she has to remain motivated enough to keep the team motivated. COPE WITH CHANGE The manager has to be prepared for change in the organization and must help the team members to cope with the existing changes. Strategies have to be planned and every possible effort should be undertaken to implement the changes successfully. Flexible solutions to overcome obstacles in the path should be drawn up. Motivating the team members to face the challenges in a positive manner can bring in a change in the working environment. BE A LEARNER EVERYDAY AND THROUGHOUT LIFE Keep a broad mind to learn all the time. This may prevent tense situation as a closed mind is the real problem. A good manager needs to possess complete knowledge of his/her field and take actions to improve personal, professional skills and abilities. A successful manager should welcome new ideas from the team members and subordinates. If feasible, these ideas should be executed, so that they are motivated. The manager should put in extra effort to learn about the business and contribute to the success and growth of the organization. He/she should never be jealous of the performance of others. On the other hand, he/she should try to develop ones own capacity. A manager should be competent at identifying and responding to risks in the work sphere. Feasible alternatives to deal with uncertainties should be chalked out for continuous success. SUPPORT EMPLOYEE-COUNSELLING This is a service offered to employees, where their fears and problems are addressed. Any issue coming in the way of an employees performance and creating stress, be it related to health, personal life or workplace, is identified and support is provided to deal with it. It involves listening, understanding, empathizing, consoling, counseling, guiding, sharing and problem solving. Employee counseling is a multi-faceted and involves more than one session. These sessions expose an individual employees strengths and weaknesses. They throw light on how one can gain a certain set of skills. They help in dealing with difficult co-workers, clients and superiors. Employees are provided support to come out with ways to prevent and overcome stress and related problems. This will build a healthy work atmosphere. Counseling is an integral part of human resource management and it should be assimilated into activities right from induction and training, according to Soumya in an article in The Hindu (2010. p.4)
OBTAINING FEEDBACK Feedback can be obtained through two-way communication process. To make it useful, one should ensure that the information is complete, correct and comprehensible. Relying on second-hand reports from others may be dicey. Be visible, friendly and accessible, so that the team members feel comfortable. Initially, the team members may be reluctant to share their opinion. Meeting them frequently and encouraging them to speak out can slowly make them feel safe about sharing views. They should feel that their inputs are genuinely valued. Appreciating the responses of the employees, even if it is negative, can build a good rapport. Soumya in an article in The Hindu (2010. p.4), believes that this will build a credible and trust-based relationship with them and will benefit the manager in the long run. IMPROVE TRUSTWORTHINESS Trust is central to all relationships, whether personal or professional. Work cannot progress smoothly if trust is lacking in the working environment. If others believe that the manager is trustworthy, they are more ready to deal with him/her, listen, obey and get things done. Srikrishna in an article in The Hindu (2010. p.4) declares that reliability of conduct is said to be the key to building long lasting trust, which can prevent many untoward incidents that may lead to stress. DO NOT GET TOO SWAYED BY THE RATINGS OF THE PERFORMANCE If one is upset over a poor grade, one should not keep his/her feelings to oneself. The best option is to have a positive and constructive talk with the boss. But it is necessary that one should prepare carefully for the meeting. One should remain calm and be prepared emotionally. Most important of all, one should be professional to take in the responses of the boss. This may reduce the tension level. DELEGATE WORK It is necessary to realize that delegating the work will provide the team members the opportunity to learn, grow and develop. It will also give enough space for the individual, to look into more important issues. Nair reiterates in an article in The Times of India (2011. p. 1) that trying to do everything individually, will surely increase the stress level. PRIORITISE Focusing on the things that are important and let go off those, that are not should be learnt. Otherwise, the burden of work will increase continuously and it will be difficult for him and his team members to tackle them efficiently. ACCEPT THAT THINGS MAY GO WRONG It has to be accepted that while performing a duty, it is natural that something may go wrong. Brooding over it will increase the problem. Being angry at the situation will make it worse. So, one has to control the anger and deal with the problem step-by-step.
SAVE FOR THE FUTURE Steven Levitt and Stephen Dubner in their book Super Freakonomics, say, People who buy annuities, it turns out, live longer than people who dont., in the context of California pensioners. This has been supported by Roongta in an article in The Hindustan Times (2011. p.10) that even in India, people who save for the future, can have a stress-free retirement. JOB SATISFACTION Comfort level of everybody may be consciously aimed at. Companies with happier employees spin more money. They aim at higher customer-satisfaction, which is the key to further success. CONCLUSION Tense periods are common in our lives. Sometimes, things do not go as planned. Strong sense of frustration seeps in. The outcome is raging outbursts. Controlling this by a cool attitude is important. Whatever the situation, one has to believe that the problem will cease to be so. The modern corporate sector respects those leaders who can manage and solve conflicts, and not those who will themselves be stressed. Interacting with other managers and sharing their experience, can put in useful inputs. Conflict situation, if properly handled, can lead to greater cohesion. Halan (2010, pp.18-22) states that to fight stress, one should be determined to overcome the obstacle and believe that tomorrow will be better than that obtaining today. Keeping ones composure amidst odds is the greatest art and science that the corporate manager should cultivate. REFERENCES
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Banerjee, I. R. (2010, October 10). I dare, therefore I am. Sunday Times of India, p.1 Grewal, N. (2010, October 19) Work Smart. Hindustan Times , p.1 Guha, A. (2011, March 25) The 3600 return. The Economic Times, p. 1 Halan, Y.C. (2010), Managing Conflicts. Business and Management Chronicle, 14(10), pp. 18-22 Kjerulf, A. (2011, January 26) A happy employee is a productive employee. The Times of India, p. 1 Kumar, P. (2010 December 3) Plan ahead to avoid employee goof-ups, angry outbursts. The EconomicsTimes, p.6 Nair, P. C. (2011 March 16) Leaders, Beware. The Times of India, p.1 Nangia, V. D. (2010 October 10) Yes, this too can pass Sunday Times of India, p.2 Parikh, S. (2010 October 6) Calming a raging mind, Hindustan Times, p.3 Puri, M. (2010 December 3) Deal with bad vibes in the workplace. The Economic Times, p.6 Radhika, P.V. (2010 October 20) Imbibe these core values to be a successful manager. The Hindu, p.1 Radhika, P.V. (2010 October 27) Positive Relationships result in improved Performance. The Hindu, p.7 Kindler Vol. XI Nos. 1 & 2 January-June 2011, July-December 2011
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13. 14. 15. 16. 17. 18. 19. 20.
Romano, J. L., (1992) Psycho Educational Interventions for Stress Management and Wellbeing. Journal of Counseling & Development, 71(2), pp.60-65 Roongta, H. (2011, April 2) Insure now for a stress-free retirement. The Hindustan Times, p.10 Sen, S. & Dasgupta (2008) Labour under Stress: Findings from a Survey, Economic and Political Weekly, XLIII (3), pp.65-72 Sengupta, D. (2011, March 18). Performance stress drives executives to quick-fix drugs. The Economic Times, p. 6 Soumya, N. S. (2010, October 20). In times of stress, counseling helps staff beat panic. The Hindu, p.4 Soumya, N. S. (2010, October 20). To get facts right never rely on second-hand reports. The Hindu, p.4 Srikrishna, N. P. (2010, October 20). Reliability of conduct key to building lasting trust. The Hindu, p.4 Srikrishna, N. P. (2010, October 27). Being Flexible can make you happier at work. The Hindu, p.6
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Article
Understanding Talent Management from Taare Zameen Par

Manisha Saraf*
INTRODUCTION Before going into the discussion on Talent Management, it would be apt to understand the word Talent. Talent in general terms refers to the capabilities, skills or the art, a person possess in a particular field. It also refers to those people who have high potential, scarce knowledge and skill or who can successfully bring about transformation and change in the organization. Such individuals are usually sought after in the market and their contributions to the business add direct value to its strategic or competitive positioning. In simple words, talent refers to those employees whose contributions are vital to the organizations ability to produce its products or deliver services. Coming to the word Talent Management in an organization, it refers to those special steps an organization adopts to recruit, develop and retain its pool of top talent. The steps adopted should normally be creative and should not project bureaucracy. Talent Management also denotes a deliberate approach taken up by an organization to attract, develop and retain people with the aptitude and abilities to meet not only the current requirements but also future organizational needs. COMPONENTS OF TALENT MANAGEMENT Recruitment - ensuring the right people are attracted to the organization. Retention - developing and implementing practices that reward and support employees. Employee development - ensuring continuous informal and formal learning and development. Leadership and high potential employee development - specific development programs for existing and future leaders. Performance management - specific processes that nurture and support performance, including feedback/measurement. Workforce planning - planning for business and general changes, including the older workforce and current/future skills shortages. Culture - development of a positive, progressive and high performance way of operating. *
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An important step is to identify the staff or employees (people and positions) that are critical to the organization. They do not necessarily have to be senior staff members. Many organizations lost a lot of organizational knowledge in the downsizing exercises a few years ago. The impact of the loss was not immediately apparent. TALENT MANAGEMENT APPROACHES There are two approaches by which a firm can manage talent: Internal Talent Development In this approach, organizations impart necessary internal training to the employees, by anticipating the future needs of the organization. The future talent should acquire all the skills deemed necessary for a particular position within the company. For this purpose, the company makes a good investment to train an employee. After the internal talent development, the company needs to ensure that they retain the talent pool. Issues with Internal Talent Development In the current business climate of uncertainty, it is very difficult to predict the changes in the market place. There could be some new disruptive products and innovative technologies. Also, the effect of business cycles (economic boom and busts) could spoil all the long term plans of the organizations. If an organization assumes high future growth rates and continues with internal talent development programmes, it could prove costly should there be a looming recession ahead. It may result in dissatisfaction among employees and layoffs. Further, the competitors might snatch away the talent pool, which the organization has heavily invested in. Hiring External Talent Some companies invest heavily in in-house talent development and succession planning. However, these days, organizations find it far less expensive to recruit talent from the market place than to invest in costly training and succession programmes with a long term view. In the internet era, it is quite easy for the HR managers to look for new talents in the market place with the required skill sets to fill a vacant position. Increasingly many employees are looking for better opportunities outside of the company in order to grow up the ladder. Issues with Hiring External Talent Approach One of the major problems with hiring approach is that it could lead to high levels of dissatisfaction among existing employees. If there is an open position with an organization and the management chooses to recruit someone from outside the company to fill the position, the prospective internal employees might feel neglected. And so employees can pack up and leave if they dont get the jobs they want inside and the most talented among them have the most freedom to do so. And sometime, recruiting from outside can be quite expensive. Further the organization cannot be sure that the new recruit will deliver according to the required quality.
IMPORTANCE OF TALENT MANAGEMENT Talent Management is beneficial for both the organization and the employees. The organization benefits from: Increased productivity and capability; A better linkage between individuals efforts and business goals; Commitment of valued employees; reduced turnover; increased bench strength and a better fit between peoples jobs and skills. Employees benefit from: Higher motivation and commitment; Career development Increased knowledge about and contribution to company goals; sustained motivation and job satisfaction. TAARE ZAMEEN PAR The film Taare Zameen Par is a sensitive portrayal of the ordeal of a dyslexic child, Ishaan Awasthi, whose abnormal behavior is misunderstood and mistaken to be something else both by his teachers and parents. Unaware of dyslexia, they think that he is lazy, stupid, naughty and even arrogant on occasions. Dyslexia is a neurological language processing disorder that affects a students ability to process written and spoken information. Students with dyslexia have difficulty pronouncing words, repeating phrases that are spoken to them, understanding the meaning from spoken phrases, and following detailed instructions. They particularly have difficulty in distinguishing similar sounding words and letters. Ishaans agony and ordeal is reduced and gradually overcome when, in the form of Aamir Khan (Ram Shankar Nikumbh in the movie), he meets a teacher who himself has suffered from the problem as a child and is therefore, able to guide him correctly. He is able to draw the attention of both the parents and other teachers on the right focus on what Ishaan can do or his strengths, rather than his weaknesses. After building his selfconfidence by drawing out the painter in him, he gradually manages to reduce the childs weaknesses through other unique teaching techniques. UNDERSTANDING TALENT MANAGEMENT FROM TAARE ZAMEEN PAR So far we have discussed organizational talent, Talent Management and its approaches and the importance of Talent Management for the organization. Further we will discuss how the movie Taare Zameen Par incorporates the different issues of Talent Management. While the two approaches of Talent Management have their own advantages and disadvantages, this movie incorporates the approach of internal Talent Management. LEARNINGS 1. Managers in organizations need to have an eye for identifying individual sparks of brilliance. Even if an employees work of excellence is directly related to his job requirement or not, individual strengths should be given considerable attention.
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Throughout the movie, Ishaan played with colors and expressed his talent, intelligence and virtuosity via his drawings. The hidden thoughts in his sketches were beyond imagination by a normal 9 years old. This depicts that the child was exceptionally genius and was just suffering from a disease. These activities of his were taken as his laziness and stubbornness but they were his interests that no one able to identify except Sir Ram Shankar Nikumb. 2. Peer cooperation: Peer cooperation is absolutely essential for a smooth corporate journey. It is important for managers to ensure that team members get along well with each other. Picnics, parties and outings for the entire team will help them understand each other and develop cordial relationships. Similarly, when an employee in an organization has trouble delivering on a project or any other work, it is important to provide him the necessary guidance to help him through the situation. Once he attains a comfort zone of working, his real talents can sprout and thereby could be an invaluable asset to the organization. In one of the scenes in the movie, Ishaans classmates poke fun of him when they came to know that he has not completed his mathematics homework. Ishaan got frightened and decided to bunk the class. Ishaan bunked the school not only for the fear of being scolded but because his misery was escalated when his peers rejected him and teased him. If even one classmate had come to him to placate him he might have sailed through the situation. Traditional structures of hierarchy often lead to suppression of innovation and fresh line of thinking by young subordinates. Managers tend to overweigh the opinions from experienced employees and tested solutions over creative solutions. Such a tendency among higher management could become a source of dissatisfaction among the more competent youngsters. In the movie, when Ishaan was shifted to boarding school, he could not adjust himself because boarding school was a punishment for him. In Tiwari Sirs Hindi lecture, the teacher asked him to explain the meaning of a poem. Initially, he got perplexed but later he replied that In life there are certain things that appear to exist but in reality they dont exist and there are some things that dont exist but in reality they exist. After hearing this answer, instead of praising the child for his lateral thinking, he became furious and scolded him for insignificant answer. It indicates that at times even the teacher lacks vision and just concentrates on set ways and lacks vision for new better ways. Creative ideas should be encouraged and discussed. New and innovative solutions can become a major asset to organizations for their future operations. 4. Negative Reinforcement: Employees cannot deliver high quality work under an atmosphere of fear. They should be given sufficient space and time to develop the necessary skills to work towards the corporations goals. Organizations should take great care while recruiting employees and employees should be given a feeling of belongingness in the organization.
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In the movie, although drawing had always been Ishaans favorite subject but his interest was crushed when he shifted to boarding school. During one of the drawing class, Holkar sir explained children to sketch the things that were there on the table. But Ishaan was engrossed in the nature. He was constantly looking outside at the Cuckoo that was feeding her children and teaching them how to eat. While watching this, he forgot that he was in class and was supposed to be attentive in class. The moment Mr. Holkar noticed Ishaan, he threw a chalk piece on Ishaans head and then he gave five hard bangs on the little hands. According to the teacher, punishment enforces learning but in real life, the scenario is different and punishment is no more an alternate for achieving your goals. 5. Organizations must be open for new ideas and they should not show the closed behavior. Organizations must develop such a drive in its employees so that they come up with new ideas in their daily work and thus always keep eyes open to opportunities and threats. In the movie, when Nikumb Sir (Aamir Khan) entered the boarding school, he made the children sing and dance. Later, after his class, when he was placing the childrens drawings in locker as class record, all the teachers refused his view point. According to other teachers, art work done by students is waste and should not be kept as record. Also they criticized his way of teaching and warned him that singing and dancing could harm the discipline of the school. But this teacher was not convinced and he was thinking from the perspective of the students which is very important for an individuals growth. 6. Managers have to go an extra mile for unearthing the hidden talents of their subordinates or employees. In the movie, when Nikumb Sir came to know about the problem with Ishaan, he went to his home for the confirmation of Ishaans disease and also counsels his parents about Ishaans problem. Then he employed various innovative teaching techniques to help Ishaan learn how to read and write properly. 7. Every problem must be analyzed and its root must be identified. Many a times symptoms are deemed as problems and as a result the original problem is left hidden and unsolved to multiply. So is the way in which employee behavior must be analyzed and dealt with. In the movie, Nikumb Sir was a teacher who was not merely paying attention to the symptoms of the problems of Ishaan but tried to figure out the root cause of his problem. This indicates the inquisitive nature of a teacher which is very essential for the growth of children under his guidance. 8. It is essential that organizations reward the talents of employees. This will inculcate a feeling of satisfaction of achievement. This is true in an organization as it is in real life. Cultural celebrations and other competitions within the organizations can be a perfect setting for the organizations to bring out the unique talents in employees.
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Towards the end of the movie, Nikumb Sir organized a Drawing Mela for all the students, teachers and supervisors. With the help of this competition, he wanted to prove that Ishaan was a genius and exceptional human being with vast and independent thought process. Little Ishaan won the drawing competition and left behind all his fellow mates and all the teachers. Later, everyone apologized for their ignorant behavior towards Ishaan but agreed that every child is special and possess inborn unique talent. CONCLUSION The movie provides many inspiring lessons for managing talent in businesses and organizations. It tries to relate it with a case of a school going child who was struggling with his studies when his mentor first analyzed the situation, and convinced all those who doubted his credentials and talents that he can display through his extraordinary artistic skills. Thus similarly managers in organizations should develop the abilities to identify the hidden talents in their employees and even if an employee does not perform to the organizational expectations, managers should identify the underlying causes to resolve the issue faced by the actual employee. Thus organizations need to understand what talent management is all about. There are people like Dhirubhai Ambani, Bill Gates and Jack Welch, who have been able to see the latent talent and been able to draw that out, despite different degrees and qualifications. The focus always has to be more on uniqueness of the individual what the individual does with the knowledge rather than knowledge per se, or what he can do uniquely. Talent Management, if carried out effectively, will give the organization an edge over competitors and lead the organization to a path of smooth progress and hence, eventual success.
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Brand Promotion and Consumer Perception Through BTL Promotions

Samridhi Jamwal*
INTRODUCTION The Healthcare Industry is witnessing a sudden paradigm shift over the last five years. Though this change was inevitable and the industry has been working towards it for a decade now, this has been visible only in last two years. All sectors in India are undergoing a change from unorganized to an organized structure and so are also seen in healthcare. Apollo Hospital started the trend of corporate hospital, others followed. The project highlights the importance of Below-the-line (BTL) marketing to grasp better understanding of ones customers and to develop different BTL strategies to capture the attention of the masses. The project deals with the health care parameters such as hospital, nursing homes, radiology lab etc. The project helps in bridging the gap between various stakeholders of healthcare sector and patients. Religare Health Information Services aim to serve the society with required information on Doctors and allied services as per health condition and geographical area. The project was carried out on the city of New Delhi, restricted to certain areas of the city. Data collection and analysis was done of all the stake holders in these particular areas. It will be easy for patients to locate a doctor, hospital or other services. This Information System not only provides the information about medical service providers but will also help in monitoring and improvement for the Health of masses. With SINGLE CLICK HEALTH SOLUTION (SCHS), Religare will change the approach to healthcare sector. Religare has used High Impact Direct Communication programme to interact with its consumers on a large scale. PURPOSE AND SCOPE OF THE STUDY Project Background Religare has developed Healthcare Information Services, which aims to serve the society with required information on doctors and allied health services as per health condition and geographical area. It has introduced a unique number and an online portal with the name of Healthline 24*7. It also aims to provide a platform for doctors to provide information on themselves thus enabling them to reach out to each other as well as their patients. The promotion of the doctors through the promotion of this service has been successfully
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done, by conducting BTL activities of marketing.BTL activities are Below The Line marketing and promotional techniques. These included approaching people individually and explaining them the service and by doing health camps at schools and societies. Need of the Service Due to new advancement in technology, there is a growing need for an integrated platform whereby doctors and patients can interact with each other, thereby taking care of customer needs. Objectives Religare Health will provide healthcare information, at the right time and place, in the way users want it. It would assist the users with their health related needs. Reduces the information asymmetry, in the healthcare ecosystem. Bring together all stakeholders in healthcare, on common platform. Offer transparent and powerful information exchange in the healthcare ecosystem. It would offer information about all the allied services like ambulances, emergency services, path labs, chemist, blood banks, etc. Features Find Doctor/Hospital/Path Lab/Radio Lab etc according to ones own convenience. Know a DoctorHis qualifications, his fees, his timings, etc. Get assistance by the doctors on call by getting Symptom based solution. Online Forum Health Content Electronic Health Records News, articles, journals based on Healthcare. BTL ACTIVITIES Below the line (BTL) promotion refers to forms of non-media communication or advertising, and has become increasingly important in the communications mix of many companies. The Line more likely refers to the profit line of the agency, with above the line activities being more profitable (or at least profitable) for advertising agencies, and below the line activities of little value to agencies since they didnt involve large budgets and the kickbacks from media buying houses. BTL sales promotion is an immediate or delayed incentive to purchase, expressed in cash or in kind, and having short duration. It is efficient and costeffective for targeting a limited and specific group. BTL is a common technique used for touch and feel products (consumer items where the customer will rely on immediate information rather than previously researched items).
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METHODOLOGY SELECTION OF SAMPLE Type of Research An Applied research has been carried out for the project. Research Design An Exploratory/Formularize research design has been used. Sampling Method - Non-probability Sampling (Convenience Sampling) Sample Size - 300 TOOLS OF RESEARCH 1) Tools of Data Collection: The study used both primary and secondary data Primary Data: The major sources of primary data were questionnaires and personal interviews, as and when required. Sources of data: Residential societies Schools Market areas Health camps conducted at various areas. Secondary Data: The major sources of secondary data were internet, magazines and my workplace 2) Tools for Data Analysis: Statistical graphs and tools. DATA COLLECTION To get an insight of the subject matter various data collection methods were adopted which included primary as well as secondary data collection methods. The data was mostly collected through personal interviews with the customers at market areas, schools, and areas. Health camps were organized by Health line 24*7 to not only promote the brand but also to get an insight about what the consumers feel about various healthrelated aspects and how they feel about the concept of Doctor online or Doctor over the phone. SECONDARY DATA Secondary data was collected from various websites and magazines. FIELD WORK The field work was limited to the city of New Delhi. The following locations were covered:Dwarka Kalkaji Vikaspuri
ANALYSIS OF DATA COLLECTED:The data was collected during Health camps which were organized in different areas. A set of questions were asked to the consumers. The responses were different according to the demographic profile. Health camps were conducted in areas of West Delhi-Dwarka and South Delhi-Kalkaji.The response of a sample of 150 respondents was collected from each of the camps, and its analysis was done to interpret the findings. Some of the responses given by the consumers were: Q1. Do you have an internet facility at your Home/Office/Clinic?
Based on the survey conducted, 83% of the population has an access to internet facility Q2. According to you RELIGARE TECHNOLOGIES is into?
Majority of the population are not aware of Religare Technologies and those who are aware, are mostly confined to Financial and Healthcare Sector.
Q3. Would you like to be updated on Health News?
According to the statistics above 64% of the respondents wants to be updated with Health News, and 36% of the respondents havent shown their interest. Q4. Are you aware of any such type of service being already provided in the market?
It is observed that there is a lack of awareness about such kind of service prevalent in the market as only 13% of the respondents said that they use Google and Just Dial Services presently.
Q5. Would you like to fix an appointment with the physician and hospitals using our service, if provided?
60% of the respondents would like to fix their appointment with the doctor well in advance using Religares service, while 40% of respondents dont want to fix an appointment. Q6. Will you use the Health Tools i.e. Health Calculators such as Weight, Diet, Disease Risk and Womens health related calculators online?
Majority have disliked the concept of health calculators, while 37% of the respondents would like to use it.
FINDINGS AND THEIR IMPLICATIONS On the basis of survey undertaken, it has been concluded that: a) More than 83% of people have an access to internet facility at their home/ offices or clinics. Thus, the Religares Health Portal has a tremendous scope for growth as people can visit the website easily and moreover 64% of people have preferred website as an option in order to access to the medical information. Despite the fact that Religare is a large diversified Indian transnational business group consisting of Financial Services (Religare Enterprises), Health Care (Fortis HealthCare), Wellness (Religare Wellness, formerly Fortis HealthWorld), Diagnostics (Super Religare Laboratories, formerly SRL Ranbaxy) and Aviation and Travel (Religare Voyages), majority of people are not aware of Religare Technologies and those who are aware of it, confined Religare Technologies to Financial and Healthcare Sectors only. Therefore, there is a need of mass advertisement in order to create awareness among the people. Majority have shown that they are health conscious and would like to be updated on health news regularly, thereby, ensuring that people will check out the Health News Section on the website. People have made it clear that even though they dont have time to participate in the discussion forum on a regular basis, still half of the majority assured that they will visit it sometimes. So, it will be possible for the discussion forum to make people engage on the issues related to health as people will visit it. It has been observed that majority of the people are not aware of any such kind of service presently, despite so many portals. Minority of population access to Just Dial service or just Google it, for knowing small details like contact details of a hospital / nursing home etc. As a result of Religares initiative, people will get a proper platform in order to access Healthcare-related information. There has been a mixed response by the people regarding the value added services. Half of the sample population wants to make use of these services, as they have shown their interest in maintaining their Electronic Health Records, fixing an Online Appointment, etc.. Major section of the sample population have admired Religares initiative and said that they will refer others too, to make use of this service, thereby, enhancing the chances of success for Religare Health via word of mouth publicity.
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RECOMMENDATIONS If the portal meets the demand of the common man, it would prove to be indeed very beneficial. Majority of the population is not internet savvy, so if the information media centre is available in hard copies in various regional languages, it would indeed prove be to be of great help to the doctors and the the majority of the population.
Researchers have come across doctors who have treated very rare diseases. They are highly skilled but they have their clinic at places which are difficult to locate. If the portal keeps regularly updating their profile, it would be a huge help to such doctors and patients as well. Religare as a brand is popular in the insurance sector; to bring every aspect of the health sector under one common platform is a unique idea. The portal needs a lot of advertisement so that it reaches the masses,. There should be a huge awareness program so that people can use it to the maximum. Availing information should be free of charge as it will attract traffic. Information given should reach the target customer at the right time, right place, and accurate information should be given. Information should be segregated as per the financial condition of the patients, like a patient should be referred to the doctor matching the patients financial affordability. Can tie up with other community services, NGOs that can provide financial aid to the patients for better medical treatment. There is a boom in the social networking sites, like Facebook, Orkut etc . Religare should ask these websites for advertisement help; this will help our brand to target customers in and outside the boundaries of the nation. There should be regular update of the data. If the number - 33006666 - would have been toll free, it would attract a number of people. In India, particularly in Delhi, people often use Just Dial Services in order to access the information relating to clinics address, phone numbers of hospitals etc based on the survey conducted. In order to stand apart from these healthcare portals and search engines, there is a need to create awareness about the service in mass. The success of this service relies on two major factors: a) Adoption It is important that people must like the concept in order to use it and they will like it only when they are aware of it. Results have shown peoples preference for Religare Health, since it will make it easier and convenient for them to access the health information. Thus, it is required that the service must be used by the mass for its success which is possible through creating its awareness. b) Network Coverage Being a healthcare information system, it is necessary to have a large database of doctors, hospitals and nursing homes, pharmacies, diagnostic labs, etc. For the initial phase, only the major metropolitan cities have been covered. However, it is recommendable to extend the boundaries to other cities as well with the lapse of time.
REFERENCES
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. http://indiabudget.nic.in/ accessed on 21.7.11 http://www.religaretechnova.com/introduction.html/ accessed on.21.7.11 http://www.religare.in/About_us.asp/ accessed on 15.7.11 http://www.scribd.com/search?cat=redesign&q=mumbai+health+sector&x=0&y/ accessed on 21.7.11 www.frost.com/ accessed on 2.8.11 www.investmentcommission.in/healthcare/ accessed on 1.8.11 www.whoindia.org/ accessed on 2.8.11 www.healthcare-india-statistics.blogspot.com/ accessed on 21.7.11 www.pwc.com/.../healthcare/.../emerging-market-report-hc-in-india/ accessed on 1.8.11 www.globalpost.com/ accessed on 21.7.11
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Efficacy of HR Practices
Bushra Zaheer Khan* ABSTRACT
The project was undertaken in one of the hotels in the hospitality industry. There are various industry-specific HR practices and one such practice was the editing of the guest engagement stories which were based on the guest experiences and feedback. The project was to check whether there was a need for the guest engagement story and whether it had any correlation with the guest satisfaction tracking scores (GSTS) thus checking the effectiveness.
INTRODUCTION The training and development plays a crucial role in the hospitality sector and therefore runs as Learning and Development (L&D) Department under HR. The focus of this department is to train and retrain the new employees and develop the existing workforce. The L&D department used to collect the guest engagement stories from each department, edit them and send across to the corporate office. These stories were also circulated in the hotel which acted as a motivation tool. OBJECTIVE 1) 2) To compare the hotel concept of guest engagement with the employee mind set and understanding of guest engagement. To correlate the guest engagement stories with GSTS scores.
METHODOLOGY By survey using questionnaire and interview. ANALYSIS 1) It was seen that the number of Guest Engagement stories was more than the GSTS overall satisfaction score the month it was introduced, However, over the period of time it was seen that there was no correlation between the guest engagement stories and the GSTS scores
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It was found that the practice of guest engagement stories did not act as a motivation tool and therefore it had no correlation with the GSTS scores. Here A, B, C etc are the departments like house-keeping and food and beverage outlets of the hotel. D and I with arrows indicate whether there has been decrease or increase in the GSTS scores.
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FINDINGS 1) 2) Through analysis of graph it was seen there was no-correlation between the guest engagement stories and GSTS scores. The guest engagement stories did not affect the performance of the departments.
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evitagen saw ereht taht nees saw ti noitaterpretni lacitamehtam hguorhT noitalerroc ohw elpoep esoht htiw dehctam ylno tnemegagne tseug letoh fo tpecnoc ehT eht erew esehT .yldetaeper seirots tnemegagne tseug eht ni denoitnem erew tseug eht egdelwonkca( ACDA detnemelpmi dna dootsrednu ohw seeyolpme .)tca dna deen stseug eht ezimotsuc ,revocsid ,sdeen tnemegagne tseug eht ni denoitnem erew dna noitaicerppa tog ohw eeyolpme ehT .seeyolpme emas eht yltneuqerf erew tnemtraped rieht taht wohs ot redro ni seirots etaerc ot detalupinam stnemtrapeD .stseug eht morf seirots fo rebmun mumixam dna noitaicerppa dah did yeht sa seirots tnemegagne tseug hguorht detavitom teg ton did seeyolpmE detnaw yeht tuB .liam hguorht tnes seirots tnemegagne tseug eht daer neve ton nwohs dna eivom a otni edam eb dluohs seirots tnemegagne tseug eht taht .keew noitpoda eht gnirud
)3 )4
)5 )6 )7
NOISULCNOC eb dluohs ssenevitceffe sti dna emit ot emit morf deweiver eb ot evah secitcarp RH ehT eht ot eud semit syadot ni eugav emoceb semitemos secitcarp dlo ehT .dekcehc hcihw tnemtraped D & L htiw gnola tnemtraped RH eht si tI .sdeen ssenisub fo egnahc nI .deen eht rep sa ti roliat dna ezimotsuc dna secitcarp gnitsixe eht fo erac ekat dluohs esoprup eht evres tndid seirots tnemegagne tseug eht fo gnitide eht hguoht tcejorp siht eht taht noitasinagro eht rof renepo eye na sa detca ti tub eeyolpme eht gnitavitom fo eht dna yevrus ehT .sruoh nam fo egatsaw ot dael seirots tnemegagne tseug fo gnitide yartrop ot seirots eht detalupinam tnemtraped eht taht ecnesse neddih eht ot del weivretni tnemegagne tseug ni denoitnem era ohw seeyolpme ,tnemtraped rieht fo erutcip retteb a yhw taht delaever erew nosaer rojam ,seeyolpme fo tes emas eht yllausu erew seirots emac tcepsa rehtonA .seirots tnemegagne tseug eht ot ti ekam ton dluoc seeyolpme rehto eivom a otni edam ylevitceffe eb dluoc yrots tnemegagne tseug eht taht saw erutcip otni rehtar seeyolpme eht etavitom ot redro ni keew noitpoda eht gnirud nwohs eb nac dna .liam lausu ni meht gnitalucric naht :SECNEREFER
ecruoseR namuH ,gniniarT eeyolpmE :secruoseR namuH gnipoleveD ,)9002( ,atpuG.B.C 81.9-3.9 .pp ,tnemeganaM -491 .pp ,tnempoleveD dna gniniarT :tnemeganaM ecruoseR namuH ,)9002( ,appahtawsA .K 022 .1 .2
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BOOK REVIEW
Kindler Vol. XI
Nos. 1 & 2
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Marketing Channel Management A Customer-Centric Approach

Pingali Venugopal Published by Response Books, A Division of Sage Publications Edition 2001 pp 187 Price Rs. 375/ABOUT THE AUTHOR Pingali Venugopal, Professor (Marketing) and the Coordinator, Fellow Programme, has been a Faculty Member in XLRI, Jamshedpur since the year 1994. Over and above, Professor Venugopal happens to be a regular visiting Faculty at the Indian Institute of Management located in Ahmedabad, Calcutta and Lucknow where he teaches Sales and Distribution Management and Marketing Research. An MBA and Fellow from the Indian Institute of Management, Ahmedabad, Professor Venugopal acquired a practitioner's perspective during his stay in the marketing divisions of two agribusiness companies for more than ten years. Professor Venugopal has presented and also published papers at the national and international conferences / journals and trained more than two thousand executives in Marketing Channel Management and Marketing Research. As a consultant,. he has been involved with several projects including the one commissioned by the Ministry of Agriculture, Government of India in terms of the Millennium Study on Indian Farmers. SNAPSHOT The advent of globalization has influenced the Indian market to a large extent with many large national and international players are now in the fray. Further, with the arrival of e-business in Indian market, the consumers are becoming increasingly demanding. In order to garner the confidence level of the consumers that can assist a company to generate long-term customer relationship, the channel management has been identified as a key player by the corporate. Prompted by such development, Professor Pingali Venugopal has portrayed a balanced presentation encompassing the conceptual and the practical features of the channel management. Various facets of channel management, relating to both the national and international domains, have been interpreted in this book in a simple and explicable language. This book is divided into three parts. Part I deals with the analysis of environment under the Indian context. It also has described various facets of retailing together with the profiles of different types of outlets and the relevant criteria that a company should fix while selecting the outlets for its products. Part II of the book has tried to depict the logical understanding of the behavior for consumer buying. It has also outlined the important
features of strategic decision-making in the light of such behaviour. Part III of the book deals with various issues with regard to channel management relating to business and social self of the channel members. In this book, analysis and connotation on channel management decisions have been offered while keeping in mind the needs and wants of customer. These decisions could be generalized and applied for any kind of product or segment. Sincere efforts have also been made in the book towards integration of different channel management decisions with sales and advertising functions. Replete of real life examples and case studies under Indian context have made the book really useful for practicing managers, management faculty as well as MBA students operating under the domestic ambience. However. it is felt that further discussions on some of latest areas of channel management, viz., supply chain management, multi-brand-outlet etc. would have made this book more illuminating for the readers. Moreover, updating of some of the data is desirable. On the whole, this book is a comprehensive one and may be considered to be a useful addition to the library of any practicing manager or management faculty.
Reviewed by Dr. Biswajit Chakraborty Assistant Professor (Marketing) National Institute of Management Calcutta
First published in Kindler, Vol. IV, No. 2, July-December, 2004. Authors affiliation(s) correspond to first print timeline.
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Nos. 1 & 2
Business-to-Business Marketing
Ross Brennan Louise Canning Raymond McDowell Publisher: SAGE Publications First edition published in 2007 Second edition, 2011 ABOUT THE AUTHORS Dr Ross Brennan is Reader in Marketing at the Middlesex University Business School. Dr Louise Canning is Lecturer in Marketing at the University of Birmingham. Raymond McDowell is Head of the School of Marketing at the University of the West of England. This book addresses the academic theories behind Business-to-Business (B2B) Marketing, supported by relevant real world examples. The book is divided into four parts: Part I: Fundamentals of B2B Marketing (chapters 1, 2 and 3) Part II: B2B Marketing Analysis and Strategy (chapters 4, 5 and 6) Part III: Communicating and Interacting with Customers (chapters 7, 8 and 9) Part IV: Managing Marketing Processes (chapters 10, 11 and 12) Chapter 1 lucidly explains the concepts and characteristics of B2B marketing and discusses its difference with consumer marketing. It further talks about the importance of derived demand in business markets. A basic classification for business products has also been suggested in this chapter. The buying process of organizations and activities involved therein has been described in chapter 2. In line with the current trends and practices, special focus has been given on IT procurement in B2B marketing. Chapter 3 takes an in-depth look at B2B buyer-seller relationship, focusing on certain key relationship variables. In the fourth chapter, various approaches to B2B strategic marketing have been considered. Three approaches to marketing strategy have been evaluated, viz., rational planning approach, the resource-based approach and approach involving management of relationships and networks. Effect of technological change on the various aspects of B2B marketing has also been touched upon. Chapter 5 deals with the importance of marketing information in B2B marketing. It further details the similarities and differences between consumer market research and business market research. Chapter 6 discusses what segmentation is and how the segmentation process unfolds in business markets. Segmentation variables for business markets have been assessed, focusing on various criteria for successful business market segmentation.
Impact of communication on business brands has been highlighted in the seventh chapter, special attention being given to the composition of the communications mix in business markets. This chapter further explains the impact of digital media on B2B communication. In chapter 8, relationship communication has been discussed along with the contribution of employees in shaping customer experience and perception of the marketing organization. Chapter 9 has introduced the relationship of portfolio analysis in strategic B2B marketing. It further assists in recognizing the need for a balanced relationship portfolio and identifying a set of rules for establishing balance. Concept of product offering, including life-cycle and portfolio approaches to the management of product offerings, has been explained in chapter 10. Chapter 11 deals with the fundamental concepts in the theory of distribution and how they can be used to understand the latest trends in channel management. A basic framework for approaching pricing decisions has been explained in chapter 12 with special focus on customer price sensitivity. This chapter helps to understand how cost, competitor and customer analyses are essential elements in pricing decisions and how long-term buyer-seller relationships affect pricing in business markets. The book Business to Business Marketing has been lucidly written for students and faculty interested in the facet of marketing. The fundamentals, strategies and marketing processes in B2B marketing have been well described with appropriate examples. Not much previous knowledge of the subject by the reader is assumed and topics have been explained in a very lucid manner. The case studies presented at the end of each chapter engage the reader with the topics examined and open up avenues for discussion and debate. The Further Reading suggestions will motivate the readers to explore each topic in more details. However, for Indian readers, based on the theoretical concepts dealt in this book, the examples need to be Indianized and adopted to local markets for practical applicability.
Reviewed by: Protik Basu Associate Professor Army Institute of Management Judges Court Road Alipore, Kolkata 700027. Email: protik.basu@aim.ac.in
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Marketing Across Cultures

Jean-Claude Usunier & Julie Anne Lee Publisher: Published originally by Pearson Education Limited, Indian edition published by Dorling Kindersley India Pvt Ltd. 5th edition ABOUT THE AUTHORS Jean-Claude Usunier is a Professor of Marketing at HEC Lausanne, Switzerland, and author of various books on marketing and culture, including International Marketing: A Cultural Approach, Marketing Across Cultures and International and Cross-Cultural Management Research. Julie Anne Lee is a Winthrop Professor in the Marketing discipline. Since completing her PhD in Business Administration from the University of Illinois at Urbana Champaign in 1996, she has been a faculty member at several universities, including the University of Miami and the University of Hawaii. She has published widely. Presently, she is teaching at The University of Western Australia. Typically, for quite a long time, marketing concepts were evolved from and emphasized on economy of the western world, or to be more precise, American economy. The emerging markets and their differences in culture, socio-economic patterns, market structures and consumer demographics were by and large ignored or were under-emphasized. In recent times, however, successful marketers have started looking for glocal strategies, i.e. adapting globally accepted marketing principles according to local marketing environment. Marketing Across Cultures, focuses on Marketing in the global villages considering international diversity in consumer culture and marketing management. The book follows two major approaches in analyzing international markets from a cultural point of view: (a) (b) Comparison between universal or global marketing systems and the local or market-specific variations Study of all kinds of interactions between stakeholders of a business who may have different cultural backgrounds.
Part 1, devoted to the cultural variable, contains three chapters namely The Cultural Process and The Cultural Dynamics 1 & 2 which emphasize the essential contents of culture and its dynamic nature. Part 2 involves the integration of local consumption pattern in a global marketing environment. The three chapters included in it are crosscultural consumer behavior, local consumers and the globalization of consumption, and cross-cultural market research. This part helps in understanding the design and adaptation of market research across cultural boundaries. It also deals with the conflict arising
between local consumers and a fast growing trend of globalization of consumption patterns. The last chapter describes the technicalities of cross-cultural market research, taking into account the conceptual, functional and measurement equivalence of research process across different cultural environments. Part 3 deals with marketing decisions for the intercultural environment by focusing on product, price, promotion and distribution policies in an inter-cultural context. Similarly, part 4 deals with intercultural marketing communication. This section reviews communication tools and the adaptability of them across different languages in diverse ethnic backgrounds. How far a campaign would be successful crossnationally depends largely on the distribution of local and universal elements contained in the message structure. The section throws light on this aspect. The book contains relevant example throughout its contents making it stimulating and interesting for the reader. Highly interesting facts and figures have been added to Web boxes. Each chapter contains thought-provoking cases and exercises which can be very useful in testing readers understanding of the major themes as well as in encouraging deeper probing into the subject. The text guides students through key cultural marketing issues, including much-discussed topics such as ethics, corporate social responsibility, and bribery.
Reviewed by: Dr. Malini Majumdar Associate Professor - Marketing Army Institute of Management Kolkata Judges Court Road Alipore , Kolkata 700027 E mail: malini_majumdar@hotmail.com
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KINDLER

JANUARY-JUNE 2011, JULY-DECEMBER 2011

Parveen Ahmed Alam Editor, Kindler

January-June 2011, July-December 2011

A Model for Price Rationalization : Strategic Decision Making Perspective

January-June 2011, July-December 2011

iii. Creating revenue while utilizing the opportunity iv.

Executing and adopting the innovation

C.F.C. Manufacture and Costing A)

Costing procedure of C.F.C

Burst strength 8kg/sqcm & 5kg/sqcm

January-June 2011, July-December 2011

Cost of paper(Including wastage 5%) 15.715

January-June 2011, July-December 2011

Labour cost Sales Tax Freight Profit Total cost

1.000 0.37 0.25 0.5 11.904

Labour cost Sales Tax Freight Profit Total cost

1.000 0.85 0.25 0.5 23.839

10. Total area under plane surface

= 2(6p 1)/5 ( l * b + l * h + b * h) sqm

28. Total cost of C.F.C

January-June 2011, July-December 2011

January-June 2011, July-December 2011

Competitive Collaboration for Profitable Growth: Saga of Indian B.O.P. Market

January-June 2011, July-December 2011

iii) Organizations iv) Operations

January-June 2011, July-December 2011

Exhibit : 1 Analyzing Indian B.O.P. Consumer

2. The Need for innovative goods and services

2. Invent ways and means in creating brand consciousness

2. To adopt simple and explicit modus operandi.

3. To creating the capacity to consume

4. IT and Telecom Sector: Rise of cell phone usage

4. Earmarked incentives that B.O.P. segment hopes to

January-June 2011, July-December 2011

4-O Characteristics of Indian BOP Market

January-June 2011, July-December 2011

Exhibit:II Capacity to Consume: Single-Serve Revolution

January-June 2011, July-December 2011

January-June 2011, July-December 2011

January-June 2011, July-December 2011

Durgapur 41.0 km2 3197 / km2 4,92,996 53% 47% 75%

January-June 2011, July-December 2011

/ X n )1b( xkn / X n ), n = 1,......N , and define the

weights as wn = (1 E (Cn )) / (1 E (C j )), n = 1,...., N

January-June 2011, July-December 2011

City Asansol Durgapur Siliguri

SCR 4.58 4.78 4.49

SMR 3.24 3.51 3.59

APPENDIX A. I. Shannons Weight Calculation for Conventional Retail

sufficient / insufficient variety

high / low priced

fixed / flexi pricing

friendly / un-friendly staff

personal / impersonal touch

comfortable / un-comfortable environment hygenic/ unhygienic

near / far from residence

must / must not increase in nos.

January-June 2011, July-December 2011

A.II. Shannons Weight Calculation for Modern Retail

high / low priced

fixed / flexi pricing

friendly / un-friendly staff

personal / impersonal touch