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From Editor in Chief's Desk It is with great pride, enthusiasm, and anticipation that I invite you to read this issue of our Journal. An enormous amount of work has gone into the development of this journal and I believe you will see that effort reflected in this edition and in the impact it will have on the field. As we look at BRD, it is important to keep in mind that it represents the collective thinking of a group of innovative individuals with whom I am privileged to work. That's a tall order, but with your help we will make it happen. Transformation and change. These words cause uneasiness. Our endeavor will be no different. As we dare to be a new kind of scholarly journal, questions will arise about our rigor. We are prepared to answer those questions. Be assured BRD, like all quality academic journals, uses blind peer review with rigorous evaluation criteria fully vetted through an editorial board nominated by university presidents, provosts, and accomplished scholars representing a wide range of scholarly achievements. Finally, I want to thank our subscribers and readers, those we teach and with whom we partner. They make reciprocity a reality. I look forward to our journey together as we develop BRD into its fullest potential. Dr. Subramonian Editor - in-Chief Email : [email protected] Website : www.iirm.edu.in / www.iirmedu.in Guinness World Record Holder in Online Teaching 1934 Students from 16 Countries Worldwide National Record Holder in India for Continuous Teaching for 61 hrs 35 minutes, Fastest Animator in the World.

Bulletin of Research Developments March 2016

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Page 1: Bulletin of Research Developments March 2016

FromEditor in Chief's DeskIt is with great pride, enthusiasm, and anticipation that I invite you to read this issue of ourJournal.

An enormous amount of work has gone into the development of this journal and I believe youwill see that effort reflected in this edition and in the impact it will have on the field.

As we look at BRD, it is important to keep in mind that it represents the collective thinking ofa group of innovative individuals with whom I am privileged to work. That's a tall order, butwith your help we will make it happen.

Transformation and change. These words cause uneasiness. Our endeavor will be nodifferent. As we dare to be a new kind of scholarly journal, questions will arise about ourrigor. We are prepared to answer those questions. Be assured BRD, like all quality academicjournals, uses blind peer review with rigorous evaluation criteria fully vetted through aneditorial board nominated by university presidents, provosts, and accomplished scholarsrepresenting a wide range of scholarly achievements.

Finally, I want to thank our subscribers and readers, those we teach and with whom wepartner. They make reciprocity a reality. I look forward to our journey together as we developBRD into its fullest potential.

Dr. SubramonianEditor - in-Chief

Email : [email protected] Website : www.iirm.edu.in / www.iirmedu.inGuinness World Record Holder in Online Teaching 1934 Students from 16 Countries WorldwideNational Record Holder in India for Continuous Teaching for 61 hrs 35 minutes, Fastest Animator in the World.

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Research Articles

Vol. No. 5 March 201th3 4 6

Bulletin of Research Developments

Integrated Communication for Sustainable Development of Tourism:A Study on Kerala Tourism

Abduraoof Ahmed Ismail

The Consequence of Human Ingenuity Management Modes onEmployment Conclude among Separate Congregation in India

B. Aparna

05

17

Ability and Adaption by Corporate Organization through Novel TechniquePrasad Srinivasan 28

The Buffet of Marketing System on Gain Strength of Small GroceryShops in India Enclosure

Muhammad Hussainaiah Borra 39

Impact of E-Banking on Traditional Banking ServicesDr. N. Gokilamani 57

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Bulletin of Research Developments Vol.3, No.4, (5 March 2016)th

Integrated Communication for Sustainable Development of Tourism:A Study on Kerala Tourism

Abduraoof Ahmed Ismail

Introduction

Lecturer, Department of Communication Studies,Sur College of Applied Sciences,Ministry of Higher Education, Sultanate of Oman.

Tourism is now one of the most significant industries in the world in terms of employment, foreignexchange earnings and economic diversification. Exceptionally grown from being just a recreationalactivity that was accessible only to a few, to one of the largest industries in the world, tourism hasbecome part and parcel of the modern society. Growth of tourism since the end of the Second WorldWar was phenomenal. It was by the 1950sthat international tourism became accessible to the generalpublic. The number of tourist arrivals was 25 million in 1950; but when it reached 2014, the number ofinternational tourist arrivals figured up to 1,138 million (UNWTO, 2015) Though tourism has beenhighlighted for its socioeconomic contributions, attention has also been focused on the impacts oftourism development on different spheres, in particular on the physical and human environment ofdestination, creating new and vitally important issues for consideration in tourism agenda. Increasedtensions due to the negative impacts of tourism and the global concerns about tourism problems led tomany discussions and summits which highlighted the importance of implementing sustainabledevelopment principles in the tourism sector. Further discussions and conferences accepted andadapted these concepts for the applicability in tourism sector, which eventually resulted in theevolution of sustainable tourism.

Tourism is a multi-stakeholder industry where each player has a unique and relevant role in promotingsustainable tourism. Effective communication among various stakeholders is vital for sustainabletourism. Communication has a cardinal role to play in supporting sustainable tourism developmentactivities and managing its multiple dimensions.

Communication can create and facilitate a system that allows stakeholders to exchange opinions andarrive at consensual solutions. Effective use of communication tools can also link products to marketsbesides contributing to visitors' safe and positive experiences.

In a sustainable tourism development scenario, all the key players have not only the right to participatein the decision-making process, but also the responsibility to adopt environmentally, socially andeconomically sustainable behaviors and practices. Communication processes can build awareness ofthese responsibilities of the stakeholders apart from persuading them to adopt sustainable practiceswhich ultimately benefit their long-term interests.

.

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A comprehensive communication strategy which identifies various information channels andnetworks and activities for awareness creation and conflict mitigation is essential for any successfulsustainable tourism development activity. Against this background, an attempt is being undertaken toexamine the role and relevance of effective and integrated communication in sustainable tourism; theeffectiveness of the existing communication process among various stakeholders in Kerala Tourism,and to suggest measures to improve the existing scenario, from the perspective of sustainable tourism.Interviews followed by Delphi study are being considered in order to pursue the study.

Tourism is currently one of the most significance economic sectors in the world. Almost all countriesin the world are now in a process to engage in developing tourism further and to attract more and moretourists. Hyper competitive environment is prevailing among countries nowadays to ensure touristinflow into the respective countries. According to the UNWTO (United Nations World TourismOrganization), the global governmental agency, “tourism has experienced continued growth anddeepening diversification to become one of the fastest growing economic sectors in the world.

of new destinations.These dynamics have turned tourism into a key driver for socio- Today, thebusiness volume of tourism equals or even surpasses that of oil exports,

international commerce, and represents at the sametime one of the main income many developing countries”. (UNWTO, 1995)The number of tourist arrivals has grown significantly and last year 1.1 billion tourists have visitedforeign countries generating an amount of US$ 1,245 billion (euro 937 billion) in 2014 (UNWTO,2015). Yet the haphazard development of tourism has created a wide range of issues in the society,culture and environment (Weaver, 2001).In tourism, this happens at a massive level. Touristsgenerally may try to explore the social life at the destinations whereas the local community mayattempt to imitate the life-style of tourists. Making friendship, learning from each other, betterunderstanding among people etc., are considered as positive impacts of tourism. At the same time,there are some impacts, which have been termed as negative. Though in the beginning, tourism wastreated as 'smokeless', 'non-polluting industry', the experiences have proven otherwise.At many locations, anti-tourism propaganda emerged due to its irrevocable negative impacts.Planners and developers had limited alternatives to strive ahead with tourism, particularly in the1980s. Many examples can be cited worldwide for the negative impacts of tourism in the social andcultural spheres of human life. Adopting pseudo behaviors, involving in drug and mafia activates,inspiring prostitution tendency, loss of indigenous and traditional culture etc., are considered asmenaces due to tourism.

LiteratureReview

Moderntourism is closely linked to development and encompasses a growing number

economic progress. food products or automobiles.

Tourism has become one of the major players in sources for

Commercialization of art and art forms is another one which can be added tothe list of negative impacts. But, on the contrary, the preservation and maintenance of culture andcultural features are highlighted as very strong positive impacts of tourism. Apart from the economy,society and culture of the host population, environment and ecology areother important areas wheretourism generates impact. Different kinds of tourism activities affect the naturally built environment.Environmental impacts are in wide discussion in every corner of the world due to uncontrolleddevelopment of tourism. In order to ameliorate the impacts of tourism, some innovative concepts likealternative tourism, ecotourism and sustainable tourism have been emerged in the sector.

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Sustainable tourism has been in vogue world over for about two decades from now. The report ofBrundtland World Commission on Environment and Development, held in 1987, known as “OurCommon Future” gave the base definition for the term Sustainability as meeting the needs of thepresent without compromising the ability of the future generations to meet their own needs. This hasbeen widely accepted as the fundamental concept of sustainable development priorities in every sectoracross the world. But later the concept of sustainability has broadened from the idea of just intelligentuse of resources to a wider realm, which includes a variety of interrelated factors. 1990s saw manydevelopments in the concept of sustainable tourism. The agenda 21, evolved as a byproduct of 1992Earth Summit, is a comprehensive program of action needed throughout the world to achieve a moresustainable pattern of development in the following centuries and a new UN Commission onSustainable Development (CSD) was set up to monitor the programmeAgenda 21.

These initiatives suggested innovating and devising strategies to pursue development ethically andadhere to sustainable principles. Different perspectives emerged around the concept. Swarbrookedefined it as “the mass tourism which is economically viable, but does not destroy the resources onwhich the future of tourism will depend, notably the physical environment and the social fabric of thehost community” (Swarbrooke, 2003). United Nations World Tourism Organization definedsustainable tourism as a model form of economic development that is designed to improve the qualityof life of the host community, provide a high quality of experiences for the visitors, and to maintain thequality of the environment on which both the host community and the visitor depend (WTO,1995).Sustainable development in tourism is to be ensured adhering to the principles of it.

Bulletin of Research Developments Vol.3, No.4, (5 March 2016)th

The Principles of Sustainable Development of any Tourism Project Should Adhere to Most ofthe following:

To involve all those implicated by tourism in and around the protected area in its development andmanagement.To prepare and implement a sustainable tourism strategy and action plan for the protected area.

To monitor and influence visitor flows to reduce negative impacts (European Federation, 2015).

To protect and enhance the area's natural and cultural heritage, for and through tourism, and toprotect it from excessive tourism development.To provide all visitors with a high quality experience in all aspects of their visit.To communicate effectively to visitors about the special qualities of the area.To encourage specific tourism products which enable discovery and understanding of the area.To enhance the knowledge about the protected area and sustainability issues amongst all thoseinvolved in tourism.To ensure that tourism supports and does not reduce the quality of life of local residents.To increase benefits from tourism to the local economy.

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8Communication is an inevitable element that plays a significant role in supporting sustainable tourismdevelopment, tourism marketing and managing its multiple dimensions. In the realm of marketing,which is the most critical aspect of survival of a business, implementing effective communicationprogrammecan create and facilitate a system that allows stakeholders to exchange opinions and arriveat consensual solutions. Effective use of communication tools can also link products to markets, cancontribute to visitors' positive experiences and enhance the tourism business. A comprehensivecommunication strategy can help in information and awareness creation, advocacy and networkbuilding in tourism development (MaCabe, 2009; Fodness, and Murray, 1998).Exchange ofinformation is critical to understand how communication works in different ways on audiences(MacQuail and Windahl, 1993).Various organizations, including tourism and hospitality, makeconsidered choices to produce information and communicate with particular groups of individuals inthe society (Mowforth and Munt, 1996). Purposes of communication can include, but not limited to,those for arranging tourism related facilities to complex policy decision making by the authorities.Effective communication between different players in tourism will stimulate a dialogue that willideally lead to enduring business activities.Adopting a strategic approach towards exchange of information and enhancing communicationbetween different stakeholders ultimately help the organization to achieve its strategic goals. Further,interactive communication taking place among the various stakeholders will help to minimize thenegative impacts, to make better decision for development, to have a proper awareness on tourismand so on (Dileep, 2011).Availability of quality information is a vital determinant in the success of tourism. Its role can beconsidered equivalent to blood in human cardio vascular system. All stakeholders need informationof various kinds on different aspects of travel and tourism process (Snepenger, et.al. 1990; Dileep2011). For the smooth functioning of the tourism process, efficient and effective flow of informationis crucial. Information flow from the supply and facilitator side to tourists and vice versa is highlyprominent in tourism. Information flow can also take place between one sector to another, like fromhotel to tour operator and from travel agency to airline. The suppliers and principals offer informationto intermediaries, government agencies and tourism organizations and associations, and other playersin the sector, along with offering information directly to the consumers-the travelers.Intermediaries need information to coordinate the tourism activities to convert them into products,which are more accessible and easily consumable by tourists. Tourists also seek information directlyfrom the suppliers. Intermediaries play the role of facilitator in information transactions (Sheldon,2003; Buhalis, 1998). Also tourists can get these information directly from the suppliers or principalslike Destination Management Organization (DMO), Airlines, Hotels, etc. (Buhalis, 2003).Intermediaries also seek information from both suppliers as well as tourists.Principals/suppliers along with other information sources like travel guides, websites, tourismorganizations are various sources of information (Connell and Reynolds, 1999). Governmentagencies, like tourism offices and tourism organizations, like UNWTO, and trade associations likeIATO and TAAI, provide information on various aspects of tourism travel statistics, rules andregulations, such as customs regulations, health regulations, and the similar ones. This leads to the factthat information flow from these organizations to the suppliers, intermediaries as well as toconsumers, and vice versa. These agencies also receive and collect information from them so as togenerate information database, trend statistics, and repository of rules, regulations and guidelines.Other stakeholders, like voluntary organizations, academic/research intuitions, and consultants, alsoform another category of groups that constitute a crucial link in the tourism information flow. Theirmain role is to help the planners, policy makers and developers to identify the issues associated withdevelopment; various concerns emerged as part of development and also to assist in organizing tradeand client data into meaningful reports and analysis.

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Suppliers, intermediaries, tourists as well as some other stakeholders like tourism organizations canaccess the information formed by them. Hence, communication is a vital element in the successfulcompetitive survival of a tourism destination along with ensuring quality information exchangeamong various key players in the system and other required groups.

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Source: Department of Tourism, Govt. of Kerala

Kerala is a small state situated in the southern tip of India. Tourism is currently a major economicactivity in the state. Since 1980s, tourism has been growing steadily in this beautiful land with richcultural and natural heritage. In 2014, foreign tourist arrivals to Kerala stood at 9, 23,366, up 7.60 percent from 2013, while domestic tourist arrivals for the year were at about 1.17 crore, up 7.71 per centfrom 2013 (Kerala Tourism Statistics of 2014). During the last three decades or so, the industry inKerala too has seen significant increase. Now, the hospitality industry and tour operation sectors arewell established. As part of the multiplier effect of tourism, the industry has direct contribution interms of economics to other sectors as well. Tourism in Kerala is poised for further development tobecome one of the leading destinations in the country for both domestic and international tourism.

Efficient communication is vital in the success of a tourist destination. All the key players in tourismnecessitate information of good quality with latest updates and accuracy. Hence, interactivecommunication should take place among all the players and every key player has to get information atthe right time. Interdependence among the fragmented tourism industry components and other variousstakeholders in tourism in Kerala is very high and therefore efficient communication has to take placeamong all of them in an integrated way, as discussed in the literature review. Interviews wereconducted with a sample consisting of personnel at the managerial levels in the industry and in thegovernment authorities to gather the nature of communication taking place among all the various keyplayers. It was done to identify the nature of the interactive communication existing among all the keyplayers in tourism in the state. The survey result remained the basis for a Delphi study that wasdesigned to finalize a framework for the betterment of interactive integrated communication system inthe tourism sector in the state. Forty experts were chosen from industry, authorities and other relevantfields. Three rounds of survey were conducted to get consent for the statements and mean andinterquartile range are used to get the consent. The interquartile range varies from 0 to 2 are consideredfor acceptance.The discussion is as given below.

Methodology

Table 1. Foreign Tourist Arrivals to Kerala

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DiscussionThe interviews conducted among the professionals reveal the following:

Tourism in Kerala has been successful in creating a good brand image for the state. Marketingcommunication worked well even within the limited availability of funds. Moreover the websitedeveloped by Kerala Tourism Department stands out with good aesthetic appeal. In spite of all thesepositive aspects, there are some areas that are of immediate concern.

The interactive communication among the various stakeholders is very limited. Local people don'thave much awareness about the development activities in tourism. Their opinions are rarely reachingthe policy makers. Interaction between the industry and local community is also extremely rare.Industry too doesn't get the feedback or suggestions from the local community. Media too get lessinformation, their main information source being the press releases generated by the Department ofTourism, Government of Kerala. From a sustainable development perspective, such informationexchange is so crucial in minimizing the negative impacts and maximizing positive outcomes. Hence,an integrated approach where information flows smoothly as per stakeholder requirements isessential. The entire stakeholders involved can have an easy access as a result of this. Information andcommunication technology have to be effectively planned and used for this purpose. An integratedsystem can be a solution for filling the information gap among various parties involved.

The interviewees are of unanimous opinion on this. Based on this, and from the literature available, aquestionnaire consisting of 22 variables was created with the aim of getting a suggestion forformulating a conceptual framework for integrated communication system. Table 02 consists of thegist of those variables and the mean and interquartile values of the response collected from the experts.

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Table2. Expert Opinion Survey: Mean Value and Inter-Quartile Range of Response

The analysis of the interviews raveled that Kerala tourism has been growing for the last several yearsand same trend will continue in the future as well. The role of each and every stakeholder of tourism inKerala is very high. The availability of quality information required by the tourists and thestakeholders of tourism in Kerala is limited. The need for more accurate, timely and relevantinformation in tourism is extremely high. Industries are not getting proper information about tourismin Kerala especially about the demand, tourist behavior, tourists profile, etc.

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Other stakeholders who suffer from lack of sufficient and accurate data are also in need of information.Researchers, students, journalists, planners, etc. also are not getting sufficient data about tourism inKerala in a precise manner. The quality of the available data is also not up to the mark. Hence, theexpert opinion survey attempted to go into the details of forming a conceptual framework for utilizinginformation and communication technology in order to have an integrated system that gather, processand disseminate information as and when required. All the statements included in the questionnaire(gist of the statements are given in table 02) were got consensus after two rounds of survey and theanalysis is following. According to the expert opinion survey, an expert group of informationtechnology, tourism and management professionals has to be formed to eliminate the gap betweentechnology evolution and market needs in the destination as well as the government level in relation totourism. They will be able to identify the latest changes in the relevant fields in the internationalcontext and to suggest means and measures to be taken up by the authorities to compete globally. Infact, a National Tourist Office (NTO) have to engage with many activities for disseminatinginformation on different aspects of tourism in the world, changes in every sphere includingtechnological changes in the industry under its jurisdiction. This is very important especially in thecase of small and medium enterprises for which the international exposure is limited. In the case ofinformation systems also, either the NTO or the concerned agencies/authorities can take up theresponsibility of organizing various programmes aimed at disseminating the relevant information.This will expose them to various developmental activities in the area of information systems and makethem realize the necessity of information systems in their business environments.

The members of the associations can initiate necessary steps for implementing information systems.They can also share the systems with other members in all possible manner. Seminars, orientationprogrammes, workshops, evolving consortiums, etc. will help to disseminate ideas besides inspiringthem to go ahead with the use of information systems. Forming quality circles as well as consortiumsof different firms from the tourism industry in Kerala along with multinational firms with Informationtechnology exposure will surely benefit in information sharing and understanding what is happeningin relation to this, outside the destination. The next three variables were on the categories of majorstakeholders who require accurate, precise and timely information for the better performance andglobal competence of Kerala tourism.

Industry stakeholders such as hotels, travel agencies, tour operators and others require proper,accurate and timely information on tourism market and demand that would enable them to performbetter. For any industry in this modern and highly competitive world, the data and information as perthe requirements of the user is extremely important. Industrial stakeholders require timely and precisedata. Apart from the industrial stakeholders, other groups such as policy makers, planners andprofessionals working with governmental agencies also require information.

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Tourists are another category in demand of extensive information about the destinations. Setting up ofa destination management/marketing information system-one of the best systems usedinternationally-will be useful for the tourism industry stakeholders in Kerala. Destinationmanagement systems are being introduced by many international tourism destinations. Theapplicability of such systems are many. They collect data about tourism mainly in the destinations andprocess them to give proper information to the users as per their requirements. Collection, selectionand processing of data and information, providing the information required by the users, function as aninformation providing center for various training and educational agencies, act as a consultancyagency for the information required groups, promotion and exchange of information with othersimilar documentation centers in different parts of the world, etc. could be the major activities of thesystem, according to the unanimous opinion of the experts interviewed.

The system can have two categories of users such as internal users from the developing agency andexternal users. Internal users include planners, decision makers for development, professionalsworking as the official tourism developers of the destination, statisticians and researchers fromofficial agencies, etc. A variety of external users such as students, industrialists, entrepreneurs,brokers, consultancies, market researchers, service providers, investors, tour operators, transportproviders, etc. can make use of the system. Experts gave consensus on the statement on this.

Secondary data sources for the system can include tourist surveys, publications, annual reports,survey reports of private agencies, etc. Data from local and regional tourism bodies, tradeassociations, international tour operators, academic studies, newspapers, national/ regional travelsurveys, tourism related publications, and international agencies like WTO, WTTC, etc. from othersources. Data can be collected exclusively from the destination as well as from the markets possiblefor finding out trends in tourism. The data sources for the primary research can be market researchesand surveys conducted by the agency which maintains the system. Experts agreed that these sourcescan be used for getting primary data.

The data collected has to be processed and disseminated to the users as per their requirements.Categorizing the users of the system is very important to identify user-requirements. Datamanagement and analysis, recording, sorting, documentary analysis, indexation, classification, etc.can be done as part of this. Dissemination of the information produced by the system is another crucialarea in the establishment of destination information systems.

All the information cannot be given to all the users. Restrictions have to be set up and security of theinformation being processed has to be ensured. Information can be disseminated in different formatslike summary reports, annual reports, specific reports, search results using key words, electronicproducts, electronic newsletter, etc. News on international tourism, economic monitoring andanalysis, events, laws and regulations can also be transmitted to the users for their requirements.

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Internet is the most appropriate channel for distribution of information worldwide thanks to its reachand low cost. Internet can be used as a medium for dissemination of information especially theexternal users. Request forms can be developed in the website for external as well as internal users. Fortransmitting information to various users, different channels of communication can be employed.Traditional methods such as telephones, fax and others also can be used along with electronicdata/document interchange and new media technologies. A multi-media mix is highly recommended.Experts have consensus on this. The external users can be charged nominal fee for availing data andinformation. Setting up of the system and its regular maintenance will require large amount offinancial resources. If the users are charged a nominal fee, expenditure for maintenance of the systemscan be met.

This will also make the system provider responsible in giving most relevant and precise information.The aspect was given in two statements and the experts have unanimously agreed to those.Along withthis, developing a GIS would be beneficial for the tourism sector in Kerala. Developed exclusively forKerala tourism, this should include information on attractions, facilities, geographical features, fairsand festivals, destinations, training institutes in tourism, distances among places, routes todestinations, environmental features, etc. The major beneficiaries of the system will be tourists, touroperators, travel agents, NGOs, policy makers, planners, etc. All the stakeholders can use the systems,but the specific aim should be for giving information to the tourists and also for the planners and policymakers. It would be better if an interface is developed between MIS and GIS. The advantage is that theusers can access data from both MIS and GIS without altering the database of the other. Both of themtogether will be able to give comprehensive information on tourism in Kerala. For providing theinformation at a global level, a technically and aesthetically sound portal has to be set up. Usersincluding tourists always search for large volumes of information. Developing a web portal will bedefinitely useful for the industry as has been agreed upon by the experts.

Government of Kerala can take up initiative to set up both the systems. Considering the data diversityrequired and in ensuring the authenticity of the data and information, the government agency canfunction in a better manner. This can be entrusted with a specialized agency including experts in thefield of information systems under the department. This group will be able to look into the matter ofdeveloping the systems and maintaining it. Experts have agreed to this. Developing a system is not aneasy task because of various complexities involved with it. Outsourcing is a common practice in suchcases. The human resource required in the beginning of development of the system may not berequired later. Hence it is better to out source the development of the system with a reliable and expertagency. Experts gave consensus for these statements.

Kerala tourism has been progressing well and has become one of the most sought after destinations inthe country. Yet there is considerable lacuna in interactive communication among variousstakeholders. Some of the stakeholders face much difficulty in getting proper information.Sometimes, they find themselves out of the communication network. In a sustainable tourismdevelopment scenario, all the key players have not only the right to participate in the decision-makingprocess, but also the responsibility to adopt environmentally, socially and economically sustainablebehaviors and practices. Communication processes can build awareness of these responsibilities ofthe stakeholders apart from persuading them to adapt sustainable practices which ultimately benefittheir long-term interests.

Conclusion

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Hence, there is ample scope for improvement in inter-stakeholder communication. An integratedinformation system particularly at the destination level is suggested Based on an expert opinionsurvey. The system permits all users to access data at any point of time.The system can be managedunder the supervision of the public sector agencies. Moreover, geographic information system canalso be integrated with it so that much more details about the tourist destinations at the spatial level canbe provided. This system can be linked with the web portals as well, so that the information access canbe there from anywhere. Implementing the system can minimize the data scarcity for variousstakeholders in the tourism sector in Kerala.

MaCabe, S. (2009),

Kumar,K. J. (2010),MacQuail, D. and Windahl, S. (1993),

Buhalis, D.(1998),

Buhalis, D.(2003),Connell, J. and Reynolds, P.(1999),

Dileep,M.R. (2011),Fodness, D. and B. Murray, (1998).

Marketing Communications in Tourism and Hospitality: Strategies andCases, Oxford: Elesevier.

Mass Communication in India, New Delhi: Jaiko Publishing House.Communication Models for the Study of Mass

Communication, London: Longman.Strategic use of IT in the Tourism Industry, Tourism Management, 19(3),

409-423eTourism, Prentice Hall, London.

The Implication of Technological Developments onTourist Information Centres, Tourism Management. 20:501-509.

Information Systems in Tourism, New Delhi:Excel Books."A Typology of Tourist Information Search Strategies,"

Journal of Travel Research, vol. 37, pp. 108-119.

Mowforth, M, and Munt, I.(1998),

Sheldon P, (2003),Snepenger, D., K. Meged, M. Snelling and K. Worrall, (1990),

Swarbrooke J, (2003),

UNWTO,WTO, 1995,

Tourism and Sustainability-New Tourism in theMillennium, London: Routledge.

Tourism Information Technology, CABI Publishers."Information Search

Strategies by Destination-Naive Tourists," Journal of Travel Research, vol. 29, pp. 13-16.The Development and Management of Visitor Attractions, New

Delhi: Butterworth-Heinemann., Various Press Releases.

Concepts, Definitions and Classifications of Tourism Statistics, World TourismOrganization, Madrid.

www.unwto.org

References

Bulletin of Research Developments Vol.3, No.4, (5 March 2016)th

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The Consequence of Human Ingenuity Management Modes on EmploymentConclude among Separate Congregation in India

B. Aparna

Abstract

Keywords

1. Introduction

Doctoral StudentDepartment of Management

Himalayan University, Arunachal Pradesh

The aim of this study was to diagnose frequently HRM modes consequence on Indian separatecongregation' concludement. We organize abutment for the four HRM modes are organize to beassociated with the employment concludement planted on feedback from 153 managers fromSelangor planted separate substantial in India. Reverting reaction demonstrated that teaching andadvancement, team work, settlement/impetus, HR devising, concludement opinion, and atbequeathing guarantee have positive and momentous consequence on employment concludementwith the exclusion for settlement/impetus and at bequeathant guarantee.

HRM, SeparateCongregation, India

Human ingenuity's of a company is saying to be one of the important superior is diverting such animportant role in the procedure of an organisation. Pfeiffer (1994) to bequeath that human superior haslong been held to be an important ingenuity in most substantial. Congregation are now demanding toadd valuewith their human ingenuity's and human ingenuity (HR) department has been set up in orderto manage their human superior, whereas organisation in last era, handling their human superiortrough members department which is only a small diperception of the company. The mode ofmanaging the human superior is called human ingenuitymanagement (HRM).

:

Indian organizations have initiated realising the importance of HRM. Cheah et al. (2003) stated thatIndianmanagers realised that HRMhad to be consequenceive to bring about organisational adherenceand conformity. Besides, they also stated that the assortment of the architecture of the contemporaryworkforce in India requiresmore relevant and imaginativeHRMsolutions.

As several scholars have noted that managing people is more difficult than managing technology andsuperior (Barney, 1991; Lado & Wilson, 1994), basically, in a country like India which is amulticultural country, decline in managing human superior and maintaining the conformity within anorganisationwill buildmortal dilemma to the organisations.

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Indian government has anticipated as a advanced nation by 2020. Government has also recognisedthat human ingenuity management can play an important role for the said perception. Managinghuman ingenuity's has become important to the triumph at all congregations, large and small,disregarding of industry (Ulrich, 1997). Stavrou-Costea (2005) also to bequeath that theconsequenceive human ingenuity management can be the main elements for the triumph of a firm.Today the most of the congregation understand that without efficient HRM programmes and exertioncongregationwould not attained and uninterrupted consequenceively (Schuler, 2000).Thereforemostof the organisations, sedentary congregation and continental congregation/ corporations (MNCs) inIndia instantly bequeath to targetmore onHRMand also experimentedHRMas a key of triumph.

It is important for Indian separate congregation to preserve their at bequeathant into their organizationdue to meet their eventual goal i.e. magnifying profit. Indian Employers Federation (MEF, 2004,2005) recorded that annual labour turnover in 2003 and 2004 were approximately 17 per cent and 16per cent consequently. Recognizing the need for HRM modes, Indian SMEs can persuaded andpreserve their accomplished at bequeathant into their organization. Thus, this research is conventionalto become, in an important part, ameaningful guideline for human ingenuitymanagement specialist inpersuading and preserving their accomplished and adapted at bequeathant in the Indian context.

The purpose of this paper is to review the literature findings available other researches in the globe todate, to examine the affiliation midway HRM modes and concludement of the organizations in themedium scale enterprises in India.

Studies show that HRM plays an important role in advancing and enforcing organisational blueprint.Myloni et al.(2004) organize that alsoHRMcan be seen as part of the overall blueprint of the firm.Theincreasingly importance of HRM in blueprint has then led the HRmanagers to be part of the decisionmakers while advancing and enforcing blueprint. Rozhan and Zakaria (1996) study of Indian firmprovides some evidence ofHRmanagers having an entanglement in the blueprint formulationmode.

2.LiteratureReview

Most research suggests that HRM is integral in order for an organisation to conclude organisationaltriumph (Barney, 1991;Jackson & Schuler, 2000; Pfeiffer, 1994). Typically, HRM is recognized to beintegral in order for an organisation to conclude its triumph by permissive the organisation to bolsterambitious advantage.

Literatures on strategic HRM even illustrate that HRMmodes and systems bequeath to the formationof an uninterrupted ambitious advantage for the firm(Arthur, 1994; Gerhart & Milkovich, 1992;Huselid, 1995;McDuffie, 1995; Terpstra &Rozall, 1993).As a result, it is important that a firm acceptHRMmodes thatmake use of its at bequeathant.

A number of researchers have organized a positive bounce of HRM on organisational concludement.For instance, Becker and Gerhart (1996), Becker and Huselid (1998), and Dyer & Reeves (1995)factual studies organize that substantial which align their HRM modes with their employmentblueprint will conclude superior output. MacDuffie (1995) studies universal auto gathering plantsorganize that someHRMmodes are relevant to energetically and trait of the firm.

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Delery and Doty (1996) organize momentous affilitations midway HRM modes and computingprofits among banks. Youndt et al(1996) organize that convinced consolidations of HRM modes arerelevant to procedural concludement of construction substantial.Guthrie (2001) surveyed in NewZealand corporations organize that HRM modes are relevant to turnover and desirability of thecorporations.

More current factual study on HRM modes (Lee & Lee, 2007) unveiled six hiding HRM modes onemployment concludement, namely teaching and advancement, teamwork, settlement/impetus, HRdevising, concludement opinion, and employee guarantee help improve substantial' employmentconcludement including employee's productivity, product trait and firm's affability.This study revealsthat three items of HRMmodes consequence employment concludement: teaching and advancement,settlement/impetus, and HR devising. However, some other researches also show that convincedHRM modes have momentous affiliation with procedural (employee's productivity and firm'saffability) and trait concludement output (Chang and Chen, 2002; Ahmad and Schroeder, 2003;Kuo,2004 Sang, 2005). These research evidence shows that consequence HRM modes can havepositive bounce on employment concludement.

Using data from 197 Taiwanese high-techs substantial Chang and Chen (2002) experimented aexhaustive study to analysis the linksmidwayHRMmodes and firm concludement.This study revealsthat HRM modes including teaching and advancement, teamwork, benefits, human ingenuitydevising, and concludement opinion have momentous consequence on employee productivity. Thisstudy also organizes benefits and human ingenuity devising have negative affiliation with employeeturnover.

To established the sufficiency of seven HRMmodes by Pfeiffer (1998)Ahmad and Schroeders (2003)organize the seven HRM modes such as employment guarantee, selective enlist, use of squad anddissolution, settlement/incentive unforeseen on concludement; expanded teaching, status differenceand sharing information have momentous affiliation with procedural concludement. Kuo (2004)accepted 11 HRM modes organize that employment guarantee, team working and incentivesettlement are noticed as three of themainmodes for bouncing hospital concludement.

Although HRM modes has been recognize as one of the prominent variables seems to increaseemployment concludement, most of the Indian separate employment organization really notpracticing HRM into their employment (Chew, 2005). It is unclear on how to change the mentality ofthe Indian employment organization practicing HRM into their employments. In order to understandwhat consequence employment concludement as well we must first find out the HRMmodes that areprompting employment concludement. Therefore, it is counterfeit with allusions to the HRM modesrelevant research in advanced countries. In this study six elements have analyzed and they are teachingand advancement, teamwork, settlement/impetus, HRdevising, concludement opinion, and employeeguarantee.

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3.ResearchMiniature andHypotheses

4.ResearchProcedures4.1 Sample andDataCollection

After looking at the literatures, this research posits the following hypotheses and statistical researchminiature:

There is a momentous affiliation midway the teaching and advancement and employmentconcludement.

There is amomentous affiliationmidway teamwork and employment concludement.There is amomentous affiliationmidway settlement/impetus and employment concludement.There is amomentous affiliationmidwayHRdevising and employment concludement.There is amomentous affiliationmidway concludement opinion and employment concludement.There is a momentous affiliation midway employee guarantee and employment concludement.

According to the current literature the theoreticalminiature in this study is shown in Figure 1.

Data for this study was aggregated by primary data collection procedure through personal supervisedquestionnaire. Due to the cost restraint a sufficient sample of 159 separate congregations werechosen for this research. One skilled data collector accessed abeyant respondents in haphazardlyelected separate employment organization in Selangor in India. After auxiliary a respondent inconsummating a survey, the data collector would then approach the next available personand resumethe screeningmode.

Of the 159 respondents who were consented to complete the survey. However, 6 were abandoned dueto unmarked feedback; the final samplewas 153 for a consequence response rate of 91.45 percent. Theresponse rate is very high due to the fact that the researchers' pursued all respondents personally andpersuaded respondents to engage in the survey. The preponderance of the respondents were male(57.51 percent), Chinese group was the highest donors of the total respondents (74.50 percent). Theirage aligned from 16 to 50 with mean age of about 41.5 years old. Most of them were under graduatesinterpreting 66.66%of the total sample.

H1:

H2:H3:H4:H5:H6:

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4.2ValuationAdvancement

4.3Authenticity

4.4Test forConstructValidity: ElementsAnalysis

Respondents completed personal survey questionnaire that comprised questions about the basiccharacteristics of the respondents (gender, age and race) items constructed to assess (a) HRMmodes,and (b) employment concludement. Employment concludement: Employment concludement wasdeliberated using items advanced by Lee and Lee (2007) with minor parlance changes tailored to theemployment organization in India. Six items were graded using a multi-item procedure was used toincrease the certainty of valuation, and each item was planted on a five point Likert scale (1) stronglydisagree to (5) strongly agree.

Twenty five items deliberated variables were used to emulate the components of HRMmodes. HRM modes including teaching and advancement, teamwork, settlement/impetus, HRdevising, concludement opinion,and employee guarantee were recognized as the autonomousvariables for this research. Furthermore like employment concludement a multi-item procedure wasused to increase the certainty of valuation, and each item was planted on a five point Likert scale (1)strongly disagree to (5) strongly agree.

Table I shows the number of items comprising each scale: the authenticity recorded by Nunn ally(1978) for the scale and Cranach's alpha for scale authenticity gained for our sample. Authenticityfromour sample demonstrated an impartial level of authenticity (a> 0.70)

An elements analysis was experimented in order to advance elements that help in disclosing the role ofacquaintance and allusion group in online brand trust. As proposed by Hair et al., (1995), sevenelements were analyzed for the elements analysis using the Eigen value precedent that suggestsderiving elements with an eigenvalue of greater than 1.0. In attending the elements analysis wefollowed Hair et al (1995) and Alfansi and Sargeant (2000). The seven elements analyzed explain59.21 percent of the total variance. The extraction procedure used was superior axis elements withVarimax rotation. This procedure has been extensively accepted as a reliable procedure of elementsanalysis (see,Alexander and Colgate, 2000). In our survey, the Kaiser-Meyer-Olkin (KMO) measureof sampling sufficiency score (0.86)waswell above the approved 0.5 level (Malhotra, 1999) proposedthat the datamaybe element.

In creating thesemeasures of HRMmodes,we decided not to drop items storing heavily (.4 or higher).All items were loaded more than .4, however one item of teaching and advancement, one item of HRdevising loaded together with other items is recognized as inmomentous and notmeaningful as it is oflowalternation decided to remove fromall further analysis

HRMModes:

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5.Normality ofData andMulti-collinearity

6.Reaction ofHypothesesTests

Two major procedures were applied in order to resolve the existence of multi collinearity amongautonomous variables in this study. These procedure involved computation of both a Endurance testand Variance Expansion Elements (VIF) (Kleinbaum et al, 1988). The reaction of these analyzes areconferred in Table IV.As can be seen from this data) none of the Endurance elevation is equal to .01;and ii) allVIF ethics arewell below10.

Thus, the measures elected for assessing autonomous variables in this study do not reach elevationillustrate of multi collinearity. The sufficient Durbin Watson range is midway 1.5 and 2.5. In thisanalysis Durbin Watson value of 1.745, which is midway the sufficient ranges, show that there wereno auto correlation dilemma in the data used in this research. Thus, the measures elected for assessingautonomous variables in this study do not reach elevation illustrate ofmulti collinearity.

This study mixed six HRMmodes into one reverting, to see the overall consequence on employmentconcludement. The result in the table shows that of the six hypothesized affiliations, four aremomentous (p<0.05) and two are non-momentous (seeTable IV).

H1 suggest that teaching and advancement has a positive bounce on employment concludement. Thereverting reaction abutment this hypothesis this findings is persistent with studies indicating thathigher the teaching and advancement facility provided by the company the concludement will be. Inother words, teaching and advancement program is important elements for employmentconcludement of a company (Lee andLee, 2007).

H2 suggests that team work positively affects employment concludement. The reverting reactionabutment this hypothesis this finding is persistent with studies by (Lee and Lee, 2007; Ahmad andSchroeders, 2003) organize that team work has momentous affiliation with employmentconcludement.

H3 suggests that settlement/impetus have a positive bounce on employment concludement. Thereverting reaction show non-momentous affiliation with employment concludementthis study iscounter to early study byLee andLee (2007).

H4 suggests that HR devising has positive and momentous affiliation with employmentconcludement. It is conventional since past literature has persistently shown that HR devising has amomentous and positive bounce on employment concludement (Lee and Lee, 2007; Chang andChen,2002).The reverting reaction abutment this study

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The acceptance of H5 (concludement opinion) is in agreement with some past research findings (Leeand Lee, 2007;Sang, 2005; Chang and Chen, 2002). The study result indicating that concludementopinion has positive bounce on employment concludement (t=2.128, p = .035). All of the previousstudies suggest that concludement opinion momentous and positive affiliation with employmentconcludement.

From the reaction of the reverting of this study organize that at bequeathant guarantee has nomomentous affiliation with employment concludement However, the negative sign on the figureshows that if there is a affiliation it will be negative one. This higher the guarantee problem lower theemployment concludement will have in the employment. This study is persistent with previous studybyLee andLee (2007).

The study reveals four momentous indicators of HRM affecting employment concludement in theemployment. Government agencies like MIDA, SMIDEC, and other government agencies shouldbuild better awareness of the benefits of HRM modes to encourage higher rate of retention of the atbequeathant in the employment organisation. It can be done by having seminars or induction sessionsto allow congregation to analysis their employment concludement. In order to receive greaterfeedback towards HRM modes, it is approved that authority should give certificate as a token andfinancial abutment to at bequeath the seminar.

They could establish a close link with all employment organization and get continuous feedback fromthem in order to diagnose the problem areas and take necessary actions to rectify them.Another way toenhance the possibility to use HRM in the congregation sectors, government should enforcestandardized, persistent and uniform policies in all employment sectors, agencies or subsidiaries inpracticing HRM policies. Management of separate employments should provide adequate pre-teaching to their at bequeathant on how to modes in employment at all elevation must been sured sothat the at bequeathant should get comfortablewith practicing it.

The research framework for this study relied on the six HRM modes as analyzed in various pastresearches namely, teaching and advancement, team work, settlement/impetus, HR devising,concludement opinion, and at bequeathant guarantee. Planted on the result of the study, four HRMmodes are organize to be associated with the employment concludement with the exclusion forsettlement/impetus and at bequeathant guarantee. These reactions illustrate that these two elementswill not likely to consequence the overall employment concludement in the Indian employmentorganisation. In conclusion we can say all six HRM modes help improve substantial' employmentconcludement including employee's productivity, product trait and firm's affability.

7. Implications forMode

8.Conclusion

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From this result, it can be concluded that this study has conclude its main objective, which is to, studyabout the consequence of HRMmodes towards employment concludement in the context of separatesubstantial in India. Furthermore, the analysis illustrates that in general the HRM modes did havesome consequence towards employment concludement even though two of theHRMelements did notshowany abutment.

The study is limited in several ways. First, the small number of participants restricts the generalizeability of the findings. Second, further analysis is needed on the pre-current differences midway thegroups with respect to medium scale and small scale employment organizations particularly HRMmodes rate, which could bounce future usages of HRM into all organisations. Further analysis is alsoneeded to resolve the abeyantmoderating consequences of ideology of its owner, size and technologyusage of the firm.

9.Limitations andRecommendation

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Table 1: Authenticity AnalysisVariables Coefficient Alpha

Teaching and Advancement 0.737TeamWork 0.809Settlement/Impetus 0.862HR devising 0.797Concludement Opinion 0.724Atbequeathant Guarantee 0.769Employment concludement 0.831

Table 2: Test of Co LinearityVariable Endurance VIFTeaching and Advancement 0.597 1.675TeamWork 0.555 1.802Settlement/Impetus 0.7 1.429HR devising 0.646 1.548Concludement Opinion 0.59 1.695Atbequeathant Guarantee 0.613 1.632

Table 3: Reverting Reaction

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Autonomous Variables ParameterEstimate StandardError t-value p- valueConstant 2.162 0.032Teaching and Advancement** .218 .329 2.803 .006Team Work* .183 .065 2.266 .025Settlement/Impetus .084 .072 1.172 .243HR devising** .286 .070 3.829 .001Concludement Opinion* .167 .073 2.128 .035Atbequeathant Guarantee -.022 .081 -.287 .774

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Ability andAdaption by Corporate Organization through NovelTechnique

Prasad Srinivasan

Abstract

Introduction

Doctoral StudentDepartment of ManagementHimalayan University, Arunachal PradeshEmail: [email protected]

Managing corporate is an art and science that involves managing people and tasks. Successfulaccomplishment of the task and the overall welfare of the corporate are deeply rooted in the TotalQuality Management (TQM) through Total Quality People (TQP). In a dynamic environment toomuch emphasis is given tomanage a task than the people. The quality never limits to the quality of thepeople when they are hired but how to keep them continuously creative, innovative, energetic andresult oriented.Eventually, people becomemechanical in churning out results likemachines. Such results output maynot help the organization to be competent at all times. Modern management approach lacks the“Biology” component. A total and complete biological approach is desirable for developing people,enable and empower themandmake themsuccessful both fromwithin and in the corporate ecosystem.To demonstrate above novel concept, a wild reptile Snake is chosen as an example. Its behaviour,functional mechanism is reviewed thoroughly and discovered an analogy to corporate managementprinciples.

Analogy, Anatomy, Adaptability, Ability, Corporate.KeyWords: -

Corporate ManagementThe present day corporate are dynamic and engaged totally in competing with its competitor thanbeing creative. During this journey to achieve/ retain top position, they make corporate ecosystemhighly sterile for creative talents to provide an opportunity to grow than being fertile to nurture andsupport talents.As a result of the above in most corporate talents exists more in its physical form thanin the biological form. A biology component inclusion to the corporate management approach isdesirable to achieve corporate goal faster.The objective of present study is to establish various management principles that are involved in theevolution and the adaption amongst animals-Snake and develop them for use in corporatemanagement learning.This research paper is structured as follows.Overview of the key anatomical features ofwild reptile snake is discussed and its analogy to corporateworld.

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Darwin on AdaptationLet me start the real work of this chapter by turning to Darwin's approach to adaptation. On Ospovat'saccount of Darwin's early unpublishedwork bearing on evolution by natural selection,Darwin held, atleast from 1838-1850, a theory quite different than the one for which he is known. A remarkablefeature of this theory is that it was based on the concept of limited perfect adapted ness.According tothis theory, organisms are constrained by their structure and constitution by being built out of organic,not inorganic matter, by being structured as vertebrates or invertebrates, by being warm blooded orcold-blooded, and so on. Within the limitations of the constraints thus imposed, each species was orwas normally perfectly adapted to its environment. By this was meant that the organisms in questionwere optimally designed within the applicable constraints to solve the problems posed by theenvironment; problems of heat, cold, wind, rain, opening up seeds, capturing prey of the sizes andspeeds available, and so on.

Charles Robert DarwinDiversity of Living OrganismsOne of Darwin's central concerns was to explain the diversity of living organisms.At this phase of hisdevelopment, according toOspovat, he held that diversity is a secondary consequence of three factors:1. Gradual geological change in general, which altered the environment slowly and imperceptibly butwhich ultimately confronted organismswith environments towhich theywere not perfectly adapted.2. Isolation of one population from another, meaning that different populations of organismsbelonging to the same species would face different environments and, hence, different designproblems.3. The laws of variation (what Darwin in the Origin called “the mysterious laws of variation andcorrelation of parts”)which, at this time,Darwin thoughtwere such as to call forth variation onlywhenadapted ness became imperfect, and then to call forth directed variation variation adjusting theproperties of the organism in the direction of perfect adapted ness vis-à-vis the new environmentalcircumstances.The role of natural selection at this stage in the development of Darwin's theory, ifOspovat is correct, was dual: First, it guaranteed that there would be pressure on all populations tomaintain or to achieve perfect adapted ness; and, second, it preserved the most favourable variationsandmoved the populationmean toward them.

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Variation provided the direction of evolution, whereas the reduced variation of perfectly adaptedorganisms ensured that natural selection would alter the constitution of a population only when theorganisms in question were not perfectly adapted.Whether or not this thumbnail sketch, or Ospovat'sdetailed account, is fair to Darwin's private speculations, it points to certain features of his concept ofadapted ness, of his account of what it is for an organism to be fit with respect to its environment,common to the notebooks and early drafts and to the Origin. I shall capitalize on these. To put theessential points informally, an organism is well adaptedwhen its structure and habits enable it to solveexpectable challenges of the environment optimally.An organism is fit or unfit according to its abilitytomeet these challenges by virtue of its design and its programmedpatterns of behaviour.Employing engineering criteria, it is possible to compare organisms by type and to determine thatorganisms of type 1 are adapted (designed) to meet challenges A (or challenges A to Z), whereasorganisms of type 2 are not adapted (or not as well adapted) to meet that challenge (or thosechallenges). Certain features of organisms, for example “organs of extreme perfection” like thevertebrate eye, can be recognized as adaptations; that is, as features existing in some sense or otherbecause they are designed for adapted to the performance of certain tasks useful or necessary for thesurvival of the organism. One reason for citing Ospovat's account of Darwin's early work is that ithighlights the possibility of having both absolute and relative concepts of adapted ness. An absoluteconcept evaluates the design of a product for example, the eye or the whole we see here that Darwinalready had good reasons for taking the inheritance of acquired characters seriously in his earliestspeculations on transformation; such inheritance might provide a mechanism that would givevariation its direction.

The Aim and Objectives of the present study is to establish various management principles that areinvolved in the evolution and adaptation among animals and to evolve them into usable corporatemanagement learning.

Objectives of the Study

To develop a management concept from nature to minimize the boss-subordinate conflictsand to establish harmony in the corporate ecosystem.To develop a management concept to enable employees to see, understand, & develop theentrepreneurial energy that are quiescent in them.To develop a management concept for enabling & empowering the employees in thecorporate ecosystem from the evolution&adaptation of animals.To develop a management concept from nature that will help employees to be result focused& achievement oriented.To development a management concept from nature to define & developmanagerial leadersin corporate ecosystem.To develop a management concept from nature to help employees to be creative, innovative,both at work place& in personal life.

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ResearchMethodology

Engineering Principles Involved in Morphology of Snake for Locomotion

The present study involves observation & interpretation of nature (animals), its diversity, itsidiosyncrasies (uniqueness). Observation involves visualising, understanding & relatingvarious aspects of nature to the corporate ecosystem.The success of species diversity and theself-balance of the ecosystemwill give as effective tool to manage the corporate and lead thesuccess.The observation includes Ethology of animals, their uniqueness, specificity, niche etc.During observation due consideration will be given to interpret the forward and reverseinteraction between themacro and themicro biotic components in the nature.

Interpretationwill include how various insights fromnature can be readily used by corporateleaders, employees and HR function for their day to day activities and overall management.A scientific validity of such interpretations also will be established based on variousscientific publications.

Snake as we know is a reptile and its anatomy on Skull, teeth & its digestive system is discussed here.Aunique part of the snake skeleton is the makeup of the skull and teeth.Adaptations in the skull allowsnakes to eat prey much larger than themselves. The bones are connected by elastic ligaments,allowing a lot of stretch.The joint of the upper and lower jaws is placed very posterior (far back) in theskull, allowing the mouth to open as wide as possible. Also, the bones of the lower jaw are not fusedtogether at the front, which means, they can move apart when the snake is swallowing large prey. Inaddition, a snake has an additional loosely-attached bone called a "quadrate" on each side. Thisprovides a "double hinge" at the joint and as a snake swallows, it alternately moves the jaws on eachside of the face and "walks" the prey into itsmouth.Another adaptation that helps the snake to swallowprey is the backwards curve of the teeth. They are angled toward the throat and act as hooks to preventlive prey from wiggling loose. Snake teeth are both acrodont (attached to the bone) and polyphydont(able to grow back when lost), and a snake may have several sets of teeth throughout its lifetime. Thisis necessary, because teeth are often lost while feeding. The type of teeth a snake has differs dependingon themethod used to capture and kill prey.

Figure 5D

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Figure 5EThe digestive system is composed of the esophagus, stomach, small intestine, colon, and glands. Theesophagus runs adjacent to the air sac from the pharynx, or throat, to the stomach. In mammals, theesophagus is verymuscular and moves food to the stomach. In the snake, however, the esophagus hasvery little muscle and food is moved to the stomach more by movement of the entire body. Thejunction between the esophagus and the stomach is not well defined, and the stomach itself is not veryadvanced. It is short and narrow with interior longitudinal folds to increase the surface area fordigestion and absorption. The small intestine is likewise relatively simple. There may be a few loopsor folds, but for the most part it is a long tube that receives food from the stomach, absorbs nutrientsfrom it, and transports it to the colon, or large intestine. The colon then carries the fecal matter to thecloacal opening where it is disposed. The cloaca is a common chamber, receiving products from thedigestive, urinary, and reproductive systems.The liver, gall bladder, and pancreas are all associatedwith the digestive system.The liver is the largestinternal organ in a snake, filling the space between the heart and stomach. One of the many functionsof the liver is to produce bile, a digestive enzyme. The gall bladder and spleen are found near theposterior tip of the liver. The gall bladder stores bile produced by the liver and releases it into the smallintestine when needed. The pancreas also secretes digestive enzymes into the small intestine, as wellas producing hormones that regulate blood sugar.

ManagementLessons fromSnakeEvery animal in nature has to work hard to have its food. Food gathering is the main task of everyliving being on earth. If foodwere available in plenty, the threat to life is also plenty, the best examplebeing herbivores.Look at the life of snakes. Finding a prey is difficult for them. Even if they have located one, theyhave to catch them carefully and have to swallow them too. Snakes cannot grind or cut the prey andthen eat. If the corporate follow a snake that had just finished its meal, a wonderful managementmessage can be learnedAfter a prey being swallowed by the snake, theymove to a safe place to hide as the snakes after itsmealcannot move fast. It means, they cannot escape if they encounter a predator or threat after they hadswallowed a prey. If they encounter a threat or a predator, they immediately vomit the prey that theyhad swallowed and run to a safer place. By vomiting the prey only they canmake themselves light andfree tomove fast

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The snakewould have put in enormous effort in finding a prey after several days of search and fasting.Even to swallow the prey also, they have to put enormous effort. But when there is threat, they justvomit (abandon) their food that they had eaten andmoves away. Thewhole existence of their life itselfis only for food and procreation. But at times, they just drop their hard 'earning or achievement'.Because they know they can achieve the same once again.Many employees aspire, dream and desired to join some organization. With their continuous effort,sometime they also might able to join the organization of their choice. Once they joined, they love tohang onto the same organization irrespective of all odds. Whether the corporate respect their role ornot they prefers to continue in the same organization. They believe that only with great effort anddream they could join the organization and hence it is unwise even to think of leaving the organizationwhatever be the reasonwarrants.What they had achieved, they cannot depart. Look at the wisdom of a snake. It had made anachievement by having ameal. But it doesn't care to loose (vomit) the samewhen there is a reason. Itknows the truth that sometime the achievement itself can become burden and can cost the existence.Unfortunately many corporate employees never think that by compromising, they are killing theirtalents and capabilities. What they have achieved once (able to join the organization) becomemeaningless (when their role is not respected or recognized), they should explore the world ofopportunities rather than limiting their talents towhat they had achieved years ago.The prey which has been swallowed by snake takes longer time to digest as the snake does no activityother than sleeping and staying at one place andmobility also becomes difficult. This has amessage tothe corporatemeaning that tomake learning and achieve big one has to have patience to learn.One has to loosewhat one has gained to gain something else. Constantly gaining something should bethe goal and philosophy of life and not settlewithwhat has been achieved once.

GraterSnakeDoes confusion give any advantage? Certainly the person who confuses others advertently wouldprofit the best. Many corporate leaders seriously engage in confusing the people and make themaximumprofit out of it. In the course of time, everyone in the organization follows and practices theart of confusing others tomake their owngains.Look at the unique behaviour of Garter snakes. Garter snakes are weakly poisonous and presentcommonly in Alaskan region, North and Central America. Usually their breeding season startsimmediately after hibernation. During hibernation, the animals does not eat, the metabolic rate willdrop to minimum and sleep throughout. Naturally when they wake up from hibernation, they will behungry and cannot afford to lose any further energy.The recognition of male by the female and vice versa is through distinct and peculiar pheromonethat clearly separates both the male and the female garter snakes. Interestingly most male snakesproduce both the female and male pheromones and attract many male snakes.

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By sensing the female pheromone produced by a male snake, the male snakes coil around the malesnake thinking it to be female and attempts tomate. By doing so, themale snake that has confused andfooled others benefit the best. When others snakes coil it, they transfer their heat and also protect the'villain' from losing its body temperature. Once the fooled lot has lost their energy, the villainmale caneasilymatewith the femalewithoutmuch competition.The management message is simple and straight. Many people in corporate do exhibit the typicalbehaviour of themale garter snake. They cause utter confusion in the system andmake people aroundpanic and eccentric.When people are panic and confused, they appear as very clear, level headed andwise to themanagement.Some also operates fear in the system and cause unnecessary concern in the minds of people.Naturally such fear would affect the performance of people. Unfortunately, the corporate leaders andtheHR functionmayvenerate such people are 'strict' and 'vigilant'.They are like garter snake who knows how to fool people and take advantage from it. It has beenproved that many male garter snakes slowly turn to produce the pheromones of both the male andfemale and confuse others. Confusing and fooling others become one of the 'hallmark behaviour' ofgarter snakes.Ifwe carefully examinemany corporate, we can see the existence ofmany garter snakes. Like how thegarter snakes confuse and fool other males soon after they come out of hibernation and just beforebreeding season, the garter snake people in corporate also start their game of confusing peopleespecially during performance appraisal and annual review period. More than they breed mistrust,theymake people to become 'cheaters' in the corporate.

The prey catching or hunting strategy of the rattle snakes conveys a finest managementmessage to thecorporate world. Unlike other snakes that use 'constriction' technique to kill its prey, the rattle snakesemploy the technique of 'self-belief' and 'complete understanding' of its 'effort and consequence' incatching its prey.The rattle snake rattles its tail both to detract its enemies and also to attract its prey. Once the prey is atthe reachable distance, the snake gallops onto the prey and then bites to inject the venom. Once, thevenom is injected into the prey, the snake moves away. It knows that the venom would certainly killthe prey. This shows the confidence and the complete understanding of the weapon that the rattlesnake has used.The prey, however, runs away from the snake, hoping that it could save itself from its predator. But itdoesn't know the poison is anyway going to kill it. The snake, after biting the prey, never show anyrestlessness to catch the prey, it calmly moves to search the prey after a while. It knows that, it candefinitely find the prey as itwould have died.

Rattle Snake

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Every corporate should have a strategy to keep its employees to do the job defined to them. Thecorporate should know how to make its employees responsible, committed and task centric. Thecorporate alsomust have the method they employ to assess the people should clearly and undoubtedlyconvey to the employees that unless they are committed and responsible to their job, survival in thecorporatewould be in peril.The approach of suspicion, cross checking, spying & espionage etc., should not be the culture of thecorporate in knowing or dealing with the employees. Many corporate bosses do engage seriously inpracticing 'spying and espionage' approach. They use different employees to spy at each other.The corporate should have confidence to give freedom to its employees and must have confidence inknowing how the freedom is being used by them. The rattle snake once bits the preywait patiently tillthe prey to die. It knows that the preywould die and also it knows, it can locate the prey.Patience, confidence, self-belief, strategy, trick, swiftness etc., can be learned from the huntingapproach of the rattle snakes. It is not the aggression or exhibition or exploitation of the 'physical'strength, the 'smart strategy' iswhat the rattle snakes use to hut its prey.The smart strategy should anchor at 'self-belief' and 'complete understanding' only then the effort bornout of such smart strategywould yield the desired result.

The snakewould have put in enormous effort in finding a prey after several days of search and fasting.Even to swallow the prey also, they have to put enormous effort. But when there is threat, they justvomit (abandon) their food that they had eaten andmoves away. Thewhole existence of their life itselfis only for food and procreation. But at times, they just drop their hard 'earning or achievement'.Because they know they can achieve the same once again.

Many employees aspire, dream and desired to join some organization. With their continuous effort,sometime they also might able to join the organization of their choice. Once they joined, they love tohang onto the same organization irrespective of all odds. Whether the corporate respect their role ornot they prefers to continue in the same organization. They believe that only with great effort anddream they could join the organization and hence it is unwise even to think of leaving the organizationwhatever be the reason warrants. One has to loose what one has gained to gain something else.Constantly gaining something should be the goal and philosophy of life and not settle with what hasbeen achieved once.

Ifwe carefully examinemany corporate, we can see the existence ofmany garter snakes. Like how thegarter snakes confuse and fool other males soon after they come out of hibernation and just beforebreeding season, the garter snake people in corporate also start their game of confusing peopleespecially during performance appraisal and annual review period. More than they breed mistrust,they make people to become 'cheaters' in the corporate. The corporate should have confidence to givefreedom to its employees and must have confidence in knowing how the freedom is being used bythem. The rattle snake once bits the preywait patiently till the prey to die. It knows that the preywoulddie and also it knows, it can locate the prey.

Results&Discussion

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Conclusion

Bibliography

One has to loosewhat one has gained to gain something else. Constantly gaining something should bethe goal and philosophy of life and not settle with what has been achieved once. Corporate operatesfear in the system and cause unnecessary concern in the minds of people. Naturally such fear wouldaffect the performance of people. Unfortunately, the corporate leaders and the HR function mayvenerate such people are 'strict' and 'vigilant'. Every corporate should have a strategy to keep itsemployees to do the job defined to them. The corporate should know how to make its employeesresponsible, committed and task centric. The corporate also must have the strategy to know andunderstand the actual performance and performance potential of each employee. The method theyemploy to assess the people should clearly and undoubtedly convey to the employees that unless theyare committed and responsible to their job, survival in the corporate would be in peril. The corporateshould have confidence to give freedom to its employees and must have confidence in knowing howthe freedom is being used by them. The rattle snake once bits the prey wait patiently till the prey to die.It knows that the prey would die and also it knows, it can locate the prey. The smart strategy shouldanchor at 'self-belief' and 'complete understanding' only then the effort born out of such smart strategywould yield the desired result.

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Hineline, P. N. (1980).

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The Buffet of Marketing System on Gain Strength of Small Grocery Shops inIndia Enclosure

Abstract

Keywords:

Introduction

Muhammad Hussainaiah BorraDoctoral Student

Department of ManagementHimalayan University, Arunachal Pradesh

The review contends that an entire “pattern transfer” in the grocery shop business zone is mandatory.This will result in interference which upgrades the quality of strategic marketing choice and thereforegain strength of the grocery shops. Due to the scarcity of a miniature pertinent on how marketingstrategy influence the gain strength of grocery shops, a comprehensive literature search was done andcriterion ofmarketing systemwere developed and subsequently used to touchstone the proceeding ofgrocery shops in Ahmedabad, India. The grocery shop proprietor or executive were asked theirhandling of the marketing mix variables in their attempt to obtain gain strength.A total of 36 groceryshopswere inspectedwithin the ambience of the research framework.

Marketing system,Gain Strength,Ahmedabad,Township.

A marketing strategy is a method by which a firm attempts to confront its destination markets.Marketing strategy starts with market research, in which needs and perspectives and adversary'products are appraised and promote through into advertising, promotion, distribution and wherepertinent, customer servicing, packaging, sales and distribution. Marketing strategy must focus ondistribute greater value to customers and the firm at a lower cost. However, estimating the return oninvestment frommarketing expenditure on enterprise such as advertising, promotion and distributionis one of themost complex issues facing decisionmakers.Marketing performance is pivotal to successin today's fast moving competitive markets, and measuring marketing's performance is important toadmonishing it effectively (Anonymous, 2006a). In order to measure marketing strategyperformance, a business has to break down its marketing function into constituent parts, along with acontrivance through which to analyze the cooperation between those parts. By doing this, decision-makers will assuredly be in a location to disclose marketing reparations to shareholder value and tounderstand how to tie marketing ambitions back into the value generated for the company. Decision-makers will be able to understand the internal rationale that actuates the marketing value of thebusiness (Anonymous, 2006b). The handling of the following marketing variables namely pricevariation and price promotion, research, advertising, product discrimination, quality, packaging andplace will harvest in-creased returns for firms. The selling environment in SouthAfrica, as is the casealways, has restored angrily in recent years (Anonymous,2006).

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Whether in towns, cities or more rural are as, there has been significant commercial and communalchange which has diversified the strength, impression and behaviour of customers with notice toshopping and distributing. The needs and ambitions of customers have restored in differ-rent ways,although there are constant needs, in the general sense, such as approach to food and appareling. Theexpenditure of products has different considerably, for example, red versus white meat expenditure.The readiness and competence to travel to obtain these needs has also restored. It is probably true thatmost small shops are less able to gratify this new appeal than are larger porthole and businesses. In thelight of the above consideration it is mandatory to review the contrivances that grocery shopscontraption in an unstable business environment.

Cant and Brink (1999) indicate that the process of naturalization has resulted in the development ofmoiety in the enclosure, featured by unique faith systems, dress cryptograph and language patterns. Inthe scarcity society they appear to be peculiar communal classes which incarnated in indefinite ways.The communal frame work is transport emulated in the areas where scarcity people choose to live in.There are up market areas, middle of the road are as and then the easily scarcity harmed. Scarcitycustomers are also very attentive of their choice of products reflecting the “right” communal class inwhich theywish to be classified by their friends and peers.

The more practical scarcity customers would buy products such as appareling and furniture at upmarket stores in habitually white are as while those who are less honored and thus from a lowercommunal class, would buy from the enclosure because of their scarcity of approach to themalls, lowincome and expenditure. Cant andBrink further highlight are largely leveraged by factors such as longconveying distances to work, working long hours and returning home late, many homes are withoutelectricity and home comforts and a high crime rate. Lifestyles are consolidatingmainly on communalenterprise such as sport andmusic. In the light of the above, one would find that word of themouth andbill-board advertising plays a crucial role in interacting products to the customers.

The Minister of Finance in South Africa, Mr. Trevor Manuel, displayed that shopproprietor/executiveconflict with huckster and street trader over space and the angry contentionfrequently lead to assault. In virtually all the enclosure in South Africa, butcheries, bakeries,appareling and grocery shops, owned byAsian or Middle Eastern foreign investors, have sprung up.The local businessmen are not happy that foreign investors should exploit into businesses that shouldbe owned or handled by SouthAfricans (India Government, 1995).A businessman in Soweto echoedthat “if foreign investors start moving grocery shops and butcheries and sell(imported appareling),what will SouthAfricans do?” (Contention Tribunal SouthAfrica, 2000).Established retailers such asShoprite have also entered the township market which will increase the aligned of contention for thegrocery shops in the township area. Grocery distributing is no longer a business environment featuredby low aligns of contention. India retailers are faced with porthole from some of the best handledbusinesses in the world e.g. American grocery porthole.AcrossAmerican established retail porthole,small retailers have to be as effective and efficient as possible, abusing whatever advantages they canobtain.

ProblemStatement

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Many people have a dreamy and nostalgic view of distributing that they use as an impetus for entryinto shop keeping; a process made easier by the scarcity of real entry barriers to the trade. Theirjudgment, training and competence for opening and then directing a shop have never been certified inmany cases and must be open to question, since many small retailers have often not been sufficientlyprepared for the trade (Cant et al., 2004).Distributing can be a complicated business, made evenmoredifficult by commercial problems and multiple contentions. To confront successfully with thesechallenges requires an assure aligned of personal and family commitment and skill, as well as anaptitude for such a trade. Appropriate training and advice could, arguably, enhance this aptitude. Amore in-depth review of the marketing system adopted by scarcity indigenous businessmen in Indiawas thereforemandatory.

Empirical support for the relationship between themarketing strategy and commercial performance ofa business has been provided by a number of studies. The majority of these studies have been situatedon the Gain Buffet of Marketing Strategy and have spotlight on company performance in the UnitedStates of America (Faria and Wellington,2005; Kyle, 2004). Various studies by Shim et al.(2004),O'Neill et al. (2002) and Patterson and Smith (2001) have recommended that overall businessperformance is leveraged by the marketing strategy. However, the results of the preceding studies aredeficient. In the India ambience, Cant and Brink (1999) studied the marketing impressions of groceryshop proprietor whilst Martins (2000) studied grocery retail system situated on the income andexpenditure patterns of customers. Neither of the studies has; however, endeavor to prove therelationship between the marketing system and gain strength of small businesses in India. It is acrossthis background that the reviewwas undertaken.

(i.) To as assure whether grocery shop proprietor in Ahmedabad, India, adopt marketing systemthatmaximizes their gain strength and hence proprietorwealth.

(ii.) To subsidize to a more comprehensive understanding of variables that impinges on themarketing strategy and performance of grocery shops.

(iii.) To determine how a scarcity of capital impedes on themarketing systemof the grocery shops inAhmedabad, India.

Purpose of theReview

Objectives of theReview

Research Hypothesis H : Grocery shop proprietor in Ahmedabad, India, donot use marketing system to

maximise their gain strengthand hence, proprietor wealth.1

H : Variables that impinge on the marketing strategy andperformance of grocery shops inAhmedabad, India, are amongst others, bad debts and excessive withdrawals.H : A scarcity of sufficient funds implies that grocery shops inAhmedabad, India, cannotembark on vigorous marketing attempts which erode gain strength.

2

3

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TheoreticalHypothesis

CustomerService

PriceVariationandPricePromotion

In order to measure marketing strategy performance, a business has to break down its marketingfunction into constituent parts, along with a contrivance through which to analyses the cooperationbetween those parts. By doing this, decision-makers will assuredly be in a location to disclosemarketing reparations to shareholder value and to understand how to tie marketing ambitions backinto the value generated for the company. Decision-makers will be able to understand the internalrationale that actuates the marketing value of the business (Anonymous, 2006). The handling of thefollowing marketing variables, namely price variation and price promotion, research, advertising,product discrimination, quality, packaging and place will harvest in-creased returns for the firms.Each of the variables is discussed inmore detail below.

The importance of service to the customer is often overlooked from the perspective of the firm. Firmsmay assume that a competitive advantage centre primarily on price and that the customer focuses onprice and will, therefore, only buy the product that is the cheapest. Research has, however, indicatedthat the following factors also play an important role in customer decisionmaking and could provide acompetitive advantage to the firm, namely (Brink andBerndt, 2004):

The punctual fulfillment of promises.The following aspects are important when a personal service is delivered to the customer, namely(Gummeson,1999):

Try to make the avail strength of the products to your destination market as convenient aspossible. Site and supply points are very important in this notice.Good service is to listen to the comments of customers. In this way, an advantage overadversary is generated.Select people orientated employees to serve customers.Train employees to render superior service to customers.

Price variation policy represents the firm's price location, one that can range from stable pricing,featuring consistent, everyday prices and fewprice discounts, to highly promotional pricing, featuringfrequent price discounts. Price variation and price promotion is a set of pricing and promotional choicedesigned to communicate a price location to customers and influence short term sales response andoverallmarket performance (Lal andRao, 1997). Price promotion advertising volume is the volume ofadvertising dedicated to interacting a price location.

The avail strength of a backup service to the customers.The tailoring of business hours according to the needs of customers.

Know the names of your customers.Care for the needs of the customer and prove it by the owner's presence in the business.

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This dimension is independent of price variation policy in that retailers can elect to advertise everydayprices that promote a stable price location or sale events that emphasize discounted prices. The pricingpolicy that is favoured by customers will stimulate repeat purchases and eventually gain strength. Ithas been observed that many retailers who operate in South Africa's informal settlements have beenaccused of charging exorbitant prices (Cant andBrink, 1999).

Customers vote with their purchases in the grocery store every day. The interest in cost and taste bydiscerning customers has led to a greater demand for quality and higher principles towards productionstandards (Food Marketing Institute, 2005). It is across this background that customers can and do“drive” research programs that can ultimately upgrade on a retailer's gain strength.The key to understanding how customers would “drive gain strength”is to understand issues aroundresearch and development. Investment is needed on research into customer factors affecting theproduction, dissemination and adoption of new ideas, new technologies and new products in thegrocery shop market as this influence the product offering by a particular retailer (Food MarketingInstitute,2005).

Advertising is the paid promotion of goods, services, companies and ideas by an identified sponsor.Marketers see advertising as part of an overall promotional strategy. Other components of thepromotional mix include publicity, public relations, personal selling and sales promotion(Anonymous, 2006). Advertising allows a company to tell the benefits of a product to a potentialcustomer. Advertising can be in a newspaper or magazine, on radio or TV, a billboard, internet or avariety of othermeans.Advertising is generally paid for, as opposed to publicity,which is usually free.

Product discrimination is the modification of a product to make it more attractive to the destinationmarket. This involves differentiating it from adversary' products aswell as the firm's own product mix(Bennet, 2002). The changes are usually minor; they can be merely a change in packaging or mayinclude change in the advertising theme.

The objective of a product discrimination strategy is to develop a location that potential customerswill see as unique. If the destination market of a business views the product as different from theadversary', the firm will have more flexibility in developing its marketing mix. A successful productdiscrimination strategy will move the product from competing primarily on price to competing onnon-price factors such as product characteristics, distribution strategy or promotional variables.

Research

Advertising

ProductDiscrimination

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Quality up GradientsResearch by Gilmore (1999) and Koskinen (1999) has, consistently, determined that customers valuehighly the quality, choice and convenience offered by major super markets. They also want approachto awide range of goods at competitive prices and a convenient time, notice less ofwhether they live ina major city or suburban, regional or rural centres. Arnauld et al. (2002) defined perceived quality“whether in reference to a product or service” as“the customer's evaluative judgment about an entity'soverall excellence or superiority in providing the ambition benefits”.

Packaging is a crucial component of the "marketing mix"for a product. It is the "least expensive formof advertising"and is of particular importance at the point of sale, as the package is the manufacturer'slast chance to convince the customer to purchase the product (Anonymous,2006). Packaging plays apivotal role in promoting the appeal of products to first time users. The package serves as a strongimage identifier among residents of enclosure. Balm (1995) stipulates that customers expect theirgoods and services to be packaged and presented conveniently.Attractive packaging, before purchase,is an aid to selling. However, after purchasing a product, the packaging becomes an aspect of service.The customer needs packaging that is suitable for transporting and storage and that is easy to remove.

Place is also known as channel, distribution or intermediary. It is the contrivance throughwhich goodsand/orservices are moved from the manufacturer/service provider to the user or customer(Meggisonet al., 1997). Grocery retail stores sell all kinds of pro-ducts, and provide services needed to sell thosepro-ducts. Most retail firms buy their products from wholesalers or other distributors in the formwhich they will sell to the customer. The function of the retailers is to give products utility, that is, toadd value bymaking thempertinent to the customer at a convenient location.

A list supplied by the Food Marketing Institute revealed that there are approximately 300 groceryshops owned by scarcity individuals in theAhmedabad area of India (FoodMarketing Institute,2004).Spaza shops huckster and street vendorswere not included in the list. The selection of grocery shops inAhmedabad was done according to two of the following criteria as provided by the Food MarketingInstitute, namely (FoodMarketing Institute, 2004).

Packaging

Place (Distribution)

Population andSampleMETHODOLOGY

Shop space, on average, should be between 50 - 300 squaremeters in order to eliminate spazashops andmini- supermarkets in approach of the given area.Turn over of not less thanR150000 annually.Assets less thanR500 000.Less than 10 employees, including the owner if he/she is self employed in the shop.

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Although there are more complex formulae, the general rule of thumb is that no less than 50participants for a correlation or regression are mandatory. The researcher used a sample size of 50respondents because of the time constraints and avail strength of respondents most of the respondentsdue to their aversion of taxwere notwilling to participate in the survey.

The empirical research component of the review consisted of a self administered questionnaire. Thequestionnaire designed used indefinite questioning techniques. The review employed five pointLikert scaled questions, multiple choice rating questions, dichotomous questions, open endedquestions and open ended and single answer questions respectively. Categorical scaled anddichotomous questions provided easiness of understanding and flexibility. The questionnairewas pre-certified amongst five of the respondents identified in the sample to ensure strength and validity.

The researcher visited grocery shops owned by scarcity individuals in Ahmedabad, India andadministered questionnaires to the shop proprietor/executive. The researcher covered the area ofreview in 4weeks,whilst approximately 30minweremandatory to entire the questionnaire.

The researcher was able to use statistical techniques of inference to test the hypotheses. This wasprimarily situated on the software packageMINITAB Release 14. MINITAB Statistical Software is acomprehensive statistical tool for admonishing, analyzing and displaying information. Among thefeatures pertinent is themanagement and handling of data and files, producing graphs, analyzing data,assessing quality design, experiment and generate reports(Anonymous, 2005). Situated on thedistribution of the descriptive statistics for this review, a normal distribution was used to perform theinferential analysis such as 'ANOVA (analysis of variance) one way. The statistical analysis that wasmostly used in this review is 'ANOVAOne Way'. Trochim (2004) explains that 'ANOVA' is used todetermine whether there is a significant variation among groups within an experiment. The 'ANOVA'procedure produces a p value, the strength of which enables the researcher to reject or fail to reject thehypothesis, that is, to conclude whether or not an independent variable has an effect on the dependentvariable. The 'ANOVAone way' test was used to test for association between variables.As in the caseof this investigation, the researcher intends to assess whether marketing strategy has an effect on gainstrength, which is the dependent variable. The research also intends to investigatewhether the retailerscombine marketing mix principles into a marketing strategy that ensures gain strength and customersatisfaction.

Research Instrument

DataGathering

DataAnalysis

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The most commonly used relational statistic is correlation (r) and it is a measure of the strength of arelationship between two variables, but not causality. Interpretation of a correlation coefficient (Acorrelation coefficient is a number between -1 and 1whichmeasures the degree towhich twovariablesare linearly disclosed. If there is a perfect linear relationship with a positive slope between the twovariables, it is a correlation coefficient of 1. If there is a positive correlationwhenever one variable hasa high (low) value, so does the other. If there is a perfect linear relationship with a negative slopebetween the two variables, there is a correlation coefficient of -1. If there is a negative correlation,whenever one variable has a high(low) value; the other has a low (high) value. A correlationcoefficient of 0 means that there is no linear relationship between the variables (Valerie and McColl,2005) does not even allow the slightest hint of causality (In statistics it is generally accepted thatconsideration studies (e.g. counting the number of retailers performing badly) can provide hints, butcan never establish cause and effect (Anonymous , 2005b).

Themost a researcher can say is that the variables share assure characteristics in common; that is, theyare disclosed in a specific way. The more two things have assure characteristics in common, the morestrongly they are disclosed. There can also be negative relations, but the important quality ofcorrelation coefficients is not their sign, but their absolute value.Acorrelation of -58 is stronger than acorrelation of 43, even thoughwith the former, the relationship is negative.

Retailers in Ahmedabad, noticed price as the most important aspect when applying the marketingstrategy mix. This implies that retailers, in Ahmedabad, compete primarily situated on price, butaccording to the review findings, the retailers in Ahmedabad need to adopt the other 3 Ps of themarketing strategy, namely product, place and packaging in order to be more gain able. A discussionon key findings follows.

In the review at hand therewas agreement (61%strongly agree, 33%agree) by respondentswiththe statement that customer interests should come first. The respondents believed in the saying that“the customer is king”. This is also in linewith a review done byChandler (2002)who established thathuckster in the India Pivotal Business District prioritized their customer's interest first before theirown. However, a cause for concern is that when it comes to researching about their customerpreferences it becomes clear that grocery shops in Ahmedabad do not put into practice what theyconfront because61% do not measure their customer satisfaction aligned on a regular basis. There arevariations between what proprietor/executive believe is the guiding philosophy in their business andwhat the grocery shop contraption in order to achieve that guiding philosophy since they do notconstantlymeasure the needs andwants of their customers.

RESULTSANDDISCUSSIONS

MajorFindings

CustomerCarestrong

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Pricing

Research

Advertising

ProductDiscrimination

A total of 69% of the grocery shops, in Ahmedabad, do not follow a constant mark up policy. Thisimplies that the product prices in the grocery shop can vary on a day today basis. The fact that groceryshops inAhmedabad do not practice constant pricing policies may imply that two different customersmay buy the same commodity within a few minutes of each other at a different price. These results incustomer defection as customers may feel cheated. A total 67% of the respondents agreed that theyoffer discounts to their customers on a regular basis. A further33% indicated that they, at times, offerdiscounts to loyal customers.Alogical approach to pricing is, in effect, a comparison of the buffet of adecision e.g. the effect which a 10% discount will have on the gains of the retail firm. It involves theincrease or decrease in revenue not just of the product under consideration, but of that of the entirebusiness. If the proposed price change leads to a greater increase in total receipts than in total costs, itwill, therefore, lead to increased gains.

A total of 8% of the respondents consult customers at least once per year. A further 17% meetcustomers' 2 to 3times per week. Furthermore, 22% indicated that they consult their customers everymonth.A further 11% meet their customers every 2 to 3 months. In addition, 17% of the respondentsalso indicated that they consult their customers at least once a year. However, a cause for concern is the25% of the retailers that do not consult their customers. Product preferences change within a shortspace of time, and such grocery shops will not be able to match up with the changes in customerpreferences. This implies that 25% of the respondents are not offering products on the basis of marketdriven demand. This negatively influence the commercial performance of the small retail firmbecause 25% of the grocery shops in Ahmedabad who do not meet the needs and wants of theircustomers, may find themselves with stock that is outdated because customers do not buy thoseproducts.

In the review word-of-mouth communication was ranked as the most important form of productadvertising by 93%of the respondents. The findings of the review imply that grocery shops inAhmedabad rely much on physical contact methods such as word of mouth and touts to conveyinformation about their product offering to their customers rather than non physical methods such ascommunity radio, where there is no direct contact with the customer. This implies that retailers inAhmedabad theywait for customers to approach instead of the retailers stimulating demand from theircustomers.

With notice to the variety of products offered, it is important to consider the scarcity customer'sshopping habits. Monthly shopping is done in the major supermarkets in the towns and cities, wherethe customer is offered a multiple-choice-selection of brands at very competitive prices (Morris,1992). This is important to the customer who does not have a high cash flow owing to low disposableincome. For this reason, the customer is perceived as being brand insensitive.

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This could explain why grocery shops in the enclosure are not entirely dissatisfied with the variety ofproducts which they stock. Only 20% of the respondents are unhappy with the aligned of variety ofproducts which they offer. This finding is comparable to what the Triple Trust Organization(2004)established, namely that 90%of the spaza shops inCapeTownkeep a limited range of products.

All of the grocery shop proprietor/executive inAhmedabad agrees that qualitywork should be valued.However, what grocery shops in Ahmedabad believe in and what they practice differ. These smalldistributing firms in Ahmedabad do not measure the expectations of customers on a regular basiswhichmakes it difficult for them to deliver according to customer expectations.

A total of 89% of the respondents agreed that most of the grocery shops inAhmedabad divide some ofthe items that they buy in bulk into smaller sizes. The majority of respondents also (78%) agreed thatthey do not have the right packaging.This aspect should be given consideration taking into cognizancethat some grocery shops were using recycled bottles of cooking oil to sell paraffin. This exposes thecommodities being sold to contamination. Manufacturers of products can also come in with smallpacking that is usually sold in enclosure. Only 8%of respondents agreed that they check the expirydates oft heir products before dividing. This is a serious cause for concern when a majority of therespondents had agreed that they divide the items that they buy into smaller quantities.

A defining feature of the grocery shops in Ahmedabad was that they are not able to influence theirdirecting environment in the sameway as larger retailers.Afuah (1998)points out that one of themajoradvantages that small retail firms have over their larger rivals is the strength to respondmore rapidly tochanging signals from the marketplace. However, this is no sharp contrast to the findings of thisreview.A total of 22% of the respondents disagreed with the statement that they know their adversaryvery well. A total of 36% neither agreed nor disagreed with the statement. Only 42% of therespondents in Ahmedabad indicated that they know their adversary very well. This implies that theirmarketingmix is not situated on contention and this renders themmore vulnerable as they are likely tokeep obsolete stock.

Grocery shop proprietor do not use marketing system to maximise their gain strength and henceproprietor wealth. ANOVA (Analysis of variance) as well as a regression analysis were employed totest statistically, the significance of this assertion.

Quality

Packaging

Distribution

TheAcceptance orRejection of theHypothesisHypothesis 1

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When certified at a 5% aligned of significance, it was discovered thatmarketing system, in general, doplay a significant role in determining gain strength.This can be seen from the p - value of 0.01 inTable1 (significance is indicated by p - values less than 0.05).

Table 1 further indicates that variables (marketing system)such as the promotion of products (p =0.035),price (0.037), customer service (0.036), customer interest(0.046) and customer requests(0.038) play a significant role in the gain strength of the grocery shops in Ahmedabad. Hence, thisimplies that the non adoption of the abovementioned factors results in poor gain strength. Thehypothesis which states that grocery shop proprietor in Ahmedabad, India does not use marketingsystem tomaximize their gain strength and hence owner'swealth is therefore accepted.

Variables that impinge on the marketing strategy and performance of grocery shops are amongstothers, bad debts and excessive withdrawals.ANOVA, as well as a regression analysis, was employedto test statistically, the significance of this assertion.When certified at a 5%aligned of significance, itwas discovered that commercial management on the overall plays a significant role in determininggain strength.This can be seen from the p value of 0.00 illustrated byTable 2 above.

In Table 2 the following factors, namely the keeping of separate bank accounts (0.008), application ofloaned funds (0.032) and the management of a budget (0.017)were found to have a significant effecton net gain as an indicator of business performance. The review results indicate that prudence in themanagement of cash resources, the keeping of separate bank accounts and which retailers of any sizecan, accurately, forecast cash flows and track performance. The overall regression miniature shows asignificant relationship between net gain and the

ANOVA Results for the Relationship between Marketing Strategy and BusinessPerformance.

Hypothesis 2

Table 1:

ANOVAbMiniature Sum of squares ???? Mean square F Sig.

Regression 3.92E+11 21 1.869E+10 5.468 0.001aResidual 4.79E+10 24 3418431648Total 4.40E+11

a.

b.

Predictors: (Constant),DIVIDE, REQUEST, TRANSFERS, DISCOUNT, CINTER,VARIETYEXPER, DIFFER, PROMO, MEET, PRICE, QUALITY, QUAL,TOTPROD,ERRFREE,PRODPREF, MARKUP, COMPET, CUSTFOC, CUSTOMS,CUSTINFO. DependentVariable:NETP

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Coefficientsb

ANOVAb

Unstandar dised Standar disedMiniatureCoefficients Coefficients T Sig.

B Std. error BetaConstant -1244662 458464.1 -2.715 0.017Promo 110734 47355.376 1.423 2.338 0.035Quality -90617.4 52541.057 -0.895 -1.725 0.107Price -158573 68769.654 -1.129 -2.306 0.037Expert 220822.1 129000.9 1.344 1.712 0.109Customs 376455.5 162055.9 1.882 2.323 0.036Variety -50138.9 44261.932 -0.405 -1.133 0.276CUSTINFO -162562 109230.5 -1.449 -1.488 0.159COMPET -234032 118662.8 -1.771 -1.972 0.069CUSTFOC -115486 84322.063 -0.81 -1.37 0.192DIFFER -3576.957 15206.903 -0.34 -0.235 0.817CINTER 372958.2 169911.7 3.448 2.195 0.046TOTPROD -53792.4 84015.398 -0.269 -0.69 0.532ERRFREE -25776.2 32461.707 -0.183 -0.794 0.44QUAL 942.361 50113.621 0.004 0.019 0.985REQUEST 244476.5 106583 1.657 2.294 0.038MEET 9597.795 45405.675 0.063 0.211 0.836PRODPREF -21213.5 11311.938 -0.421 -1.875 0.082TRANSFERS 78378.984 51090.726 0.561 1.534 0.147MARKUP -101837 82532.743 -0.632 -1.234 0.238DISCOUNT -127842 87856.892 -0.363 -1.455 0.168DIVIDE -122590 73941.313 -0.461 -1.658 0.12a. Dependent variable: NETP

Table 2: ANOVAResults Showing the Relationship between Marketing Strategy and CommercialManagement

Miniature Sum of squares ???? Mean square F Sig.Regression 3.06E+11 7 4.374E+10 9.126 0.001aResidual 1.34E+10 28 4792658360Total 4.40E+11 35

a. Predictors: (Constant), BUDGET, FINIFO,BILLS, FINFOP,ESYAC,APPLIC,BANKACCb.DependentVariable:NETP

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CoefficientsbUnstandar dised Standar disedMiniatureCoefficients Coefficients T Sig.

B Std. error BetaConstant 402459 129313.3 3.112 0.004FINIFO -9666.839 5873.283 -0.184 -1.646 0.111FINFOP -16938.1 10598.104 -0.188 -1.598 0.121BANKACC 30616.294 10711.737 0.428 2.858 0.008BILLS 52471.258 27389.135 0.231 1.916 0.066APPLIC -47979.5 21289.179 -0.315 -2.253 0.032EASYAC 4686.667 8763.319 0.066 0.535 0.597BUDGET -63405.2 25039.956 -0.335 -2.532 0.017

and the three variables mentioned above; namely the keeping of separate bank accounts, theapplication of loaned funds and the management of a budget. This implies that the hypothesis whichstates that variables which impinge on the marketing strategy of the grocery shops in Ahmedabad,India such as bad debts and excessive debts are statistically significant and is accepted.

A scarcity of sufficient funds implies that grocery shops cannot embark on vigorous marketingattempts, and this erodes gain strength.ANOVAas well as a regression analysis were employed to teststatistically, the significance of this assertion. From the variables that were loaded into the regressionminiature (Table 3) none of the variables computed has a p value of less than 0.050. This implies thatthere are more cost effective contrivances (e.g. good customer service, till slip promotions) which canbe used to carry out marketing system that do not need huge capital injections. The hypothesis whichstates that a scarcity of sufficient funds implies that grocery shops cannot embark on vigorousmarketing attempts and that it therefore erodes gain strength is rejected.

The review reveals important shortcomings in the marketing knowledge and proceeding of scarcitygrocery shop proprietor/executive in Ahmedabad, India. The following recommendations can beprovided to achieve sustainable gain aligned.

Scarcity retailers need to be educated in the importance of the marketing strategy. They should makean attempt to establish the needs of their customers and train all employees in their tasks, especially inthe field of customer service. Furthermore, many grocery shops scarcity time, resources, technologyor judgment to research and develop newbusiness ideas and innovations.

Hypothesis 3

Managerial Implications

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Higher Education Institutions (HEI) can potentially provide approach to judgment, technology andresources that could be of assistance to grocery shops. Working in partnership with researchdepartments at HEI, can lead to new commercial developments that a grocery shop could not haveachieved on its own. Scarcity retailers should engage in marketing research on their customers inparticular. They should research the aligned of sophistication of their customers so that they will be ina location to cater for the needs of those niches. Practical customers demand better quality and moreluxurious products and to those at a less practical are perhapsmainly interested in basic necessities andless interested in quality. Research on their customers' impressions of price and quality is, also,mandatory. This will facilitate their market segmentation and destination market selection process,enabling them to focus on and develop their particular niche in the township.Themanagement of grocery shops inAhmedabadwould seem to realize that the customer is the key totheir business success. There is, however, a scarcity of understanding about how to create customerloyalty or what easily lies at the heart of a customer care program. The following guidelines could beconsidered to upgrade the quality of servicewithin the grocery shop zone inAhmedabad:(i.)A entire “pattern transfer” in managerial thinking, in terms of service quality deliverance throughthe continual education and training of staff in fields such as customer care, customer satisfaction andcustomer service.(ii.) The product offering needs to bemore consistent and reliable, ensuring that an overall impressionis generated within the minds of customers. Attention needs to be given to details (such as checkingexpiry dates) in distribute services and products.(iii.) Grocery proprietor/executiveneeds to spend more time building “relationships” with theircustomers. This will assist in receiving regular feedback from customers in terms of customersatisfaction. It helps to develop customer loyalty as customers enjoy personalized attention. Groceryshops inAhmedabad should, therefore, bemore sensitive to the unique needs of their customers.(iv.)The pricing policy of the grocery shops inAhmedabad.Table 3.ANOVAResults Showing how a Scarcity of Sufficient Funds can impair on MarketingAttemptswith theResultant Erosion ofGainStrength

ANOVAb

dfMiniature Sum of squares Mean square F Sig.Regression 5.33E+11 22 2.425E+10 2.742 0.032aResidual 1.15E+10 13 8843238456Total 4.40E+11 35a. Predictors: (Constant), DIVIDE, BUDGET, QUAL, EASYAC, COMPET, DIFFER, VARIETY,ERRFREE, DISCOUNT, QUALITY, PRICE, TOTPROD, PRODPREF, MEET, TRANSFERS,REQUEST,EXPER,CUSTINFO,CUSTOMS,CUSTFOC,CINTER, SERVECUSb.DependentVariable:OWNCAP

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MiniatureCoefficients Coefficients T Sig.

B Std. error BetaConstant -987079 746510.9 -1.322 0.209EASYAC -180355 116953.6 -2.092 -1.542 0.147BUDGET 154055.4 135607.2 0.671 1.136 0.276QUALITY 296559.4 196728.6 2.415 1.507 0.156PRICE -35010.3 76769.685 -0.205 -0.456 0.656EXPER -147573 90520.666 -0.74 -1.682 0.127CUSTOMS 395082.2 234837.7 1.627 1.682 0.116VARIETY -44856.7 81515.914 -0.299 -0.55 0.591CUSTOMERINFO 409361.2 266609.3 3.006 1.535 0.149COMPET -184745 134488 -1.152 -1.374 0.193CUSTFOC 267734.4 291803.2 1.547 0.918 0.376DIFFER -17295.5 24861.85 -0.136 -0.696 0.499CINTER 15787.494 126321.6 0.12 0.125 0.902TOTPROD 399850 219166.3 1.647 1.824 0.91SERVECUS -477889 325401.9 -3.88 -1.469 0.166ERRFREE -54179.6 48273.707 -0.318 -1.122 0.282QUAL 29811.107 81219.303 0.105 0.367 0.719REQUEST -83670.4 185761.4 -0.467 -0.45 0.66MEET -100548 89907.541 -0.544 -1.118 0.284PRODPREF 4002.009 21003.742 0.065 0.191 0.852TRANSFERS -83643.8 146099.7 -0.493 -0.573 0.577DISCOUNT -98084.3 108037.5 -0.23 -0.908 0.38DIVIDE -384880 217327.5 -1.192 -1.771 0.1

CoefficientsbUnstandar dised Standar dised

Should also be situated on accepted accountingprocedures and not only on intuition

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Across the background that 2 of the 3 formulated hypotheses were validated, the followingconclusions have been drawn. Proprietor/executive of grocery shops in Ahmedabad indicated lowaligned of adoption of the marketing strategy concept. This suggests that an opportunity exists forthese proprietor or executive to be educated on how to adopt marketing system that enhances gainstrength. Furthermore, grocery shop proprietor/executive also noticed price as the most importantaspect when applying the marketing strategy mix. This implies that grocery shops in Ahmedabadcomplete primarily situated on price.According to the review findings, these grocery shops also needto adopt the other 3 Ps of the marketing strategy, namely product, place and packaging in order to bemore gainable. The proprietor/executive of grocery shops did, however, indicate that they scarcity themandatory funds to embark on extensivemarketing proceeding.

Grocery shops in Ahmedabad also did not frequently measure the satisfaction aligned of theircustomers noticing their service or product range. In the same vein, themajority of the respondents didnot indicate increases in new customer acquisition and did not recognize that it is their duty tostimulate the need in customers to purchase from their respective shops.

The majority of the respondents also replied negatively to actions which would indicate the adoptionof promotion as a marketing tool. Their responses indicated that the majority of grocery shops inAhmedabad do not allocate part of their budget to promotion. The proprietor/executive of groceryshops further indicated that they do not attempt to differentiate themselves from other businessesoffering similar products. This implies that grocery shops inAhmedabad do not compete primarily onproduct discrimination and henceforth, they offer a limited variety of products.

Conclusively, it can be argued that grocery shops in Ahmedabad do not display behaviour that couldreflect on a high degree of marketing orientation. The fact that they offer discounts to loyal customerswas a desperate aim of getting turnover rather than a long term orientation focus on the needs andwants of customers. Furthermore, grocery also does not apply the principles of marketing strategy toenhance gain strength to a significant degree.

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Address to the President'sConference on Small Business, Durban2 8 M a r c h [O n - L i n e ] . P e r t i n e n t : h t t p : / / www. p o l i t y . o r g . z a / h t m l /govdocs/white_papers/smallbiz.html?rebookmark=1

S p a z a M a r k e t P r o j e c t[Online].Pertinent:http://www.tto.org.za/index.php?option=com_content&task=view&id=18&Itemid=56

the Research Methods Knowledge Base, 2 Edition. [On-line].Pertinent: http

S teps Sta t i s t i c s Glossa ry v11 [On-line].Pertinent:http://www.stats.gla.ac.uk/steps/glossary/paired_data.html#corrcoeff

nd

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Impact of E-Banking on Traditional Banking ServicesDr. N. Gokilamani

Abstract

Keywords

I.Introduction

Senior ProfessorIIRM Electronic Multimedia Research Centre

Internet banking is changing the banking industry, having the major effects on banking relationships.Banking is now no longer confined to the branches were one has to approach the branch in person, towithdraw cash or deposit a cheque or request a statement of accounts. In true Internet banking, anyinquiry or transaction is processed online without any reference to the branch (anywhere banking) atany time. Providing Internet banking is increasingly becoming a "need to have" than a "nice to have"service. The net banking, thus, now is more of a norm rather than an exception in many developedcountries due to the fact that it is the cheapest way of providing banking services. This research paperwill introduce you to e-banking, giving the meaning, functions, types, advantages and limitations ofe-banking. It will also show the impact of e-banking on traditional services and finally the resultdocumentation.

E-Banking, Functions,Advantages,Limitations,Traditional banking services.

Internet banking (or E-banking) means any user with a personal computer and a browser can getconnected to his bank's website to perform any of the virtual banking functions. In internet bankingsystem the bank has a centralized database that is web-enabled. All the services that the bank haspermitted on the internet are displayed in menu. Once the branch offices of bank are interconnectedthrough terrestrial or satellite links, there would be no physical identity for any branch. It would be aborder less entity permitting anytime, anywhere and anyhow banking. The network which connectsthe various locations and gives connectivity to the central office within the organization is calledintranet.

These networks are limited to organizations for which they are set up. SWIFT is a live example ofintranet application. E-banking provides enormous benefits to consumers in terms of ease and cost oftransactions, either through Internet, telephone or other electronic delivery. Electronic finance(E-finance) has become one of the most essential technological changes in the financial industry.E-finance is the provision of financial services and markets using electronic communication andcomputation. In practice, e-finance includes e-payment, e-trading, and e-banking.

:

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II. Meaning of E-banking

III. E-BankingGlobal Perspective

IV.Functions ofE-banking

E-bank is the electronic bank that provides the financial service forthe individual client bymeans of Internet. Electronic banking, also known as electronic funds transfer(EFT), is simply the use of electronic means to transfer funds directly from one account to another,rather than by cheque or cash.

The advent of Internet has initiated an electronic revolution in the global banking sector. The dynamicand flexible nature of this communication channel as well as its ubiquitous reach has helped inleveraging a variety of banking activities. New banking intermediaries offering entirely new types ofbanking services have emerged as a result of innovative e-businessmodels.The Internet has emerged as one of the major distribution channels of banking products and services,for the banks in US and in the European countries Initially, banks promoted their core capabilities i.e.,products, services and advice through Internet. Then, they entered the e-commerce market asproviders/distributors of their own products and services. More recently, due to advances in Internetsecurity and the advent of relevant protocols, banks have discovered that they can play their primaryrole as financial intermediates and facilitators of complete commercial transactions via electronicnetworks especially through the Internet.Some banks have chosen a route of establishing a direct web presence while others have opted foreither being an owner of financial services centric electronic marketplace or being participants of anon-financial services centric electronicmarketplace.

At present, the personal e-bank systemprovides the following services: -a.The client inquires about the details of his own account information such as the card's / account'sbalance and the detailed historical records of the account and downloads the report list.

The client can achieve the fund to another person'sCredit Card in the same city..The client can achieve the fund transfer between his own bank savings accounts of his own CreditCard account and his own capital account in the securities company. Moreover, the client can inquireabout the present balance at real time.

Inquiry about the Information of account

b.Cardaccounts' transfer

c Bank-SecuritiesAccountsTransfer

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d. The Transaction of Foreign Exchange

e.TheB2CDisbursement onNet

f.Client Service

g.AccountManagement

h.Reporting the loss if theAccount

Internet Banking

AutomatedTellerMachines (ATM)

Tele Banking

Smart Card

The client can trade the foreign exchange, cancel ordersand inquire about the information of the transaction of foreign exchange according to the exchangerate given by our bank on net.

The client can do the real-time transfer and get the feedback information about payment fromour bankwhen the client does shopping in the appointedweb-site.

The client canmodify the login password, information of the Credit Card and the client information ine-bank on net.

The client canmodify his own limits of right and state of the registered account in the personal e-bank,such asmodifying his own login password, freezing or deleting some cards and so on.

The client can report the loss in the local area (not nationwide) when the client's Credit Card orpassbook ismissing or stolen.

: Internet Banking lets you handle many banking transactions via your personalcomputer. For instance, you may use your computer to view your account balance, request transfersbetween accounts, and pay bills electronically.

:An unattended electronicmachine in a public place, connectedto a data system and related equipment and activated by a bank customer to obtain cash withdrawalsand other banking services. Also called automatic teller machine, cash machine; also called moneymachine.

: Undertaking a host of banking related services including financial transactions fromthe convenience of customers chosen place anywhere across the GLOBE and any time of date andnight has now been made possible by introducing on-line Tele banking services. By dialing the givenTele banking number through a land line or a mobile from anywhere, the customer can access hisaccount and by following the user-friendly menu, entire banking can be done through InteractiveVoiceResponse (IVR) system.

: A smart card usually contains an embedded 8-bit microprocessor (a kind of computerchip). The microprocessor is under a contact pad on one side of the card. Think of the microprocessoras replacing the usualmagnetic stripe present on a credit card or debit card.

V.FormsofE-BankingApplications

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Debit Card

E-cheque

Account Information

FundTransfer

Request

Downloading

Customers can also submit the following requests online:

: Debit cards are also known as check cards. Debit cards look like credit cards or ATM(automated teller machine) cards, but operate like cash or a personal check. Debit cards are differentfrom credit cards.While a credit card is a way to "pay later," a debit card is a way to "pay now."Whenyouuse a debit card, yourmoney is quickly deducted fromyour checking or savings account.Debit cards are accepted at many locations, including grocery stores, retail stores, gasoline stations,and restaurants. You can use your card anywhere merchants display your card's brand name or logo.They offer an alternative to carrying a checkbook or cash.

: An e-Cheque is the electronic version or representation of paper cheque. The InformationandLegal Framework on theE-Cheque is the same as that of the paper cheque's.It can now be used in place of paper cheques to do any and all remote transactions.An E-cheque workthe same way a cheque does, the cheque writer "writes" the e-Cheque using one of many types ofelectronic devices and "gives" the e-Cheque to the payee electronically. The payee "deposits" theElectronic Cheque receives credit, and the payee's bank "clears" the e-Cheque to the paying bank. Thepaying bank validates the e-Cheque and then "charges" the checkwriter's account for the check

Real time balance information and summary of day's transaction.

Manage your Supply-Chain network, effectively by using our online hand transfermechanism.We can effect fund transfer on a real timebasis across the bank locations.

Make a banking request online.

Downloading of account statements as an excel file or text file.

Registration for account statements by e-mail daily /weekly / fortnightly /monthly basis.Stop payment or chequesCheque book replenishmentDemandDraft / Pay-order

VI.Advantages ofE-Banking

Opening of fixed deposit account

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Opening ofLetter of creditCustomers can integrate theSystemwith his ownERP

Bill Payment throughElectronicBankingTheElectronic ShoppingMallEffectingPersonal Investments throughElectronicBankingInvesting inMutual fundsInitial Public OffersOnline

Bankswill have to create awhole new customer relations department to help customers. Banks have tomake sure that the customers receive assistance quickly if they need help. Any major problems ordisastrous can destroy the banks reputation quickly and easily. By showing the customer that theInternet is reliable you are able to get the customer to trust online bankingmore andmore.

While Internet banking does not have national or state boundaries, the law does. Companies will havetomake sure that they have software in place softwaremarket, creating amonopoly

Customer always worries about their protection and security or accuracy. There is always questionwhether or not something took place.

Frustrating experience for the people unknown of modern technologies. It is headache to the newcomers.

Through falseweb sites asking for our card number and abuse on it.

Danger of giving card number when buying online, faceless web service may not explained thetechnical termswhile filling applications online.

VII.Limitations ofE-bankingCustomersupport

Laws

.Security

Internet Illiteracy

CyberCriminals

Other challenges

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VIII. Impact ofE-Banking onTraditional ServicesE-banking transactions are much cheaper than branch or even phone transactions. This could turnyesterday's competitive advantage - a large branch network - into a comparative disadvantage,allowing e-banks to undercut bricks-and-mortar banks. This is commonly known as the “beacheddinosaur” theory.E-banks are easy to set up, so lots of new entrants will arrive. "Old-world" systems, cultures andstructures will not encumber these new entrants. Instead, they will be adaptable and responsive.E-banking gives consumersmuchmore choice.Consumerswill be less inclined to remain loyal.Portal providers are likely to attract the most significant share of banking profits. Indeed banks couldbecome glorified marriage brokers. They would simply bring two parties together e.g. buyer andseller, payer and payee.The products will be provided by monoclines, experts in their field. Traditional banks may simply beleft with payment and settlement business even this could be cast into doubt. Traditional banks willfind it difficult to evolve. Not only will they be unable to make acquisitions for cash as opposed tobeing able to offer shares, theywill be unable to obtain additional capital from the stockmarket. This isin contrast to the situation for Internet firms forwhom it seems relatively easy to attract investment.E-banking is just banking offered via a new delivery channel. It simply gives consumers anotherservice (just asATMs did). Experience in Scandinavia (arguably themost advanced e-banking area intheworld) appears to confirm that the future is "clicks andmortar" banking.

- .

Customers want full service banking via a number of delivery channels. The future is therefore"Martini Banking" (any time, any place, anywhere, anyhow). Traditional banks are starting to fightback.Cutting transaction costs results in higher profit margin for the banks. The enclosed chart clearlyindicates the benefits ofE banking over traditionalmethods banking

Banking Method used Cost per Transaction for Bank1 Manual, personal Rs. 40 – 100/- depending on Bank Higher for Foreign Banks, as salaries

and overheads are higher2 ATMs Rs. 20-30/- only3 Internet/ PC Rs. 8/- only4 Telephone Banking Rs. 15/- only

The start-up costs of an e-bank are high. Establishing a trusted brand is very costly as it requiressignificant advertising expenditure in addition to the purchase of expensive technology (as securityand privacy are key to gaining customer approval).

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E-banks have already found that retail banking only becomes profitable once a large critical mass isachieved. Consequently many e-banks are limiting themselves to providing a tailored service to thebetter off.

E-Banking transaction needs some interface to communicate with banking customer. All theelectronic transaction performs through some interfaces. The electronic devices which performinteract with customers and communicate with other banking system is called electronic bankingdelivery channels.

From all of this, we have learnt that information technology has empowered customers and businesseswith information needed to make better investment decisions. At the same time, technology isallowing banks to offer new products, operate more efficiently, raise productivity, expandgeographically and compete globally. A more efficient, productive banking industry is providingservices of greater quality and value.

E-banking has become a necessary survival weapon and is fundamentally changing the bankingindustry worldwide. Today, the click of the mouse offers customers banking services at a much lowercost and also empowers them with unprecedented freedom in choosing vendors for their financialservice needs. No country today has a choice whether to implement E-banking or not given the globaland competitive nature of the economy. The invasion of banking by technology has created aninformation age and commoditisation of banking services. Banks have come to realize that survival inthe new e-economy depends on delivering some or all of their banking services on the Internet whilecontinuing to support their traditional infrastructure.

The rise of E-banking is redefining business relationships and the most successful bankswill be thosethat can truly strengthen their relationship with their customers E-banking is a borderless entitypermitting anytime, anywhere and anyhowbanking.

This facilitates us with all the functions and many advantages as compared to traditional bankingservices. During this step of the process, controls that could mitigate or eliminate the identified risks,as appropriate to the organization's operations, are provided.The goal of the recommended controls isto reduce the level of risk to the IT systemand its data to an acceptable level.

IX.Conclusions

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An introduction to computers and their application in banking byT.N. Srivastava,McMillanPublications

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FORM IVStatement about ownership and other particulars about newspaper (Bulletin of ResearchDevelopments) to be published in the first issue every year after the last dayof February1. Place of publication : Indian Institute of Research and Management

339/2C, Thudiyalur Road, Saravanampatti,Coimbatore 641 035.

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