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Abstract: Location management is the prominent promotional strategy in retail business environment. It is strongly believed in marketing parlance that well planned location leads to effective brand penetration and higher sales. In this aspect retail location selection by jewellery retailers is predominantly getting due importance in recent competitive environment due to the changes in retail market structure, entry of branded retailers, role of established unorganized retailers and as well as changes in consumer life style and demographics So a profound attention should be given by organized retailers towards retail location selection by considering different parameters comprehensively known as retail location attributes...........
Keywords: Retail Location Attributes, Consumer Patronage, Brand Image and Organized Retailers.[1]. Verma, H., and Madan, P. (2011). Factors analysing the store attributes to identify key components of store image. IJMMR, 2(1).
[2]. Jin, B. and J. Kim (2003), A typology of Korean discount shoppers: shopping motives, store attributes, and ouctomes, International Journal of Service Industry Management, (14), ¾: 396-418.
[3]. Muller-Hagedorn L., Natter M., Handelsmarketing, 5th Edition, Kohlhammer, Stuttgart, 2011;
[4]. Shah Vipul, (2012) "Change in Leadership of Gem and Jewellery", Journal Of Gem & Jewellery., Vol 50 (5), pp 22-23
[5]. Morschett D., Retail Branding und Integriertes Handelsmarketing, Gabler, Wiesbaden, 2002
[6]. Burman Barry and Evans Joel, Retail Management: A Strategic Approach, 10th ed., Prentice Hall. Pearson Education Inc., Dorling Kindersley Publishing Inc., 2006. Bellenger, D.N., Robertson, D.H. and B.A. Greenberger (1977), Shopping centres patronage motives, Journal of Retailing, (53), 2: 29-38.
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Abstract: SMEs in our country are not well known for providing good services & even some of the SMEs are serving below the generally required service standards. Researchers have been using SERVQUAL as a measure in evaluating service quality performance of different industries worldwide. SERVQUAL dimensions have been extended into sub-dimension level after conducting necessary fieldworks in this paper. These sub- dimensions are suitable to judge SMEs service performance. In this paper the SERVQUAL dimensions have been described with their newly introduced sub-dimension level and SMEs service performance has been judged by using the sub-dimensions. The relationships of customer satisfaction and the sub-dimensions also have been depicted here. The relevant statistical analysis revealed some problems regarding SMEs service performance & some recommendations have been designed also. This paper will be helpful for SME managers in identifying & correcting their service performance flaws.
Keywords: Customer satisfaction, Hypotheses, Service performance, SERVQUAL, SME.[1]. J.A. Fitzsimmons, and M.J. Fitzsimmons, Service management: Operations, strategy, and information technology (Singapore: Mc Graw-Hill, 2000).
[2]. D.A. Garvin, Managing Quality: The Strategic and Competitive Edge (New York: The Free Press, 1988).
[3]. W.F. Christopher, The Service Quality Handbook (New York: AMACOM, 1994).
[4]. A. Parasuraman, V.A. Zeithaml, and L.L. Berry, A conceptual model of service quality and its implications for future research, Journal of Marketing, 49(4), 1985, 41-50.
[5]. A. Parasuraman, V.A. Zeithaml, and L.L. Berry, SERVQUAL: A multiple item scales for measuring consumer perceptions of service quality, Journal of Retailing, 64(1), 1988, 13-40.
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Abstract: Engineering graduates have not acquired the skills necessary for the workforce and, as such, are not prepared for the demands of industry careers (Peddle, 2000). Today‟s college students are expected to learn content at a faster rate than ever before. In doing so, they are expected to develop the "hard" technical skills as well as the "soft" people skills necessary to be successful in the workplace (Hofstrand, 1996; Shivpuri & Kim, 2004). Candy and Crebert (1991), Martin, Milne-Home, Barrett, Spalding, and Jones (2000), and Tanyel, Mitchell, and McAlum (1999) recognized the difficulties post-secondary educators have in preparing graduates for the technical skills needed in industry because graduates begin careers in specialized positions, "it is difficult for universities to prepare students in a way
[1]. Andrews, K. & Wooten, B. (2005). Closing the gap: Helping students identify the skills employers want. National Association of Colleges and Employers Journal, 65(4), 40-43.
[2]. Ary, D., Jacobs, L. C., & Razavieh, A. (2002). Introduction to research in education (6th ed.). Wadsworth Group: CA.
[3]. Ayling, D. (2004). Mentoring in the cooperative education workplace: A review of the literature. New Zealand Association for Co-operative Education. 7th Annual Conferences and Proceedings.
[4]. Barbuto, J. E. & Fritz, S. M. (2004). Is there a difference between agriculture/natural resources and non- agriculture/natural resources majors‟ Motivation-Personal Strengths sources? North American Colleges and Teachers of Agriculture Journal, 48(3), 30-35.
[5]. Bezzina, M. A. (2005). Professional supervision in the early years. Retrieved on May 7, 2006 from www.appogg.mt.
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Abstract: In today's digital world, it is unlikely that businesses will be left out of e-commerce. But businesses should take accurate decisions to get involved in the electronic world and should not waste limited resources such as time, money and labor. Therefore, the selection of the entry channel in e-commerce of a SME which is in book and stationery retailing sector, has been decided using by AHP and TOPSIS methods.
Keywords: AHP, e-commerce, TOPSIS, SME's[1]. McKnight, D. H., Choudhury, V. & Kacmar, C., Developing and Validating Trust Measures for e-Commerce: An Integrative Typology, Information Systems Research, 13(3), 2002, 334–359.
[2]. Zahedi, F., The Analytic Hierarchy Process — A Survey of the Method and its Applications, Interfaces, 16(4), 1986, 96–108.
[3]. Murat, G. & Çelik, N., Analitik Hiyerarşi Süreci Yöntemi ile Otel İşletmelerinde Hizmet Kalitesini Değerlendirme: Bartın Örneği, ZKÜ Sosyal Bilimler Dergisi, 3(6), 2007, 1–20.
[4]. Dündar, S. & Ecer, F., Ögrencilerin GSM Operatörü Tercihinin Analitik Hiyerarsi Süreci Yöntemiyle Belirlenmesi", Yönetim ve Ekonomi, 15(1), 2008, 195–205.
[5]. Saaty, T. L., How to Make a Decision: The Analytic Hierarchy Process, Interfaces, 24(6), 1994, 19–43.
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Paper Type | : | Research Paper |
Title | : | Perspectives on Traditional Marketing and Contemporary Marketing |
Country | : | Nigeria |
Authors | : | AmbakederemoBomiegha&Kalu || Sylva Ezema |
: | 10.9790/487X-2001023436 |
Abstract: This paper seeks to identify traditional marketing and its tenents as opposed contemporary marketing. While traditional marketing focuses on the company's needs, contemporary marketing focuses on what the target market desires rather than what the company wants them to have. Contemporary marketing also emphasizes on building trust. The marketing concept is a contemporary marketing essence which has encouraged the creation of value for customers, increased firms turnover and fostered economic growth in functional economies. In corollary with previous researches, product quality, service speed and waiter courtesy would have a direct relationship with firm turnover. Recommendations include training of marketing personnel, a holistic marketing plan with effective implementation strategy and the development of appropriate distribution channels as well as to provide efficient service infrastructure..
Keywords:Traditional Marketing, Contemporary Marketing, Customer needs, Target markets.[1]. Hanieh M, Ehsan J, Mohammadreza A, Mehrdad S, Mojtaba S, (2012) "Differences of Traditional Marketing in Opposition to Electronic Marketng. IPEDR Vol.29.
[2]. AdegboyegaEyitayoOguntade (2013) "Why markets matter".
[3]. Ehinmowo, A. A. I. and Ibitoye, A. O. (2010) Periodic market, a common market feature in Akoko South West. Journal of Geography and Regional Planning Vol. 3 (12), pp 361-364.
[4]. Li Zhen (2007). The marketing strategy of the Rural Market in the information age. Journal of management science and engineering, vol. 1 No. 2.
[5]. Salehi, M. (2012) Dissimilarity of E-marketing vs traditional marketing. International journal of Academic Research in Business and social sciences 2(1)..
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Paper Type | : | Research Paper |
Title | : | Measuring Financial Inclusion in Jammu & Kashmir State: An Empirical Study |
Country | : | India |
Authors | : | Dr. Parneet Kaur || Varun Abrol |
: | 10.9790/487X-2001023744 |
Abstract: Finance is important for mobilising any economy. Governments across the world strive to provide access to finance to the commons. In India Financial Inclusion has become a key term lately and a plethora of initiatives like No Frill accounts, Overdraft limit, Kisaan Credit card, appointing Business Correspondents, Direct Benefit Transfer etc have been taken to include the poor under the umbrella of mainstream development by providing access to finance. Measuring the impact to these services is also important to know how initiatives under financial inclusion are helping the people and to understand the outreach and impact of these initiatives. Researchers across the world have developed many indexes to measure financial inclusion. These indexes mainly focus on factors like access to financial services.................
Keywords: Financial Inclusion; Financial Inclusion Index; Business Correspondents[1]. Reserve Bank of India, (January 2014), "Report of the Technical Committee on Mobile Banking",RBI, Available at: http://rbidocs.rbi.org.in/rdocs/PublicationReport/Pdfs/TMB070214BF.pdf (accessed on 12 December 2014)
[2]. Rangarajan, C. (2008), "Report of the Committee on Financial Inclusion", Reserve Bank of India
[3]. http://www.jkslbc.com/slbcMeeting104.php
[4]. Honohan, P., 2004a. Financial development, growth and poverty: how close are the links? In: Goodhart, C. (Ed.), Financial Development and Economic Growth: Explaining the Links. Palgrave, London.
[5]. Honohan, P., 2004b. Data on microfinance and access: thinking about what is available and what is needed. Unpublished working paper. The World Bank.
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Abstract: The purpose of this study is to examine the relationship between service quality to satisfaction and trust, also to examine influence of reciprocal between satisfaction and trust. The uniqueness of this study is to test the quality of service to trust for the service sector. No previous research has been found that examines the direct effect of service quality and trust, particularly in the goods care services sector. Research location at Adisutjipto Airport Yogyakarta. Research respondents are passengers of Garuda Indonesia Airlines who utilize luggage storage services handled by a lost and fund unit is 99 respondents as research sample. Questionnaire as a tool to collect primary data. The research design is quantitative with regression techniques to test the modeling. The results indicate that service quality is stronger leads to trust than satisfaction for service users. There is a reciprocal influence between satisfaction and trust. The key finding of this study is the guarantee of passenger luggage for no damage and loss of positive impact on passenger trust.
Keywords: Service quality, passenger satisfaction, passenger trust[1]. Ba, S. and Pavlou, P.A. 2002. Evidence of the effect of trust building technology in electronic markets: Price premiums and buyer behavior. MIS Quarterly, Vol. 26, No. 3
[2]. Barnes, James G., 2003. Secrets Of Customer Relationship Management, ANDI, Yogyakarta.
[3]. Bigne, Enrique and Blesa, Andreu. 2003. Market orientation, trust, and satisfaction in a dyadic relationship: a manufacturer-retailer analysis, International Journal of Retail & Distribution Management.Vol. 31 No 11. pp. 574-590.
[4]. Chow, Clement Kong Wing. 2013. Customer satisfaction and service quality in the Chinese airline industry, Journal of Air Transport Management. pp 102-107
[5]. Crosby, L.A., and Evans, K.R., Cowles, D. 1990, Relationship quality in service selling: an interpersonal influence perspective, Journal of Marketing. Vol. 54, pp. 68-81
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Abstract: The high mortality of business enterprises has been a frequent development particularly following major economic events such as the 2008 global financial crisis. Various enterprises like Enron, Lehman Brothers, Arthur Anderson and many more alike were functioning enterprises until their sudden fold-up which left the business world surprised. Many companies since than are currently planning, and strategizing towards survival and finally longevity of their corporations. However, very few firms have succeeded to survive for at least a century and remain important in the present market. Business firms such as Nokia, Samsung and IBM etc have survived the ever changing business environment in their industries and also diversified so as not to become outdated or collapsed. So many factors may be linked to the success of these business firms in achieving their longevity and remain some of the top business firms globally. Thus, this study focuses on producing a framework which shows the main factors that are vital for any business firms to survive for lengthy duration.
[1]. Alayo, M., Iturralde, T., Maseda, A., &Arzubiaga, U. (2016). Critical Factors for Successful Succession of Family Firms. European Journal of Economics, Finance and Administrative Sciences, (85).
[2]. Baert, C., Meuleman, M., Debruyne, M., & Wright, M. (2016). Portfolio entrepreneurship and resource orchestration. Strategic Entrepreneurship Journal, 10(4), 346-370.
[3]. Balcaen, S., &Ooghe, H. (2006). 35 years of studies on business failure: an overview of the classic statistical methodologies and their related problems. The British Accounting Review, 38(1), 63-93.
[4]. Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge.
[5]. Bollinger, A. S., & Smith, R. D. (2001). Managing organizational knowledge as a strategic asset. Journal of knowledge management, 5(1), 8-18.
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Abstract: Organizations are always in pursuit of finding ways to enhance their performance. One of the ways is to enhance employee performance by incorporating job characteristics that contribute to employee motivation, satisfaction and commitment of the employees. The job characteristics necessary for better performance of employees are skill variety, task identity, task significance, autonomy and feedback. The purpose of this study was to determine the effect of job characteristics on the performance of employees among Private Equity Firms in Nairobi City County in Kenya. The specific objectives of the study were to determine the effect of skill variety, task identity, task significance, autonomy and feedback on the employee performance among private equity firms in Nairobi City County in Kenya. The theories used in the study were the Job Characteristics model, Herzberg's two-factor theory and the Demand control model. The study adopted a descriptive research design and involved a census.........
Keywords: Autonomy, Employee Performance, Feedback, Skill Variety, Task Identity, Task Significance[1]. Adebayo, S.O. & Ezeanya, I.D. (2011).Effects of job autonomy, task identity and profession among health workers in Jos, Nigeria. European Journal of social sciences, 14(1) pp.116-124.
[2]. Al-Ahmadi, H. (2009). "Factors Affecting Performance of Hospital Nurses in Riyadh Region, Saudi Arabia‟, International Journal of Health Care Quality Assurance, 1(22) pp.40-54.
[3]. Aldrich, H. E., & Martinez, M. A. (2001). Many are called, but few are chosen: Perspective for the study of entrepreneurship. Entrepreneurship Theory and Practice, 25, 41-56.
[4]. Anseel, F., & Lievens, F. (2007). The Long-Term Impact of the Feedback Environment on Job Satisfaction: Applied Psychology: An International Review.
[5]. Armstrong M. (2006). Human Resource Management Practice (10th Edition), Kogan Page Limited, United Kingdom
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Paper Type | : | Research Paper |
Title | : | Time to Value: Harnessing Human Capital in Digital Age |
Country | : | |
Authors | : | Dr Zeenat Alam |
: | 10.9790/487X-2001027175 |
Abstract: Since last three decades there has been change in the valuation pattern for the companies'.In 1980 the stock market valuation of the company would show the95% of the assets valuation by liquidation of the company coming from hard assets –machinery, property etc , and remaining 5% from the non-tangible assets. In 2010 [Fig 1.1] we saw different trend 60% of the company value was from its intellectual capital,however 40% from its hard assets. This trend has changed in 2017 with 80% of company value on –Intellectual Capital, Customer Capital –Relations and Data, and Human Capital, the changes are facilitated by Artificialintelligence, Business intelligence,andcognitivetechnology.
Keywords: Autonomy, Employee Performance, Feedback, Skill Variety, Task Identity, Task Significance.[1]. Harnessing Power of Human Capital by Dr M.Blumberg
[2]. Human Capital –Wikipedia
[3]. 3.Awaken the Giant within by Tony Robbins
[4]. Workforce Development by Harris, Roger McLeod
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Abstract: The purpose of this study was to empirically examine the influence of credit risk on financial performance of deposit taking savings and credit co-operatives in Kenya. The econometrics methods used in the study involves assessing the influence of the selected independent variables; Loan Delinquency and Loan Loss Provisions on financial performance of DT Saccos in Kenya. The target population for this study was 164 deposit taking Sacco societies licensed to undertake deposit-taking Sacco business in Kenya for the financial year ending December 2016. The study adopted census and considered all the DT Saccos for study. Secondary data was collected from 135 deposit taking Sacco's audited financial statement which represented 82.32% success rate. Data was analyzed using both descriptive and inferential statistics. The result indicates credit risk has a negative and significant influence.........
Keywords: Kenya, Deposit Taking Saccos, Credit Risk, Financial Performance[1]. Afriyie, H. O., & Akotey, J. O. (2013).Credit Risk Management and Profitability of selected Rural Banks in Ghana.Journal of Risk Management, 1-18.
[2]. Baltagi, B. H. (2005). Econometric Analysis of Panel Data.John Wiley.
[3]. Breeden, D. & S. Viswanathan, (1998), "Why Do Firms Hedge? An Asymmetric Information Model," Working Paper, Fuqua School of Business, Duke University.
[4]. DeMarzo, P.M. & D. Duffie, (1991), "Corporate Financial Hedging with Proprietary Information," Journal of Economic Theory (April), 261-286. 27
[5]. DeMarzo, P.M. &Duffie,D. (1995), "Corporate Incentives for Hedging and Hedge Accounting," Review of Financial Studies (Fall), 743-771.