IOSR-JBM   Volume-4 ~ Issue-2 ~ Sep-Oct-2012

Paper Type	:	Research Paper
Title	:	The Effect of Marketing Mix and Customer Perception on Brand Loyalty
Country	:	Malaysia
Authors	:	Anantha Raj A. Arokiasamy
	:	10.9790/487X-0420111

Abstract:The Malaysian hypermarkets have steadily increased over the past decades with brand loyalty emerging as a frontrunner in the retail industry. There have been copious studies related to the effects of marketing mix towards brand equity instead of brand loyalty. It is the intention of the researcher to identify the effects of marketing mix on brand loyalty in the Malaysian hypermarkets sector. The researcher will adopt the study conducted by [37] in relation to its five independent variables (5 IVs) which are price, store image advertising spending, distribution intensity and price promotion as examining the relationship between 5 IVs and Malaysian hypermarkets' brand loyalty. A total of 300 questionnaire surveys have been distributed to customers at 3 hypermarkets around Klang Valley in Malaysia. Lastly, the researcher uses a descriptive and explanatory study by means of descriptive and inferential analysis. In conclusion, price, store image, distribution intensity and price promotion are found to exert a significant positive influence towards Malaysian hypermarkets' brand loyalty.
Keywords: Marketing Mix, Malaysian Hypermarkets, Brand Loyalty.

[1] Chang, C. H., & Tu, C. Y. (2005). Exploring store image, customer satisfaction and customerloyalty relationships: Evidence fr om
Taiwanese hypermarkets. Journal of the American Academy of Business, 7(2), 197-202.
[2] Huddleston, P., Whipple, J., & VanAuken, A. (2004). Food store loyalty: Application of a consumer loyalty framework. Journal
of Targeting, Measurement and Analysis for Marketing, 12(3), 213-230.
[3] Yoo, B., H., Donthu, N., & Lee, S. H. (2000). An examination of selected marketing mix elements and brand equity. Journal of the
Academy of Marketing Science, 28(2), 195-211.
[4] Preliminary count report, population and housing census, Malaysia, 2010 (n.d.). Retrieved June 5, 2012, from
http://www.statistics.gov.my/portal/index.php?option=com_content&view=artic le&id=350%.
[5] Pappu, R., & Quester, P. (2006). A consumer-based method for retailer equity measurement: Results of an empirical study.
Journal of Retailing and Consumer Services, 13(5), 317-329.
[6] Rajh, E. (2005). The effects of marketing mix elements on brand equity. Privredna kretanja i eknomska politika (Economic Trends
and Economic Policy), 102, 30- 59.
[7] Yang, H. E., & Liao, C. C. (2004). A study on the relationships among marketing mix elements,brand equity,and customer lifetime
value. Unpublished Manuscript, Tatung University.
[8] Oliver, R. & Rust, R. (1997). Customer delight: Foundations, findings, and managerial insight.Journal of Retailing, 73(3), 311-
337.
[9] Aaker, D. A. (1996). Measuring brand equity across products and markets. California Management Review, 38(3), 102-121.
[10] Reichheld, F. F. (1993). "Loyalty-based management", Harvard Business Review, Vol. 71, Iss. 2,pp. 64–72.

Paper Type	:	Research Paper
Title	:	Improving employee performance using Innovative L&D Interventions
Country	:	India
Authors	:	Sangeeth Ibrahim
	:	10.9790/487X-0421217

Abstract:This study aims to present innovative practices in Learning and development which can help to improve employee performance in organizations leading to enhanced employee commitment and retention. As we all know, retention of valuable employees is a global challenge today. Organizations are constantly dueling with the task of retaining employees, and substantial evidence suggest that retention of skilled employees has become a serious concern to managers as they face ever increasing high rate of employee turnover (Arthur, 1994; Budhwar & Mellahi, 2007). Scholars have clearly established the direct linkage between job satisfaction and organizational commitment on employee retention. (Budhwar & Mellahi, 2007, Dole & Schroeder, 2001). Various studies have proved that among other factors training and development opportunities can significantly enhance the organizational commitment and satisfaction of employees (Meyer & Smith, 2000). It has been clearly found that if employees are given training and development opportunities, they will be more likely to remain in the environment. (Huselid, 1995).
Keywords- Employee Retention, Performance Management, Learning and Development Interventions, Competencies, Employee Commitment

Articles, Proceedings and Books
[1] Arthur, J. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management
Journal, 37(3), 670-687.
[2] Budhwar, P., & Mellahi, K. (2006). Managing human resources in the Middle East. Oxon: Psychology Press.
[3] Dole, C., & Schroeder, R. (2001). The impact of various factors on the personality, job satisfaction and turnover intentions of
professional accountants. Managerial Auditing Journal, 16(4), 234-245.
[4] Meyer, J., & Smith, C. (2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of
Administrative Sciences, 17(4), 319-331.
[5] Huselid, M. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial
performance. Academy of Management Journal, 38(3), 635-672.
[6] Lisa Holden Rovers, CHRP , e-Source for the Human Resources Institute of Alberta , May 2007
[7] Susan M Heathfield , http://humanresources.about.com , 2007
[8] Karen Shelton , "THE EFFECTS OF EMPLOYEE DEVELOPMENT PROGRAMS ON JOB SATISFACTION AND EMPLOYEE RETENTION" , University of Wisconsin-Stout, May 2001

Paper Type	:	Research Paper
Title	:	Micro finance: Emerging Challenges And Opening Vistas
Country	:	India
Authors	:	Dr. Anupama Sharma, Ms. Sumita Kukreja, Dr.Anjana Sharma
	:	10.9790/487X-0421826

This research aims at highlighting the various types of financial need of the rural poor people living below the poverty line and the sources available to meet their diverse financial need. This is the right time to investigate the achievements of various schemes under Micro finance. According to an estimate globally 1.2 billion people live in extreme poverty (defined as subsisting on less than one dollar a day) of which 44% are in South Asia, 75% live in rural areas in India. It has been observed that in India poverty is basically rural in character. More than 22% of Indian population lives below the poverty line even today. After nationalization, though the government initiated various development programmes in context to eradication of vicious circle of poverty (especially in rural area) but still the programmes have not gained the desired momentum. In the new development initiative the concept of micro finance has emerged as a solution to correct the imbalances of< poverty. Micro finance is such a tool, which directly hits the poverty by helping poor or enabling them not only to survive but also to improve their standard of living. In this Present paper an attempt has been made to highlight the hurdles faced by the rural poor while dealings with banks, impact of various poverty alleviation< programmes initiated by banks, NGOs, government , other institutes and challenges ahead.
Key Words: Micro-Finance, Self- Help Groups, Social- Transformation, Marginal and Small-Farmers, NABARD The overwhelming majority of poor people in India are concentrated in rural area of the estimated 260 million Indians(or 26% of the population who live in poverty, some 193 million(or 74%) live in rural areas[Planning< commission of India's definition of poverty].

[1] Asokan R, Loganathan P, (2006) "Inter Reginal Development of Self Help Groups in India", Kurukshetra (A Journal on Rural
Development), Vol. 54, No.11, pp 9-12.
[2] Armendariz Beatriz and Morduch Jonathan, (2007) "The Economics of Microfinance", Massachusetts Institute of Technology,
U.S.A Press.
[3] Basu Priya and Srivastava Pradeep, (2005) "Scaling –up Microfinance for India's Rural Poor", World Bank Policy Research
Working Paper 3646.
[4] Basu S.C., (2006) "Micro-credit: Towards a Trickle up Approach", The Indian Banker, Vol. I, No. 2, pp 3-6.
[5] Asokan R, Loganathan P, (2006) "Inter Reginal Development of Self Help Groups in India", Kurukshetra (A Journal on Rural
Development), Vol. 54, No.11, pp 9-12.
[6] Armendariz Beatriz and Morduch Jonathan, (2007) "The Economics of Microfinance", Massachusetts Institute of Technology,
U.S.A Press.
[7] Basu Priya and Srivastava Pradeep, (2005) "Scaling –up Microfinance for India's Rural Poor", World Bank Policy Research
Working Paper 3646.
[8] Basu S.C., (2006) "Micro-credit: Towards a Trickle up Approach", The Indian Banker, Vol. I, No. 2, pp 3-6.
[9] Report of NABARD 2009-2010.
[10] Meenakshi B S, (2007) "Microcredit to Nobel", Yojana, pp 63-64.

Paper Type	:	Research Paper
Title	:	Individualize, Ignite, and Inspire (I-I-I-Model) The Way To Achieve Organizational Excellence……
Country	:	India
Authors	:	M. Madhusudhana Rao, Dr. Sukumar Puhan
	:	10.9790/487X-0422732

Abstract:Organizational Excellence is an aspect , which cannot be measured by tangible numbers in any Organization. All that gets measured is the efficiency and effectiveness of the various activities that the Organizations execute & perform day-in and day-out. But truth lies in the fact that measurement systems can bring the Business results and make organization as the leader in the respective industry. An Excellent Organization has to strive beyond the Business Excellence. All the very exciting components called Best place to work, Place of positive social change and uplifting the human spirit and the influence all these elements should be felt for many generations. Organizational Excellence is continuous improvement journey .A comprehensive and effective way for the< organizations to excel beyond Business, Business for life time is to Individualize, Inspire and Ignite –The I-I-Imodel of Organizational Excellence!
Keywords: Organizational Excellence, Business, Individualize, Inspire and Ignite

1] Drucker, P. F., "Management: Tasks, Responsibilities, Practices". New York: Harper & Row, 1973.
[2] Nadler, D.A., Gerstein, M.S., Shaw, R.B, "Organizational Architecture: Designs for Changing Organizations". San Francisco:
Jossey-Bass, 1992.
[3] Page, D. (2000, July). Finding meaning through servant leadership in the workplace. Paper presented at the International
Conference on Searching for Meaning in the New Millennium, Vancouver, BC, Canada.
[4] Page, D., & Wong, P. T. P. (2000). A conceptual framework for measuring servant leadership.
[5] Gardner, H., Csikszentmihalyi, M., & Damon, W. (2001). Good work: When excellence and ethics meet. New York, NY: Basic
Books.
[6] Wong, P. T. P. (2002a). Creating a positive, meaningful work climate: A new challenge for management and leadership.
[7] Liker, J. K. (2004). The Toyota Way. New York, NY: McGraw-Hill.
[8] Crabtree, S. (2004a). The power of positive management (part 1). Gallup Management Journal.
(http://gmj.gallup.com/content/default.asp?ci=13894)
[9] Crabtree, S. (2004b). The power of positive management (part 2). Gallup Management
Journal. (http://gmj.gallup.com/content/default.asp?ci=14206)
[10] Wong, P. T. P. (2004). The paradox of servant leadership. Leadership Link, Spring, 2004, 3-5. Ohio State University, Leadership
Research Center.

Paper Type	:	Research Paper
Title	:	The effectiveness of new Technology Planning and its Implementation in Central Coalfields Ltd. A Case Study.
Country	:	India
Authors	:	Anand Pd. Sinha, Dr. P. C. Jha
	:	10.9790/487X-0423340

Abstract:With the rising complexity and globalization phenomenon, technology has gained overriding objective in the fast changing competitive environment. In the contemporary business environment latest technology is imperative for maintaining quality standards in order to remain in the business. There are two aspect of technology. The first one is the selection of appropriate & suitable technology and the second aspect is the effective management of the new technology. Today simply taking up of new technologies is not difficult task due to innumerable alternatives available both indigenously as well as internationally. However the second aspect needs to be focused to understand the effective management of technology to capitalize it to the maximum. At the outset the paper attempts to focus on the coal mining industries a vital sector of Indian economy. Energy security is the prime concern of Indian economy which is distressing Indian industries a lot. Indian Coal mining is still far behind in global standards inspite of implementation and use of best technologies. The problem lies in the implementation & its effective management. The way in which internal planning and implementation processes are managed could greatly influence the outcome of new technology. Technology implementation and planning refers to extent how the organization has strategically designed the deployment of new technology(s) prior to its implementation. The processes incorporated within this design influence the overall effectiveness of technology deployment and utilization. This study explores the strategies and methods adopted in a Coal mining industry for effective management of new technology and its implementation. For this purpose one of the public sector organization namely Central Coalfields limited, located at Ranchi, Jharkhand is being selected. The study pertains to find out the reasons for low productivity of coal in seven sites of CCL, These are Piparwar OC, Ashoka OC, KDH OC, Rajrappa OC, Urimari OC, Amlo OC, Jharkhand OC.(OCOpen Cast Mines.)
Key words: Technology Management, Opencast Coal Mining in Central Coalfields Ltd. Effective management
of new technology and its implementation.

[1] Annual Plan of Central Coalfields Ltd.2009-2010
[2] Aragyaswamy. Kamala and Yasai-Ardekani. Masoud(1997) "Organizational Turnaround: Understanding the Role of Cutbacks,
Efficiency, Improvements and Investment in technology"-IEEE Transactions on Engineering Management.Vol.44, No.1, Feb-
1997.
[3] Betz,Fredrick,1987, Managing Technology, Prentice Hall, Englewood Cliffs, New Jersey,P.27
[4] Christina Beach, Thielst, .(July 2007). Effective management of technology implementation.
[5] Collier, D. (1985). Linking business and technology to market. Harvard Business Review. March-April 1981. Vol 59, No. 2.
[6] Chatterjee. A.K(2001) " A Case Study of Technology Acquisition and Some Thoughts on Technology Evaluation" - Proceedings
of the 2001 National Seminar on Technology Management, Indian National Academy of Engineering.
[7] Friedman, T. L. 2005 Effective management of technology implementation.
[8] Ghatak.S(1990) "A study of Mine management legislation and general safety." Coalfields Publishers, Asansol.
[9] Joshi(2001).B, "Management of Technological Change in the Public Sector Enterprises in India"- Management of Technological
Change, Allied Publishers Limited, India.
[10] Machado. F.M(2001), "Aspects of Technology Management at the Industrial Enterprise Level " - Strengthening Technological
Capability, Gyan Publishing House, New Delhi.

Paper Type	:	Research Paper
Title	:	An Empirical Approach to Deposit Mobilization of Commercial Banks in Tamilnadu
Country	:	India
Authors	:	S. Venkatesan
	:	10.9790/487X-0424145

Abstract:Deposit mobilization is an integral part of banking activity. Mobilization of savings through intensive deposit collection has been regarded as the major task of banking in India today. Acceptance of deposits is the primary function of commercial banks. As such, deposit mobilization is one of the basic innovations in current Indian banking activity. Hence, in this paper, an attempt is made to empirically evaluate the trend and growth in deposit mobilization of scheduled commercial banks in Tamil Nadu during the period from 1999-2000 to 2008-2009. Three different types of deposits, namely current deposit, savings deposit and term deposit is considered for the study. The total number of deposits accounts and total amount of deposits mobilized during the years from 1999-2000 to 2008-2009 in all scheduled commercial banks in Tamil Nadu is gathered from RBI bulletin. The collected time series data are subjected descriptive statistics. The Compound Growth Rate (CGR) and Linear Growth Rate (LGR) are calculated using simple regression analysis. From the results of the analysis, it is found that there has been a remarkable growth in mobilization of all kinds of deposits in scheduled commercial banks in Tamil Nadu on the whole.
Key Words: Compound Growth Rate (CAGR), Linear Growth Rate (LGR), Simple Regression

[1] Angadi, V.B., Some Issues relating to Productivity of Indian Scheduled Commercial Banks, The Journal of the Indian Institute of
Bankers (JIIB), Vol. 58, No. 4, October – December 1987.
[2] Asian Development Bank (1995, 1997, 1998) Manila.
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April 1977.
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[6] Datta, Bhabotosh , The Banking Structure, A Reapprisal, EPW, 22 May 1976.
[7] Datta, Bhabotosh , Planning for Rural Banks,EPW, 27 August 1977.
[8] Jha, N.K., Bank Finance and Green Revolution, E.T., 18 March 1988.

Paper Type	:	Research Paper
Title	:	Role of Venture Capital in Indian Economy
Country	:	India
Authors	:	Mrs. M Haritha, Mr. Ravi V, Mr. Maruthi Reddy
	:	10.9790/487X-0424670

Abstract:The Venture capital is the life blood of new industry in the financial market today. Venture capital is the money provided by professionals who invest alongside management in young, rapidly growing companies that have the potential to develop into significant economic contributors. Venture capital is an important source of equity for start-up companies. Venture capital can be visualized as "your ideas and our money" concept of developing business. The venture capital industry in India has really taken off in. Venture capitalists not only provide monetary resources but also help the entrepreneur with guidance in formalizing his ideas into a viable business venture. In order to promote innovation, enterprise and conversion of scientific technology and knowledge based ideas into commercial production, it is very important to promote venture capital activity in India. India's success story in the area of information technology has shown that there is a tremendous potential for growth of knowledge based industries. The recent economic slowdown of IT Sector is provided a chance to Venture capitalist to consider investment opportunities in other sectors such as Manufacturing and Service Industry which will be necessary to have overall economic development and to reduce the economic dependency on a single sector. The current paper will concentrate on the different opportunities in Non-IT Sector as well the investment opportunities available for Venture capitalist which ensures better perspective for Indian economy.
Key Words: Life Blood, Economic Contributor, Entrepreneur, Business Venture, Information Technology

[1] "Private Company Knowledge Bank".
[2] Venture Impact (5 ed.). IHS Global Insight. 2009. p. 2. ISBN 0-9785015-7-8.
[3] "Venture Capital And Private Equity in India".
[4] "Venture Capital:An Impetus to Indian Economy".
[5] Chesbrough, Henry. Making Sense of Corporate Venture Capital. Harvard Business Review, 2002.
[6] Chesbrough, Making Sense of Corporate Venture Capital
[7] Dossani (1999). ‗Accessing venture capital in India.'
[8] Gupta A and Sapienza H. ‗Determinants of venture capital firm's preference.'
[9] Ramesh S and Gupta A. ‗Venture capital and Indian financial sector.'
[10] A Report on Venture Capital by K B Chandrasekhar Committee