Idealogue%40SIT_2k12

Peter F. Drucker Memorial 4th
National Seminar organized by Dept of Business Administration, Siliguri Institute of Technology,
Siliguri, West Bengal on 5th
& 6th
October 2012 In Association with West Bengal University of Technology
Sub Theme: Marketing
ISBN No. 978-81-924140-3-4 Dr Mahalaxmi Krishnan1*
, Prof V S Pande** & Dr Mayuresh Mule***
1
Peter F. Drucker Memorial
4th
National Seminar
On
“Opportunities & Challenges of Contemporary
&
Innovative Management Practices”
5th
& 6th
October, 2012
Idealogue@SIT 2k12
ISBN NO. 978-81-924140-3-4
Organized by
Department of Business Administration
SILIGURI INSTITUTE OF TECHNOLOGY
In Association with
School of Management & Sciences
WEST BENGAL UNIVERSITY OF TECHNOLOGY

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ISBN No. 978-81-924140-3-4 Dr Mahalaxmi Krishnan1*, Prof V S Pande**
& Dr Mayuresh Mule***
2
Published by :
Department of Business Administration,Siliguri Institute of Technology, In Association With School Of
Management & Sciences, West Bengal University of Technology
Compiled & prepared by:
SPS Education India Pvt.Ltd.
ISBN:-978-81-924140-3-4
Published on: 5th
& 6th
October, 2012
Prepared by:
SPS Education India Pvt.Ltd.
A-17, Malancha Post Office, Rajbari, Kolkata-700 081.
Phone: (033)6459 8232
Email: sales.support@spseducation.com
Website: www.spseducation.com
Owned & distributed:
Siliguri Institute of Technology
Department of Business Administration
This work entitled, “Idealogue@SIT 2k12”””” is subject to copyright. All rights are reserved, whether the whole or part of the
material is concerned, specially the rights of translation, reprinting, reuse of illustrations, recitations, broadcasting, reproduction
on microfilm, e-book versions or in any other way, and storage in databanks. Duplication of this publication or parts thereof is
permitted only under the provisions of the Indian Copyright Act, 1957(as amended till recently), in this current version, and
permission for use must always be Obtained from Department of Business Administration, Siliguri Institute of Technology.
Violations are liable to prosecution under the Indian Copyright Act and Law, therein.
© Department of Business Administration,Siliguri Institute of Technology
The use to general descriptive names, registered names, trademarks, etc, in this publication does not imply, even in the absence
of statement, that such names are exempt from the relevant protective laws and regulations and therefore, free for general use.
Their mentions in the texts of the book are not intended to infringe any copyright or trade mark violations.

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Techno India Group
Techno India Group established in 1985 for the exclusive purpose of delivering quality education in Management,
Science and Engineering in West Bengal, India. Today Techno India is the recognized leader among private education
groups in India and abroad for its academic excellence and vast multitude of course offerings. Techno India has also
entered into the arena of school level education with a motive to offer “Playgroup to PhD” education to the students. It
has been successful in creating a positive learning experience by investing in superb infrastructural facilities, state of
the art technologies, highly endowed library facilities and 360 degree approach in teaching pedagogy.
Located at the foothills of the Himalayas and adjacent to lush green tea garden Siliguri Institute of Technology
(SIT), is one of the premier institutions in Eastern India. It was established in 1999 by Techno India Group with a
mission to explore the knowledge of science, technology and management for the socio economic development of
northern part of West Bengal. It offers AICTE approved MBA, MCA, and B.Tech in ECE, EE, CSE, IT, EIE, Civil &
HMCT courses under West Bengal University of Technology.
Department of Business Administration (Techno India Group B-School, SIT Campus)
Department of Business Administration, Siliguri Institute of Technology, is one of the fastest growing Business
Schools in West Bengal. SIT is being developed as a centre for excellence, imparting quality education and generating
competent, skilled resources to face the scientific, technological, managerial and social challenges in the fast-evolving
global scenario, with a high degree of credibility, integrity, being technologically savvy and processing cross-cultural
sensitivity. The Business Administration programmes are specifically designed to prepare future managers to face the
most difficult issues across a multi-disciplinary work environment with ease.
Our Rich Tribute to “Father of Modern Management”, Peter Ferdinand Drucker
Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was an influential writer, management
consultant, and self-described “social ecologist.” He is one of the best-known and most widely influential thinkers and
writers on the subject of management theory and practice. His writings have predicted many of the major
developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic
world power; the decisive importance of marketing; and the emergence of the information society with its necessity of
lifelong learning. 4th National Seminar of Department of Business Administration, Siliguri Institute of Technology
will be a tribute to his great memories and his valuable contribution for the cause of management education.
The Seminar Theme: “Opportunities & Challenges of Contemporary & Innovative Management Practices”
This 4th National Seminar of Department of Business Administration, Siliguri Institute of Technology aims to
capture the innovative ideas and knowledge, both theoretical and empirical, which will assist in guiding organizations
to manage business under different environmental conditions. With competition taking new moves almost every day,
corporate house need to focus on enhancement of competence in every sphere of functional areas whether it is in Sales

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& Marketing, Human Resources, or Finance and resolve all the issues concerned with management of all the
capabilities that an organization may possess. The main objective of the seminar is to provide a forum to discuss
different issues and challenges related to functional areas of management and to provide feasible solutions to resolve
problems.
Sub-themes: (a) Marketing (b) Financial Management & Economics
(c) Human Resource (d) General Management
Chief Patrons:
• Mr. G. Roy Chowdhury, Chairman, Techno India Group
• Mr. S. Roy Chowdhury, Managing Director, Techno India Group
• Mr. T. K. Ghosh, Executive Director, Techno India Group
Seminar Advisor:
Dr. Gautam Das
Principal, Siliguri Institute of Technology
Seminar Director:
Shuvendu Dey
Head, Department of Business Administration.. Siliguri Institute of Technology
National Advisory Committee:
• Prof (Dr) Amitava Sarkar. Former Director, School of Management & Science. WBUT Kolkata
• Prof (Dr) Subhabrata Das , IIM ( Bangalore)
• Mr. Dipak Kr Das, Chief, Corporate Relations. IIM Shillong
• Dr. D. P. Uniyal, Associate Professor, O.P. Jindal University. Haryana
• Prof (Dr) D. Bhattacharjee, Associate Professor University of North Bengal. Dt. Darjeeling.W.B.
• Prof. P. K. Jain, Director, Faculty of Management Studies, M.L.Sukharia University, Udaipur,
• Dr. M. R. Pattabhiram, Director. Ramaiah Institute of Management Studies, Bangalore
• Prof. Dipti Prakash Pal, Emeritus Professor. Dept of Economics. University of Kalyani. W.B.
• Prof (Dr) Sudipti Banerjee. Department of Commerce. University of Calcutta.
• Dr.Tanmay Dasgupta. Associate Professor & Deputy Chief Coordinator. IIPC, Burdwan University. W.B.
• Dr. T. K. Chatterjee, Former Register, University of North Bengal.

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Editorial Board
Senior Editors
Dr. D. Bhattacharya, Department of Commerce, University of North Bengal, India
Dr. S.N. Dhar, Department of Commerce, University of North Bengal, India
Associate Editor
Shuvendu Dey, Head, Department of Business Administration, Siliguri Institute of Technology (SIT), Siliguri India
Jt. Editors
Arunava Bhattacharya, Assistant Professor, Department of Business Administration, SIT, Siliguri, India
Shomnath Dutta, Assistant Professor, Department of Business Administration, SIT, Siliguri, India
Debayan Nandi, Assistant Professor, Department of Business Administration, SIT, Siliguri, India
Subrata Ghosh, Assistant Professor, Department of Business Administration, SIT, Siliguri, India
Arup Kr. Bose, Assistant Professor, Department of Business Administration, SIT, Siliguri, India
Amrita Banerjee, Assistant Professor, Department of Business Administration, SIT, Siliguri, India
Santana Guha, Assistant Professor, Department of Business Administration, SIT, Siliguri, India
Yasmin Nehar, Assistant Professor, Department of Business Administration, SIT, Siliguri, India
Debarati Deb, Assistant Professor, Department of Business Administration, SIT, Siliguri, India
Convener-Publication
Dipak Saha, Assistant Professor, Department of Business Administration, Siliguri Institute of Technology (SIT),
Siliguri, India

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CHANDAN SINHA, IAS RAJ BHAVAN
Secretary to the Governor of West Bengal Kolkata – 700 062
Tel. No.: 2200-0707(D)
Fax No. 2200-2444
E.mail: secy-gov-wb@nic.in
No. : Date:
His Excellency Shri M. K. Narayanan, Governor of West Bengal is glad to learn that the Department of
Management, Siliguri Institute of Technology is organizing the Peter F. Drucker Memorial 4th
National
Seminar on 5th
& 6th
October, 2012.
The Governor extends his felicitations and best wishes to all those associated With the organization and
congratulates them on the occasion.
Chandan Sinha
Shri Shuvendu Dey,
Head,
Department of Business Administration,
Siliguri Institute of Technology,
P.O. - Sukna, Siliguri,
Dist- Darjeeling,
PIN-734 009
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TECHNO INDIA GROUP
Message from the Desk of Chairman
It is a pleasure to note that Department of Business Administration, Siliguri Institute of Technology, is organizing
4th National Seminar in memory of Peter. F. Drucker on “Opportunities & Challenges of Contemporary & Innovative
Management Practices” on 5th-6th October 2012.
I am confident that the discussions in this National Seminar will enlighten the entrepreneurs, intrapreneurs ,
academicians and of course the
students.
G. Roy Chowdhury
Chairman
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TECHNO INDIA GROUP
Message
It is indeed a matter of great pleasure to learn that the Department of Business Administration, Siliguri
Institute of Technology, is organizing the Peter. F. Drucker Memorial 4th National seminar on “Opportunities &
Challenges of Contemporary & Innovative Management Practices” on 5th & 6th October, 2012. It is heartening to
note that the event has attracted academics and experts from all over the country and I take this opportunity to
congratulate the department for the effort taken by them to make it a reality.
I am hopeful that the conference would go a long way in broadening the horizons of knowledge on various
issues & the participants would get benefitted out of the deliberations & discussions in the conference. I wish
grand success of the seminar.
Satyam Roy Chowdhury
Managing Director
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Date: 01/10/2012
The Siliguri Institute of Technology is organising a two-day seminar on "Opportunities & Challenges o/
Contemporary & Innovative Management Prai-tices" on 5-6th
, October, 2012.
I am sure that this seminar is vividly going to address upcoming trends in Management under the context of
current changing economy which is extremely important in the today's world of globalization.
I wish them all a grand success

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SMU 5th Mile. Tadong. Ganglok- 737102. Sikkim, India
Sikkim Manipal University • Ph : +91-3592-270703 • Fax + 91-3592-231147
Heanth, Medical and Techioiogicai Sciences E-mail: inloOsmu.edu.in • Web : http://9mu.edu.in
Message from Vice Chancellor, Sikkim Manipal University
In NIC present day the organizations especially the corporalcs exist in "High vclocily environment". It is an
environment 'in which there is rapid and discontinuous change in demand, competitors, technology / regulations". The
globali/ation and technology change are two mutually reinforcing factors thai are playing the focal role for
competitiveness. The product life cycle continues lo shrink and the rate of change of technology is enormous. Under
such turbulent environment, an organization can only survive if it continuously upgrades its technology and business
strategies and uses management techniques which are highly dynamic in nature. Methods which have worked in the
past may not work under present circumstances. Therefore, the need of the hour is that the managers / leaders need to
have mobility of mind, apply innovative practices and Ihink differently. It is essential that the managers architect the
corporates into learning organizations that is flexible, agile and open to change. The learning organization is
characterized by its ability of continual improved performance through new ideas. It is able lo anticipate and find new
and better ways to fulfill its mission. Such organization is built around people through knowledge, knowhow and
ability to innovate.
I congratulate Prof Shuvcndu Pey, MOP Department! of Business Administration. Siliguri Institute of Technology
tor conducting Pcler F Prucker Memorial 4th
National Seminar on "Opportunities & Challenges of Contemporary &
Innovative Management Practices" which is very appropriate topic in the present context as explained above.
I wish the seminar a grand success and am sure that the participants will have rich learning experience through
presentations made by experts and interactive sessions during the seminar.
Bring (Dr) Somnath Mishra
Vice Chancellor, Sikkim Manipal University
“Global Leadership in Human Development; Excellence in Education and Healthcare”
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Message from the Desk of Honourable Vice Chancellor
Dear Mr. Shuvendu Dey,
I would like to thank you for inviting me as a Distinguished Guest at the inaugural program of Peter F
Drucker Memorial 4th National Seminar on “ Opportunities & Challenges of Contemporary and Innovative
Management Practices”.
I wish all the success of the seminar organized by Department of Business Management, Siliguri Institute
of Technology, an important name in our region today.
Regards,
S.G. Tashi
Vice Chancellor. ICFAI UNIVERSITY, SIKKIM
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West Bengal University of Technology
Prof. Shuvendu Dey
HOD
Dept. of Business Administration
April 12,2012
Dear Prof. Dey :
We appreciate your organising a National Conference on "Challenges and opportunities in Contemporary and
Innovative Management Practices" on 5-6 October 2012 at your campus and have since considered your request for an
academic collaboration with the School of Management & Sciences at West Bengal University of Technology.
I have pleasure in informing you that WBUT gives its consent to the collaboration sougfil and wishes great success
for the programme.
With best regards.
Sincerely,
Amitava Sarkar
Director
School of Management & Sciences
West Bengal University of T echno logy
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Message From Principal
It’s a matter of great satisfaction for Siliguri Institute of Technology, that the Department of Business
Administration is organizing “4th National Seminar on Opportunities & Challenges of Contemporary & Innovative
Management Practices “on 5th & 6th October 2012.
This Seminar is providing a national platform for the exchange of information on latest findings, new ideas and
technical expertise among researchers, developers, engineers, students, and practitioners working in India.
I would like to articulate my heartiest congratulations and best wishes to the organizing team. I heartily welcome
the guests, delegates, experts and keynote speakers to the seminar and I wish all of you an enjoyable and fruitful
experience in Siliguri Institute of Technology.
Dr. Gautam Das
Principal
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Message from Seminar Director’s Desk
We have pleasure in announcing that the Peter. F. Drucker Memorial 4th National Seminar titled “Opportunities &
Challenges of Contemporary & Innovative Management Practices” is being organized under the aegis of the
Department of Business Administration, Siliguri Institute of Technology, on 5th & 6th October 2012.
The conference aims to capture the innovative ideas and knowledge, both theoretical and empirical, which will
assist in guiding organizations to manage business under different environmental conditions. With competition taki ng
new moves almost every day, corporate houses need to focus on enhancement of competence in every sphere of
functional areas whether it is in Sales & Marketing, Human Resources, or Finance and resolve all the issues concerned
with management of all the capabilities that an organization may possess. The main objective of the conference is to
provide a forum to discuss different issues and challenges related to functional areas of management and to provide
feasible solutions to resolve problems.
We believe the education and practices of management is extremely relevant and opportune for the emerging
economy of India which faces formidable challenges of poor infrastructure, cultural and regulatory barriers, high
levels of uncertainties, and the sudden proliferation of global market opportunities. Building the core competencies of
management is essential for the Indian economy to achieve the status of the 3rd largest economy in a few decades.
The Conference will bring together academicians, researchers, and business executives to address the challenges
unleashed on the competitiveness of the Indian industry by deregulation and globalization and the resultant
opportunities.
With Warmest Regards,
Shuvendu Dey
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Message from Convener-Publication
Any conference leaves few healthy foods for academic discussion for researcher. I firmly believe that issues
which are going to be addressed at Peter. F. Drucker Memorial 4th National Seminar on “Opportunities &
Challenges of Contemporary & Innovative Management Practices” would be able to bring those into focus.
With this expectation we have taken a positive initiative to publish all accepted papers in the Abstracts book
and conference proceeding named Idealogue@SIT2k12.
DIPAK SAHA
Convener-Publication
Peter. F. Drucker Memorial 4th National Seminar-2012
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Jawaharlal Nehru University
# 206, GAE, New Delhi – 110067
Message
It gives me immense pleasure to know that Department of Business Administration, Siliguri Institute of
Technology is going to organize 4th National Seminar on “Opportunities & Challenges of Contemporary & Innovative
Management Practices” on 5th & 6th Oct’12.
I am sure that this seminar will provide ample scope to showcase the innovative ideas of the academicians and
corporate people in various tracks like Marketing, Human Resource, Financial Management & Economics etc.
I sincerely wish the seminar and the publication a great success and warmly congratulate the organizing committee
for the initiative.
Prof. Dr. M. C. Paul. Ph.D., DHRD
School of Social Sciences-I
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MESSAGE
I am delighted to be a part of Peter. F. Drucker Memorial 4th National Seminar on “Opportunities & Challenges of
Contemporary & Innovative Management Practices” to be organized by Department of Business Administration,
Siliguri Institute of Technology (a constituent institute of Techno India Group). A seminar that has stood true to its
name in all its dimensions and attributes. I compliment the entire team of organizing committee and paper contributors
for living up to the core values of the seminar to be a true mouthpiece of the creative minds.
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MESSAGE
It gives me great pleasure to know that Department of Business Administration, Siliguri Institute of Technology,
which is part of the renowned Techno India Group, and considered to be among premier Management Institutes of
eastern India, is going to organize a National Seminar on “Opportunities & Challenges of Contemporary & Innovative
Management Practices “on 5th/6thOctober 2012. Any conference and certainly this one provides a platform for
exchange of ideas and propagation of research which has immense policy implications and in turn has a feedback onto
teaching and sharpening of learners’ intellect and the virtuous cycle keeps repeating itself. This Conference is indeed a
commendable activity on the part of your institution. I extend my best wishes and hope it will be a great success.
Professor Amitava Sarkar
Indian Statistical Institute, Kolkata
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MESSAGE
I warmly wish a grand success of the Peter. F. Drucker Memorial 4th National Seminar on “Opportunities &
Challenges of Contemporary & Innovative Management Practices” to be organized by Department of Business
Administration, Siliguri Institute of Technology in association with WBUT.
Tapas Ranjan Mallick
Sr. Divisional Manager
Jalpaiguri Division
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Message from Principal,
Siliguri College of Commerce
To,
Mr.Shuvendu Dey
Director, Seminar Committee
Dear Sir,
Siliguri at the foot of the great Himalaya, is assuming greater importance with time progresses. There are many reasons but in
the established thinking, the prime reason of it is the education scenario in Siliguri which is rapidly changing. Moreover,a
tendency is noticed with high frequencies that people who are coming into Siliguri with a temporary settlement, are preferring to
stay in here permanently. It has now almost became a proverb- If any person stands on the soil of Siliguri, she becomes his mother
with all her
warmth.
Education is the primary thing which enlightens any human being. Everything can wait but education can't. The fraternity of
Siliguri Institute of Technology has always been on the benchmark and is trying to reach the optimal point with the understanding
of this philosophy where sky is the only limit. Since 1999, SIT is on the advancing wheel of the onward journey of education. I
am glad to know that you are going to organize 4th
National Seminar in the memory of Peter Ferdinand Drucker, ''Father of
Modern Management'' on the topic of ''Opportunity and the challengers of Contemporary and Innovative Management Practices''.
I hope the discussion will enrich all of us and will contribute a new dimension in the field of management studies.
Thanking you
Yours sincerely ,
Dr. Asim Kumar Mukherjee
Principal,
Siliguri College of Commerce
Siliguri, Darjeeling dist
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The Institute of Cost & Works Accountants of India
Kolkata
Message
It is a matter of great pleasure on my part to learn that the Department of Business Administration of Siliguri
Institute of Technology is going to organize Peter. F. Drucker Memorial 4th National Seminar on “Opportunities &
Challenges of Contemporary & Innovative Management Practices” on 5th-6th October 2012.
I am confident that the seminar discussions and the publication of seminar proceeding will bring opportunities
among the academicians and corporate delegates to present their views in the various fields of Management &
Economics.
Dr. Debaprosanna Nandy
Director – Research & Journal
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Dear Shuvendu,
Thank you for your invitation. I would like to congratulate you and your team from Department of Business
Administration, SIT, for taking the initiative to organize Peter. F. Drucker Memorial 4th National Seminar on
“Opportunities & Challenges of Contemporary & Innovative Management Practices” 5th & 6th October, 2012. Due
to prior commitment it will not be possible for me to attend the seminar. But I am sure this National Seminar will go a
long way in providing an effective forum to discuss different issues and challenges related to functional areas of
management and to bring forth feasible solutions to resolve problems.
With best wishes
Bhaskar Sanyal
Global Head – Energy & Alternative Energy
London
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MESSAGE
I am delighted to know that Siliguri Institute of Technology, Department of Business Administration is organizing 4th
National Seminar in memory of Peter. F. Drucker on “Opportunities & Challenges of Contemporary & Innovative
Management Practices” on 5th-6th October 2012.
I would like to wish the academicians and students for this brilliant initiative.
Tarun Bhardwaj
National Head
MIRC Electronics Ltd.
Mumbai
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Amber Ent. M.G. Marg. Gangtok – 737101. (Sikkim)
Ph : 03592232199
MESSAGE
I am glad to know that the Department of Business Administration, Siliguri Institute of Technology, is going to
organize 2 days National Seminar on “Opportunities & Challenges of Contemporary & Innovative Management
Practices”.
I convey my best wishes to all the participants, students, and faculty members of SIT.
ASHOK SARDA
President
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TECHNOLIGIES INC.
30-30 47th Avenue , Suite 500
Long Island City
NY 11101
Mail to: india.Schick@gmail.com
www.schicktech.com
MESSAGE
I feel privileged to be a part of Peter. F. Drucker Memorial 4th
National Seminar on “Opportunities & Challenges
of Contemporary & Innovative Management Practices” on 5th -6th October 2012.
I would like to extend my profound sense of gratitude to the organizing committee members and students of
Department of Business Administration of Siliguri Institute of Technology for taking initiative to organize a seminar
on different sub-themes of Marketing, Economics, Financial Management , Human Resource, & General
Management.
I wish all the success to the team of this seminar.
PRIYABIMB BARTHWAL
INDIA MANAGER
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Hyderabad Area, India
Dear Mr. Dey,
Thanks a lot for your invitation to attend the Peter. F. Drucker Memorial 4th National Seminar on “Opportunities
& Challenges of Contemporary & Innovative Management Practices” to be held on 5th & 6th October, 2012.
I take this opportunity to wish you and your team a grand success.
Regards,
Dr Ravi Prakash Mathur
Director - Supply Chain Management and Logistics Professional
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6034 West Courtyard Drive, Suite – 309.
Austin, Texas 78730
Phone 512.346.2000. Fax 512.346.2033
Dear Seminar Director,
Thanks a lot for inviting me to attend the Peter. F. Drucker Memorial 4th National Seminar on “Opportunities &
Challenges of Contemporary & Innovative Management Practices” to be held on 5th & 6th October, 2012.
I take this opportunity to wish this venture a grand success.
Regards,
Er.Tapash Majumder
V.P. – Software
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MESSAGE
I compliment the entire team of organizing committee of Peter. F. Drucker Memorial 4th National
Seminar on “Opportunities & Challenges of Contemporary & Innovative Management Practices” on
5th-6th October 2012 for their effort in making it a success.
Rajan Nahal
Business Head & V.P
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Foreword….
It gives me immense pleasure to launch the proceedings of the Peter F. Drucker Memorial 4th
National Seminar on
5th
and 6th
October, 2012, organized by the Department of Business Administration, Siliguri Institute of Technology
(SIT), in association with the West Bengal University of Technology (WBUT) in the form of a copyrighted CD with
an ISBN 978-81-924140-3-4. There are a lot of challenges organizations are facing in the globalised era. Innovative
management strategies can play a very distinctive role in bringing about effective changes in the field of Marketing,
Finance, Human Resource and General Management practices so that organizations can successfully cope with these
challenges. One of the key objectives of management research should be its usability and application. The seminar has
been very productive as authors from diverse backgrounds have attempted to contribute articles that glimmer a debate
on the research focused on innovative management practices. We are really overwhelmed by the enthusiasm with
which the contributors from across the length and breadth of the country have responded to submit and present papers
on various contemporary issues from different fields of management.
In recent years, research on innovation has augmented, and it has become a basic prerequisite for academicians and
practitioners to suggest ways through contemporary research to suggest proactive strategies to cope up with the
changes in both micro and macro environment. Large amounts of contemporary management practices literature seek
to establish the relationship between innovation and business performance. Some studies divulge a positive
relationship and recommend pragmatic generalizations, whereas some research findings reveal diametrically opposite
findings. The diversity in the results may stalk from varied methodologies. The findings may differ due to divergent
populations, management strategies, types of competitive structures, socioeconomic environments etc.
My gracious thanks and regards to Mr. G. Roychowdhury, Chairman, Techno India Group; Mr. S. Roychoudhury,
Managing Director, Techno India Group; Mr. T. K. Ghosh, CEO, Techno India Group; Mr. N.K. Singh, Director,
Siliguri Institute of Technology; Dr. G. Das, Principal, Siliguri Institute of Technology; Mr. J. Guha, Manager
(Operations), Siliguri Institute of Technology, for their valuable support and encouragement in organizing the seminar
and publishing the proceedings with an ISBN keeping in mind the ‘GO GREEN’ ideology which is the need of the
hour. As already communicated in the seminar brochure, some of the leading articles will be published in the SIT
Journal of Management, December 2012 issue, for disseminating the views of various authors for wide circulation.
Debasis Bhattacharya, Ph.D
Editor-in-Chief,
SIT Journal of Management (ISSN: 2278-9111)

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Contents
Page
Editorial Board 5
Message 6-31
Foreword…. 32
Marketing
1. Determinants of Consumer Behaviour towards Branded & Unbranded Products 38-50
2. International Logistics & its Activities 51-59
3. Green Marketing- A Marketing Practice with e-marketing 60-81
4. An Empirical Study on Green Marketing Strategy for Gaining Competitive Advantage 80-90
5. Brand Marketing Practice in India 91-93
6. Evaluation of Customer Satisfaction in Banks-A Case Study 94-106
7. Green Marketing, A New Paradigm- An Empirical Study of Indian Companies 107-115
8. Green Marketing & Social Marketing – A new Revolution in The Service Sector 116-148
9. Media Fragmentation – Dream or Nightmare for Advertisers 149-161
10. Market and Industry Stakeholders Needs 162-169
11. Green Marketing & Social Marketing: New Business Practices Opportunities & Challenges 170-177
12. Rising Mall Culture in Siliguri 178-182
13. Mobile - The Digital Wallet & Efficiency Booster for User-friendly Banking System:
Prospects & Hurdles ahead 183-199
14. Toyota: The World’s Greenest Brand 200-207
15. Consumer’s Awareness and Perception Towards Various Hair Fortifying Ailments 208-217
16. A Measurement of Consumer Involvement Profile: A Critical Assessment 218-240
17. Predisposition of Travelers to Qualify as Eco-Tourists: A Comparative Assessment of
Behavior of Domestic And International Tourists 241-258
18. Awareness and Adoption of Internet Banking: A case study of Siliguri 259-269
19. Process and Dimensional Measurement And Impact of Customer Relationship Management
on Service Quality Using Structural Equation Modeling: An Empirical Investigation 270-297
20. “Paradigm Shift from Traditional to Green Product: A Step Towards Sustainable Environment” 298-303
21. A Study on The Formulation of An Effective Coherent Multi-Channel Digital
Marketing Strategy 304-323
22. Customer Preference of Traditional Bengali Sweets in Siliguri: An empirical Study 324-341
23. Preference of Online Purchasing Portals for Shopping by The Consumers of West Bengal:
An Empirical Study 342-359

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Finance & Economics
1. Efficiency of Indian Banking Industry
(Innovative Strategies by Indian Banking Industry for Universal Success) 360-368
2. A Comparative Study of Non-Performing Assets of SBI & Associates &
Other Public Sector Banks 369-380
3. Indian Commodity Derivative Market – Opportunities & Challanges 381-392
4. Efficiency of Asset Management in Eastern Coalfields Limited: A Case Study 393-408
5. Measuring the Efficiency of Indian Banking Industry through Financial Inclusion 409-414
6. “Perception and Attitude of Investors Towards Securities Market”-
A Study on The Investors of Siliguri 415-422
7. Financial Sustainability of SHGs Through Marketing and Cost Recovery System –
An Empirical Investigation 423-435
8. The Necessity to Empower Survivalist Micro -Entrepreneurs: For Rural
Economic Development 436-462
9. Management and Impact of Rural Economic Development Programs 463-471
10. Portfolio Management and Financial Market Crisis 472-478
11. Financing of Micro, medium and small scale enterprises in India-Key Challenges 479-484
12. NREGA and Rural Employment in West Bengal: An Evaluative study of
Jalpaiguri District 485-490
13. Microinsurance-Social Security for the Excluded 491-497
14. Rural Economic Development:A model of development from historical experiences 498-507
15. Efficiency of Indian Banking Industry 508-517
16. Applying John Kotter’s 8 step Change Model on the Recent Change
Management Success at SBI 518-527
17. Gold Exchange Traded Funds- A Study on the Enhancement of Awareness in
Indian Financial Market 528-537
18. Managing risks through Portfolio Management 538-542
19. A Comparative Study of Traditional Policies and ULIP Policies with reference to
Life Insurance Companies in India 543-554
Human Resource
1. Managing the GAS of Employee Stress: A Challenge for Indian Organizations 556-563
2. Understanding Compensation Management 564-572
3. Application of HRIS in Colleges 573-581

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4. Hiring & Firing – A Brief Study in IT Sector 582-587
5. Employee Engagement: a Theoretical Perspective 588-590
6. Executive Compensation vis-à-vis Firm Performance: Identifying
Future Research Agenda 591-611
7. Stress and Working Hours 612-616
8. Understanding Teacher’s Stress:A Study of College Teachers in
Visakhapatnam Andhra Pradesh 617-629
9. Employee Satisfaction with Compensation Strategies at Five Stars
Hotels in West Bengal, India: An Empirical Study 630-640
10. Labour Welfare, a Strong Determinant in Augmenting Labour Productivity:
A Mathematical Approach 641-653
11. A Holistic Vision and Probable Solution of Stress Management
(Under the Subhead of Stress Management and Burnout Phenomenon) 654-660
12. Self-Efficacy: A Tool to Enhance The Pace of Organizational Socialization 661-667
13. Stress Management: An Important Strategy to Improve Performance and
Work Life Balance of Employees 668-675
14. A Study on Impact of Work-Life Balance Issues on Performance of
Employees of Retail Industry 676-718
15. The study on “Effectiveness of Recruitment and Selection Practices in
HCL INFOSYSTEMS LTD” 719-767
16. An Analytical Study In Recruitment Process In Hospitality
Sector Of North Bengal 768-776
17. Effective Intellectual Capital Management (Icm): A Case Of Paradeep Phosphate Ltd. 777-786
18. Talent Management: Understanding Aspects and Perspective 787-797
19. Engaging best fit Mentors (Professors) for the Mentees (MBA students)
of a B-School using FIRO-B tool-An empirical approach 798-804
20. A study on formulation of an effective strategy to make hiring and firing
more effective and less traumatic. 805-808
General Mgmt
1. Realizing a Blissful Life 809-815
2. Dhirubhai Ambani: Reinforcing the Spirit of Entrepreneurship in India 816-823
3. The Effect of Robust Technology on Programming Languages 824-830

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4. Candour & Six Hat Theory in Organizational Communication 831-835
5. S-Commerce- A Fourth Retail Channel 836-857
6. Symbiosis of the Personality Development and the Human Being 858-868
7. A study of Private Sawmill Business from Business Owner’sPerspective
with Special Reference to Siliguri 879-895
8. Contemporary Development of Highways Sector in India Since
9th
Five-year Plan: Role of NHAI and NHDP 896-906
9. Strategic Approach & Introduction of New Model of Innovation 907-910
10. Corporate Governance- A New Dawn in Accountability 911-917
11. Challenges, Opportunities and Changes in Organization: Indian
Aapproach Oovertaking Japanese Concepts 918-923
12. Ideology of Business Responsibility: Indian Scenario Over Changing Time 924-930
13. Corporate Governance: International Scenario 931-950
14. E-Governance in India - Drawbacks and Prospects in Transparent Administration 951-963
15. Rural Tourism and Its Affect on Rural Economic Development - Indian Perspective 964-976
16.Strategies for Teaching and Learning in Higher Education 977-981
17. Enhancing Effectiveness through Quality Management System of
ISO 9001: A case study of RDCIS, SAIL, Ranchi 982-993
18. BPR – An Effective Survival Strategy in Today’s Dynamic Business Environment 994-1004
19. Opportunities And Challenges of Contemporary And Innovative
Management Practises 1005-1007
20. RURAL INDIA- Future Driver of Indian Economy 1008-1018
21. Reforming Governance Through Corporate Social Responsibility: A Study
With Special Reference to India 1019-1025
22. “CSR is not charity but a question of business survival” 1026-1031
23. From Where the Innovation Originates: Back to Basics 1032-1037
24. Scania : The King of the road comes to India 1038-1057
25. Electronic Surveillance Equipments 1058-1076

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Marketing

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38
Determinants of Consumer Behaviour towards Branded &
Unbranded Products
Dr Mahalaxmi Krishnan1*, Prof V S Pande** & Dr Mayuresh Mule***
Abstract
Economic liberalization, globalization, developments in ICT, changing demographics, emergence of women
power, and rising middle class have led to more disposable incomes in both urban and rural India. Spending patterns
have changed from being frugal to indulgence. Discretionary incomes are going into television, two wheelers,
automobiles, cell phones, etc. Interestingly, while sale of branded products have increased significantly, grey market
continues to thrive.
Unbranded PCs are still found in affluent houses. Middle class consider the unbranded PC makers as their friendly
neighborhood suppliers, who offer personalized support services. Cell phones are enticing people to the grey market.
While people buy branded bath soaps, they do not mind buying local or unbranded soap for washing utensils.
This research based on field study as well as desktop analysis of the available literature was done with the
objective of ascertaining the determinants for consumer preference for branded and unbranded products. This study
would help in brand strategy and positioning especially in the vast expanding rural areas where there is pronounced tilt
towards local or unbranded products. The challenge before the manufacturers and marketers is whether Indian
consumers purchase products or brands. Their key task is to convert consumer preference and loyalty towards brands.
Keywords: Brand Equity, Brand Awareness, Brand Positioning, Brand Loyalty, Retail Market, Consumer Behaviour
*Dr Mahalaxmi Krishnan - Associate Professor, Commerce Department , K J Somaiya College of Arts &
Commerce, Mumbai , PhD Guide in Management Studies, SNDT University. E-mail : kmahalaxmi@live.com. Mobile
: 09892009201
** Prof V S Pande - HoD of Commerce Department , K J Somaiya College of Arts & Commerce, Mumbai
*** Dr Mayuresh Mule - Vice Principal , K J Somaiya College of Arts & Commerce, Mumbai

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Introduction
The rapid evolution of communication and mobile technology has resulted in seamless flow of information across
all consumer segments. This together with the progressive liberalization of the Indian economy has brought
fundamental shifts in Indian consumer behaviour. They are a lot more discriminatory in their choice of products and
services and preferences. Their spending habits have changed and they do not mind splurging. While they are brand
conscious, they continue to buy non branded products. The challenge for the marketers today is creating brand
awareness, brand building and positioning.
Branding helps establish company’s strategy. Successful brands provide competitive advantage in terms of brand
loyalty and brand extensions. The vast Indian consumer market covering the rural and urban areas is heterogeneous
where both branded and unbranded products co-exist.
Creating Brand equity is a critical success factor in today’s competitive market. Successful brands provide
competitive advantage in terms of brand loyalty and brand extensions. This study based on field study and published
research and literature on the subject aims to fathom the trend and consumer preferences to branded and unbranded
products and services.
Entry of foreign brands has intensified the brand war. The young work force is brand conscious and has no qualms
in shifting to newer brands. They are more demanding and choosey on the basis of extrinsic features and intrinsic
values. FMCG market comprising of the large number of low priced daily use non durable products fall prey to the
unpredictable behaviour of the youth population whose brand loyalty changes with their moods.
While some brands like blue lagoon, apache, etc. failed, many like Cadbury’s, Maruti, Amul, Lux could withstand
competition for long periods of time due to innovations sustaining customer attention and loyalty.
Rationale of the Study
Kotler (2000) says branding is “a major issue in product strategy.” Even after two decades of economic
liberalization and entry of many foreign brands in India , unbranded products continue to compete with the branded
ones. This research study examines the consumer behaviour towards branded products in the midst of the paradigm
changes taking place in the Indian economy.
Objective of the study
i) Determinants for customer preferences for branded and unbranded products from primary data analysis
ii) Strategies and Conclusions based on primary data and secondary published literature and research studies.
Literature review
The American Marketing Association (AMA) defines brand as “a name, term, sign, symbol, or design, or a
combination of them, intended to identify the goods and services of one seller or group of sellers and to differentiate
them from those of competitors.” Kotler (2000) defined brand as “the name, associated with one or more items in the

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40
product line that is used to identify the source of character of the item(s)”. According to Davis and Dunn (2002)
focusing on the latest and greatest advertising campaign meant focusing on the brand. It was always referred to as a
series of tactics and never like strategy.
According to Cobb-Walgren et al. (1995), high brand equity levels lead to higher consumer preferences and
purchase intentions. Farquhar (1989) concludes that high brand equity enables successful extensions, resilience
against competitors’ promotional pressures, and creates entry barriers to competitors.
Cunningham (1956) in his study on brand loyalty and store loyalty attempted to find out whether the consumers
who are brand loyal are also store loyal. Shopping proneness is another characteristic that has been related to brand
loyalty. According to Goldman A. (1976) consumers with relatively lower income do not indulge in extensive
shopping as there means are limited. They also make less use of the shopping available.
Agarwal A. K. (1983) observed that consumers in general were found to be quite loyal to the brands of frequently
purchased items. The store loyalty was also observed to be high albeit lower than brand loyalty. Albert Merunka
(2008) looked at 11 dimensions of consumer love for a brand and brand relationship. Mattilla and Andrew (2008)
looked at the influence of emotions on satisfaction and loyalty. Thomson and Park (2005) developed a scale for
consumer attachments that included affection, passion and connection. It did not however examine other dimensions
and the impact on brand switching. Bravo Fraj Martenez (2007) observed that more serious and responsible roles
make consumers switch over to the brand used by their parents.
The available literature and research reveal that brand preference and loyalty is the interplay of factors including
emotional and psychological ones. The reviews highlight that in a dynamically changing world, organizations would
need to do research on consumer behaviour in a continuous basis more so at granular level to perceive the small
imperceptible changes at the incipient stage. In India the pitch is further queered because the urban and rural markets
are extremely different and in both the markets people continue to indulge in non branded or local products.
Research Methodology
Coverage of Study
This study examines the consumer behaviour towards branded and unbranded products and services and retailers’
perception of the same with the help of a field survey using structured questionnaire followed by interviews.
Sampling Design, Sample Size and Data Sources
Data and information were gathered from primary source by means of field survey using structured questionnaires
containing dichotomous and multiple choice questions covering retail consumers and retailers on random sample basis
in Mumbai and Thane and from secondary published sources. The sample size consisted of 50 consumer respondents
on a random sample basis.

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Primary sources included personal interviews for open ended questions. The consumers were interviewed at their
homes and offices and on shop floors. Secondary sources included books, journals, newspapers, websites, and
research studies. They are used for literature review and conceptual reference.
Data analysis
A critical qualitative analysis of the data and information were made keeping the objectives of the study in mind.
The collected primary data were classified, tabulated and analyzed using statistical techniques. Analytical tools like
percentage, cross tabs, graphs and pie-charts were used for analysis and interpretation.
Findings of the Study
Primary Data Analysis
Demographics: Demographics of the sample respondents are as follows.
i. Age Group
Table 1: Age Profile of
Respondents
Age Group No. %
15-25 yrs 9 18.00%
26-35 yrs 17 34.00%
36-45 yrs 10 20.00%
46-55 yrs 2 4.00%
56-75 yrs 12 24.00%
Total 50 100.00%
Age-wise distribution of the respondents is given in Table 1 and Fig 1. 18% of respondents were in the age group
of 15 to 25 years, 34% in the age group of 26 to 35 years; 20% belonged to the 36 to 45 years age group, 4% belonged
to the group 46 or 55 years and the remaining 24% belonged to the 56 to 75 years age group. The sample design is
thus fairly wide-spread across all age groups.
Fig 1: Age Profile
15-25
18%
26-35
34%36-45
20%
46-55
4%
56-75
24%

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42
ii. Educational Qualification
Table 2: Educational
Qualification
Qualification No. %
Undergraduate 22 44.00%
Graduate 21 42.00%
Post graduate 7 14.00%
Total 50 100.00%
Distribution of sample respondents’ Educational Qualification is given in Table 2 and Fig 2. While 44% of
respondents were undergraduates, 42% were graduates with the remaining 14% Post Graduates.
iii.Composition of Respondents
Table3: Composition of
Respondents
Sex No. %
Male 20 40.00%
Female 30 60.00%
Total 50 100.00%
The sample respondents comprised of 40% males and 60% females.
.iv. Category of Respondents
Table 4: Category of
Respondents
Category No. %
Students 5 10.00%
Working
men
16 32.00%
Working
women
22 44.00%
Housewives 7 14.00%
Total 50 100.00%
Fig 2: Profile of Educational Qualification
Undergraduate
44%
Graduate
42%
Post graduate
14%
Fig 3: Composition of Respondents
Male
40%
Female
60%
Fig 4: Category of Respondents
Students
10%
Working men
32%
Working
women
44%
Housewives
14%

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43
Table 4 and Fig 4 give the category-wise frequency distribution of the sample respondents. 10% of respondents were
students, 32% were working men, 44% working women and the balance 14% housewives.
Primary Data Analysis of Customer Respondents
Customers’ Responses to Branded Products
i. Motivation for Purchasing Branded Products
Table 5: Motivators for purchase of
Branded Products
No. Percentage
(%)
Quality 39 78.00%
Price 1 2.00%
Friends,
relatives,
neighbors
10 20.00%
Total 50 100.00%
Motivating factors for purchasing branded products are given in Table 5 and fig 5. Among the respondents, the
primary reason for purchase of branded products is Quality (78%), followed by advices from friends, relatives and
neighbors (20%).
ii. Information Sources for Branded Products
Table 6: Sources of Information for
Branded Products
Respo
ndents
*
Percenta
ge (%)
Newspapers 13 26.00%
Television 28 56.00%
Internet 11 22.00%
Friends,
relatives,
neighbors
15 30.00%
Total 50 100.00%
* Multiple sources
Fig 5: Motivators for purchase of Branded products
Quality
78%
Price
2%
Friends,
relatives,
neighbors
20%
13
28
11
15
0
5
10
15
20
25
30
Newspapers Television Internet Friends,
relatives,
neighbors
Fig 6: Source of Information about Branded
Products
Respondents*

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44
Customers get information about the branded products from multiple sources. While television (56%) is the major
source of information about branded products, the other sources are friends, relatives and neighbors (30%),
newspapers (26%) and internet (22%).
iii. Legal Protection for Branded Products
Table 7: Legal Protection for
Branded Products
Legal
Protection
No. Percentage
(%)
Yes 35 70.00%
No 0 0.00%
Neutral 15 30.00%
Total 50 100.00%
From Table 7 and Fig 7, it can be seen that 70% of the respondents are affirmative to legal protection to branded
products with the remaining 30% remaining neutral.
iv. Company fulfilling customer expectations related to Branded Products
Table 8: Fulfillment of Customer
Expectations
Customer
Expectations
No. Percentage
(%)
Yes 29 58.00%
No 5 10.00%
Neutral 16 32.00%
Total 50 100.00%
It is interesting to note that while 58% of the respondents stated that branded products fulfill their expectations, 42%
were either neutral or say ‘No’ to meeting their expectations.
Fig 7: Should Branded products have
Legal Protection
Yes
70%
No
0%
Neutral
30%
Yes, 29
No, 5
Neutral, 16
0
5
10
15
2 0
2 5
3 0
Fig 8: Fulfilling expectations of Customers

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45
v. Product Demand and Brand Extension
Table 9: Product Demand
and Brand Extension
No. %
Yes 26 52.00%
No 8 16.00%
Neutral 16 32.00%
Total 50 100.00%
Brand extension increases the life span of the branded products. 52% respondents agree that product demand
increases with Brand additions while 16% respondent are of the opinion that brand does not lead to product demand.
A significant 32% are neutral.
vi. Unbranded Products
Table 10: Unbranded
Products
Unbranded
Products
No. Percentage
(%)
Yes 11 22.00%
No 31 62.00%
Neutral 8 16.00%
Total 50 100.00%
22% of respondents purchase unbranded products while 62% do not. 16% were neutral. Not meeting the high
expectations of the customers from branded products could be reason for consumers continuing to buy unbranded
products.
Fig 9: Demand increase with extension
Ye s
5 2 %
N o
16 %
N e utra l
3 2 %
Ye s , 11
No , 31
Neutral, 8
0
10
20
30
40
No. of Respondents
Fig 10: Purchase of Unbranded Products

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46
vii. Product Preference
Table 11: Product Preference
Preference
of
Products
No. Percentage
(%)
Branded 43 86.00%
Unbranded 7 14.00%
Total 50 100.00%
86% of the respondents prefer to buy branded products
while 14% prefer unbranded products.
viii. Factors Influencing Purchase of Unbranded Products
Table 12: Motivators for
Purchase of Unbranded
Products
No. Percentage
(%)
Easy
availability
23 46.00%
Price 13 26.00%
Quality 6 12.00%
Any other
specify
8 16.00%
Total 50 100.00%
The two chief motivators for purchase of unbranded products were ‘easy availability’ and ‘price’.
Fig 11: Product Prefrence
Branded
86%
Unbranded
14%
Fig 12: Factors influencing purchase of
unbranded products
46%
26%
12%
16%
Eas y availability P rice Quality Any o ther s pecify

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47
ix. Comparison of the Factors Influencing Purchase of Branded and Unbranded Products
Table 13: Normalized comparison of
Branded and Unbranded Products
Branded
(%)
Unbranded
(%)
Quality 78 12
Price 2 26
Friends,
relatives,
neighbors
20
0
Easy
availability
0
46
Any other
specify
0
16
100 100
Figs in percentages
A comparison of the factors influencing purchase of branded and unbranded products indicate different motivators.
While ‘quality’ (78%) is the prime motivator for branded products, ‘easy availability’ (46%) and ‘price’ (26%) are the
reasons for people going for unbranded products
Discussions
Many people interviewed have one or few unbranded products in their homes. Unbranded PCs are still popular in
middle class and in affluent houses. Main attractions for unbranded home PCs are price and availability of freebies.
Middle class consider the unbranded PC makers as their friendly neighborhood suppliers, who offer personalized
support services. Cell phones are enticing people to the grey market. Many of them have one branded cell phone and
for their spouse and children, they buy from the grey market. It is revealed during the personal interviews with
respondent consumers that some of them buy branded bath soaps, but for washing utensils and clothes they buy
unbranded or local brands. It also emerges from the field survey that while consumers prefer branded luxury products,
for items of daily consumables they prefer unbranded products.
Closer examination of the responses of customers to the questionnaire and personal interviews reveals the following:
• ‘Quality’ is the prime determinant for purchase of branded products by consumers.
• ‘Ease of availability’ and ‘Price’ are the major motivators for purchasing unbranded products.
• Only 58% of the respondent customers felt that branded products fulfill their expectations; this could be one of the
reasons for unbranded products continuing to be in demand.
78
2
20
0 0
12
26
0
46
16
0
10
20
30
40
50
60
70
80
Branded (%) Unbranded (%)
Fig 13: Branded v/s Unbranded
Motivators
Quality
P rice
Friends , relatives ,
neighbo rs
Eas y availability
Any o ther s pecify

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48
• A significant 30% of respondent consumers feel legal protection is lacking for branded products.
• A significant segment of consumers (42% of the respondents) feel that branded products do not fulfill their
expectations.
• Another interesting revelation from the field study is that brand extension does not lead to product demand.
• Company reputation helps sell branded products.
• Most of the retailers in both organized and unorganized segment stock and sell both branded and unbranded
products.
• Retailers continue to offer discounts and free offers to sell unbranded products.
• Consumers said that unbranded products are priced lower.
• Not meeting the high expectations of the customers from branded products appears to be one reason for
consumers continuing to buy unbranded products.
Strategies
Brand strategy facilitates marketing efforts. All channels of communication such as advertisement, public
relations, internet and social media become in fructuous without a proper brand strategy. Clear and transparent
communication is core to developing a brand strategy. It should help build relationship with the customers.
There has to be holistic approach to marketing for brand building. It should encompass vision and mission of the
organization, employee participation in brand building, media mix, and product and process innovations.
Retailers and marketers should explore internet marketing tools such as blogs, social media, email marketing,
webisodes, etc. With advancements in mobile technology and spread of mobile to rural hinterland, mobile marketing
tools such as SMS, MMS, etc., can be used to directly reaching out to the customers.
The above should complement the other media such as advertisements in newspapers, radio, television, public
relations, event sponsorship, etc. Marketers should mix and match marketing efforts, create synergies and to
maximize their individual and collective efforts so as to underpin the brand assurance.
Brand building requires assessment of competition, consumer preferences, changes in demographics and brand
positioning
Marketers and retailers can use blue ocean strategy for brand building. They should identify or create products and
services for which there is no direct competition. For making the blue ocean strategy more effective especially among
the youths, retailers can use personalization tools such as social media e.g., Facebook, Twitter, Flicker, You Tube, etc.
and webisodes. Careful analysis of customer reactions and responses and participation can help identify customer
expectations and new marketing opportunities. These can lead to product enhancements and product innovations
further strengthening blue ocean strategy.
Webisodes is another source for generating new marketing opportunities as part of blue ocean strategy. It can be
used for engaging readers, converting them into loyal customers and even as brand ambassadors.

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49
Other marketing tools for catching the eye of the customers and potential customers are email campaigns,
interactive TV programs where customers are directly engaged in conversation and SMS competition.
Brand management and strategy should encompass a proper mix and integration of the communication channels to
enhance brand positioning and facilitate superior brand equity
Conclusions
Indian retail market is a great paradox where branded and unbranded products co-exist. Even shops in organized
sector stock and sell unbranded products. While the Indian consumers are becoming brand aware and there is
discerning shifts towards branded products, the demand for unbranded products and services are still significant.
Indian consumers are still steeply ingrained in tradition and use traditional products and practices. Retailers, to
withstand competition and sustain their bottom-line, peddle both branded and unbranded products on their shop floors
to increase turnover and customer base. Consumers being price sensitive sometimes do not mind compromising on
quality. This can become more pronounced during times of inflation.
Indian consumers are maturing and retailers find it increasingly difficult to influence their purchase decisions
merely with promotional offers. They would need to innovate. Retaining customers has become a challenge due to
lifestyle changes, needs and values. Young customers are more demanding and do not mind experimenting and
changing to new brands. Retailers therefore have to adopt a mix of marketing and promotional strategies leveraging
available technology to withstand competition.
Limitations of the Study
The small sample size and sample design are limitations of this Study. The cost and time constraints are also
limitations of this study.
The study is confined to parts of Mumbai and Thane districts. So the generalization of conclusions of the study
may not have universal applicability. But the findings give empirical inputs for a larger study across different market
segments.
Significance and Scope for Further Research
The findings and conclusions of the study provide an experiential insight in to consumer behaviour in an economy
that is in the midst of an upswing. Further the changing demography, socio-economic shifts and upwardly mobile
younger generation with shifts in older generation attitude and thinking and behaviour as well signifies the importance
of studies such as this to throw up the unexplained and unexplored aspects of consumer behaviour. Pan India research
using SPSS and better statistical and sampling techniques would definitely help further understand the psyche of the
Indian consumers who are maturing and becoming increasingly brand conscious. Consternations in the Indian market
and the ripple effect of changes across the globe and entry of global brands in to India are reasons enough for further
scope for detailed studies into various aspects of behaviour of Indian consumers.

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The research of this nature would help in brand strategy and positioning especially in the vast expanding rural areas
where there is pronounced tilt towards local or unbranded products. The challenge before the manufacturers and
marketers is making consumers purchase brands instead of products. Their key task is to convert consumer preference
and loyalty towards brands.
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Management, Vol.9, No.2, pp 120-127

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20. Huber, Frank, Hermann, Andreas (2001), “achieving Brand and Dealer Loyalty: The case of the automotive industry”, The
International Review of Retail, Distribution and Consumer Research, Vol.11, No.2, pp 97-122
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Management, Vol.4, pp 341-370
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24. Websites

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International Logistics & its Activities
Mariappa Babu Baskar* & Dr S Pragadeeswaran**
Abstract
A major problem for the exporters today is the transport of the products from their country to the customer’s
overseas destination. Though transporting goods overseas follows the same principle as shipping within the country,
the mechanics and complexities in the international logistics are entirely different. One of the most interesting
developments characterizing the international logistics is the concept of containerization and its multimodal
transportation privilege: moving the export consignments door-to-door. From an exporter’s perspective, the present
development of containers and its door-to-door transportation option solves the huge problems associated with the
international logistics. Unfortunately, such an effective and indispensable unitization through containers fails to supply
the full benefits to the exporters. Nowadays, containerization is the increasingly popular method of shipment of the
export consignments. The advantages of containerization are clear: better protection, cheaper packaging, easier
handling and door-to-door delivery. Transportation, warehousing, Consignment handling, Container handling and
Communication & control are the activities in the containerization proliferated international logistic system.
Though each activity of the logistics system can be planned singly, it is always better to plan them in unison
because the total efficiency of the system depends on the individual efficiency of each and every activity. The logistics
systems need to be made as competitive, efficient, and economic as possible, in response to the present volume of
international trade.
* Mariappa Babu Baskar - Research Scholar, Manonmaniam Sundaranar University, Tirunelveli Email:
babu@oxfordcorporation.com
** Dr S Pragadeeswaran - Professor, Department of Business Aministration, Annamalai University Email:
pragadeeswar@yahoo.com

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Introduction
A major problem for the exporters today is the transport of the products from their country to the customer’s
overseas destination. Though transporting goods overseas follows the same principle as shipping within the country,
the mechanics and complexities in the international logistics are entirely different. One of the most interesting
developments characterizing the international logistics is the concept of containerization and its multimodal
transportation privilege: moving the export consignments door-to-door. From an exporter’s perspective, the present
development of containers and its door-to-door transportation option solves the huge problems associated with the
international logistics. Unfortunately, such an effective and indispensable unitization through containers fails to supply
the full benefits to the exporters.
Nowadays, containerization is the increasingly popular method of shipment of the export consignments. The
advantages of containerization are clear: better protection, cheaper packaging, easier handling and door-to-door
delivery. Transportation, warehousing, Consignment handling, Container handling and Communication & control are
the activities in the containerization proliferated international logistic system
Though each activity of the logistics system can be planned singly, it is always better to plan them in unison
because the total efficiency of the system depends on the individual efficiency of each and every activity. The logistics
systems need to be made as competitive, efficient, and economic as possible, in response to the present volume of
international trade.
Logistics
Logistics stem from the Greek word “Logistikon” or “the science of computation” and the French word “Logis”
which refers to the movement and billeting of troops. Obviously, the modern concept of logistics owes something to
both sources (Smykay et al, 1961).
Logistics is a vital aspect of overseas marketing. To succeed in an overseas market, a firm must set up a proper
entry method and wisely handle extensive logistics problems. If a firm chooses exportation as an entry strategy then it
must concentrate on two factors. First, the firm has to find overseas buyers for its products. Second, it has to choose a
proper logistics network to promptly honour the export contracts.
Containerization has acclaimed a revolution in transport and yet a container is functionally no more than a box.
However, there are two unique features for this particular box, which distinctly differentiate from the other boxes: (1)
it has been standardized, making it inter-modal. Container can be carried by almost any mode of transport (sea, air,
rail, and road) and easily trans-shipped between modes; (2) it is large; therefore the amount of trans-shipment required
between modes for a given quantity of goods is minimal.
Logistics includes important decision areas such as transportation, consignment and container handling,
warehousing, and information control. Historically, management’s focus for cost cutting was production. But
managers now recognize that production efficiency has reached a point at which further cost savings are difficult to
achieve. Increasingly, managers are turning to logistics activities as a possible cost-saving area. An empirical study

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shows that logistics functions represent almost half of total marketing costs of a company and amount to
approximately 20 per cent of a nation’s GDP (Boone and Kurtz, 1992: 492). Therefore, in recent years, logistics
activities have received increasing attention.
An international logistics system is concerned with the movements of products from the exporter’s country via
storage to the place of the foreign buyer. The objectives of an international logistics system are to provide customers
(exporters and importers) with the best service for the least cost. It needs proper planning and control of goods
movements. The planning and control require intelligent preparation and systematic management of the resources for
achieving the objectives. That is a simple statement, which is easier to say than to do, as many managers have
discovered. The reason is owing to the fact that logistics is an inexact science. The control information can vary
between precise and the problematical. Problems arise from uncertainty, however experience can minimize, although
it will never eliminate the need of commonsense, imagination, anticipation and innovation: the every day
manifestations of logic. All logistics systems can improve the service to customers but at a price. The degree of
improvement provided by a system must be balanced against the cost of its implementation and like most good things
in life; the best logistics system is a compromise.
Logistics is often seen as being synonymous with distribution activities. The basic definition of logistics is the
same, namely, getting the right goods to the correct place at the right time and in the condition required by the
customers. The Council for Logistics Management (CLM) has defined logistics as:
“Logistics is the process of planning, implementing, and controlling the efficient, cost-effective flow and storage of
raw-materials, in-process inventory, finished goods and related information from the point of origin to point of
consumption for the purpose of conforming to customer requirement” (Ballou, 1999: 6).
Thus the means by which inputs get to the production and the product gets to the customers is referred to as the
logistics network or system. Logistics networks can range from the very simple to the incredibly complex. When
inputs are close to production facilities and production takes place near the market, logistics are likely to be relatively
simple. When production is distant from both sources of supplies and markets, it’s likely to be more complex. The
issues associated with international transportation of finished goods from production site to the market are essentially
the same as those relative to the transportation of inputs to production facilities (Punnett and Ricks, 1997: 371). The
development of reliable, efficient, low-cost transportation methods such as bulk ocean carriers and containers has
made it possible to move both intermediate goods and finished goods around the world relatively easier. This has
increased the flexibility that companies have in selecting sites for their production facilities.
Logistics handles only simple facts; when it comes to export, the basics facts or data are usually quantities, time
and costs. To reduce costs and time, all the logistics activities must be planned in unison. All the logistics elements
must be considered as parts of a whole rather than individually. But logistics managers are finding it difficult to do so
and are forced to face a suboptimal situation. Suboptimisation is a condition in which the manager of each logistics
function attempts to minimize costs but, due to the impact of one logistics task on the others, obtain less than optimal

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