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The IUP Journal of Marketing Management

August '08
Focus

The marketing environment has drastically changed after the liberalization process was set in motion in India. Gone are the days when products that were highly priced
Articles
   
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Do Private Brands Result in Store Loyalty? An Empirical Study in Bangalore
50
Value Chain Analysis: Social Networking Communities
50
Has the Growth of Indian Conglomerates Been a Threat to Foreign Multinationals? A Case Study
50
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Do Private Brands Result in Store Loyalty? An Empirical Study in Bangalore -- Chandan Chavadi and Shilpa Kokatnur

With retailing picking up and consumers becoming choosy, it becomes vital for the retailers to look out for new avenues and opportunities to make their customers happy. Intense competition in the market has forced retailers to rethink on their strategies. The retail market being price sensitive calls for in-depth deliberation and delivery of retail mix. Constant efforts are being made to deliver high value added products and services to the customers.

© 2008 IUP . All Rights Reserved.

Article Price : Rs.50

Value Chain Analysis: Social Networking Communities

-- A Lakshminarasimha and Ajay Vijayan

Over the last few years, online social networking communities have become a global phenomena. This paper describes two social networks—Facebook and LinkedIn—outlining their value delivery process.

© 2008 IUP . All Rights Reserved.

Article Price : Rs.50

CASE STUDY

Samsonite's Repositioning Strategies

-- Joel Sarosh Thadamalla and Bhavesh Makwana

The Denver-based Samsonite Corporation (Samsonite) founded in 1910, by Jesse Shwayder and his brothers began with just one product—a robust travel trunk built to withstand rough use in the American West. For over 90 years Samsonite established itself as a worldwide leader of travel products. The success of Samsonite was built on a dual strategy of aggressive pricing and creating excellent high-tech luggage. The multiple change of ownership along with several factors like the aftershock of the 9/11 bombings had affected Samsonite badly. In 2004, Samsonite appointed Marcello Bottoli to succeed Luc Van Nevel as President and Chief Executive Officer of the company. Bottoli effected a number of changes, moved the company's headquarters to London in 2006 and hoped to transform Samsonite into a leading travel solutions and lifestyle brand by selling handbags, shoes, watches and sunglasses. Would Bottoli be able to make Samsonite once again `a young' and a successful `lifestyle' brand?

© 2007 IRC . All Rights Reserved.

Has the Growth of Indian Conglomerates Been a Threat to Foreign Multinationals? A Case Study

-- Indranil Mutsuddi and Rimi Mutsuddi

The recent years had witnessed the growth of Indian corporations going global due to favorable government policies and performing well enough by nurturing human resources to challenge their international business rivals. As a result of this, suddenly global multinational organizations who had started their ventures in the Indian arena found the competition to be quite intense, tough and challenging.

© 2008 IUP . All Rights Reserved.

Article Price : Rs.50

BOOK REVIEW

Managing Retailing

-- Authors : Piyush Kumar Sinha and Dwarika Prasad Uniyal Reviewed by Maruthi R Suresh

© 2007 Oxford University Press. IUP holds the copyright for the review. All Rights Reserved.

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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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