ROGE - Pune 2011 - The Academy of Business and Retail ...

ROGE - Pune 2011 

International Conference on the 

Restructuring of the Global Economy 

Kohinoor Executive Hotel, Pune, India. 

1 ST - 2 ND February 2011 

Co-hosted by the 

Academy of Business & Retail management (ABRM) 

Journal of business & Retail Management Research (JBRMR) 

And London College of Management Studies 

Programme & Proceedings 

Method, Integrity and Camaraderie

Sponsors 

The Academy of Business and Retail Management 

www.abrmr.com 

The Journal of Business and Retail Management Research 

www.jbrmr.com 

The London College of Management Studies 

www.londoncms.com

International Conference on the Restructuring of the Global Economy, PUNE 1-2 February, 2011 

Table of Contents 

Registration Times 

Messages 

Why ROGE 

Conference Program: 

List of Authors & Institution Represented 

List of countries represented 

ROGE & CSR 

Registration Days and Times 

8.00-9.00 Tuesday 1 st Pre-registration at Kohinoor Executive, Pune 

…………………………………………………………………………………………………… 

Conference Proceedings 

The Conference Proceedings will be uploaded after the 3 rd February 2011. In order 

to view the Proceedings please go to www.abrmr.com, then click on Academic 

Conferences on the left hand side of the page, once you have entered the page then 

click on Pune (India) finally click on the tab ‘Conference Proceedings’ 

Receipt for ROGE – Pune, 2011. 

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Executive Board members 

Dr P R Datta, Executive Chair 

Professor P R Banerjee, Head of Research & Development, ABRM 

Mark T Jones, Conference Coordinator & Director of External Affairs, JBRMR 

Prof. G. Dixon, Review Editor 

Professor Gairik Das, Review-Editor 

Dr Joel Osarcar Barima, Review Editor 

Dr Soumitra N.Deb, Review Editor 

Editorial Advisory Board 

Prof. Ogenyi Omar, Prof. G. Dixon, Dr. Charles Blankson, Professor N.P Makarkin, Dr. 

Sudaporn Sawmong, Dr. John Dung-Gwom, Dr P R Datta, Professor N.D Gooskova, 

Professor P R Banerjee, Prof. Dr. Hayri Ulgen, Dr. Saumitra N. Deb, Professor Gairik 

Das, Professor A.C Pande, Dr Nripendra Singh 

Session Chairs 

International Retailing and Diversification 

Dr P R Datta 

Emerging Economies and Globalisation 

Shaju Jose 

Consumer Behaviour 

Dr A.C.Pande 

Leadership, Communication and International Business 

Professor Gairik Das 

Miscellaneous 

Dr Nripendra Singh 

Conference Staff 

Dr R Soomro 

Mark T Jones 

Professor P R Banerjee 

Andrew Lumbers 

Karrine B.E.Luk Ok Choo 

Sanjay Patil


Dear Conference Participants, 

It is both heartening and telling that there has been such interest in this International 

Conference on the Restructuring of the Global Economy. For many of you this will be your 

first visit to Pune, a city which itself is redolent with enterprise and endeavour. This 

Conference affords an opportunity to explore pressing issues in an environment conducive to 

robust discussion and debate. ROGE – Pune 2011 seeks to address the need to share ideas on 

the impact of the world financial crisis on the global economy and explore local developments 

and initiatives which in their own way mirror the seismic shifts that are taking place in the 

economic world today. As academics we have a duty to engage with others and I trust that 

you will find your time in Pune both beneficial and enlightening. 

I extend to you my every good wish, 

Professor P.R Banerjee 

Head of Research and Development 

Academy of Business and Retail Management.


Dear Conference Participants, 

Firstly, I am delighted to welcome you to Pune and more especially to the Conference 

on the Restructuring of the Global Economy. None of us here present can have failed to have 

observed something of the shifting sands when it comes to macro and micro economic 

matters. Some nations are undergoing a period of unprecedented economic growth, whilst 

other countries and economic blocks are enduring minimal growth, and in some cases 

stagnation. These challenging times are helping concentrate all our minds, none more so than 

academics in emerging economies as they endeavour to draw parallels across various sectors 

and anticipate change and its ramifications. The turmoil in international financial markets that 

we have witnessed in recent times has led many to question existing economic models and 

even the booming economies are fearful of the unforeseen consequences of such rapid and 

unprecedented growth. 

The aim of this conference is to further facilitate the exchange of knowledge between 

academics and to consolidate the established network of scholars currently undertaking 

research in and around this theme. Pune – the Oxford of India provides us with a glimpse of 

some of the extraordinary changes that are taking place. The Conference sponsors believe that 

during these few days there will be an opportunity for academic from across India and from 

further afield to network, to question and gain insights into some remarkable areas of 

academic study. It is our earnest wish that our time spent here will be one of personal growth, 

and that when we leave here we will all seek to capitalise and build on the relationships 

begun during our time in Pune. 

Wishing you every success with all your future endeavours. 

Mark T Jones 

Director of External Affairs 

Academy of Business and Retail Management


Why is the ROGE Conference being held in India 

It is no accident that we have chosen to hold a conference of this nature in India. 

Modern India is itself having to adapt to changes both in expectations and ways of doing 

business. Change here is palpable and it is essential that opportunities are made available to 

explore local dynamics and help set them in the context of what is happening elsewhere. A 

wealth of data is currently available that elucidates some of the changes that are taking place. 

It is indeed heartening to see Indian academics playing such a prominent role in knowledge 

dissemination; I note with interest that one of the co-sponsors of this conference, the Journal of 

Business of and Retail Management Research currently receives nearly 40% of all its academic 

papers from Indian academics. 

With 1/6 of the world’s population India warrants our attention and is itself a 

fascinating economic case study as it wrestles with the challenges of equipping itself for the 

cut and thrust of global competition. The economic reforms that Dr Manmohan Singh 

championed when he became finance minister in 1991 helped set India on an upward 

trajectory, one that has demanded a wholesale restructuring of India’s economy. As a 

pluralist nation it knows only too well how essential it is to be pragmatic and yet seek to 

remain true to its own distinctive cultural values. As a potential economic powerhouse India 

is well placed to view the future with optimism, whilst being painfully aware of how both 

external and internal factors can impinge on government policy and the endeavours of 

entrepreneurs and captains of industry alike. 

If in some small way the ROGE Conference helps elucidate the drama that is taking 

place in India then it will have served some useful purpose. Furthermore, in providing a 

forum to explore case studies from both the Indian sub-continent beyond we all gain a greater 

understanding of the factors that are taking place as the global economy restructures.


09.00AM - 09.15AM 

OPENING ADDRESS & WELCOME 

Mark T Jones 

Tuesday, February 1, 2011 

Having spent much of his career in education Mark has invested a considerable 

amount of time helping others to maximise their potential. Whilst others maybe downcast 

about the current economic climate Mark is buoyant, as he believes that there are a wealth of 

opportunities for those businessmen and women who are prepared to travel, network and be 

heard. Markets still exist, qualifications are there to be acquired and contacts to be made. 

Mark is an experienced negotiator, conference organiser and orator. When not lecturing, or 

liaising with governments and international organisations he finds time to write on a whole 

raft of subjects including human rights and the history of tea. 

9.15AM - 13.00PM 

Track: International Retailing & Diversification 

Session Chair: Dr P.R.Datta 

Room: Durbar Hall 

I. Assessment of Retail Store Positioning –A Study 

G.P. Sudhakar, Welingkar Institute of Management and Research, Bangalore, India. 

Abstract 

This study compares and evaluates the criteria and methods used for 

positioning retail stores. The objective was to understand retail communication tools, 

list the various attributes of positioning a retail store, assess positioning of four 

national retail stores with similar retail mix on various attributes of positioning a store 

and the overall image of the stores. That store image is formed by people comparing or 

evaluating stores on a number of dimensions is well accepted. To measure store image 

there are three aspects one would need to consider, 1.Attributes of the store 2. 

Customers/Shoppers 3.Competing Stores. The study used the survey method and 

apart from overall image dimensions the following store attributes were included in 

the questionnaire 

 

 

 

 

 

Merchandise related attributes 

Service related attributes 

Store atmosphere related attributes 

Post Transaction related attributes 

Image related attributes


Price/Quality perception 

As organized is still nascent in India, substantial uniqueness was not observed for any 

store, however it was clear that there was difference on many aspects on how the 

stores were positioned. The results can be used by retailers to understand their image 

on various dimensions relative to competition. The methods developed during the 

study are useful for retailers to track positioning success of their stores vis a vis 

competition on a on-going basis. 

II. 

Do you Sway with the Music Effect of Store Atmoshpherics on Product Selection. 

Mohamed Sabir, Sabir Salam and Joshy Joseph, Indian Institute of Management 

Kozhikode, India. 

Abstract 

Store environment influences the mood of a person, which will in turn 

influence his/her behavior (Donovan, Rossiter, Marcoolyn and Nesdale 1994). Store 

environment consists of elements such as music, color, temperature and store layout 

(Donovan and Rossiter, 1982). Extant Literature is rich with studies on the influence of 

environmental elements on consumer behavior, in particular, the influence of music on 

consumer behavior. Congruence between the type of music played in a retail store and 

the sales of certain products that have some commonalities with the music have been 

studied previously. North, Hargreaves, and Mc Kendrick (1999) found that customers 

bought French wine when French music was played and German wine when German 

music was played in a supermarket. Bogomolny (2003) reports Prof. Ronald 

Milliman’s observation that fast songs helped restaurant turnovers and diners ordered 

more drinks when medium-tempo music was played. Recently, Yeoh and North (2009) 

observed congruence between the cultural backgrounds of music played in retail 

stores and that of the products chosen while shopping. Thus we find a general 

agreement among researchers that music that corresponds to the attributes of certain 

products can influence the selection of those products. 

III. 

Relationship Management –Its Importance to the Hotel Industry 

P. Rajshekhar, Welcomgroup Graduate School of Hotel Administration, Manipal, 

India. 

Abstract 

Relationship Management relates to all aspects of interaction a business 

enterprise has with its customer in sales or service related issues. It includes all 

processes that impact customer loyalty, service delivery and quality management. 

Customer relationship management has become all the more important to the hotels 

these days due to two factors (1) Increased expectations of the customers/guests , (2) 

Competition amongst various hotels lead to copying of technology and facilities that 

they provide, so only thing that makes a difference to customers is how good you in 

maintaining the relationship to retain their loyalty. The objectives of this paper is to 

review the existing literature on relationship management and suggest certain 

measures to increase their effectiveness.


IV. 

Retail Marketing: From Memories to Memetics 

Kavaldeep Dixit-IISM, Jaipur; Viresh Mathur –BKT, Mumbai and Tanjul Saxena- 

IIHMR, Jaipur, India 

Abstract 

Not long back; infact only three years back; to be precise in July 2007, Shri 

Kishore Biyani, Group CEO, Future Group of India in his bestselling memoire style 

book “It Happened In India” quoted “Retail is a simple business. …..At the very basic 

retail is about buying and selling – something human beings have been doing since 

they started living in societies. All one needs to be successful in retail, is common 

sense. Unfortunately, common sense is not that ‘common.’” (154). 

Less than half a decade later from the time of publication of his book and a 

decade from the launch of first hypermarket of group, the Indian landscape of retail 

sector witnessed such unprecedented modulations both on practice and preach 

frontiers that may make him wonder, “was that little too early to quote” Or may be, 

simple business sense is giving way to esoteric memetics 

The paper examines the current Indian Retailing Landscape, Key drivers for 

Growth of retailing in India and Challenges for Indian Retail industry. The paper also 

analyses current trends in retailing and the future prospects for Indian Retail Industry. 

V. Challenges Faced by Retail HR in the Emerging Market Economy 

Deepa Balasubramanian, ITM University, India 

Abstract 

Retailing being a customer driven business is also a segment where its 

employees have to be there and up-close with their customers, in fulfilling their needs. 

Being a customer-sensitive workforce is a challenge in itself for the employees apart 

from their work life that revolves around customers all time of the day. Consumer 

behavior has also radically evolved over the decade from being price-sensitive to being 

quality, style and even technology-sensitive. The emerging global market economy not 

only provides for international trade but with the trade-barriers increasingly relaxed, 

the challenges of the retail HR lies in attracting and retaining talent that has to cater to 

global customers with cross-cultural tastes and preferences. No wonder the workforce 

is also expected to be cross-cultural in serving global customer demands in the most 

local way. Therefore, it becomes a challenge for Retail HR to draw up a strategic 

framework that source, trains and retains its internal customers that can satisfy the 

tastes and preferences of its external ‘glocal’ customers. The paper looks at the broad 

perspective of the challenges faced by Retail HR and how there is a need for a 

paradigm shift from its current status to become a more globalised strategic HR to 

enthuse, integrate and transform its work-force to be more inclined towards multicultural 

and highly informed customers. The paper also draws up a conceptual 

framework of the role of retail HR in working out creative human resource strategies 

like employee branding, attractive incentive schemes, hour-based pay schemes and 

others for the essential work-life balance of employees and for their longer sustenance 

in the field of Retail.


VI. 

Environment Factors Impact on Retail Sector –An Overview 

B.V.Raghavendar-Prabhala P.G. College for Women, Guntur, A.P, India 

B. Sambasiva Rao, Acharya Nagarjuna University, Guntur, A.P, India 

P.Kishore, Prabhala P.G. College for Women, Guntur, A.P, India 

Abstract 

A retail marketing environment consists of the external actors and forces that 

affect the retailers ability to develop and maintain successful transactions and 

relationships with its target customers. The macro environment consists of legal, 

social, economic and technological forces and The micro environment consists of the 

actors in the retailer’s immediate achievement that affect its ability to serve its markets: 

Suppliers, intermediaries, customers, competitors and publics. The main objective of 

this paper is to analyze the various factors impact on retail sector in Business 

Environment. Every retailers’ primary goal is to profitably serve and satisfy specific 

needs of chosen target markets. To carry out this task, the retailer links himself with a 

set of suppliers and a set of intermediaries to reach its target customers. The suppliers 

or intermediaries or customers chain comprise the core marketing system of the 

retailer. A retailer must keep four basic dimensions in mind, which can be called Four 

C’s of market positioning. He must consider the nature of the customers, channels, 

competition and his own characteristics as an organisation. Successful retailing is a 

matter of achieving an effective alignment of the organisation with customers, 

channels, and competitors, need to work closely with research and development 

people to encourage more consumer oriented research. The retail marketers must be 

alert to the negative aspects of any innovation that might harm the users and create 

consumer distrust and opposition. 

VII. 

The Effects of Retail sector on Consumer Satisfaction and Local Economy (Local Grocer)-The 

Case Study in Mysore City 

Navitha Thimmaiah and Ashwini. K.J –University of Mysore, Manasagangotri, 

India 

Abstract 

In recent days Retail scenario has grown rapidly and is reaching its zenith. 

Retailing in India is becoming increasingly important and organized retailing is poised 

to grow at an exponential rate. Consumers are now enjoying a wide verity of products 

and services to choose from retailers. Retailers provide genuine value to consumer so 

that they will be able to establish themselves in the long run. Consumers are emerging 

as the emperors of retailing in India with their discerning buying attitudes and their 

ever increasing purchasing power. The present paper is an attempt to know about 

consumer satisfaction in retail sector through their preference for retail sector, choice 

for various commodities, price advantages, displays, quality of products, offers and 

discounts and services provided in retail sector etc and the effect of the establishment 

of the organized retail sector local grocery or local economy. Through suitable 

statistical and econometric techniques like correlation, regression analysis, chi-square 

test and pie chart have been made use of for data analysis. It was found that 80 

percentages of the customers are satisfied and most of the local grocers feel that they 

are facing tough competition in terms of loosing customer base; many are not even 

able to face the competition forcing them to almost think of shutting down.


VIII. 

Manufacture Owned Brand Vs. Private Level Brand: where Does the Buying Wind Blow 

Isita Lahiri, University of Kalyani and Gairik Das, IISWBM, Kolkata, India 

Abstract 

Looking at the tempting growth of organized retail in India an increasing 

number of private label brands are competing to win over local and manufacturer 

owned brands for a larger share of the retail pie. Aapparel retailers like Shoppers Stop, 

Westside, Pantaloon, etc could popularize their private labels among bargainconscious 

consumers of urban centres appealing with lower price than comparable 

manufacturers' brands. In India, the market size for private labels is still very small, 

given the fact that share of organized retail is also very small in the market. According 

to In Store Consulting, a retail consulting agency, private label brands have low entry 

barrier, and as the costs of running the stores are going up the local retailers can bank 

on their own brands for a better margin. The present paper examines the factors 

influencing customer behavior to buy manufacturer owned brand versus private label 

brands in the organized retail apparel market in West Bengal. Based on a customer 

survey with the help of a standardised questionnaire, having been blended open 

ended and close ended questions, the paper also delves into the effect of 

demographics, product related attributes and non-product related attributes on 

customers behaviour to buy manufacturers owned brand and private label brands in 

the retail apparel market using various statistical tools according to the just and 

requirement appeared in the study. 

IX. 

Human Resource Management in Retail sector –A Conceptual Overview 

I.J.Raghavendra, M.Balani Reddy, K.S.Sarath Bharathi and B.V.Raghavendar – 

Prabhala P.G. College for Women, India 

Abstract 

The main activities of the process of Human Resource Management are 

Planning, Recruitment and Selection, Training and Performance. When retailers are 

applying the Human Resource Management process, the labor laws, diversity and 

employee privacy has to be considered. Retail is the largest industry in developed 

countries like United Kingdom, America and Japan. It is also playing a vital role in 

India. In 2009, the retail market in investments was 15 percent of total retailing. It is 

generating the level of employment as well as various economic activities in the 

economy. The main objective of this paper is to analyze the human resource 

management in retail sector such as product knowledge, market awareness and 

success of retail environment largely depends on the workforce. Given the kind of 

work hours and the pressures on performance, the retailer needs staff which is 

completely motivated. Staffs are a major resource in any business. This is particularly 

true in retail industry, which has a very large amount of employees and which 

provides a range of services to its customers. The retail human resource environment 

has its special features: a large number of inexperienced workers, long hours, highly 

visible employees, many part-time workers, and variations in customer demand. 

Those features also create difficulties to retailers. The type of business that the 

company is in determines the characteristics that are required of the workforce. In 

retail, human resources are at two levels. The first being the front end of the store level 

and the other, the management or the back office level. The type of competencies skill


sets and hence training required at various levels varies significantly. Perhaps, the 

most difficult aspect of a retail business to master is staff management and 

development. 

X. The role of perception of colors by consumers in consumer decison making process: A micro 

study of selected department stores / malls in Mumbai City, India 

Daivata Patil, University of Mumbai 

Abstract 

Color plays a significant role in triggering emotions in people. The current 

research proposes to study role of perception of colors in consumer decision making 

process. The study focuses on how the departmental stores/malls by using different 

colors/color combinations in logo, the name, the tagline, slogan etc. reach to their 

audiences. Do these colors specifically intend a meticulous message If yes then does 

the intension of marketers succeed or fail How are these colors interpreted by 

audiences and do they have a positive or negative effect on decision making How do 

consumers perceive these messages and eventually decide to make purchases into a 

particular departmental store/mall. Data collected from 50 respondents through a 

survey will be analysed both quantitatively and qualitatively. The sampling technique 

used is convenient sampling. 

XI. 

Relationship Marketing: Various School of Thought and Future Research Direction 

PaltoRanjan Datta & Omar Ogyeni - University of Hertfordshire, UK 

Dixon.G, Manchester Metropolitan University, UK. 

Abstract 

Relationship Marketing has emerged in business and academia over the past 

three decade as a new marketing school of thought which aims at building a long 

lasting bonded relationship with customers by identifying, anticipating and satisfying 

customer needs and wants profitably. The ultimate goal is to build trusted, committed, 

satisfied and informed long term partner through continuous value creation. Thus 

increasing customer loyalty and retention. 

It is the view of the researcher that CRM as an idea is still evolving. Although it 

was developed as a major source of attain organizational objectives (eg. Profit 

maximization etc) through the marketing route, the focus has now transcended to a 

holistic approach involving the organizational functions collectively. This has well 

been reflected in the writings of Gronroos over the years, and also Morgan and Hunt, 

Gummesson, Lancaster and Harket amongst others. Having said that, the researcher 

also consends that `communication` plays a vital role in building relational and 

transactional exchanges. Organisations these days have to be sensitive enough to what 

the customer thinks about them as an entity, rather than just the products. Customers 

will hesitate to be supportive of those organization without any involvement in 

community affairs as reflected in the vitally important concept of corporate social 

responsibility (CSR), and CSR is now a crucial sub function of communication, because 

it boosts company’s image and reputation. Morgan et al (2006) also pointed out the 

importance of CSR in relationship marketing. According to them customers will 

engage in relationship only with those organizations are socially responsible (Morgan


et al, 2006, p-76). Indeed, this is reflected in corporate advocacy of many reputed 

organizations-Microsoft for example. The contention here is, therefore, CRM should 

be aligned with an organisation’s communication strategy. 

This paper examines the nature of Customer Relationship Marketing (CRM), its 

definitions in various business context, and various schools of thought based on 

existing literature. A holistic definition of CRM is established and seven (7) schools of 

thought have been discussed with major themes and contexts. 

XII. 

Out of Stock Conditions Affecting Customer Satisfaction and Customer Loyalty 

Jayanthi Ranjan and Sandeep Puri, Institute of Management Technology, Raj 

Nagar, India 

Abstract 

In the retail industry, customer experience, satisfaction and service are going to 

become the limiting differentiators. Increasing competition is creating pressure on 

retailers to improve both inventory turnover and customer service. Poor logistic 

management can result in either over stocking (leading to cash flow problems and 

unnecessary discounts) or lost sales due to stock outs. Stock outs can have serious 

impact on the business as it affects retailer’s credibility and consumer’s satisfaction. It 

is important to understand the cost of a retail stock out before the implementation of 

any retail inventory model. This paper gives valuable insights about customer value, 

satisfaction and loyalty that can be used by retailers in designing their logistics and 

inventory models. First, it examines the relationship between customer loyalty, 

customer value, customer satisfaction, logistics value and out of stock conditions. 

Second, it explores the role of improved inventory control and the logistics 

management on customer service. Finally, this study provides valuable insights to 

retailers on managing consumer’s store attitude by making more informed and 

rationalized decisions regarding retail product offering and relevant environmental 

variables. 

XIII. 

Retail Fraud Management Strategies in Organized Retail Sector in Pune 

Kirti Gupta, Institute of Management & Entrepreneurship Development (IMED), 

Pune, India 

Abstract 

In recent years, India is ranked as a very attractive destination for retail 

investment. At the same time, according to the Global Retail Theft Barometer (GRTB) 

2009, India recorded a shrinkage of 3.2% of the total size of the country's retail 

industry (including the unorganized sector), amounting to about $2.6 billion which is 

very high as compared to other global markets like the US (1.6%), the UK (1.4%), and 

China (1.1%). 

Shrinkages comprise of different categories of frauds and attributable to 

various factors of which employees and vendors are the critical ones. Since Indian 

markets is showing high growth potential in the retail sector, such a high rate of 

shrinkage levels indicate increasing losses due to shrinkages in the future. Therefore, 

shrinkage or fraud in retails is a major cause for concern for the retailers and


management of retail fraud becomes imperative. Since the city of Pune is characterized 

by phenomenal growth in the retail market, it is also bound to face the challenges 

posed before this emerging market. Retail fraud is one such aspect and it is felt that indepth 

study of the same would be significant contribution. This paper aims to study 

the different aspects of retail fraud along with the challenges faced and strategies 

involved in management of Retail Fraud in organized retail segment in Pune. 

XIV. 

Determinants of Customer Relationship Management for Pharmaceutical Industry 

Pallavi Bhatia, Shubham Nandawana, Sudhir Sharma, Insititute of Health 

Management Research, Jaipur, India. 

Abstract 

Customer relationship management (CRM) is a widely-implemented strategy 

for managing a company’s interactions with customers, clients and sales prospects. It 

involves using technology to organize, automate, and synchronize business 

processes—principally sales activities, but also those for marketing, customer service, 

and technical support. The study examine the determinants of CRM in Pharmaceutical 

Industry. A descriptive study of medical representatives in Jaipur was conducted. 

Data was collected through Self-designed Questionnaires based on 1 to 5 likert scale. 

Data was than analyzed through various tools of analysis. It was found that the 

reliability value i.e. 0.923 is higher than the standard value, so the scale is highly 

reliable. Through factor analysis major eight factors were analyzed. These factors are 

personal information, Links, Educational Background, Prescription Style, Information 

Availability, Nature of Job, Practice and Success 

This study has resulted in standardized questionnaire to evaluate determinants 

of CRM specifically for Pharmaceutical Industry, along with these the study has 

resulted into eight factors that are determinants for maintain good relation with the 

doctors which includes personal information, Links, Educational Background, 

Prescription Style, Information Availability, Nature of Job, Practice and Success. The 

information that is being conveyed by these determinants is that as to how these 

factors affect the relations. 

14.00PM-14.30PM 

KEY NOTE SPEAKER 

Shaju Jose, Ida Scudder School, Vellore, Tamil Nadu 

Shaju Jose was born in Madampam, a village in rural Kerala. He read 

Economics at Calicut University, Kerala and upon graduation went on to Nagaland 

University where he completed a Bachelor of Education degree. With his first for 

further study he pursued post-graduate study in Economics at Madura Kamaraj 

University. Upon completing these studies he was appointed as a lecturer in 

Economics at the Labour India International Public School and Junior College, Kerala 

where has been did sterling work inspiring colleagues and students alike as to the 

value and relevance of economics. He currently works as a lecturer at the Ida Scudder 

School, Vellore, Tamil Nadu. Ever eager to ensure that economics is both relevant and


practical, he has undertaken his own studies that have grown out of lecturing on the 

consumption and equilibrium theories of J. M. Keynes. Shaju Jose has been keen to 

discover why the solution suggested by Keynes appears to fail when applied to 

economic downturns and depressions in the modern world. Such has been his 

determination to find an answer that he has undertaken a fascinating study that not 

only elucidates the flaws in the Keynesian consumption function, but has also resulted 

in the development of his own theory in this regard. 

14.30PM – 17.25PM 

Track: Emerging Economies and Globalisation 

Session Chair: Shaju Jose 


I. Remapping Sustainable Educational Development in the Global Economy with Emergence of 

Private Stakeholders in India. 

Dhaneswar Bhoi and Bhubaneswar Sabar, Tata Institute of Social Sciences, 

Mumbai, India 

Abstract 

This paper talks about the stakeholders’ responsibility to revive the Indian 

education system by the vigour of global economy. Indian economy has done 

reasonably well during the world economic crisis and has registered a stable economic 

growth. However, a relatively high economic growth is not maintaining the sustainable 

development in the sector of education in India. The needs of collaborative efforts are 

more essential for sustainable educational development. Moreover this paper shows, 

how the government breakdown to afford the educational facilities for the sustainable 

development How this global economy brings the market of private education and 

how it influences/affects to remap the sustainable development of education with the 

emergence of private stakeholder This paper is based on content analysis method with 

some secondary data sources. Allied efforts are essential in the form of public–private 

partnership for educational development. Several community efforts, private 

universities, various local body efforts and the awareness building efforts are also 

needed to continue a sustainable education in India. But the efforts of private 

stakeholders are really indeed to challenge the obscene of education for sustainable 

development and remapping the location of sustainable educational development in 

this global economy. 

II. 

Impacts of Defence Budgets of India and Pakistan on their Economic Development 

Shahzadah Fahed Qureshi and Muhammad Imran Shah, Wuhan University, China 

Abstract 

Despite having status of developing countries, India and Pakistan have been 

spending generously on their defence since their inception in 1947. In 2009, India and


Pakistan got the first and sixth positions respectively, among the top arms importers. 

Both countries mostly buy arms from the top arms exporters including US, Russia, 

Germany and France. Now the changing pattern of world economy requires change in 

spending behaviour of both countries. This paper explores answers to 3 main 

questions. First, how much amounts each of India and Pakistan has spent on defence, 

after attaining the status of atomic power Second, what was the impact of this defence 

competition between Pakistan and India, on the economies of arms sellers Finally, 

what will be the impacts on the economic development of both countries, in the 

scenario of least possible spending on their defence programs Budgets and economic 

variables of India and Pakistan, and those of arms sellers have been analyzed, with a 

special focus on defence budgets of India and Pakistan. The paper concludes highly 

positive impacts on economic development of both India and Pakistan, in case of least 

possible spending on their defence programs. 

III. 

Globalisation and Impact on Indian Automobile Industry 

Vadood Javan Amani, Pune University, India 

Abstract 

The automotive sector is one of the core industries of the Indian economy, 

whose prospect is reflective of the economic resilience of the country. Continuous 

economic liberalization over the years by the government of India has resulted in 

making India as one of the prime business destination for many global automotive 

players.The Automotive industry in India is one of the largest in the world and one of 

the fastest growing globally. India manufactures over 11 million 2 and 4-wheeled 

vehicles and exports about 1.5 million every year. It is the world's second largest 

manufacturer of motorcycles, with annual sales exceeding 8.5 million in 2009. India's 

passenger car and commercial vehicle manufacturing industry is the seventh largest in 

the world, with an annual production of more than 2.6 million units in 2009. In 2009, 

India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South 

Korea and Thailand. The automotive industry is at the core of India’s manufacturing 

economy. India is positioned to become one of the world’s most attractive automotive 

markets for both manufacturers and consumers. The resulting benefits to society-in 

economic growth, increased jobs, and stability for families employed by the 

automotive industry-are considerable. India is expected to top the world in car 

volumes with approximately 611 million vehicles on the nation's roads. According to 

Society of Indian Automobile Manufacturers SIAM, the total automobile sale in the 

domestic market was reported 1114157 units in January 2010, increasing by 44.9%. 

IV. 

Millennium Development Goals –Understanding Contemporary Change in Indian Economy 

Renita Dubey, Amity Institute of Competitive Intelligence & Strategic Management 

and Utparn Dubey, Birla Institute of Management & Technology, Greater 

Noida,India. 

Abstract 

This study investigates performance of the Indian economy in the context of 

MDG .For the past decade recognition of the role of MDG has been rising.In the year 

2000, 189 UN member states including India set for themselves eight developmental 

goals, ambitiously entitled the 'Millennium Developmental Goals'. They pledged to


eradicate extreme poverty and hunger among a slew of other promises that include 

universal primary education, reducing child mortality and attaining environmental 

stability, these targets have to be achieved by 2015, from their level in 1990. There is no 

compulsion for any country to work towards meeting the MDG targets. However, the 

MDGs have become a framework for judging the progress of different nations. Failure 

to achieve MDG targets will reflect poorly on a nation’s capability and will also bring 

in international pressure. India has a very crucial position in the global scenario of 

MDG framework. For instance, the first target of the first MDG i.e. halving the global 

poverty by 2015, cannot be achieved unless India being second most populous country 

in the world halve the number of people living below the poverty line by that year. 

This report shows how much work has been done till today and what will we achieve 

by 2015 at the ongoing rate compared to the target for 2015. 

V. Strategy to Restructure the Global Economy 

Raghvendra Prasad, Prabhat Group of Educational Institutions, Parnapall, Andhra 

Pradesh, India 

Abstract 

‘Restructuring of economy’ is the core concept of every country in modern 

India. Problem identifying and using a structure and enhancement in the structure 

formation, using different strategies to make it potential and identification of global 

economy in a pro-active manner gives a clear picture of the country. Introducing 

competitive Exim policies, modification of TRIPS, TRIMS and GATT according to the 

changes is needed for every country. With the convergence of agri products, 

knowledge sources, industrial production and development will be a cake-walk to 

develop the country policies. For developed countries, knowledge and technological 

outsourcing, business process outsourcing and increasing of number of new MNCs 

into different countries, and widening MNCs to more countries. Updating skills and 

knowledge of other country employees make them to give a sustainable position. 

For developed countries, providing training to the people of developed and 

developing countries regarding technology and skills support them a lot. Using Small 

scale industries, home made appliances, SHGs, providing loans for cheaper rate will 

boost hose wives, people of below poverty level to eradicate his /her pessimistic 

approach and transforms them towards entrepreneurial culture. 

VI. 

Ghana`s Evolutionary Role in a Changing World Economic Order 

Joel Osarcar Barima, London College of Management Studies, UK 

Joseph Agyapong Boateng, Concord Business College, ACCRA, Ghana 

Abstract 

The world economy has been passing through interesting and significant 

changes for several years now – promising for some – the emerging countries in 

particular – and not so promising for others – the developed countries. Huge transfer 

of resources has taken place and the process is continuing. In this context, it is but 

natural for Africa observers to raise the question – African share of world resources 

remaining somewhat unchanged (as per the World Bank data) ,what is the role and 

future of the African countries in this changing scenario. Are they going to be partners


in the transfer of resources that is being experienced An attempt has been made here 

to examine the case of Ghana – a leading economy in the continent. The authors would 

contend that although the country is poised to grow spectacularly as some forecasters 

would envisage, thanks to the prospect of oil revenues , Ghana has to traverse a long 

way if it is to be noticed in the world bodies. Growth and development must occur in 

substantive measures from the present state of affairs. Agriculture, almost the 

backbone for any developing country, must take the lead to offer meaningful support 

to the more promising industry. The real economy, in its basic form, must be properly 

understood, developed and managed with strategic investments in place . And this 

must be followed by or accompanied with a vibrant knowledge based service 

economy. Failing this, the burgeoning oil wealth may only be hallucinatory at best. 

VII. 

Emerging Asia Overtaking Advanced Economies –An Empirical Study 

Shushma H, Gulbarga University, Gulbarga, Karnataka, India 

Abstract 

Major crises have always been followed by the emergence of new international 

institutions. The emergence of India as a resilient economic pole with stable political 

structure provides a tremendous opportunity to turn the tables in its favour. Contrary 

to the decoupling hypothesis, emerging Asia, including India and China, suffered on 

account of the recent economic crisis. But the region as a whole experienced the 

swiftest recovery because of these two economic power heads. The aftermath of this 

crisis demands a restructuring of the existing international monetary system along 

with changes in macro-policies. The recent financial meltdown, which broke out in the 

US financial sector, later turned into a global economic crisis. The global recovery is 

being led by Asia, where India and China have emerged as the autonomous growth 

poles. The crisis has exposed the fragility of the existing global financial and economic 

institutions, and the limitations of existing macroeconomic policy tools. The current 

crisis is also paving the way for shift of this power balance from advanced countries to 

emerging Asia whose two main contenders are India and China. 

VIII. 

Restructuring the Global Economy 

Lekha Nagar Jaral, University of Jammu, India. 

Abstract 

Our current market-driven system has seen an increasing number of child 

labor sweatshops in Asia making high-end athletic shoes for the rest of the world. We 

see gold mining in Brazil has resulted in poisoning mercury in the ancestral territories 

of the Yanomami tribe in the Amazon. U.S. transnational corporations manufacturing 

DDT, a chemical banned for domestic use, but distributed profitably in Central and 

West Africa. My contention is that the globalization of a capitalistic system, with the 

resulting disregard for nature’s life support systems, the phenomenal cultural 

diversity across the planet, and the local community values that are the real stuff of 

our lives, is clearly not a paragon of beauty, excellence, or perfection. 

Capitalism, as the economic system’s number one rising star, has achieved 

dominance over other systems such as socialism or communism. It has also become 

more urgently problematic. The current model of capitalism, expanded greatly by the


frenzy of “freetrade” economic globalization, is an absurd economic system rapidly 

destroying nature, cultural diversity, and decent local life. Contrast that to what nature 

has coevolved, ecologically and socially, over thousands of millions of years. You will 

find an unimaginable beauty and eloquence—from the blue sky with its protective 

ozone layer shielding us from the sun’s harmful radiation, to the ancient-faced 

orangutans of Asian rainforests, to the feathered Yanomami tribe deep in the Amazon, 

to the mighty grizzly bears of Yellowstone. 

IX. 

Challenges of Global Economy 

Jose G.Vargas-Hernandez, Centro Universitario de Ciencias Economico, Mexico and 

Mohammed Reza Noruzi, Islamic Azad University, Bonab, Iran 

Abstract 

The purpose of this document is to analyze the emerging phenomenon of the 

transfer of state governance to global economic corporate governance. After 

determining the economic globalization processes driven by a corporate global 

economy, which affects the formation of globalised business – intergovernmental 

networks, we discuss their outcome and impact. Finally we outline the main 

challenges facing governance driven by a corporate global economy. 

9.00AM - 9.30AM 

WEDNESDAY, FEBRUARY 2, 2011 


Mark T. Jones 

Mark T Jones is a fervent internationalist who is frequently invited to deliver lectures 

and speeches both in the UK and internationally. During his career to date as well as having 

worked in Jordan (2002-2004), he has also spent a considerable amount of time in Africa. He 

initiated and oversaw a major humanitarian venture into war-torn Sierra Leone in 1999 and 

his logistical and regional knowledge is in considerable demand. He writes and lectures on a 

variety of subjects ranging from international trade to women’s health in the developing 

world. He believes that policy makers have all too often overlooked the significance of history 

and has sought to assist others to gain a better understanding of the historical context of 

nation states and their individual policies. Recently his expertise in this regard has been in 

considerable demand relating to Somaliland and the Horn of Africa. 

As well as being an orator of distinction, he is a Corporate and Legislative Leadership 

Training specialist and advises a variety of industries including that of the sericulture sector. 

Mark is a member of the Fawcett Society and is a champion of greater female representation 

in leadership roles. He believes that many of the current difficulties in the world are due to a 

poverty of leadership, a lack of real vision and a sense of service. An accomplished writer he 

had two books published in 2010, including one entitled: Radar and the Secret Wireless War and 

is currently researching and writing a book about the Lomé Peace Accord (1999). An


inveterate traveler, full of boundless energy, he finds people in their infinite variety 

fascinating. 

In 1994 he was elected a Freeman of the City of London in recognition of his voluntary 

work with the homeless. 

9.30AM - 11.00AM 

Track: Consumer Behaviour 

Session Chair: Professor A.C. Pande 


I. Consumer Perceptions in Water Purification Market in India 

Grishma Kulkarni, NMIMS University`s Mukesh Patel School of Technology, 

Management & Engineering, Mumbai, India 

Aakansha Verma, Prekshi Verma, Ruchi Vora, Ishan Vyas, Neha Wadhwa and 

Jitesh Zaveri, School of Pharmacy & Technology Management, NMIM University, 

Mumbai, India 

Abstract 

Multinational companies HUL and Phillips entered the water purification 

market in India in 2004 and 2008 respectively. With the success of the water purifier 

‘Pureit’ in India, the FMCG giant HUL recently launched the water purifier in 

Bangladesh and Indonesia. It plans for a penetration in other emerging economies of 

Latin America, Africa, and south-east Asian nations. Only 9-10% of the urban Indians 

use water purifiers. This, coupled with the rural sector having 70% of the Indian 

population, makes India a large untapped market for water purification industry. The 

size of the water purification industry in India is about Rs. 10 to 15 billion (i.e. $2.2 

million to $3.3 million). Water purification market is also associated with the crucial 

physiological needs of consumers as per the Maslow’s hierarchy of needs. Further, 

Nostradamians have interpreted one quatrain that, the third world war, if ever, will 

not be over land, but WATER. Hence, bridging the gap between the haves and the 

have-nots of pure water is crucial. Multinational companies should try to capitalize on 

this gap and try to maintain the balance of pure water. 

This paper focuses on the water purification market in India. Secondary data is 

collected to give the size of the market and the outlook. Primary research is done by 

administering questionnaires to a sample in India. The findings give key insights 

about consumer behavior of Indians with respect to water purification industry.


II. 

A study to Determine the Factors Influencing the Customer Choices and Preferences for 

selecting health care services in the private Hospital in and around Kolkata 

Sandip Ghose, Indian Institute of Social Welfare, India 

Gairik Das, IISWBM, Kolkata, India 

Abstract 

Presently the healthcare market in the private sector is completely consumer 

oriented. Today patients are more informed about the healthcare services and are 

inclined to be in the Quality Care process. As a result Quality Care Services acts as a 

significant deciding factor in mind of the patient for their preferences. In view of this 

taking note of the Patients perceptions currently is a serious issue for study for the 

betterment of Healthcare business. The main objective of the study is to identify the 

factors influencing Patients selection of healthcare services, Patient’s association and 

loyalty to the hospital and Patients mode of recommendation to others. 

Based on a customer survey with the help of a standardized questionnaire, 

having a blend of open and closed ended questions, a survey was conducted in the 

hospitals in around Kolkata with a sample size of approximately 150. Tools were used 

for data analysis and interpretation. The outcome expected enormously to improve the 

health services phenomena from the point blank perspective of patient perception and 

satisfaction. 

III. 

Consumer Behavior Towards Organized Retail Industry 

B. V. Sangvikar and Hemant J. Katole, Department of Management Sciences 

(PUMBA), University of Pune, India 

Abstract 

In this research paper researcher basically focused on behaviour of consumer 

mainly on spending pattern in different store formats, store preference on the basis of 

product availability and consumer satisfaction in organized retail with reference to 

consumer spending pattern, consumers preferred store, customer satisfaction with the 

salesman services, and consumer behavior and plants layout. Researcher found that 

the major customers prefer retail outlets because of price discount, followed by variety 

of products in the store and convenience to the customer to visit particular retail 

outlet. Departmental stores are most popular amongst consumers. Customers’ 

spending pattern varies with price and availability of products while customers’ 

spending shrinks due to poor quality of products kept in the store. 

IV. 

The Impact of Electronic Service Quality (e-SQ) on Customer Satisfaction for Iranian Internet 

Banking 

Farnaz Beheshti Zavareh, Mohd Shoki Md Ariff & Huam Hon Tat, Universiti 

Teknologi Malaysia and Mohsen Ashourian, Islamic Azad University 

Abstract 

The present study addressed electronic service quality (e-SQ) in the Iranian 

Internet banking context and its relationship with the customer satisfaction. Based on


literature review and expert opinion 5 dimensions with 14 items were selected for 

measuring e-SQ of Iranian Internet banking. The customer satisfaction was measured 

using 3 main constructors which were technology, shopping and products. This study 

employs quantitative research paradigm and distribute questionnaire among 

customers of four main public banks in Iran. Result of correlation analysis and 

regression showed that Security/Privacy, Site Aesthetics, and Ease of Use have 

positive relation and high impact on customer electronic satisfaction of Iranian 

Internet banking services. Based on the results of the analysis of the empirical data, 

managerial recommendations were given. 

V. Analysing Customer Behaviour in Life Insurance Industry 

Ashraf Imam, Aligarh Muslim University 

Abstract 

The wealth of products and services produced in a country make our economy 

strong. All the behaviour of human beings during the purchase may be termed as 

“buyer behaviour. This paper explain the behaviours of customer for purchasing 

service and attempts to explore the effect of customers’ behaviour in financial services 

especially in Life Insurance Industry. It identifies elements of customer satisfaction 

and its behaviors, which are to be very important for survival of business using case 

studies in Life Insurance Industry. Customer satisfaction and to understand their 

needs is an important element of competitive quality. Firms strive to identify customer 

requirements and develop strategies that allow them to meet or beat the service level 

provided by their competitors. In short, Understanding financial services customer can 

improve business for companies and analyzing customer behaviours for better service 

has received significant attention in services industry especially financial services 

sector. 

VI. 

Conceptual Model and Implementation Strategies in Context of Customer Relationship 

Management. 

Charu Arora, GIMT, Kurukshetra, India and Vishal Arora, Polethecnic 

NILOKHERI, India 

Abstract 

When any organization makes the decision to enter into the world of electronic 

business, or e business, they face a whole new set of challenges and a whole new set of 

regulations. Since 2000, customer management (CM) research has evolved and has had 

a significant impact on the marketing discipline. In an increasingly networked society 

where customers can interact easily with other customers and firms through social 

networks and other new media, I propose that customer engagement, conceptual 

model and implementation strategies is an important new development in CM. 

Customer engagement is considered as a behavioural manifestation toward the brand 

or firm that goes beyond transactions.. One of the most challenging areas of how 

companies are integrating CRM and implementing strategies and follow steps for 

satisfying the customers


VII 

Understanding Shopper behaviour in Tier II towns 

Nitin Makhija , Priyank Agrawal, Shubham Singhal, Varun Kumar Gupta 

and Smitu Malhotra, XLRI, Jamshedpur, India 

Abstract 

The purpose of the study is to understand the consumer behaviour of a Tier II 

shopper and to find out the segments of the consumers on the basis of an 

understanding of their preferences. These findings can lead to identification of growth 

opportunities for retailers which would enable them to develop expertise in the 

message communicated, store design, store location and item assortment to achieve 

their growth objectives. Jamshedpur is a typical Tier II city located in the state of 

Jharkhand in India. We have tried to understand the behaviour of a Jamshedpur 

Shopper from the Sec A or Sec B segment with an emphasis on the shopper of the food 

and grocery segment. The Methodology comprised of conducting focus group 

discussions, in-depth interviews and surveys at various markets of Jamshedpur. Based 

on the data collected, the profile of Sec A and Sec B Jamshedpur shopper was 

prepared. The research can be used to explain the shopping behaviour of a 

Jamshedpur Shopper and managers can gain insights as to what affects the behaviour 

of the Jamshedpur Shopper and can try to influence it to achieve their growth targets 

or to make decisions regarding setting up retail stores. 

11.15AM - 11.30AM 


Shantanu Bhagwat, Udbhav Associates 

An engineer by training, Shantanu Bhagwat is a one-time diplomat turned venture 

investor and now advisor, to start-ups. These days he divides his time between the UK and 

India working with early stage companies and on ideas to improve political systems and 

governance in India. 

In a career spanning two decades, Mr Bhagwat has worked across geographies and 

industries, including several years in Japan and in the UK. Until recently a Partner at a 

venture capital firm, Mr Bhagwat has also worked at Monitor Co. in London. Prior to that, he 

spent several years as a fast-track career diplomat with the Indian Foreign Service, working in 

New Delhi and Tokyo. 

Over the last few years, he has spent quite a lot of time thinking about and 

commenting on globalization, innovation and entrepreneurship both internationally and 

across sectors, with a particular emphasis on India. 

A graduate in computer engineering, Shantanu holds an MBA from the London 

Business School, where he was a Chevening Scholar. He is a Chartered Member of TiE – a 

global non-profit network of entrepreneurs and professionals. He also sits on the Advisory 

board of Asia-Silicon Valley connection and the UK India Business Angel Network and is a 

frequent speaker and panellist at conferences on Venture Capital, Innovation, Asia and India.


11.30AM - 13.00AM 

Track: Leadership, Communication and International Business 

Session Chair:: Professor Gairik Das 


I. Transmission of Interest Rates Volatility: A Case Study of Upper Middle Class and 

Lower Income Groups Countries 

Tarika Singh, Prestige Institute of Management, Gwalior, India, 

Seema Mehta, IIMH, Jaipur, India and Aarti Bajaj, Alumni PIMG, India 

Abstract 

With the development of liberalization of capital movements, an increasing 

attention has been given to international transmission of volatility to different market 

returns. This article empirically tests the effects of the volatility in the time value of the 

US t bills and RBI t bills on the developed, developing, and underdeveloped market. 

By using daily values of twelve equity markets and the interest rates on the 10 years 

treasury bills from 2000 to 2010, the Gaussian and Student’s-t GARCH models are 

tested to display the international Transmission effects of the US and Indian interest 

rates on the world equity markets. The empirical findings vary between the subeconomy 

groups. The equity markets in the upper, middle, and lower income group 

do not have strong interest rate effects. The markets are affected by the volatility in the 

US and RBI interest rates at low levels. On the other hand, impacts of the volatility in 

the US interest rates on the domestic money markets –i.e. bond spreads- in the 

emerging economies are stronger with negative direction. 

II. 

The Effects of TRIPS-IPR`s on Economic activities in Developing Countries 

Raghavendra R.N, Bangalore, Karnataka State, India 

Abstract 

TRIPS stand for Trade-Related Aspects of Intellectual Property Rights. It 

is one of the agreements signed at the end of the Uruguay Round of GATT 

Negotiations in 1995. It is widely accepted that knowledge is a prerequisite for 

development to take place in the current “knowledge economy”. This 

knowledge must be acquired, absorbed and diffused. An aspect which has 

generated much debate is the role that intellectual property rights (IPRs) can 

play as both enabler and inhibitor of the learning processes of knowledge 

acquisition, absorption and diffusion. On the one hand, holders of technology 

are reluctant to transfer their technology if they cannot be guaranteed 

protection against unauthorized and uncompensated use of the technology 

developed as a result of their investment. This means that the benefits of 

accessing the technology are diluted. However, as acquired technology is 

mastered, technological capabilities are built up locally, facilitating increased 

indigenous innovation, which is in turn incentivized by IPRs.


The paper begins with a discussion of the economic rationale for 

protecting distinctive signs, viz. trademarks. This detour into trademarks is 

considered useful and pertinent because of the proximity and overlap between 

the two instruments of intellectual property protection. This section also 

includes a discussion of two public policies related wider interests of 

developing country: the promotion of rural development and the protection of 

indigenous peoples’ knowledge. 

III. 

India`s International trade During Global Recession 

M.S.Annapoorna, University of Mumbai, India 

Abstract 

Due to the globalization national and local business cannot be unaffected by 

the global business environment these days. The global recession spread across 

developed economies in first nine months in 2008-2009 and then it started to affect a 

number of developing economies. It often said that when the US sneezes the rest of the 

world catches a cold. The US economy has been deeply affected by the extreme 

volatility in the energy, food and commodity prices. India’s engagement with the 

global economy became deeper from the 1990s and interdependence of international 

trade makes it inevitable to impact the trading partners all over the world. The recent 

global recession also had a huge impact on Indian industries as well. The present 

paper attempts to analyze the growth trends of international trade of India especially 

the import and export trade in the lights of the global recession 

IV. 

Manufacturing and Distribution Strategies, Distribution Channels and Transaction 

Costs: The Case of Parallel Imports in Automobiles 

Godfrey Young, National University of Singapore, Singapore 

Vincent Mok, Hong Kong Polytechnic University, Hong Kong 

Abstract 

We apply transaction cost economics to examine the roles of transnational 

corporations’ (TNCs) manufacturing and marketing strategies and how constraints on 

official distribution channels, the asset specificity and bounded rational behavior of 

franchise dealers and parallel traders could contribute to the sustainability of parallel 

imports in automobiles. TNCs’ manufacturing and distribution strategies partly 

contribute to the existence of regional differences in the pricing and availability of 

specific models and specifications of vehicles. These necessary conditions allow 

opportunistic parallel traders to engage in arbitrage. In addition, the asset specificity of 

franchise dealers, the bounded rationality, and the opportunism of dealers and 

arbitrageurs, contribute to the existence and sustainability of parallel imports. 

Franchise dealers are unable to respond to the market demand as they are “locked-in” 

with specific manufacturers (due to the non-deployable nature of their assets) and 

have to implement the official distribution strategies of manufacturers by stocking 

certain models and specifications of vehicles at pre-determined volumes every year. 

Instead of letting their capital be tied-up in stocks, rationally bounded and profit-


oriented dealers are willing to risk the possible sanctions of manufacturers to offload 

their surplus stocks to opportunistic parallel traders directly or indirectly. 

V. Direction of India`s Trade 

Anitha C.V, Research Fellow in Economics Department, Manasagongothri, 

Mysore, India 

Abstract 

This paper give light on the pre- reform and post -reform direction of India's 

trade,it mainly concentrate on the changes that take place after 1991. 

VI. 

A study on Special Economic Zones and their Contribution to Total Exports, FDI 

Inflow and Employment Generation in India Between 1998 -2009 

Joshy K.J and Shivi Kalra, Christ University, Bangalore, India 

Abstract 

The SEZ scheme was introduced in India aiming at boosting export and 

employment sectors and attracting investment in the export oriented manufacturing 

and services sector. This paper aims at assessing the experience of India with the 

functioning of SEZs in terms of exports, FDI inflow and employment generation. In 

fact this study is a timely intervention into the rather thin debate that whether SEZs 

serve as the vehicle of export led growth with a special focus on exports, FDI inflow 

and employment. The study is analytical and exploratory for which we have used the 

secondary data. We have analyzed the data on trends in growth of exports, pattern 

and trend of FDI and employment generation in both public and private SEZs with the 

help of various statistical tools like percentage, covariance and CAGR (Compound 

Annual Growth Rate). The study reveals that the performance of SEZs is highly 

commendable so far in terms of FDI investment and employment generation in India. 

Although exports of SEZs have registered a growth over the years, their share in the 

total exports has remained almost insignificant. The findings show that success of 

SEZs is determined by factors like location, quality of infrastructure and governance, 

fiscal incentives and various zone specific factors. 

VII. 

The Effect of Free Zones Labor Law on Business Development and Job Creation in Iran 

Morteza Saberi Hakami, Pune University, India 

Abstract 

Iran's first labor law passed in 1946. In addition, corrected in 1958. After the 

Islamic Revolution in Iran, this labor law was reformed and finally passed 

by the Iranian parliament in 1990. The first labor office established in 1944. The first 

labor ministry established in 1949. 

Iran's first free zone called kish Free Trade-industry Zone that it is located in 

Kish Island in the Persian Gulf was established in 1980. Then qeshm Free Trade –


industry zone that it is located in Qeshm Island in the Persian Gulf in 

1990. Chabahar free trade –industry zone that it is located in in Sistan and 

Baluchistan province and near Oman Sea created in 1991. In the years, three free zones 

added between 2003 to2004 that called Anzali and Aras and Arvand Free trade – 

inductee Zone. In addition, there are fifteen special economic zones in Iran. 

14.00PM – 16.55PM 

Track: Miscellaneous 

Session Chair: Dr Nripendra Singh 


I. Culture & Ethics: A Perspective on Indian Culture & Ethical Business Values 

Anil Kshatriya, SIBM, India 

Abstract 

Business world across the globe has started looking at East, particularly at 

India, for ethical business models. One of the strong reasons why India succeeded in 

coming out of the global financial turmoil almost untarnished was its ethical support 

system which is ingrained in the culture of this country. Culture of a country is much 

more than its beliefs and customs. It is the commonly held philosophy of its people 

towards core values. In this context, the outlook towards money and satisfaction 

derived from creation of wealth drives a nation in the direction that eventually decides 

the fate of its moral standing. Thus culture and ethics are strongly co-related. A culture 

that is conservative in monetary terms attaches very high value to created wealth. This 

leads to business practices that attempt to bring about change in the lives of many 

people as well as ensuring that the process of wealth creation does not blind few 

individuals while considering distribution of created wealth. Culture that prioritizes 

common good and chastises individualistic development helps in nurturing business 

practices that are ethical and sustainable. India has proved this phenomenon time and 

again. 

II. 

The Influence of Information Asymmetry on earnings Management Practices (Studies on 

Manufacturing Industries in India) 

Eriana Kartadjumena and Shelly Andriani, Widyatama University-Bandung, 

Indonesia 

Abstract 

Information asymmetry is a situation where managers have access to 

information on the company's prospects that are not owned by parties outside the 

company. When the high information asymmetry stakeholders do not have any 

information or resources to know the activity manager, it can drive the earnings 

management practices. This research was conducted to determine empirically the 

effect of information asymmetry on earnings management practices conducted in 38 

manufacturing companies in Indonesia Stock Exchange in 2007-2008. The research


method used is associative causality Data collection techniques in this research is to 

use secondary data and data used in this study are the financial statements, annual 

reports and stock prices. This study uses regression analysis and multiple correlations. 

Tests of asymmetry of information is done by using a proxy market micro structure 

approach that is bid-ask spread which consists of quotes, sales volume and return 

volatility and to provide evidence of earnings management practices using by the 

Modified Jones model. 

The results showed that information asymmetry affect earnings management. 

This is evidenced by the large effect of information asymmetry on earnings 

management that is equal to 30.9% while another 69.1% are influenced by other 

factors. 

III. 

Influence of Global Trade and Corporate Social Responsibility in India 

Sanjay Aswale, SCS College Omerga, India 

Abstract 

Company’s obligation to be sensitive to the needs of all the stakeholders in its 

business operations is known as Corporate and Social Responsibility. In the global 

reforms the rapid changes has been taken place in the area of three sectors of the 

economy including Marketing, Finance, and Management etc. The global trade is no 

exception in this process of change. The statement of problem of my paper is " What 

are the contribution of Indian companies in the context of Corporate Responsibility 

and also examine the influence of global trade on Corporate Social Responsibility" In 

this paper the author points out the influence of global trade and Corporate Social 

Responsibility in India. The paper also examines the Corporate and Social 

Responsibility before and after global period. The exploratory research method is 

used in this paper The study is based on the primary as well as secondary data. 

Stratified sampling method is used for selection of sample in this study. The 10 

Indian Companies are randomly selected for the study. The data is grouped in two 

period i.e. 1980-1991 (before global period) and 1992-2009 ( after global period). The 

collected data analyze by using statistical techniques like Mean, Standard Deviation 

and Standard error. The hypothesis framed in this study will be tested by using ‘t’ 

test technique. The finding of the paper highlights the importance of Corporate Social 

Responsibility in Global Trade and its need of all the stakeholders in its business 

operations in 2050 

IV. 

HRM Branding –Strategic not Support 

Chayan Bhattacharya, Lifestyle International Pvt. Ltd, Kolkata 

Gairik Das, IISWBM, Kolkata, India 

Abstract 

The domain called HRM has moved with times from a support role it has 

graduated to more of a strategic role. In this paper the effort is to highlight that over 

the years the belief that HRM plays a support role of facilitation has indeed enlarged 

to playing a strategic role just the way domain like marketing has done to prop up the 

topline and bottomline. In this article, the effort is to showcase that only the best 

practices and the best environment can assure their interest in working for your


organization. The 4P’s of marketing has inspired 4P’s of HRM, which needs to be 

implemented for creating HRM as brand in an organization. The practices and policies 

of the HR department and its outlook create a certain brand for the HR. The better the 

brand, better are the chances that you attract the best talent. The focus in our paper 

outlines all that are required to make HR the best brand in retail industry. 

V. The Changing Role of Technology in Electric Power Systems in a Deregulated Environment: 

The Case of India 

J. Anitha Roseline and B.L.Mathur, SSN College of Engineering, Chennai, India. 

Abstract 

This paper provides an overview of the evolution of the INDIAN electricity 

utility industry and the essential elements of the electricity ACT. It highlights 

technological developments that have taken place in the different sectors of 

generation, transmission and distribution and the challenges faced for the future. It 

summarizes the results of the deregulation process. A discussion of how deregulation 

has modified the role of technology is formulated. 

VI. 

Walking Innovation Landscape 

Prafulla Kumar Das, Regional College of Management Autonomous 

Chakadola Vihar, India. 

Abstract 

A difficult task before any company is to overcome stiff competition it faces. As 

companies are in the constant struggle to stop defection of customers to the enemy 

plank; creating balanced portfolios of growth opportunities is called for shaping the 

future of a company. Authors opine that companies need to look for newer means of 

value creation without carrying much baggage from the past. Important components 

of growth engine would be: to separate screening and development processes, to 

reduce the level of uncertainty and to encourage employees for disruptive ideas. 

Without mindless borrowing of core assets, companies should be open to new ideas by 

stripping empirical reality of creative destruction by flap reduction. They should 

induce passion among people and be prepared to fail. An understanding of consumer 

unconscious mind to read the real reason for buying would open the flood gate for 

profit and would shift the marketing paradigm. Or else, perhaps, the name of the 

company would be found in the history book. 

16.55PM 

CLOSING SPEECH FOR THE CONFERENCE


International Conference on the Restructuring of the 

Global Economy 

ROGE-2011, PUNE 

List of Authors & Institutions Represented 

Author`s Name 

Joshy. K.J 

Shivi Kalra 

Jayanthi Ranjan, 

Sandeep Puri 

G.P. Sudhakar 

Tarika Singh, Prestige 

Seema Mehta 

Aarti Bajaj 

Ashraf Imam 

José G. Vargas-Hernández 

Mohammad Reza Noruzi 

Eriana Kartadjumena 

Shelly Andriani 

Charu Arora, 

Vishal Arora, 

Mohamed Sabir 

Sabir Salam 

Joshy Joseph 

Raghavendra R N 

Sanjay Aswale 

P.Rajshekhar 

Dhaneswar Bhoi 

Bhubaneswar Sabar 

Kavaldeep Dixit 

Viresh Mathur 

Tanjul Saxena 

Shahzadah Fahed Qureshi, 

Muhammad Imran Shah 

Deepa Balasubramanian 

B.V.Raghavendar 

B.Sambasiva Rao 

P.Kishore 

I.J.Raghavendra 

Institution, Country 

Christ University, Bangalore, India 

Christ University, Bangalore, India 

Institute of Management Technology, India 

Institute of Management Technology, India 

Welingkar Institute of Management and Research, Bangalore, 

India 

Institute of Management, Gwalior, India 

IIMH, Jaipur, India 

Alumni PIMG, India 

Aligarh Muslim University, India 

Centro Universitario de Ciencias Economico Administrativas 

Universidad de Guadalajara, Mexico 

Islamic Azad University, Bonab, Iran 

Widyatama University- Bandung, Indonesia 

Widyatama University- Bandung, Indonesia 

GIMT, Kurukshetra Polytechnic, India 

GIMT, Kurukshetra Polytechnic, India 

Indian Institute of Management, Kozhikode, India 



Bangalore, Karnataka, India 

SCS College Omarga, India 

Welcomegroup Graduate School of Hotel Administration, 

Manipal, India 

Tata Institute of Social sciences, Mumbai, India 

Tata Institute of Social sciences, Mumbai, India 

IISM, Jaipur, India 

BKT, Mumbai, India 

IIHMR, Jaipur, India 

Wuhan University, China 

Wuhan University, China 

ITM University, India 

Prabhala P.G.College for Women, Guntur, India 

Acharya Nagarjuna University, Guntur, India 


Prabhala P.G.College for Women, Guntur, India


M.Balani Reddy 

K.S.Sarath Bharathi 

B.V.Raghavendar 

Vadood Javan Amani 

Pallavi Bhatia 

Shubham Nandawana 

Sudhir Sharma 

Grishma Kulkarni 

Aakansha Verma 

Prekshi Verma 

Ruchi Vora 

Ishan Vyas 

Neha Wadhwa 

Jitesh Zaveri 

Daivata Patil 

M.S.Annapoorna 

Morteza Saberi hakami 

Chayan Bhattacharya 

Navitha Thimmaiah 

Ashwini.K.J. 

Isita Lahiri 

Renita Dubey 

Utparn Dubey 

Sandip Ghosh 

J.Anitha Roseline 

B.L Mathur 

Raghavendra Prasad 

Joel Barima 

Joseph Agyapong Boateng 

Shushma H 

Godfrey Yeung 

Vincent Mok, 

Anitha C.V 

Palto.R.Datta 

Omar Ogenyi 

Gordon Dixon 

A.C Pande 

Lekha Nagar Jaral 

Prafulla Kumar Das 




Pune University, India 

Institute of Health Management Research, Jaipur, India. 



NMIMS University`s Mukesh Patel School of Technology, 

Management & Engineering, Mumbai, India 

School of Pharmacy & Technology Management, NMIMS, 

University, Mumbai, India 











University of Mumbai, India 

SVMVV Sanghab Institute of Management Studies, India 

Pune University, India 

Lifestyle International Pvt. Ltd, Kolkata, India 

University of Mysore, Manasagangorti, India 

University of Mysore, Manasagangorti, India 

University of Kalyani, Kalyani, India 

Amity Institute of Competitive Intelligence & Strategic 

Management, India 

Birla Institute of Management & Technology, Greater Noida, 

India 

Indian Institute of Social Welfare, India 

SSN College of Engineering, Chennai, India 

SSN College of Engineering, Chennai, India 

Prabhat Group of Educational Institutions, Parnapall, India 

London College of Management Studies, London, UK 

Concord Business College, ACCRA, Ghana 

Gulbarga University, Gulbarga, Karnataka, India 

National University of Singapore, Singapore 

Hong Kong Polytechnic University, Hong Kong, China 

Manasagongothri, Mysore, India 

University of Hertfordshire, UK 

University of Hertfordshire, UK 

Manchester Metropolitan University, UK 

H.N.B Garhwal University, India 

Regional College of Management Autonomous, India


B. V. Sangvikar 

Hemant J. Katole 

Nitin Makhija 

Priyank Agrawal 

Shubham Singhal 

Varun Kumar Gupta 

Smitu Malhotra 

University of Pune, India 

University of Pune, India 

XLRI, Jamshedpur, India 





Farnaz Beheshti Zavareh, Mohd 

Shoki Md Ariff 

Huam Hon Tat 

Mohsen Ashourian 

Universiti Teknologi Malaysia 



Islamic Azad University, Iran 

List of Countries Represented 

China 

Ghana 

India 

Indonesia 

Iran 

Malyasia 

Mexico 

Pakistan 

Singapore 

United Kingdom 

Singapore 

United Kingdom


Call for Paper 

Journal of Business & Retail Management Research 

ISSN (Print) 1751-8202 

The JBRMR, a scholarly and refereed journal, provides an authoritative source of information for scholars, 

academicians, and professionals in the fields of business and retail management and is publicised twice a 

year. The journal promotes the advancement, understanding, and practice of business & retail 

management. It is peer reviewed and is the main research platform of The Academy of Business & Retail 

Management (ABRM). Scholars across borders are encouraged in advancing the frontiers of management 

education, particularly in the area of retail trade. Contributions should therefore be of interest to scholars, 

practitioners and researchers in management in both developed and developing countries targeting a 

worldwide readership through both print and electronic medium. 

Although broad in coverage, the following areas are indicative and nurture the interests of the Academy 

with a “retail” underpinning: 

» Business ethics and legal issues 

» Business environment 

» Business policies, strategies, and performance 

» Business and retail research 

» Business security and privacy issues 

» Consumer behaviour 

» Emerging advances in business and its applications 

» Innovation and product development 

» International business issues 

» Management and retail marketing 

» Marketing management and strategies 

» Relationship management 

» Risk Management 

» Retail Management and communication 

» New venture start-up 

» Retail buying 

» MIS and Retail Management 

» Demographics and Retail Business 

» HRM and Retail Business 

» Innovation in Retail Management 

» Law and management 

Preference will be given to papers which are conceptually and analytically strong and have empirical 

relevance. For the October 2011 issue, submission of manuscripts should be made by 30 th June, 2011. All 

papers will be reviewed according to the Journal’s criterion. The Journal’s website is www.jbrmr.com. For 

further information please call: Dr P.R. Datta on +44(0)20 8909 2100 or write to him (editor@abrmr.org). 

Alternatively, you can contact Mr Mark T. Jones on +44(0)20 8909 1117(mark@abrmr.com), Director for 

External Affairs.


ROGE – Pune 2011 and Corporate Social Responsibility 

The organisers of ROGE – Pune 2011 are fully committed to Corporate Social 

Responsibility and have decided to support the work of YMCA Garland Craig Memorial 

School for the Deaf, Pune. The staff of the school work tirelessly to provide a safe and 

stimulating environment in which to learn. The Conference organisers will be visiting the 

school during their time in Pune to meet with staff and pupils and will be making a donation 

to assist with the excellent work being done there. 

Impaired hearing and deafness cannot often limit an individual’s education and 

employment opportunities and so it is all the more important that people with such a ‘hidden’ 

disability are given appropriate support in a stimulating and understanding environment. 

YMCA GARLAND CRAIG MEMORIAL SCHOOL FOR THE DEAF 

The school has been in existence for over quarter of a century and is situated at 6 Arjun 

Marg, opposite the race course office, Pune Catonment. It provides education for hearing 

impaired children in English, Hindi & Marathi and is fully recognized by the Government of 

Maharashtra. 

If any delegates would like to make a donation or assist in any practical way, please 

speak to Mark T Jones. 

Thank you.


Academic conference dates for your diary 

CGBC – Boston, USA 2011 

6 th – 8 th July 2011 

Corporate Governance and Business Conference 

ITARC – London 2011 

7 th – 8 th November 2011 

International Trade & Academic Research Conference 

These conferences will be jointly organised by the Academy of Business & 

Retail Management, the Journal of Business & Retail Management Research 

and the London College of Management Studies. 

For further details please visit our website or contact: 

Academy of Business & Retail Management 

Brent House, 214 Kenton Road, Harrow, Middlesex HA3 8BT 

Tel +44 (0) 2089091117 Fax: +44 (0) 2089092120 

E-mail: info@abrmr.com 

www.abrmr.com

NOTES 

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2011 

2012 


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March '12 

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August '12 September '12 


1 2 1 2 3 4 5 6 1 2 3 1 2 3 4 5 6 7 1 2 3 4 1 

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31 30 

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30 31 30 31

Academic conference dates for your diary 

CGBC – Boston, USA 2011 6th – 8th July 2011 

International Conference on Corporate Governance 

ITARC – London, UK 2011 7th – 8th November 2011 

International Trade & Academic 

Research Conference 

These conferences will be jointly organised by the 

Academy of Business & Retail Management, 

the Journal of Business & Retail Management Research and 

the London College of Management Studies. 

For details visit our website or contact: 

Academy of Business & Retail Management 

Brent House, 214 Kenton Road, Harrow, Middlesex HA3 8BT 

Tel: +44 (0) 20 8909 1117 / 2100 Fax: +44 (0) 20 20 8909 2120 Email: info@abrmr.com 

www.abrmr.com

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