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i-manager's Journal on Management (JMGT)

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The Role of Coaching in Enhancing Employee Performance
Measuring Customer Satisfaction of Hotel Industry in Bangladesh: A SERVQUAL and Structural Equation Model (SEM) Approach
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Volume 2 Issue 1 June - August 2007

Article

Marketing Communication-Requirement for need Bound Integration

P.T. Raveendran* , Vadassery Gopakumar, N.K. Shamla*

Professor and Head, Dept. of Management Studies, Kannur University

Dean, KMCT School of Business, Kozhikode.

Faculty; KMCT School of Business, Kozhikode.

P.T. Raveendran, Vadassery Gopakumar and N.K. Shamla (2007). Marketing Communication - Requirement for Need Bound Integration. i-manager’s Journal on Management, 2(1), 1-5. https://doi.org/10.26634/jmgt.2.1.354

Abstract

This paper talks about the marketing communication.

References

[1]. Donold E. Schultz, Dennis Martin, and Williom R Brown, Strategio Advertising Campaigns (Chicago: Crain Books, I 984), pp. 19297.

[2]. Don E. Shultz, Stanley I. Tannenbaum, ond Roberf F. Louterborn,integrated Market!ng Communications. Putting It Together and Making It Work (Lincolnwood, IL: NTC Business Books, 1992)

[3]. Ernon Romon Integrated D\reot Marketing: The Cutting-Edge Strategy for Synchron!zlng Advert!s!ng, Direof Mall, Telemarket!ng, and F!eld Sales (Lincolnwood, IL: NTC Business Books, 1995).

[4]. Kotler, P . Marketing management: analysis, planning implementation and control. 8th ed., London, Prentice Hall. (1994).

[5]. Williom L. Wilkie and Paul W Farris, "Comparison Advertising: Problem and Potential," Journal of Marketing, October 1975, pp. 715.

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Article

The Growing Relevance of Brand Extensions as a Marketing Strategy

Smitha Sambrani*

Associate Professor ,School of Business Management,Vivek Vardhini College ,Osmania University,Hyderabad.,A.P.

Smitha Sambrani (2007). The Growing Relevance of Brand Extensions as a Marketing Strategy. i-manager’s Journal on Management, 2(1), 6-9. https://doi.org/10.26634/jmgt.2.1.356

Abstract

This paper discuses about the growing relevance of brand extensions as a marketing strategy.

References

[I]. J.Venkatesh V.8alachandran Recent Issues in changing of Global Brands to domestic Brands. Indian Journal of Marketing Feb 2006

[2]. M.S.8alaji Brand Extension-The ICFAI Journal of Marketing Management Nov 2006

[3]. Avinash Mulky, Rajendra Nargunkar The ICFAI Journal of Marketing Management Aug 2005

[4]. Aaker, D A (2004) "Leveraging the Corporate Brand" California Management Review.

[5]. Aakler, D A & Joachimsthaler, A (2000), Brand Leadership, NewYork: Free Press.

[6]. Keller, K L (2003), Strategic Brand Management, New Delhi : Prentice Hall of India Pvt. Ltd.

[7]. Y. L .R.Moorthi, Brand Management , Vikas Publishing House, New Delhi

[8]. Globalbrands.org

[9].Bambooweb.com4, www,brandxpress.net

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Article

Software Marketing Management- Diffusion Modeling

Kumar Saurabh*

*Saiyam Learning Centel:; Satyam Computer Services Ltd. Hyderabad, India

Kumar Saurabh (2007). Software Marketing Management - Diffusion Modeling. i-manager’s Journal on Management, 2(1), 10-13. https://doi.org/10.26634/jmgt.2.1.359

Abstract

Software Marketing Management(SMM) is business discipline focused on the practical application of marketing techniques and the managementof a firm's marketing resources and activities. Software Marketing managers are often responsible for influencing the level, timing, and composition of customer demand in a manner that will achieve the company's objectives. Software marketing management as "the art and science of choosing target marketsand getting, keeping and growing customers through creating, delivering, and communicating superior customer value." This paper gives the insights of diffusion of new software product and its adoption in the market. We will model the diffusion and adoption of the new software strategy and will suggest the scenarios through simulation result.

References

[I ]. Cayla, R.G . 1996. System dynamlcs modelling: A practical approach. London: Chapman and Hall.

[2]. Dutfa, A. 2001 . Business planning for network services: A systems thinking approach.Information Systems Research 12(3): 260-28.

[3]. Forrester, J.W 1 961 . Industrial dynamics. MIT Press.

[4]. Mohapatra, RK.J., Mandal, R and Sofa, M.C. 1994. Introduction to system dynamics modelling. Hyderabad: Universities Press.

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Article

Changing face of Financial Openness in India

Richa Thakur*

* Seniar Lecturel:; Internafianal Schaalaf Infarmaticsand Management, Jaipur.

Richa Thakur (2007). Changing Face of Financial Openness in India. i-manager’s Journal on Management, 2(1), 14-18. https://doi.org/10.26634/jmgt.2.1.362

Abstract

This paper talks about the changing face of Financial Openness in India.

References

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[2]. Chandrasekhar, C. R (2006), Financial Llberallzation and Macroeconomic PoIIcy In India, in : International Business

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[5]. Bhattacharya, S. and U. Patel [20021, "Financial Intermediation in India: A Case of Aggravated Moral Hazard," Stanford Center for International Development, WorkingPaper No. 145, July. Sites used www.businessstandard.corn www.BusinessWeekOnline www.thehindu,com Www.taxindiaonline.corn

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Article

Involving Customers in the Product Development Process through Quality Function Deployment Framework

J.R. Sharma* , A.M. Rawani**

*Faculty Department of Mechanical Engineering,M. P Institute of Engineering &Technology(MIETI, Gondlo(M S), Indio.

J.R. Sharma and A.M. Rawani (2007). Involving Customers in the Product Development Process Through Quality Function Deployment Framework. i-manager’s Journal on Management, 2(1), 19-35. https://doi.org/10.26634/jmgt.2.1.364

Abstract

To stay competitive and lead the market, a company needs to be responsive to changing customer demands and moves from their competitors. The success of new products is determined particularly by the extent to which the producer succeeds in developing products that meet consumer demands. This implies that product development has to be fast in order to incorporate the latest trends in the product. Over the last few years an impressive body of research has accumulated on the topic of product development and the purpose of this article is to synthesize and analyze that literature in order to assess the research progress in the area and also to assess our understanding of involving users in the development process.

In this paper, an attempt is made not only to analyze existing models of Product Development but also introduces an integrated concept and methodology - the Customer Driven Product Development through Quality Function Deployment - to address these issues. The paper is composed of Product Development background, related literature review and list of steps for model development. The concepts presented in this paper are not yet widely practiced. Ample opportunity exists for additional empirical research in and calibration to specific settings. Nevertheless, this work integrates several theories and practices into a useful framework.

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Article

Sensitivities in Malaysian Business Customs, Culture and Etiquettes: A Marketer Perspectives

Puneet Sandha* , Ram Singh**

*Associate consultant,Interetlquettes Business Salutians, NewDelhi.

**Program Director, llFT Kolkata.

Puneet Sandha and Ram Singh (2007). Sensitivities in Malaysian Business Customs, Culture and Etiquettes: A Marketer Perspectives. i-manager’s Journal on Management, 2(1), 36-39. https://doi.org/10.26634/jmgt.2.1.365

Abstract

The purpose of the following rules of export etiquette is to facilitate your business dealings with your far-away clients. Their use should improve communication, impart a reassuring professionalism to the contacts you make and the image you project, and in general, provide good service to your current or prospective clients. They are valid, for the most part, independently of the type of business you conduct. These rules are in no way a substitute for a well thought-out export strategy. We encourage you to let your clients and prospects know that you follow these rules during one of your initial contacts. This will let them know what they can expect from you, and in an indirect way, informs them of what you expect from them.

Etiquette, manners, and cross cultural, or intercultural communication have become critical elements required for all International and Global Business executives, managers, and employees. As international, multinational, transnational, multi domestic, and global business continues to expand and bring people closer, the most important element of successful business outcomes may be the appreciation and respect for regional, country, and cultural differences - known as cultural diversity. The paper discusses the cultural and social aspects of Malaysians people and provides important suggestions which can be of immense help in engaging in Business with Malaysia in this globalized World.

References

[1]. Nancy J, Adler, International Dimensions of Organization Behaviour: 2'-'d ed Boston pWS_Kent,1991

[2]. Frederic Kaplan, Julian Sobin Arne de Keijzer, The AsiaGuidebook, Boston: Hougton Mifflin 1987

[3].Adam penman, Wondering no More,,,The Boston Globe Magazine June 30 1991 pp 10 ff

[4].ThodOre Fischer, Pinnacle: Infernatlonal Issue ' March with those who are familiarwith, April 1991 P"4

[5].Mary Murray BosrOck., "Put Your Best Foot Forward' Dresden 1991, p.23

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Research Paper

Are You Negotiating Ethically? Some Guidelines Proposed

Patrick Kim Cheng Low*

*The former Associate Dean of the Bang college of Business, Kazakhstan institute of Economics and Strategic Research, Aimaiy Kazakhstan

Patrick Low Kim Cheng (2007). Are You Negotiating Ethically? - Some Guidelines Proposed. i-manager’s Journal on Management, 2(1), 40-47. https://doi.org/10.26634/jmgt.2.1.366

Abstract

Through a survey of literature, focus groups and interviews, the study explores the issue of negotiation and ethics. In this study, two vital issues are examined. One, what are the conditions under which negotiators perceive they would engage in deception and two, how can negotiators best answer the question of whether a given action or tactic is ethical.

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Research Paper

MDA – A Predictive Tool for Service Quality in Banks

Vanniyarajan*

*Reader,Department of BusinessAdministration N. M. S. S. V. N. College, Madurai..

Vanniyarajan (2007). MDA - A Predictive Tool for Service Quality in Banks. i-manager’s Journal on Management, 2(1), 48-57. https://doi.org/10.26634/jmgt.2.1.367

Abstract

Financial services are inherently intangible and with credence qualities. In order to promote them effectively, a service provider must first identify the dimensions used by consumers to evaluate the service quality of banks prior to becoming a customer. Understanding the antecedents to customers satisfaction and its outcome is a critical issue for both academicians and bank marketers. Previous research has identified service quality, disconfirmation, performance, desires, affect and equity as important antecedents of customer’s satisfaction. The current paper reports the findings from a survey, which looked into the discriminant service quality factors among the three groups of banks in retail banking. A sample of 300 respondents took part in this study. But only 252 customers responded. Findings indicate that the reliability and responsiveness are the important discriminant service quality factors among the three groups of banks. The paper discusses implications for bank managers.

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i-manager's Journal on Management (JMGT)

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Volume 2 Issue 1 June - August 2007

P.T. Raveendran* , Vadassery Gopakumar**, N.K. Shamla***

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*Saiyam Learning Centel:; Satyam Computer Services Ltd. Hyderabad, India

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* Seniar Lecturel:; Internafianal Schaalaf Infarmaticsand Management, Jaipur.

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J.R. Sharma* , A.M. Rawani**

*Faculty Department of Mechanical Engineering,M. P Institute of Engineering &Technology(MIETI, Gondlo(M S), Indio.

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Puneet Sandha* , Ram Singh**

*Associate consultant,Interetlquettes Business Salutians, NewDelhi. **Program Director, llFT Kolkata.

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Patrick Kim Cheng Low*

*The former Associate Dean of the Bang college of Business, Kazakhstan institute of Economics and Strategic Research, Aimaiy Kazakhstan

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Vanniyarajan*

*Reader,Department of BusinessAdministration N. M. S. S. V. N. College, Madurai..

Vanniyarajan (2007). MDA - A Predictive Tool for Service Quality in Banks. i-manager’s Journal on Management, 2(1), 48-57. https://doi.org/10.26634/jmgt.2.1.367

Abstract

References

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P.T. Raveendran* , Vadassery Gopakumar, N.K. Shamla*

Professor and Head, Dept. of Management Studies, Kannur University

Dean, KMCT School of Business, Kozhikode.

Faculty; KMCT School of Business, Kozhikode.

*Associate consultant,Interetlquettes Business Salutians, NewDelhi.

**Program Director, llFT Kolkata.