JBRMR 2056-6271 https://doi.org/10.24052/JBRMR/ 7 Volume 03 Issue 2 2009-04-01

38 https://mail.ijbed.org/details&cid=38 2012-02-24 Retail Management is a business application for the retail community. It takes care of all the daily activities of the retailer and covers all aspects of the retail industry. It is suitable for Medicine Shops, Supermarket, Grocery Stores, Garment Stores, Shoe Stores, Petrol Pumps and any retail segment where goods are sold on retail counter or in wholesale. Changing lifestyles are prompting changes in the retail environment. Paucity of time and an increase in disposable incomes have created a need for new types of retail formats. This means that manufacturers and retailers will have to become better at knowing their customers and predicting their needs and wants. As the socio-economic structure in India changed so did the field of retailing. A once unorganized sector became transformed into an organized sector in the last decade of the 20th century as companies, both old and new, entered the arena. High volume malls, shopping outlets, supermarkets and hypermarkets mushroomed, requiring the application of modern management techniques to run them efficiently and effectively. Retail success in today’s competitive environment is all about getting the right product to the right place at the right time, at the lowest cost possible. This requires retail managers to be adept at planning, merchandising, pricing, and promotion. The retail industry is changing rapidly, diversifying their inventories and providing a greater variety of services to cater to the one-stop shopper. Larger s Aaker, D 1992, Strategic Market Management, John Wiley & Sons, Inc, Canada. Bates, A 1989, ‘The Extended Specialty Sore: A Strategic Opportunity for the 1990s’, Journal of Retailing, vol. 65, no. 3, pp. 379 - 88. Conant, J, Smart, DT, & Solano-Mendez, R 1993, ‘Generic Retailing Types, Distinctive Competencies, & Competitive Advantage’, Journal of Retailing, vol. 69, no. 3, Fall, pp. 254 – 279. Day, GS. & Wensley, R. 1988, ‘Assessing Advantage: A Framework for Diagnosing  Competitive Superiority’, Journal of Marketing, vol. 52, no. 2, April, pp. 1 – 20. Homburg, C, Hoyer, WD & Fassnacht, M 2002, ‘Service Orientation of a Retailer’s  Business Strategy: Dimensions, Antecedents, & Performance Outcomes’, Journal of Marketing, vol. 66, no. 4, p. 86. Johnson, G & Scholes, K 2002, Exploring Corporate Strategy, 6th edn, Pearson Education Limited, Essex Leedy, PD & Ormrod, JE 2004, Practical Research Planning & Design, 9th edn, PrenticeHall, Upper Saddle River. Lowson, RH 2001, ‘Customised operations strategies for retailers in fast moving  consumer industries’, International Review of Retail, Distribution and Consumer Research, vol. 11, 2, 201-24. Lynch, DF. Keller, SB. & Ozment, J 2000, ‘The Effects Of Logistics Capabilities And Strategy on Firm Performance‘ Journal of Business Logistics, vol. 21 Issue 2, p47 Palmer, JW & Markus, ML 2000, ‘The Performance Impacts of Quick Response and Strategic Alignment in Specialty Retailing’, Information Systems Research, vol. 11, no. 3, p. 241. Quinn 1999, ‘Control and support in an international franchise network’, International Marketing Review, vol. 16 No. 4 Radder, L 1996, ‘The Marketing Practices of Independent Fashion Retailers: Evidence from South Africa’, Journal of Small Business Management, vol. 34, no. 1, January, pp. 78 – 84. Walters, D & Knee, D 1989, ‘Competitive Strategies in Retailing’, Long Range Planning, vol. 22, no. 6, pp. 74 – 84. Walters, RG. 1988, ‘Retail Promotions & Retail Store Performance’, Journal of Retailing, vol. 64, No 2, Summer, pp. 153 – 180.​​​​​​​ https://mail.ijbed.org/cdn/article_file/2018-12-20-23-24-35-PM.pdf S. S. Aggarwal Retailer inventories diversifying gamut groceries Globalisation hindrances merchandising 550332 16 0

39 https://mail.ijbed.org/details&cid=39 2012-02-24 The objective of this review paper is to identify reasons less obvious that constitutes business failures. It looks at the causes, limitations and possible solutions to business malfunction. The views are strengthened by comments made by learned scholars on the issue of establishing, growing and maintaining a successful business. Despite having what seems to be ‘unlimited’ resources, businesses do fail; despite new inventions, businesses do fail; despite being innovative, businesses do fail; despite having a series of successful (profitable) years, branded quality products and a massive market share, businesses do fail. A recession will cause many businesses to fail. So why do businesses fail? Could the answer could be because businesses are like human beings – they are born, nurtured while they grow but after maturity all sorts of problems starts to show. Some businesses tend to adopt the notion that they know it all and start to experiment; others may become complacent and begin to ‘take their eye off the ball’. This flirting with danger can lead to great success or total failure. This article looks at the common reasons for business failures and encapsulates how to spot the tell-tale signs of collapse and what actions to take to avoid the varied pitfalls Armstrong M, (2001); Human Resource Management Practice. The Bath Press, Bath, UK. Besterfield D H, Besterfield-Michna C, Besterfield G H, Besterfield-Sacre M (1999); Total Quality Management. Prentice Hall, New Jersey Blanchard Ken, Leadership and the One Minute Manager – Harper Collins Publishers Cole, G, (2002); Personnel and Human Resource Management. Thomson Learning, London. Cole, G. A, Strategic Management (2nd edition) Letts Educational (1997) David M Upton, the Management of Manufacturing Flexibility. California Management Review, vol. 36, no 2, 1994.  Ivancevich J M and Matteson M T, (2002); Organisational behaviour and management. McGraw-Hill, New York Lonergan, Mark, The implications of European legislation on workforce agility. An Elan white-paper, www.elanrto.com, version 1.0 August 2005  Taylor, F.W. (1947), Scientific Management, Harper and Row Taylor, Robert, Labour Flexibility in Europe. ww.esrcsocietytoday.ac.uk, Issue 6 William Collier, Green, Francis & Young-Bae Kim; Training and Establishment Survival.  Skills for Business Publication: March 2007 Useful Websites     www.cam.ac.uk  11th December 2007 www.pwc.com  23rd November 2007 www.pricewaterhouse/corporate  cycle https://mail.ijbed.org/cdn/article_file/2018-12-20-23-25-30-PM.pdf Anthony S. McKenzie Nana Yaw Annor-Adjei Business failure competitive growth strategy success products human resource unlimited resources situational leadership management acuity 539574 27 0

40 https://mail.ijbed.org/details&cid=40 2012-02-24 This article looks at the awareness of the importance of marketing in four Universities in Chiang Mai. Whilst the study is about marketing the focus is on the awareness of the student’s expectations by the senior staff and other staff of the Universities. The main thesis underpinning this article is that to successfully market themselves the universities should make it their business to know the expectations that the students bring about their universities. If there is ‘incongruence’ or a wide gap between what the students expect and what the senior staff and other staff think what the students expect. There is a danger that the students will feel let down and in the long run it will affect the standing of the Universities. The samples were from Four Universities and a survey method based on a specially designed questionnaire was used. On the whole the Four Universities were not keeping marketing themselves as the academics probably think that they must not sell their universities. However when asked if they were getting the quality of students they wanted and the numbers, only Chiang Mai University agreed, the other three did not feel that they were attracting either the quality or the numbers they needed. The Universities did not keep a people and data base of students in terms of age, gender, background, and other data which would give them a better idea of where their students are coming from. The university senior staff and other staff’s ideas of what their Arimoto, A. (1997). Market and higher education in Japan. Higher Education Policy. 10 (3/4). 199-210.   Albert Caruana, B. Ramaseshan, Michael T. Ewing, 1997. Market orientation and organizational commitment in the Australian public sector. International Journal of Public Sector Management. Volume: 10 Issue: 4 Page: 294 - 303                           Beck, J.D.W. and Yeager, N.M. (1996), How to prevent teams from falling,Quality Progress, March. Crosby, P.B. (1979) Quality is free, London: Penguin Books Ltd. Gummesson, E. (1998), Implementation requires a paradigm, Academy of Marketing Science Journal, vol.26, no.3, pp.242-249. Hammack, C. D. & Young, R. D. (1993). Nonprofits organization in a market Economy. New York: Jossey Bass. Hall, W. K. (1980), “Survival Strategies in a Hostile Environment,”   Harvard Business Review, 58 (5), 75-85. Ihlanfeldt, W. (1980). Achieving optimal enrolment and tuition revenues: A guide to modern methods of market research, student recruitment, and Institutional pricing. San Francisco: Jossey Brass Jaworski, Bernard J. and Ajay, K. Kohli (1993), “Market Orientation: Antecedents and Consequences.” Journal of Marketing, 57 (July): 53-70.  Kotler, P. & Fox, K. (1995). Strategic marketing for educational  institutions (Rd ed.). New Jersey: Prentice Hall. Lovelock, C. H. and Weinberg, C. B. (1978). Public and non-profit marketing comes of age. In G. Zaltman and T. V. Bonoma, Review of Marketing 1978, Chicago, American Marketing Association: 413-452  McInnes, W. (1965). A conceptual approach to marketing. In Cox, R.,  Alderson, W. & Shapiro, J.S. (Eds.), Theory in marketing.  Illinois, Irwin. Meek, L. V., & Wood, Q. F. (1997). The market as a new steering strategy for Australian higher education. Higher Education Policy. 10 (3/4), 253-274. Merriam, S. B. (1988). Case study research in education: A qualitative Approach. San Francisco: Jossey Brass. https://mail.ijbed.org/cdn/article_file/2018-12-20-23-26-34-PM.pdf Dr. Supathanish Termsnguanwong Universitie's perception student's expectations Marketing Private University Pubic University Strategy 594491 14 0

41 https://mail.ijbed.org/details&cid=41 2012-02-24 Education in developing nations faces numerous challenges. For most developing nations, a major challenge is to provide adequate number of universities and colleges to cater for the numerous students who qualify for such tertiary education. For long, the government has been the main supplier of such education and with the government facing financial constraints as a result of prevailing economic conditions it has been unable to ensure the expansion of tertiary higher institutions to meet the demand. It is in the prevalence of the above situation that the establishment of faith-based higher educational institutions (universities and colleges) have been embraced. These have opened up opportunities thus providing alternative choices for qualified students to attain the desired university education. In addressing the educational challenges of Ghana, faith-based private higher educational institutions have contributed immensely. The efforts of such institutions can only be commended. Addae-Mensah, Ivan.  (2001) ‘Matriculation Address’, in ‘Proceedings of the Matriculation of the University of Ghana’, University of Ghana Special Reporter No. 699,40, 4. Afsaruddin, Asma Islam in Contemporary World: The Fethullah Gülen Movement, Rice University, Nov 12-13, 2005. Ajayi, J.F. Ade, Goma, Lameck K.H. and Johnson G. Ampah (1996) The African Experience with Higher Education.  Accra, Ghana.  The Association of African Universities.2 Albrecht, D. and Ziderman, A. 1992.  Financing Universities in Developing Countries. The World Bank.  Altbach, Philip  G. editor.  (1999)  Private Prometheus: Private Higher Education and Development in the 21st Century. Contributors: Philip G. Altbach - editor. Publisher: Greenwood Press. Place of Publication: Westport, CT.  Atuahene, F.  (2008)  “Higher Education Finance in Ghana.”  International Higher Education, Number 50, Winter 2008   http://www.bc.edu/bc_org/avp/soe/cihe/newsletter/Number 50/p20  Effah, P. (2003) Ghana. In D. Teferra & P.G. Altbach (Eds.), African higher Education: An international reference handbook (pp. 338-349). Bloomington, IN: Indiana University Press. Fiske, Edward B.  (1996)  Decentralization of Education, World Bank Publications Girdwood, A. (1999) Tertiary Education Policy in Ghana. An Assessment 1988-1998. Washington D.C. World Bank. Government of Ghana (1991) White Paper on Reforms to the Tertiary Education System. Accra: GoG. Johnstone, D. Bruce, Arora, Alka and Experton, William.  (1998)  The Financing and Management of Higher Education:  A Status Report on Worldwide Reforms.  World Bank Kitaev, Igor  (1999)  “Private Education in sub-Saharan Africa: A re-examination of theories and concepts related to its development and finance.”  Paris:  International Institute for Educational Planning/UNESCO.  Levy, D.C. (2008) ‘Private Higher Education: Patterns and Trends’,  International Higher Education, Number 50, Winter 2008, p.7.  Levy, D.C. (1979)  The private-public question in higher education: Distinction or extinction?  Higher Education Research Group.  New Haven, CT: Yale University Press. Lugg, Rosemary, Morley, Louise, ad Leach Fiona.  (2007)  Working Paper 3:  A Profile of Participation in Higher Education in Ghana and Tanzania.  Widening Participation in Higher Education in Ghana and Tanzania: Developing an Equity Scorecard.  An ESRC/DfID Poverty Reduction Programme funded Research Project.  Massy, W.F.  (1996) Resource Allocation in Higher Education.  Ann Arbor: The University of Michigan Press. Morley, L., Leach, F., and Lugg, R. (2008) Democratising Higher Education in Ghana and Tanzania: Opportunity Structures and Capacity Challenges. [online] (cited 23 November 2008) Available from Mumba, Elizabeth C.  (2002)  “Education for all: Increasing access to education for girls in Zambia.”  A paper presented at the 2nd Pan-Commonwealth Forum on open learning 29th July – 2nd August, 2002, Durban South Africa. Nwamuo, Chris. (2000) “Increasing Access to Higher Education in Africa: Emerging Issues”. www.eaie.org/pdf/F31art7.pdf Roth, G.  (1987)  The Private Provision of Public Services in Developing Countries.  Washington D.C.: Oxford University Press.  Scanlon D. (ed.).  (1966)  Church, State and Education in Africa.  New York: Columbia University. Sherrill, L.J.  (1955)  The Gift of Power.  New York: Macmillan Publishing Co., Inc.    Teferra, D.  (1999)  “Financing African Higher Education.”  International Higher Education, Fall 1999.   https://mail.ijbed.org/cdn/article_file/2018-12-20-23-28-08-PM.pdf Isaac Owusu-Dankwa Prof. P. R. Banerjee Private Higher Education Faith-based Private Higher Educational Institutions 551082 11 0

42 https://mail.ijbed.org/details&cid=42 2012-02-24 This paper analyzes the efficiency and productivity growth of the Spanish retail sector from an aggregate sectoral perspective from 1995 to 2004. The primary interest is on individual comparisons within the Spanish retail sector. For this purpose, DEA methodology is proposed. To test this proposal, a study was carried out using both cross-sectional and panel data. The results obtained in this study confirm that efficiency declined from 1995 to 2004. But, when the role of time is considered, the behavior of the efficiency distribution is different. Productivity growth increased at an average rate of 0.8% per annum over the entire period in the retail sector and, the determinants of the variation in productivity growth will be analyzed here. Banker Rajiv D., Charnes Abraham, Cooper William W. (1984), Some models for estimating technical and scale inefficiencies in data envelopment analysis. Management Science; 30(2): 1078–1092. Barros Carlos P. Efficiency in Hypermarket retailing: A stochastic from frontier model. International Review of Retail Distribution and Consumer Research 2005; 15 (2):171-189.  Barros Carlos P., Alves Carlos A(2004), An empirical analysis of productivity growth in a Portuguese retail chain using Malmquist productivity index. Journal of Retailing and Consumer Services; 11(5):269-278. Charnes Abraham, Clark C.T., Cooper William W., Golany B.(1985) A development study of data envelopment analysis in measuring the efficiency of maintenance units in the U.S. air forces. Annals of Operation Research, 2:95-112 Charnes Abraham, Cooper William W., Rhodes E.(1978) Measuring the efficiency of decision making units. European Journal of Operational Research 1978; 2:429-444. Coelli Tim J. A guide to DEAP Version 2.1, a data envelopment analysis (computer) program. University of New England, Centre of Efficiency and Productivity Analysis 1996; Working Paper 96/08 Cullinane Kevin, Ji Ping, Wang T.(2005) The relationship between privatization and DEA estimates of efficiency in the container port industry. Journal of Economics and Business, 57:433-462 De Jorge, J.(2006) Regional regulation analysis of performance of Spanish retailing. International Journal of Retail & Distribution Management, 34 (10):773-793 De Jorge , J. (2008) “Productivity growth, technical progress and efficiency change in Spanish retail trade (1995-2004): a disaggregated sectoral analysis”. Journal of Retailing and Consumer Research. 18 (1): 87-103. Donthu N, Yoo B. (1998), Retail productivity assessment using data envelopment analysis. Journal of Retailing. 1998; 74 (1): 89-105. Dubelaar C, Bhargava M, Ferrarin D.(2002) Measuring retail productivity: What really matters?. Journal Business Research, 55: 417-426. Färe R, Grosskopf S, Lee W.(2001) Productivity and technical change: the case of Taiwan. Applied Economics, 33: 1911-1925. Färe R, Grosskopf S, Lovel, C.A.K.(1994) Production frontiers. Cambridge University Press, Cambridge. Färe R, Grosskopf S, Yaisawarng Su, Li Sung K., Wang, Z.(1990) Productivity growth in Illinois Electric Utilities. Resources and Energy, 12: 383-398. Gattoufi S, Oral M, Reisman A.(2004), Data envelopment analysis literature: A bibliography update (1951-2001). Socio-Economic Planning Sciences, 38: 159-229. Hjalmarsson L, Veiderpass A. (1992), Productivity in Swedish electricity retail distribution. Scandinavian Journal of Economics, 94 (Suppl.):193-205. Malmquist Sten. Index numbers and indifference surfaces. Trabajos de Estadística 1953; 4: 209–242 Price C. W., Weyman-Jones T.(1996) Malmquist indices of productivity change in the UK gas industry before and after privatisation. Applied Economics, 28: 29-39. Sellers-Rubio, R. and Mas-Ruiz, F.(2006), An empirical analysis of productivity growth in retail services: evidence from Spain, International Journal Service Industry Management. vol. 18; 1: 52-69 Shephard, R. W.(1970), Theory of Cost and Production Frontiers. Princeton Univ. Press, Princeton NJ. Silverman, B. W.(1986), Density Estimation for Statistics and Data Analysis. Chapman and Hall, London. Tulkens H, Van den Eeckaut P.(1995), Non-parametric efficiency, progress and regress measures for panel data: Methodological aspects. European Journal Operation Research, 80: 474-499 Walters D., Laffy D.(1996), Managing retail productivity and profitability. Macmilan Press, London. Wand M. P., Jones, M. C.(1994), Multivariate plug-in bandwidth selection. Computational Statistics, 9: 97–116. https://mail.ijbed.org/cdn/article_file/2018-12-20-23-29-13-PM.pdf Justo de Jorge Cristina Suarez Retail sector productivity growth efficiency changes technical progress panel data 558571 14 3

43 https://mail.ijbed.org/details&cid=43 2012-02-24 A relatively recent phenomenon in the retail hospitality industry is themed restaurants. Competition in the industry has always been very intense, with low barriers to entry and fragmentation helping to drive competitive behaviour. This paper uses the Irish Pub in the U.S. as a focal point for examining the concept of competitive advantage from the resource-based view of the firm. The Irish Pub theme offers entrepreneurs a heterogeneous method to compete in a somewhat homogeneous industry. In some areas, using the theme seems to be a valid strategy for gaining advantage. Discussion of how, and management implications are offered. About Ireland. 2007 Information on the Irish State, retrieved on Aug. 5, 2007 at    http://www.irlgov.ie/aboutireland/eng/economy.asp Andrews, K.R. 1971. The concept of Corporate Strategy, Homewood, IL: Irwin. Barney, J.B. 1991. Firm resources and sustained competitive advantage, Journal of    Management, v17, 99-120. Barney, J.B., M. Wright and D.J. Ketchen. 2001. The resource-based view of the firm: Ten    years after 1991, Journal of Management, v27, 625-641. Bates, T. 1995. Analysis of survival rates among franchise and industry small business    startups, Journal of Small Business Management, 33 2, 26-36. Bitner, M.J. 1991. Servicescapes: The impacts of physical surroundings on customers    and employees, Journal of Marketing, 56April 57-71. Brown, S. and A. Patterson. 2000. Knick-knack paddy-whack, give a pub a theme,    Journal of Marketing Management, v16, 647-662. Cederholm, E.A. 2004. The use of photo-elicitation in tourism research- Framing the    backpacker experience, Scandinavian Journal of Hospitality and Tourism, v4,    225-241. Cohen, E. 1988. Authenticity and commodization in tourism, Annals of Tourism    Research, v15, 371-386. Costa, J.A. and G.J. Bamossy. 2001. Le parc Disney: Creating an ‘authentic’ American    experience, Advances in Consumer Research, v28, 398-402. Gottdeiner, M. 1997. The theming of America: Dreams, visions and commercial spaces,    Boulder, CO: Westview Press. Graham, C. 2001. Blame it on Maureen O’Hara: Ireland and the trope of authenticity,    Cultural Studies, 151 58-75. Groves, R., M. Solomon and N. Quilty. 2001. But is it true blue mate? Cross-cultural    perceptions of authenticity, Advances in Consumer Research, v28, 397.  Irishpubconcept.com. 2007. Guinness Brewing PLC, retrieved on July 30 at,    http://irishpubconcept.com/homepage.asp Kalnins, A. and K. J. Mayer. 2004. Franchising, ownership and experience: A study of Pizza    restaurant survival, Management Science, 5012 1716-1728. Knight, R.M. 1984. The independence of the franchiser entrepreneur, Journal of Small    Business Management,  22 2, 53-61. Koerner, B.I. 1997. Spreading the taste of Ireland, U.S. News and World Report,    v122, 15-17.  Lego, C., N. Wood, M.R. Solomon, D. Turley, M. O’Neill and B. Englis. 2002. Real or    replica? Deciphering authenticity in Irish pubs, Advances in Consumer    Research, v29, 45. Litz R. A. and A.C. Stewart. 1998. Franchising for sustainable advantage? Comparing    the performance of independent retailers and trade-name franchisees, Journal of    BusinessVenturing, 13, 131-150. Lu, S. and G.A. Fine. 1995. The presentation of ethnic authenticity: Chinese food as a    social accomplishment, The Sociological Quarterly, v36, 535-553. MacCannell, D. 1973. Staged authenticity: Arrangements of social space in tourist    settings, American Journal of Sociology, v79, 589-603. Mintel Market Reports. 1997. Themed Pubs and Bars, April, London: Leisure    Intelligence. Negra, D. 2001. Consuming Ireland: Lucky Charms cereal, Irish Spring soap and 1    800-shamrock, Cultural Studies, 151 76-97. Patterson, A. and S. Brown. 2007. Inventing the pubs of Ireland: The importance of    being postcolonial, Journal of Strategic Marketing, v15, 41-51. Peng, M. 2001. The resource-based view and international business, Journal of Management,    v27, 803-829. Peteraf, M. A. 1993. The cornerstones of competitive advantage: A resource-based view,    Strategic Management Journal, v14, 179-191. Priem, R.L. and J.E. Butler. 2001. Is the resource-based view as useful perspective for strategic    management research? Academy of Management Review, v26, 22-40. Pub Games .1995. The Economist, v337, Oct. 21 71-72. Santos, C. A. 2004. Perception and interpretation of leisure travel articles, Leisure Sciences,    v26, 393-410. Schmitt, B.H. 1999. Experiential marketing: How to get customers to sense, feel, think, act and    relate to your company and brands, New York, NY: The Free Press. Shaw, G.and A. Williams. 1994. Critical Issues in Tourism, Oxford: Blackwell. Shelton, A. 1990. A theater for eating, looking and thinking: The restaurant as symbolic space,    Sociological Spectrum, v10, 507-526. Srivastava, R. J., L. Fahey and H.K. Christensen. 2001. The resource-based view and marketing:    The role of market-based assets in gaining competitive advantage, Journal of    Management, v27, 777-802. Thompson, A.A. and A.J. Strickland. 1990. Strategic Management: Concepts and Cases,    Homewood IL: Irwin. Thompson, S. 2001. Introduction: Towards an Irish cultural studies, Cultural Studies, 151, 1    11. Walkup, C. 1997. Irish pubs pour pints of Guiness, store up golden guineas, Nations    Restaurant News, v31, 60-63. Wang, N. 2000. Tourism and modernity: A sociological analysis. In J. Jafari ed., Tourism    Social Sciences Series, Oxford: Pergamon Press. Wernerfelt, B. 1984. A resource-based view of the firm, Strategic Management Journal, v5,    171-180.  Withane, S. 1991. Franchiser and franchisee behavior:  An examination of opinions, personal    characteristic and motives of Canadian franchisee entrepreneurs, Journal of Small    Business Management, 291, 22-29. https://mail.ijbed.org/cdn/article_file/2018-12-20-23-31-44-PM.pdf Rodney C. Runyan, Ph.D. Themed pubs competitive advantage entrepreneurs RBV Irish pubs 531653 24 0

44 https://mail.ijbed.org/details&cid=44 2012-02-24 It is very rightly quoted “Plan the work and work according to plan”. This paper has identified dearth of planning as one of the causes of decrease in sales force effectiveness and proposed automation for call planning as a solution. It is proposed that the sales representative be relieved from the task of planning his work thus allowing him to concentrate on his performance in the doctor’s cabin. Instead of relying on the sales executives plan his work technology should be used for bringing in efficiency into planning. Using automation enables efficient day to day planning and also ensures that the distance traveled by the sales representative is minimum. These has the dual advantage of decreasing the cost incurred by the pharmaceutical company over traveling allowances and also decrease the work load and frustration of sales representative. N.K.Jain “A Textbook of Forensic Pharmacy” Vallabh Prakashan 2003 Pg no. 252 Dimitris Dogramatzis “Pharmaceutical marketing A practical guide” A CRC Press book Pg 273 & 275 Reuters Business Insight healthcare “The Pharmaceutical Sales Force Outlook: Structures and strategies to maximize ROI and boost product uptake” 2003 A Report by Eye for Pharma “ Sales force effectiveness: getting it right” 2004  A Report by Eye For Pharma “Sales Force effectiveness: Selling Smarter” March 2005   Chihab Ben Moussa, “Supporting Sales representatives on the move: A study of the information needs  of Pharmaceutical sales representatives” (2005) A report by Scrips in partnership with Eyeforpharma “Sales force effectiveness” PJB publications (2005)    Emin Babakus, David W. Cravens “Removing Sales force Performance Hurdles” Journal of Business & Industrial Marketing, Vol. 9 No. 3, 1994, pp. 19-29, MCB University Press, 0885-8624A9 Eyeforpharma report  “Building a better pharma rep with mobile technologies” (2004)  Robert Enagel and Micheal Barnes “Sales force automation usage, effectiveness, and cost benefit in Germany, England and United States” Journal of business and industrial marketing vol 15 no 4 2000 pp 216-242 MCB university press Aashruti Kak “e-solutions for pharma sales”  Express Pharma 16-31st Oct 2007   Joseph P. Vaccaro  “Managing Sales Professionals: The Reality of Profitability” The Haworth Press Inc Pg 17 and 34 http://books.google.co.in/books?id=EHvEh6gYGJUC&printsec=titlepage&dq=sales+routing+and+scheduling+importance&source=gbs_toc_s&cad=1#PPA29,M1 Lauren Hertel “A Mathematical Programming Model for Scheduling Pharmaceutical Sales Representatives” (2004) https://mail.ijbed.org/cdn/article_file/2018-12-20-23-32-26-PM.pdf Dr. Sunil Gupta Ms. Darshana Pangal Routing Scheduling Sales territory Call Planning 526386 20 0

45 https://mail.ijbed.org/details&cid=45 2012-02-24 The measurement of brand equity has been one of the most important issues for both academic and marketing practitioners in the last fifteen years. Brand equity is a concept typically applied to the study of national brands in specific product categories. However, the objective of this study is to transfer the formulations related to national brands to an analysis of store brands in order to determine the components which influence the creation of retailer brand value. Our store brand equity model shows significant similarities to those proposed by other authors in the case of manufacturer brands. Brand image generates commitment and confidence, concepts which are correlated and positively influence the creation of brand loyalty, which, along with image, directly affects store brand equity. AAKER, D.A. (1991), “Managing brand equity: Capitalizing on the value of a brand name”, The Free Press, New York. AAKER, D. and KELLER, K. (1990) “Consumer evaluations of brand extensions”, Journal of Marketing, 54, January, 27-41. AC NIELSEN (2005), “The power of Private Label 2005. A review of growth trends around the World”. AILAWADI, K., NESLIN, S. and GEDENK, K. (2000), “Pursuing the value-conscious consumer: store brands versus national brands promotions”, Journal of Marketing, 65 (January), 71-89. AILAWADI, K. and KELLER, K. (2004), “Understanding Retail Branding:  Conceptual Insights and Research Priorities”, Journal of Retailing, Special Issue on Retail Branding. 80 (4), pp. 331-342. AMBLER, T. and STYLES, C. (1995), “Brand equity: Towards measures that matter”, PAN’AGRA Working Paper, April, London Business School.   ANDERSON, E. W. and SULLIVAN, M. W. (1993), “The antecedents and consequences of customer satisfaction for firms”, Marketing Science, vol. 12, nº 2, 125-143. ASSAEL, H. (1987), “Consumer behavior and marketing action”, 3ª ed. Pws-Kent, California BALTAS, G. (1997), ”Determinants of store brand choice: a behavioural analysis”, Journal of Product and Brand Management, Vol. 6, (5), 315-324. BALTAS, G. (2003), ”A combined segmentation and demand model for store brands”, European Journal of Marketing, 37 (10), 1499-1513.  BARBER, B. (1983), “The logic and limits of trust”, New Brunswick, NJ: Rutgers University Press. BELLO, L, POLO, Y. and VAZQUEZ, R. (1999), “Recientes aportaciones del marketing a la cultura corporativa y a la obtención de ventajas competitivas”, Papeles de Economía Española, nº 78-79, 190-211. BERISTAN, J.J. (2002), "Marcas de distribución: del labeling al branding", Distribución y Consumo, nº 64, Julio-Agosto, 35-45. BERNE, C., MUGICA, J. M. and YAGÜE, M. J. (2001), “The effect of variety-seeking on customer retention in services”, Journal of Retailing and Consumer Services, nº8, 335-345. BIEL,A.L. 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46 https://mail.ijbed.org/details&cid=46 2012-02-24 This study examines the concept of culture with a view of establishing the relationship between marketing culture and customer loyalty. The main objectives were to examine the structure of the actual marketing culture in the banking industry, analyse employee perception of marketing culture; the relationship between marketing culture & Customer loyalty and analyze the prediction potential of marketing culture to customer loyalty. This study undertook a cross sectional survey that involved qualitative and quantitative approaches. The methodological design of the study was co relational in nature. Using a questionnaire of previous studies developed item scales data was collected from a sample of 250 bank customers, and 150 Bank employees in Uganda. 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(2001), The Reliability of Webster’s marketing culture Instrument: Some Western Australian Findings, Asia Pacific, Journal of Marketing and Logistics. Volume 13 Number 4, pp. 66 – 78   M’elani Fletcher (1999), “The effects of internal communication, leadership and team performance on successful service quality implementation: A South African perspective”, Team performance management: An international Journal, Vol. 5 No. 5, pp. 150 – 163. Musiime.,A, and P. R. Datta (2007). Marketing Culture and Marketing Effectiveness: A Reflection in the Ugandan Telecommunication Industry, Journal of Business & Retail Management Research Vol.1, Issue.2, June  Narver, J.C. and Slater, S.F. (1990),  “The Effect of a Marketing Orientation on Business Profitability,” Journal of Marketing. Oct., pp.20 – 35 Ntayi M. Joseph (2005). Career Resilience and Sales force Performance. A Doctoral thesis submitted to Makerere University for a PhD award.   Osland, J.S. and Bird, A. 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Paparoidamis (2007), Service quality, relationship satisfaction, trust, commitment and business to business loyalty, European Journal of Marketing, Vol. 41 No. 7/8, pp. 836 – 867. Ruekert, R.W. (1992) , Developing a market orientation: an organization strategy perspective, International Journal of Research in Marketing, Vol. 9, pp.225 - 45 Sherrif, T. K. L.(1997), An examination of the role of marketing culture in service quality, International Journal of Contemporary Hospitality Management. 9/1, pp. 13 - 20  Shun – Hsing Chen, Ching – Chow Yang, Wen – Tsann Lin and Tsu – Ming Yeh (2007), Service quality attributes determine improvement priority, The TQM Magazine Vol. 19 No. 2, pp. 162 - 175 Vranesevic, T., Vignali, C. and Vignali, D. (2002), Culture in defining customer satisfaction in marketing, European Business Review. Volume 14 Number 5, pp. 364 - 374  Walfried, M. L.,Chris, M. & Sharm, S. L. (2004), ‘ The relationship between consumer  innovativeness, personal characteristics and online banking adoption”, International Journal of Bank Management, Vol. 23, No 2, pp. 176 – 199 Webster, C. (1990) “Toward the Measurement of the Marketing Culture of a Service Firm.” Journal of Business Research, Vol. 21, pp. 345 - 362 Webster, C. (1995), Marketing Culture and marketing effectiveness in service firms, Journal of Services Market, Vol. 9 No.2, pp.6 - 21                                                                                                                                                    https://mail.ijbed.org/cdn/article_file/2018-12-20-23-34-29-PM.pdf Dr Andrew Musiime Dr Joseph Ntayi Musigire Samuel Dr. Palto Ranjan Datta Marketing culture ethical climate performance loyalty and psychological wellness 524623 34 0