Category Archives: *Featured*

SocialCRM tools selection using Delphi method

Business Frontiers, Vol. 7, No. 1.

 

Title: SocialCRM tools selection using Delphi method

Publication date: July, 2013.

Authored by Gaurav Khatwani


 This paper must be cited as follows: Khatwani, G. (2014). SocialCRM tools selection using Delphi method. Business Frontiers, 7(1), 1-5. Continue reading

Online Website Advertising Rates

Business Frontiers, Vol. 6, No. 1.

 

Title: Online Website Advertising Rates

Publication date: July, 2013.

Authored by Dr. Arpan K Kar

 

 

This paper can be cited as follows: Kar, A.K. (2012). Deciding Advertising Rates in Online Media – A Practical Guide, Business Frontiers, 6(1), 1-10.

Abstract: Deciding the advertising rates for online media can often be very challenging. Most bloggers and webmasters fall into a dilemma while deciding the advertising rates for websites and blogs. This essentially is a multi-criteria decision making problem and needs a systematic approach for deciding the rates. This study identifies 8 criteria which may be used for deciding the pricing strategy for any publisher. Further this article provides a systematic approach to decide the best valuation of advertising rates for a web based publishing platform, be it a blog or website

 

To download the complete article, please visit this link: Deciding Advertising Rates in Online Media – A Practical Guide

 

Keywords: Social Media, Web 2.0, Online Advertisements, Pricing, Rates.

Business Frontiers is a premium series of refereed open source white-papers on critical emergent issues and classic topics in business and management including but not limited to marketing management, technology management, e-business, finance, economics, human resources, organizational behavior and general management. Articles published as open source white-papers in Business Frontiers are copyrighted using a Creative Commons Attribution 3.0 Unported License. Please visit the publication page for more details on Business Frontiers. For submission of original articles for publication, please read the Guide for Authors and the Call for Papers.

 

Demystifying empowered leadership

Business Frontiers, Vol. 5, No. 1.

 

Title: Demystifying empowered leadership: A CEOs Experiment in developing high performance workplace culture

Publication date: July, 2013.

Authored by M.M. Bagali

 

 

This paper must be cited as: Bagali, M.M., (2013). Demystifying empowered leadership: A CEOs experiment in developing high performance workplace culture, Business Frontiers, 5(1), 1-19.

Abstract: During turbulent days, organizations are increasingly seen to innovate ways to manage business. One of these innovations is in the area of developing and managing human resources. Experience has shown that developing human resources often results in achieving a sustained organizational growth. Various strategies are being adopted by business organizations in this regard. One also sees a paradigm shift from an approach understood as ‘welfare approach’ to that of an approach commonly known as the ‘empowerment approach’. This approach of employee empowerment has seen interesting outcomes and hence has been accepted almost all across the world. This paper is an empirical study of Indian industry 1. It highlights some unique strategies adopted for managing human resources in this industry. The efforts have paid large dividends to the company. The workforce is committed as well as efficient. The business organization has succeeded and has been able to achieve global standards. This paper makes an attempt to advocate the cause of employee empowerment and calls upon practitioners to shift their practices from that of welfare orientation to empowerment. The paper also makes an attempt to demystify the concept of employee empowerment.

 

To download the complete article, please visit this link: Demystifying empowered leadership: A CEOs Experiment in developing high performance workplace culture

 

Key Words: Empowerment; Ownership culture; Leadership; Global Organization

 

Business Frontiers is a premium series of refereed open source white-papers on critical emergent issues and classic topics in business and management including but not limited to marketing management, technology management, e-business, finance, economics, human resources, organizational behavior and general management. Articles published as open source white-papers in Business Frontiers are copyrighted using a Creative Commons Attribution 3.0 Unported License. Please visit the publication page for more details on Business Frontiers. For submission of original articles for publication, please read the Guide for Authors and the Call for Papers.

Strengthening Rural Management Education in India

Business Frontiers, Vol. 4, No. 1.

 

Title: Strengthening Rural Management Education in India

Publication date: May, 2013.

Authored by Ansu Abraham

 

 

This paper must be cited as follows: Abraham, A., (2013). Strengthening Rural Management Education in India. Business Frontiers, 4(1), 1-8.

Abstract: Rural India is drawing more attention than ever before. To develop rural India, we need rural managers. Institute of Rural Management Anand (IRMA) recognized this need way back in 1979 and started a course in Rural Management.  However, at a later stage, realizing the need to meet the growing managerial needs of ‘all types’ of organizations connected with rural economy, management institutions groomed their students to serve them too. This paper reflects certain concerns associated with the present Rural Management Education system, and proposes some changes for its strengthening. The first concern is related to the course curriculum. There is leakage of students from development sector to allied sectors. After completion of RM, most of the students join allied sectors or even mainstream business. Here, the concern is about the quality of workforce joining these sectors. Another concern related to curriculum is the limited rural exposures offered to the RM students. In earlier times, most of the RM Schools offered two rural exposures. But in due course, this tradition has disappeared. This has affected the quality of education. Similarly, the lack of rural exposure to allied specializations such as Agribusiness, Rural Marketing, Rural Finance etc. is also a matter of concern. The second concern is related to the visibility of RM Schools during admissions. At present, the enrollment to RM is also based on CAT, MAT etc. A separate All India level entrance test specifically for RM is the need of hour. Also, the premier institutions are not in the top 20 list of B School rankings, because of the ranking methodology which is tailored for the mainstream business schools. The third concern is related to the leakage of Rural Managers to other business sectors. “Alumni in corporate’ is becoming the thrust for some institutions. But Rural Managers need to serve the Rural Sector. Hence there is need to attract and retain young talents. Several changes need to be brought to the present RM education system to make it attractive and strong. All the proposals which are shared in this paper can be made possible with the support of subject experts, management, faculty and the students. Their combined effort will strengthen the system. But someone has to take the initiative; set an example; and lead.

 

To download the complete article, please visit this link: Strengthening Rural Management Education in India

 

Key Words: Rural Management, Rural Managers, Conventional B Schools

 

Business Frontiers is a premium series of refereed open source white-papers on critical emergent issues and classic topics in business and management including but not limited to marketing management, technology management, e-business, finance, economics, human resources, organizational behavior and general management. Articles published as open source white-papers in Business Frontiers are copyrighted using a Creative Commons Attribution 3.0 Unported License. Please visit the publication page for more details on Business Frontiers. For submission of original articles for publication, please read the Guide for Authors and the Call for Papers.

E-Commerce for Services Management – A Case Study

Food Plaza, the new organic multi-cuisine hotel cum restaurant was finally inaugurated in December 2012. This restaurant is based out of Rohtak, Haryana, which is an extension of the National Capital Region of India. It opened its doors with a promise of delicious food cooked and served with the authentic localized style and aroma of the distant exotic locations. But what are equally delicious are its ambitious plans to drive the existing business using social technologies. This restaurant wants to be much more than a place to dine, for the strategic focus of the senior management was very different. The focus on differentiation using technology was on the minds of the management. So how could the latest technology be used to create a differentiating factor for the restaurant in the minds of the customer? Marketing services successfully is always a big challenge.

This problem was resolved by going the “e-business” way. It was not an easy decision to move away from what everyone was doing. Even harder was implementing such an executive level decision. But Food Plaza decided to provide a vast social networking experience and not just food to its visitors. Inside the restaurant, located at the corner of Sheela Bypass and Delhi Road, a 100-square-feet LCD monitor constantly streams Twitter mentions with hashtags, restaurant specific news and blog updates, and eFood-Plaza check-ins. eFood-Plaza is a Web and mobile application developed by Food Plaza that allows registered users to connect with friends and update their location information. Points are awarded for “checking in” at the restaurant and then updating the Facebook status or Tweeting. Customers see tweets and status updates and reply to them or add their own messages with their cell phones or other mobile devices. A free WiFi zone has also been added which even facilitates streaming video entertainment for every visitor. Every status update, photo posts or tweet made after checking into eFood-Plaza, which gets over 10 likes or 5 retweets become eligible for brownie points, redeemable at Food Plaza. This makes young visitors go crazy about updating their status messages after checking into e-Food Plaza, with the objective of encashing on the additional value from such promotional campaigns.

This restaurant has multiple options for placing an order. You can place your order to a restaurant waiter directly, or by using a smartphone while you are located close by, or you can place the order online yourself for free delivery. Food Plaza was also designed and placed optimally for Location Based Services. Food Plaza also has its own Facebook page, which it uses for social marketing and for running marketing campaigns. Tagging yourself on its Facebook wall makes you eligible to win promotional coupons up to Rs.500/-. Food Plaza offers Rs. 500/- worth of food to whoever is the first in every week to post a picture of him or her in front of the restaurant’s “tag wall”, a wall in the front of the restaurant inviting people to write status updates using a Magic Marker and get over 50 Facebook likes. Food Plaza also uses social networks for promoting its “Chak De Rohtak” campaign for improving the conditions of women empowerment and children education. These campaigns have also added to the engagement with its customer segment, even beyond their presence in the restaurant.

But what makes Food Plaza really stand out is its use of crowd-sourcing for both marketing and menu development. This restaurant has developed an App for customers with smart-phones, which allow them to invent their own dishes and to give their recipes innovative names. Every time someone orders an item invented by another customer, the inventor receives a voucher with an in-store credit. With Food Plaza’s list of ingredients, millions of combinations are possible. Some customers will no doubt use their extensive social networks to promote the burgers they invented. Those with thousands of followers on social networks could conceivably earn “free dishes” for the rest of their lives if they constantly promote Food Plaza. All of these measures create very low-cost incentives for large numbers of customers to actively promote the restaurant. They also generate word-of-mouth “buzz” with minimal expenditure. All it takes is establishing a presence on social networks and rolling out promotions. One would feel that such a strategy would actually go beyond the regularly posited “theories of services marketing

Competing with the other restaurants based out of Rohtak won’t be easy for Food Plaza. But by using social networking technology to forge ties with customers and giving those customers a stake in the success of dishes, Food Plaza hopes to have the recipe for not only multiple successful recipes but also a successful business model. With huge success the Food Plaza wanted to have faster reach in different parts of India. It has done an acquisition of a well known multi-cuisine restaurant ‘Brown Chilli’ having presence in all metro cities in India. The Brown Chilli is having fully IT enabled integrated system to perform all aspects of operation and analysis requirement but lacking the innovativeness of Food Plaza.

Disclaimer: This is a case study which has been created fictitiously. The purpose of this case study is to create a scenario for academic discussions in classroom teaching. This case bears no intentional resemblance with any real life institution or person operating any similar business, even if there is close resemblance in terms of name or business processes or both, to any existing organization.

References: Laudon, K. C., & Laudon, J. P. (2004). Management information systems: managing the digital firm. New Jersey, 8.

Entrepreneurial Resourcefulness – Is it a Function of Gender?

Business Frontiers, Vol. 3, No. 1.

 

Title: Entrepreneurial Resourcefulness – Is it a Function of Gender?

Publication date: March, 2013.

Authored by Dr. Purna Prabhakar Nandamuri

 

 

This paper can be cited as follows: Nandamuri, P.P. (2013). Entrepreneurial Resourcefulness – Is it a Function of Gender?, Business Frontiers, 3(1), 1-13.

Abstract: Fostering positive attitudes towards entrepreneurship is high on the policy agenda of several economies. It is the obligation of the prevailing education system to charge the graduating youth with entrepreneurial orientation. It is appropriate to spot out the influence of the fundamental factors such as age, gender, education, and family income and background   on entrepreneurial orientation. Previous research profoundly concludes that gender plays a major role in entrepreneurial activity and women have less motivation for entrepreneurship.  Entrepreneurial behaviour is a function of entrepreneurial resourcefulness. However, the nature of dependence of this trait on the other independent characteristics has not been made explicit or empirically testable to date. The purpose of this study is to determine the impact of the independent variable – gender, on the dependent trait – entrepreneurial resourcefulness, of management students. A sample of 200 final year post-graduate management students are selected randomly from leading management institutes in Warangal region which pass-out around 2000 management graduates every year who face a bleak opportunity for entrepreneurship and look for employment. The responses were tested with ANOVA and t-test with the help of SPSS-19. The findings establish that gender had a profound impact on entrepreneurial resourcefulness. The male group establishes a comparatively stronger preference for resourcefulness than their counterparts.  As the generic limitations of time and money confine the generalizability of the findings, further research of a larger sample with wider geo-cultural background may help to establish the findings.

 

To download the complete article, please visit this link: Entrepreneurial Resourcefulness – Is it a Function of Gender?

 

Keywords: Entrepreneurial orientation, entrepreneurial resourcefulness, Demographic factors, Gender, Management students. Post-Hoc Analysis.

Business Frontiers is a premium series of refereed open source white-papers on critical emergent issues and classic topics in business and management including but not limited to marketing management, technology management, e-business, finance, economics, human resources, organizational behavior and general management. Articles published as open source white-papers in Business Frontiers are copyrighted using a Creative Commons Attribution 3.0 Unported License. Please visit the publication page for more details on Business Frontiers. For submission of original articles for publication, please read the Guide for Authors and the Call for Papers.