| Your latest journal cover | Journal details | ||||
 
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Issue date | January – April | |||
| Volume No | 4 | ||||
| Issue No | 3 | ||||
| No of pages | 80 | ||||
| Cover price Rs | 250 | ||||
| Subscription Rs | 750 | ||||
| Editor name & contact No | Prof. S. Neelamegham
Tel: 29891668 | ||||
| Journal website link | e.g. www.niilm.com | ||||
| Content | |||||
| Sl No. | Article title | Author | Contact e-mail | ||
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CRM Best Practice | Kallol Das, Hirak Dasgupta | |||
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An insight into customer relationship management practices in selected Indian Service industries | Vikas Nath
Ritika Gugnani S Goswami Nimit Gupta |
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Dineserv: a tool for measuring service quality in restaurants | T Vannirajan | |||
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Communicating corporate identity for the hotel industry | Swati Soni
JP Sharma Makarand Upadhyaya |
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Total quality management in Indian commercial banks: a comparative study | M Selvaraj | |||
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The world is ‘flat; but starkly ‘unequal’ | Mani Shankar Aiyar | |||
| About the journal (a brief write up about your journal) |
| It is a tri-annual journal in Marketing and Communication area titled “ Journal of Marketing & Communication: the journal for thought leaders and change drivers” (JMC). It is fully refereed journal and its editorial board consists of well-known experts in the field. Papers from both Academics and industry practitioners in India and abroad are chosen. The Editorial Board is committed to bring out this journal in time and at par with the best international journals. In fact this is the only journal publishes from India on the said subject. It has successfully completed its four volumes and has been circulated and subscribed both nationally and internationally. |
| Author Guidelines (brief account of your guideline) |
| Journal of Marketing and
Communication welcomes original papers from both academicians and
practitioners on management, business, and organization issues. Papers,
based on theoretical or empirical research or experience, should
illustrate the practical applicability and/or policy implications of work
described.
Manuscript The author should send three copies of the manuscript. The text should be double-spaced on A4 size paper with one-inch margins all around. The author’s name should not appear anywhere on the body of the manuscript to facilitate the blind review process. The author should also send a soft copy of the manuscript in MS Word or e-mail the same to Journal of Marketing and Communication office at jmc@niilm.com or jsharma@niilm.com. The manuscript should accompany the following on separate sheets: (1) An abstract of 80-100 words; (2) An executive summary of about 500 words along with five key words, and (3) A brief biographical sketch (60-80 words). |
| Articles abstract (Please provide brief one page abstract of all the articles from your latest issue ) |
| CRM Best Practices: A Case Study of Bank of Baroda by Kallol Das, Hirak Dasgupta |
| Abstract: This paper attempts to study the deployment of CRM Best Practices in the context of Indian retail banking, with specific reference to Bank of Baroda, a prominent public sector bank of the country. Thestudy identifies 29 CRM Best Practices after an extensive literature review. It also examines in detail how effectively the practices have been deployed in the selected bank. The case study reveals that the deployment with regard to most of the practices needs significant improvement. The findings will help organizations to identify areas of improvement with regard to the deployment of CRM best practices aimed at enhancing their marketing performance. |
| Author Background |
| Kallol Das is Assistant
Professor, School of Management Technology, International Institute of
Information Technology, Pune
Hirak Dasgupta is Assistant Professor, Balaji Institute of Modern Management,Pune |
| Management Practices in Selected Indian Service Industries by Vikas Nath, Ritika Gugnani, S. Goswami, Nimit Gupta |
| Abstract:
Customers today are becoming
increasingly sophisticated and demanding. They expect organizations to
behighly responsive and increasingly dependable and to provide more
facilities for their convenience. Organizations have also realized the
need to get closer to the customers to be able to increase their market
share and beat the competition, particularly in the present-day fast
moving, turbulent and competitive
scenario. Customer Relationship Management (CRM) is the new corporate buzzword. It is vital to retaincustomers, up sell and cross sell and ultimately customize products and services in order to survive in today‘s fiercely competitive market and win the marketing warfare. Building a long lasting, mutually beneficial relationship with the customer is becoming increasingly important in the present-day context. But this raises certain key issues such as: How can an organization be sure that it has fully optimized its processes towards meeting customer needs? and What are the key principles that need to be considered in this regard? This paper is a modest attempt to present a systematic view of CRM in three industries viz. Insurance, Banking and Telecommunication, and brings to the fore a set of questions relating to the status of the phenomenon of CRM and its different elements with the purpose of explaining and improving its implementation in the selected industries. The paper provides a simple framework to plan and implement an optimized set of strategies for the development of firm customer centricity, help organizations overcome the emerging challenges and bring out the importance of implementing CRM in the bid to maximize customer satisfaction and enhance overall profitability of the company. From a practical standpoint the study is of considerable importance to organizations, which are in the nascent or planning stage, and need to incorporate activities related to enriching relationship with their customers and use these favorable relationships to win the loyalty of a customer and consequently reap the benefit of profitability The results of the study are likely to provide them adequate insight into the use of CRM as a tool for winning trust and confidence of customers |
| Author Background |
| Vikas Nath is Assistant
Professor, Jaipuria Institute of Management, Noida
Ritika Gugnani is Sr. Lecturer, Jaipuria Institute of Management Noida S. Goswami is Professor, Jaipuria Institute of Management, Noida Nimit Gupta is Sr. Lecturer, Jaipuria Institute of Management Noida |
| Dineserv: A Tool for Measuring Service Quality in Restaurants by T. Vannirajan |
| Abstract:
Increased disposable incomes,
growing urbanization and the impact of transport and communication have
fuelled a strong demand for restaurant services in India. Recent years
have witnessed a growing preference among people residing in metro cities
and towns to have their meals in restaurants. This has led to stiff
competition among restaurants and catering establishments to provide
qualitative service to their customers, which has been accorded high
importance by the administrators/owners of these establishments. Clearly,
in view of the enormous demands on the restaurant industry for providing
services that measure up to the exacting requirements of quality and
reliability it lays considerable stress on the provision of high-level
customers service and continuous quality improvement in a bid to
encourage local consumption and attract an increasing number of visitors. This paper discusses the identification of quality attributes for restaurant services with reference to an empirical study based on data collected by post graduate business students, each of whom was instructed to collect the same from atleast five respondents who frequently go to restaurants. As many as 239 completed questionnaires were collected from the students. The study revealed that the restaurant owners were fully committed to gain a competitive edge, and to do so was imperative for them to continually strive to increase the level of overall service quality of their restaurants by laying emphasis on the five important DINESERV variables, namely ensuring consistency in the quality of food and beverage, establishing personal relationships with customers, maintaining food prices at a reasonable level, clean and elegant dining equipment and consistent communication. |
| Author Background |
| T. Vanniarajan is Reader in Business Administration, N.M.S.S.V.N.College, Madurai. |
| Communicating Corporate Identity for the Hotel Industry by Swati Soni, JP Sharma, Makarand Updhyaya |
| Abstract:
In recent years, the importance of
corporate identity management in the hospitality industry has increased
several- fold. Managers of hotels are now increasingly interested in
learning methods that have been successful in communicating a new
corporate identity. The purpose of this article is to document the design
and implementation of the new corporate identity communication process. It
describes a holistic process of designing a new corporate identity for
hotels, with a focus on the implementation of its corporate communication
process. The study suggests that corporate identity communication occurs
at four levels – internal, external, formal and informal – and provides a
strategic framework for any hotel chain management for
implementing a new corporate identity. It adds a new dimension to the process of communicating image/identity to internal and external stakeholders in the hospitality industry. |
| Author Background |
| Swati Soni is Faculty
in Marketing at Jaipuria Institute of Management, Jaipur.
J.P. Sharma is Professor in Economics at EAFM, University of Rajasthan, Jaipur Makarand Upadhyaya is Faculty in Marketing at ICFAI Business School (IBS), Jaipur. |
| Total Quality Management in Indian Commercial Banks: A Comparative Study by M. Selvaraj |
| Abstract:
This paper is an attempt to
close the research gap in service industry management, especially in the
banking industry. The study, conducted among employees in public and
private sector banks and foreign banks, at Madurai district in Tamil Nadu,
investigates the important Total Quality Management (TQM) factors in three
groups of commercial banks and their rate of implementation in each group.
It also analyses the important discriminant TQM factors among the three
groups of banks. The study reveals that the important TQM factors in
commercial banks are top management commitment, Human Resource Management,
Technical and important systems, customer focus, employee satisfaction,
service culture, social responsibility and services capes. It indicates
that there is a significant difference among the three
group of banks regarding the rate of implementation of TQM factors. The foreign banks are considered to be the most successful in implementing the TQM factors closely followed by the private sector banks, while the public sector banks are lagging behind in this regard The important discriminant TQM factorsamong the three groups of banks are customer focus and top management commitment. |
| Author Background |
| M. Selvaraj is Professor of Management Studies, Sona School of Management, Salem, Tamil Nadu |
| The World is ‘flat’ but starkly ‘unequal’ by Mani Shankar Aiyar |
| Paul Krugman said in a column on the American economy that the ratio between the highest corporate earning and the lowest wage paid by the same corporate in the same sector had crossed the 1000 to 1ratio. Krugman said that at this point, democracy is seriously threatened. In India, according to Sainath’s calculations...that ratio has extended to 32,000 to 1. And the “1” there, is the organized labour, so can you imagine what the ratio is between the highest paid corporate and the unorganized labour?This is what discussed by Mani Shankar Aiyar in this paper. |
| Author Background |
| Mani Shankar Aiyar, Economist and Former Minister in Government of India. |