Chetana’s...earlier advertising was main option to attract the customers while in today’s world these is not the case. Sales promotions have taken part of it. The main factor are

ISSN – 0976-2000 Chetana’s Vol IX Issue (1) (2018) : pp 1 - 12

Volume IX, Issue II ISSN 0976-2000

September 2018

Chetana’s Ramprasad Khandelwal

Institute of Management & Research

Quest

Journal of Management Research

ISSN – 0976-2000 Chetana’s Vol IX Issue (1) (2018) : pp 1 - 12

Chetana’s

Ramprasad Khandelwal


EDITORIAL BOARD

Chief Editor

Dr. Madhumita Patil (CEO, CIMR & CRKIMR)

Editor

Dr. Kavita Khadse

Dr. Balaji Sadavarte

Members of Editorial Committee

Dr. Jayashree Bhakay

Dr. Sunita Srivastava

Dr. Nandita Mishra

Dr. Nalini Krishnan

Dr. M. Shivprasad

Dr. Hufrish Majra

“Quest” Journal of Management Research is a bi-annual publication of

Chetana's Ramprasad Khandelwal Institute of Management and Research to

disseminate knowledge and information in the area of finance, marketing, human

resources, operations, general management practices, business development etc.

The Journal intends to focus on theoretical, applied and interdisciplinary

research in business and management studies. It provides a forum for debate and

deliberations for academicians, industrialist and practitioners in the field of

business and management.

The Views expressed in the articles and other materials published in the

journal do not reflect the opinions of the Institute.

FROM THE EDITOR’S DESK

Management researchers and academicians are in constant search of new

knowledge and insights. Organisations fervently explore management concepts and

theories to ensure efficiency and effectiveness in all their activities. In this context,

this issue of CRKIMR deals with relevant areas in management such as

Technology, Contemporary business, Brand Enhancement.

Jeff Bezos has once mentioned, “If you do build a great experience,

customers tell each other about that. Word of mouth is a very powerful tool.”

Marketing revolves around the complexities of changing market place dynamics

and customer relations. With budding optimism on one hand and uncertainty on the

other, it is difficult to extrapolate the course a business might take few years down

the line. The studies titled address aspects like forming strategies and increasing

the market share

A structured format for resolving the insolvency issues of individuals, firms

and corporates has been addressed by the implementation of IBC 2016. Further the

government initiatives to promote the asset reconstruction companies have given a

new dimension to the banking system.

Progress in technology has compelled us to look for alternatives across

sectors like manufacturing, education and banking. A streamlined process for ERP

implementations and integration with latest technologies to handle the huge data is

the need of the hour. The credibility of such efforts have been analysed by the

academicians. Another alternative that has seen the light of the day is Open Online

Courses. Attempts of knowing about the awareness of such courses and their

reliability have been made. Also the alternative Smart Banking to improve the

customer experience is suggested with the help of Smart Tokens.

Many new entrepreneurial endeavours including well-known corporates are

entering into the marketing of organic food products. Effects of consumer attitude

towards the purchase of organic food and the moderating effect of personal factors

of consumers for the purchase of organic food products has been explored. In

recent times, we have seen many entrepreneurial endeavours on personal as well as

corporate level. One such case depicting the successful journey of Anita Dongre

from a boutique supplier to India’s largest fashion brand across genres has been

delved into. Which will reflect the queries like, what should be our strategy to

successfully compete against the plethora of Indian and global bridge to luxury

brands and what strategies should we adopt to emerge as a global luxury brand,

etc.

Dr. Kavita Khadse

Editor

ISSN 0976-2000

CONTENTS

Sr.

No. Title Pg. no. 1 A Study of Customer’s Preference for Dining Offers

and Merchant on boarding on RuPay merchant funded

offer platform

Sheshan Deshmukh

1-7

2 A Research study of consumer buying behaviour

towards air purifier

Sheshan Deshmukh

8-14

3 Using Smart Token to Improve In-Branch Experience

of Customers in a Bank

Ankur Ikhar

15-20

4 IBC: A Creditor Driven Legislation

Dr. Rajiv Babel 21-27

5 A Study Of The Asset Reconstruction Companies In

India

Khushboo Desai

28-33

6 A Study on Migration of the Existing Sales Processes

from Sap UI to A Web Application

Rohit Mohite

34-37

7 A study on the awareness and utilization of MOOC

(Massive Open Online Course) as an alternative to

formal education.

Prof. Awesh Bhornya

Prof. Poonam Chaudhari

38-42

8 Anita Dongre: Global Desi

Dr. Amit Rangnekar 43-53

9 Organic Products: A review.

Prof. Poonam Chaudhari

Dr. Sudhir Patil

54-59

ISSN – 0976-2000 Vol IX Issue (II) (2018)

Volume IX Issue (II) September 2018 Chetana’s R.K.I.M.R. ISSN – 0976-2000

Pag

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1. A Study of Customer’s Preference for Dining Offers and

Merchant onboarding on RuPay merchant funded offer

platform

*Sheshan Deshmukh

Abstract: The areas allocated in study was Borivali, LowerParel, and Thane & Navi Mumbai.

The market was visited on a daily basis in month of June with adequate planning to ascertain the

potential spots in the areas allocated where there is a huge scope of establishing the presence of

the offer platform for RuPay cards in Dining category. The various merchants such as salon &

Spa, fitness club & grocery stores were also visited on a daily basis to understand the potential

on them and onboard them on RuPay platform.

The survey was conducted by interviewing consumers to see, what are the variables which are

concerned with dining offers and what exactly customer is looking for in offer section in various

categories. So that company can do alliance with those restaurants and plan exclusive offers for

RuPay cardholders. The aim of the survey was to find the awareness regarding the offers in

dining category and what they expect from restaurant & NPCI in offer sections. Objective behind

these dining offers is more RuPay transaction and in future larger market share. The Data

collected was through the survey & tool as a Questionnaire. Awareness level of merchant

regarding the RuPay live offer was 22.3%.

The other project that was also allocated to me during the month of May was to check the

acceptance of RuPay cards among the given merchant list which was provided by NPCI and at

same time create leads for alliance purpose. The project was done through calling and acquiring

information about the card acceptance by the merchants and convincing them for forming the

alliance with NPCI- RuPay cards. Total 51 Merchants were onboarded on RuPay platform.

Introduction

Payment Systems are not just convenient but

also play a crucial role in stimulating

economic growth in countries around the

world.

Cash reduction, secured access to funds, &

cash handling by the merchants & expand

customer base.

They promote financial service giving

access to formal banking system. Greater



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chunk of additional tax revenues are

collected through the digital payments. .

NPCI is working towards the goal of making

India a less cash economy and at a same

time providing digital platform for payments

to every citizen of India. Digitalization is

need for hour to each and every economy.

By bringing more merchants in association

with various digital products, awareness can

be created. Digital payment industry counts

to USD 200 billion, of which only 10 billion

is contributed by mobile payments as of

2018.It is estimated that by 2023, the

industry may cross 1 trillion mark .

In fourth months after launch of Goggle Tez

app enabled by UPI, it achieved the target of

volume of axis bank digital transaction &

increasing eight times YOY. The digital

payments would more flourish in India by

the launch of watspp payment app. diverse

payment option in India provides strong

growth for financial service expansion.

There are various entities participating there.

Entry of new banking entities have boosted

the choices in sector and increased the

volume of payments.

Commercial banks account for 64% of total

asset held by financial system.

Fig No.1.2.3-Estimated Digital payment

volume in India

Research Objectives

To understand what customer exactly needs

from offer section in dining category.

1. To know the preference pattern of

the customers for restaurants.

2. To identify the awareness level of

ongoing dining offers in the market.

3. To use this analysis to get right type

of restaurants on board on RuPay

Platform.

Literature Review

Faye Hall Jackson, Karl Titz, Agnes

DeFranco & Huimin Gu (2008) compared

the frequency benefits of advertisements in

the restaurant’s in Houston, Texas &

Beijing, China. Based on the services &

Ownerships, they initiated the findings.

They found that Beijing restaurants are more

likely to be benefited from these activities.

Coupon & food sampling as promotion were

useful to them. By Houston restaurants the



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frequency of visit didn’t make any point

with the number of visit of customers.

However, the food sampling is not the case

found today, offer section has replaced the

same.

Corso di Laurea magistrale (ordinamento

ex D.M. 270/2004) in his paper “How to

improve sales promotion effectiveness: the

role of age and product category”

Showed different ways how the customer

perceives the sales promotions. However,

it’s the main way to increase the business. It

indicated that sales promotion according to

the customer point of view should be formed

to increase its efficiency. In my findings,

internal as well as external sales promotion

played important role.

(Folkes & Wheat,1995) showed that

earlier advertising was main option to attract

the customers while in today’s world these

is not the case. Sales promotions have taken

part of it. The main factor are the consumers

buying behavior change towards the

restaurants. Purchasing power has

decreased, as they appear to be more prices

sensitive& more tending towards offers

section. Rising cost of advertisements has

also affected the things. This has resulted in

finding new ways of promotions.

In my findings, advertisement was least

accepted way. Although social media

promotions have now been initiated.

Hany Hosny Sayed Abdelhamied showed

sales promotion worked to stimulate &

induce the customer choice towards the

restaurant preference. Post promotion

behavior has been studied to see the effect

on business of restaurant before and after the

promotion period. It proved that very

effective marketing techniques encourage

traffic in the outlet. Also, the termination

affected the process. In actual practices

today, the sales activity is helping

restaurants in improving their business.

Coupon system was allocated to restaurants

in terms of offer. Fast food restaurants prefer

coupons as their major source of promotion

to attract price conscious segment of

customer in societyof the society to get

attracted towards it.(Taylor and Long-

Tolbert, 2002).

Methodology

A) Study of Customer’s Preference for

Dining Offers:

Research Design : Descriptive Research

Data Source : Primary Data

Primary Data Collection : Survey Method

Primary Data Collection Instrument:

Questionnaire

Sampling methods and techniques : cluster

Sampling

Sample Size : 52



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Sampling Frame : Hotel associations

Sample Unit : Restaurant

B) Merchant onboarding on RuPay

merchant funded offer platform:

1. List Preparation:

2. Calling:

3. Visit:

Analysis & findings


Dining Offers:

1. Fine dine restaurants where most

preferred followed by QSRs where time

would be saved.

Fig No 3.4 Restaurant Type

Source- Field Survey

2.This shows that customers would spend

500-1000 for two more than other range. So,

NPCI should bring similar range

restaurants within the offer sections.

Fig No 3.5 Preference


3.Although RuPay having 53% market

share, Visa customers topped the list.

However the merchant onboarding on

RuPay Platform would surely improve the

figures of customers visiting the restaurants.


Fig No 3.6 Card usage

4. Minimum rating which the customer

prefers is of 3. So, targeting the restaurants

with ratings 3-5 is vital.



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Fig No 3.8 Ratings check


B) Merchant onboarding on RuPay


Uniqueness of RuPay Program:

Scheme specific offer is unique concept in

the market, as of now only bank specific

offers are trending

1.Customer base of RuPay card is more as

compared to any bank doing similar project

single handedly and merchant can drive

more revenue from it

2.Free promotion to larger customer base

with provision of customized tent card &

bill folders

3.Easy redemptions as no coupon or QR

codes is required

Statistics Part:

o Total Merchants Contacted – 218

o Total Merchants visited in

accordance to fixed meetings &

Random Visit - 85

TOTAL MERCHANT ONBOARDED

o Target Given - 30 Offers

o Target Achieved - 51 Offers

o Offer Categories:

o 15% Off On Total Bill – 44 Offers

out of 51

o 10% Off On Total Bill - 07 Offers

out of 51

o Area Concentrated – Borivali ,

Lower Parel, Thane & Navi Mumbai

Secondary checks:

1.100% Acceptance of RuPay cards in the

outlets through POS terminals

2.Almost 90% Awareness of RuPay as a

scheme (Out of 218 merchants, almost 20

merchants on first go didn’t know what

RuPay is. However when given example of

visa master card, they got the

understanding)

Visibility :

1.No scheme specific offer found, although

Amex cards are doing it but their presence is

negligible

2.On Zomato, banks specific offers are

displayed

3.In outlets, payment acceptance through

card & wallet stickers were only present

4.In only 1-2 outlets, visibility of bank

specific offers was present

Conclusions & Recommendations


Dining Offers:

Conclusions

1. From the hypotheses 1, it is being proven

that there is a relationship between age and

no. of visits in a restaurant. So, age group

20-25 has frequent visits in restaurants

monthly.

2. From the hypotheses 2, it is being proven

that there is a relationship between gender

and offers as a major factor to consider.



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3 from the hypotheses 3, we can say that

Zomato gold membership and frequency of

visits has no relationship. People who don’t

have Zomato gold membership also visit

more.

4. 500-1000 is the most preferable cost for

two. So NPCI should also go for a tie up

with these restaurants.

5. “3” is the minimum rating that a customer

wants. So NPCI should do tie ups

accordingly.

6. Around 71% people check ratings before

visiting a restaurant.

7. 30 respondents prefer fine dine

restaurants followed by QSRs with 26.

8. Out of 52 respondents, there are 19 RuPay

cardholders which is less than VISA.

9. 5 to 10 kms is the preferable distance for

most of the respondents.

Recommendations

1.Visibility of RuPay offers should be

increased in order to create awareness

among the customers.

2.More QSRs restaurants should be targeted

by NPCI under offer platform.

3.The Restaurant cost for two should be

between 500-1000 Rs, as it more suitable

from merchant as well as customers point of

view.

4.Rating of the restaurant should be more

than 3, so as to maintain the quality of

program.

B) Merchant on boarding on RuPay


Uniqueness of RuPay Program:

Conclusions

51 merchants were on boarded where in

dining category consisted of 47 restaurants

& others 4 offers were from fitness & Salon-

Spa each.

Recommendations

1.For dining section, we can promote our

RuPay offers through Zomato similar to the

banks doing it

2.RuPay offers in Dining Category is in

nascent stage, so it need to be extended

geographically so as to cover more outlets &

at same time increase the awareness

regarding same

3.Visibility remains important factor in

attracting customers, so stickers along with

Tent cards & bill folder having RuPay logo

present in the outlet would be helpful

4.Beside Dining sections, there is also a

potential in Isolated outlets of Salon-Spa,

Designer clothing studios, fitness clubs &

Grocery stores (Hyper marts &

Supermarkets)

Bibliography

Research Papers -

1.Lewis, R. C. (1981). Restaurant

advertising: Appeals and consumers'

intentions. Journal of Advertising Research,

21(5), 69-74.

1.Faye Hall Jackson, Karl Titz, Agnes

DeFranco & Huimin Gu (2008) Restaurant

Advertising and Promotion Strategies of

Two Gateway Cities: An Exploratory Study,

International Journal of Hospitality &



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Tourism Administration, 9:1, 36-51, DOI:

10.1080/15256480801910491

2.Corso di Laurea magistrale (ordinamento

ex D.M. 270/2004) in his paper “How to

improve sales promotion effectiveness: the

role of age and product category”

3.Abdelhamied, H. (2001). Evaluating the

sales promotional tools used in quick service

restaurants Unpublished Master Thesis

Helwan University, Egypt.

4.Lewis, Journal of Consumer Research,

Volume 9, Issue 2, 1 September 1982, Pages

132–140, https://doi.org/10.1086/208906

5.Auty, T. (1981). Qualitative response

model: A survey. Journal of Economic

Literature, 19, 1485-1536

6.Kivela, J. (1997). Restaurant marketing:

Selection and segmentation in Hong Kong.

International Journal of Contemporary

Hospitality Management, 9(3), 116-123.

7. Kivela, J., Inbakaran, R., & Reece, J.

(1999a). Consumer research in the restaurant

environment, part 1: A conceptual model of

dining satisfaction and return patronage.

International Journal of Contemporary

Hospitality Management, 11(5), 205-222.

8. Kivela, J., Inbakaran, R., & Reece, J.

(2000). Consumer research in the restaurant

environment, part 3: Analysis, findings and

conclusions. International Journal of

Contemporary Hospitality Management,

12(1), 13-30.

9.Zeithaml, V. A., & Bitner, M. J. (2003).

Services marketing: Integrating customer

focus across the firm(3rd ed.). New York:

McGraw-Hill

Websites –

1. https://usa.visa.com/dam/VCOM/do

wnload/visa-everywhere/global-

impact/impact-of-electronic-

payments-on-economic-growth.pdf

2. www.npci.org.in

3. https://www.ibef.org/industry/financi

al-services-india.aspx

4. https://usa.visa.com/dam/VCOM/do

wnload/visa-everywhere/global-

impact/impact-of-electronic-

payments-on-economic-growth.pdf

5. http://www.makeinindia.com/article/

-/v/growth-of-fintech-in-india

6. https://www.thehindubusinessline.co

m/money-and-banking/npci-plans-

mega-campaign-to-promote-digital-

transactions/article9697683.ece

7. https://www.statista.com/outlook/29

5/119/fintech/india

https://doi.org/10.1086/208906

https://usa.visa.com/dam/VCOM/download/visa-everywhere/global-impact/impact-of-electronic-payments-on-economic-growth.pdf




https://www.ibef.org/industry/financial-services-india.aspx

https://www.ibef.org/industry/financial-services-india.aspx





http://www.makeinindia.com/article/-/v/growth-of-fintech-in-india

http://www.makeinindia.com/article/-/v/growth-of-fintech-in-india

https://www.thehindubusinessline.com/money-and-banking/npci-plans-mega-campaign-to-promote-digital-transactions/article9697683.ece






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2. “A Research study of consumer buying behavior towards air

purifier”

*Sheshan Deshmukh

ABSTRACT

Indoor Air Quality is a major concern in India as indoor air is around 3 – 5 times more polluted

than outdoor air. Poor indoor air quality can result in major adverse effects on our health and

environment. Air purifiers also play a significant role in controlling air quality indoors Therefore

a research was conducted of 100 people using questionnaire for all the age groups to understand

the consumer behaviour towards air purifier. The respondents were asked about their income

range, their occupation, whether they have air purifier or not. The respondents were asked about

from which medium they would like to buy air purifier. Demand for air purifiers from healthcare

sector is also anticipated to increase in the coming years. Then this data was analysed and put in

tabulation. Relative hypothesis was applied and then on the readings we have drawn conclusion

about consumer buying behaviour which would be helpful in future to make strategy regarding

air purifier. Consumer prefer air purifier at home and they would like buy air purifier at offline

retail store. Young Generation is more likely to buy air purifier in future.

1.INTRODUCTION

Rapid urbanization, burning of fossil fuels

as well as increasing industrialization have

intensified air pollution, which is resulting

in stimulating the demand for air purifiers.

In addition, rising disposable income along

with changing lifestyle and declining prices

of air purifier.

According to this research, India air purifier

market is projected to grow at a CAGR of

over 35% during 2018-24. India air purifier

market is mainly an import driven market

with major players importing their products

in the country.



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Indians spend more than 90% of their time

indoors like hours spent while sleeping,

working in offices, at schools, colleges, etc.

Indoor Air Quality is a major concern in

India as indoor air is around 3 – 5 times

more polluted than outdoor air. Poor indoor

air quality can result in major adverse

effects on our health and environment and

indoor air pollution is classified as one of

the top environmental risks to the people

health. Indoor air can be defined as the air

occupied in a building at least for one hour

and indoor spaces comprise of homes,

offices, classrooms, shopping malls,

restaurants, hospitals, hotels, etc. Indoor air

quality can be characterized as inclusiveness

of traits of indoor air that affects human

health and well-being.

Source-www.techsciresearch.com

Objectives:

1. To know the factors influencing

purchase behavior of buyers while

making the purchase of air purifier.

2. To measure the awareness level of the

consumer regarding air purifier.

2.LITERATURE REVIEW

YanxiGuo (2008) in his research study on

“Consumer Acceptance of Air Purifier in

China” revealed that the emergence of Air

Purifier Market in China was noticed around

2008 when global major players started

targeting China. Although the market is still

in its nascent stage but is expected to grow

at a CAGR of 36 percent till 2018. It will

indicate that Chinese air purifier market has

been grow up rapidly. For this study we can

know that Chinese consumer’s satisfaction

with their indoor air quality also is the factor

to influence their attitude toward air purifier

and affect consumer’s acceptance. We find

that even Chinese air purifier market has

potential and investors interested, but the

market positioning and investment strategies

also need market research and analysis.

James L. Sublett (2011) made a study on

the title “Effectiveness of Air Filters and Air

Cleaners in Allergic Respiratory Diseases”.

He revealed that at Air filtration is

frequently recommended as a component of

environmental control practices for patients

with allergic respiratory disease. Studies

support multiple interventions, including air

filtration, as methods to improve outcomes

in the treatment of allergic respiratory



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diseases. Air filtration is frequently

recommended as a component of

environmental control measures for patients

with allergic respiratory disease. So the

Residential air filtration can be provided by

whole house filtration via the home’s

heating, ventilation, or air conditioning

system, by portable room air cleaners, or a

combination of the two.

Losarwar(2012) attempted to examine the

influence of socio-economic profile, role of

family and reference groups, life style, brand

awareness, factors influencing, buying

motives, effectiveness of promotional plans

on the purchase decision in respect of select

five durable products - Television, Washing

Machine, Refrigerator, Mixer and Fan. The

results of the study revealed that majority of

the consumers purchased the television,

washing machine and Refrigerator from

authorized dealers whereas mixer and fan

from retailers. Company’s advertisements,

reputation, price and quality of the product

were some of the factors that influenced the

choice of consumer durables. The study

found that concluded that the modern market

is highly competitive and transitional. Thus,

the role played by consumer is very

prominent and the marketer should consider

the behaviour and attitude of the consumers

before introducing the product into the

market.

3. RESEARCH METHODOLOGY

Research Design - Descriptive research

Independent variables: Demographic

variables such as age, gender, occupation

and monthly income are taken as

independent variable.

Dependent variables: In this study, level of

awareness, buying appliances and buying

pattern are taken as dependent variable.

Statistical analysis of data: The data

collected were carefully analysed and

processed. Statistical tools such as ANOVA

and Chi-square Test Analysis were applied

to interpret the data to draw meaningful

inferences.

Area of the Study: The study was

undertaken in Bandra Area.

Sample Size: A total of 100 respondents

residing in the Bandra area form the sample.

Sampling Procedure: For the purpose of

the study the respondents were selected from

Bandra area from different occupations,

educational level, income and age groups.

Tools for Analysis: The statistical tools

used for the purpose of this study are simple

Percentages, Mean, Standard Deviation and

Mean Rank.

4.DATA COLLECTION, DATA

PRESENTATION & DATA ANALYSIS



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Table no 4.1 shows Male respondent who

used more air purifier than female

Table no 4.3 shows the number of

respondents having various occupation

which are contributing to the buying

behaviour.

Table no 4.4 shows the Income of

respondents having various occupation

which are contributing to the buying

behaviour. Although the resident has lesser

income value

Table 4.6 Show that concern about air

quality in their home. In that many people

have satisfied with quality of the air at their

home

Table 4.8 Shows that 30% of the people

have aware about some of the brands in the

market. Whereas 5% don’t have any idea

about the brands of air purifier which

available

63%

37%

Gender Details

Male

Female

businessman 9%

Govt.employee

9%

private employe

e 32%

housewife

7%

student 33%

other 10%

Occupation

businessman

Govt.employee

privateemployee

housewife

0 10 20 30 40

less than 30000

30000-50000

50000-90000

more than 90000

Income

0

10

20

30

40

Indoor Air Quality

18%

20%

30%

27%

5%

Awarness

Nothing

I know whatthey look like



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Table no 4.12 Shows as awareness of air

purifier increase, number of the buyer of air

purifier has sharply increase to 46%, still

there are people are not sure whether they

will Buy air purifier in future. On other hand

10% of total respondent will not buy air

purifier.

Table 4.9 Shows that television ads help to

increase the awareness about air

purifier,65% of respondent got influence

from TV.

5.FINDINGS

5.1 TEST RESULTS

1.Is there any relation between Income

and Buying air purifier in future?

On considering the data, we got the Chi-

square result in SPSS. So, summary table

shows 100 as a number of respondents and

the calculated variance pertaining to the

respective factors. In ANOVA table we

found that Significant value <0.05 which

implies that they are interdependent on each

other. Hence the income of an individual

decides his/her buying intention in future.

2.Is there any relation between Age and

Awareness level of the respondent

regarding air purifier?

H0: There is no significant difference

between Age of respondents and awareness

level about air purifier.

H1: There is significant difference between

Age of respondents and awareness level

about air purifier.

On considering the data, we got the

ANOVA result in SPSS. So, summary table




found that Significant value >0.05 which

implies that there is significant difference

and hence null hypothesis is rejected. On

the basis of above table, it can be concluded

that is significant difference between Age of

respondents and awareness level about air

purifier.

3.What is the relation between respondent

currently having air purifier vs they

buying in future?

Here we are trying to interpret whether there

is a significant difference in currently having

air purifier and their buying intention.

H0: There is no significant difference in

currently having air purifier and their buying

intention.

H1: There is significant difference in

currently having air purifier and their buying

intention.

On considering the data, we got the

ANOVA result in SPSS. So, summary table




found that Significant value < 0.05 which

4% 10%

24%

46%

16% Not Very likely

Unlikely

neutral

likely

very likely

65% 10%

12%

13%

Where did you hear/see about the air purifiers?

TV Ads

Newspaperprint ads

At shops

Neighbor orFriends house



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implies that there is no significant difference

and hence null hypothesis is accepted. On

the basis of above table, it can be concluded

that is no significant difference in currently

having air purifier and their buying

intention.

5.2 FINDINGS

1. Male respondent used more air purifier

than female.

2. The respondents from the age-group 18-

28 is maximum.

3. The number of respondents having

various occupation which are

contributing to the buying behaviour.

4. The Income of respondents having

various occupation which are

contributing to the buying behaviour.

Although the resident has lesser income

value

5. The majority of respondents don’t have

air purifier at their home.

6. The concern about air quality in their

home. In that many people have satisfied

with quality of the air at their home

7. The concern about air quality that they

breath outdoor. In that Majority people

have concern with quality of the air.

8. 30% of the people have aware about

some of the brands in the market.

Whereas 5% don’t have any idea about

the brands of air purifier which available

9. Television ads help to increase the

awareness about air purifier,65% of

respondent got influence from TV.

10. Customer prefers buying offline rather

than online

11. The difference of Air purifier user those

who want install at home or office. It

clear shows that responder happy to

install more at home than at office

12. Awareness of air purifier increase,

number of the buyer of air purifier has

sharply increase to 46%, still there are

people are not sure whether they will

Buy air purifier in future. On other hand

10% of total respondent will not buy air

purifier.

On the basis of any sales/offer most

respondents are keen to buy air purifier

CONCLUSION

From the research conducted, we conclude

that the maximum respondents fall in the

category that uses air purifier is in the age

group 18-28. 20% of the respondents have

air purifier at their home. 62% of

respondents are likely to buy air purifier if

there is any sale/offer. 68% of respondents

prefer to buy appliances offline i.e. at retail

shops this is mainly because consumer can

get detail idea about features of product and

benefits.

37% of respondents consider their indoor

air quality is good and 10% of respondents

consider their indoor air quality is very bad.

72% of respondents feel that outdoor air

quality is very bad. Many people are aware

about air purifier only 18% are not aware

about air purifier.

Hence we conclude that young generation is

more inclined towards buying air purifier in

future.

Recommendation

1. Young generation is more likely to

buy air purifier so it’s important to

target them and strategies marketing

campaign accordingly

2. It is important to increase awareness

about air purifier

Limitations

1. Time duration was short



Pag

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2. A large sample could not be taken

and systematic probability of all

areas were not covered because it

requires time and money both

3. During the course of survey some

unavoidable error are faced such as

no response, inaccuracy in response

4. The findings are based totally on

respondent’s prediction and hence

can be biased to some extent

BIBLIOGRAGPHY

A.RESEARCH PAPERS:

1. Yanxi Guo (2008),” Consumer

Acceptance of Air Purifier in China’- A

Study of External and Internal Influence

on Consumer Behavior”, China Journal

of Marketing, Vol.27 (8): 20-24, August

2008.

2. Koichiro Ito.,NBER Shuang Zhang

.,”Willingness to Pay for Clean Air”,

M.Sc. (Agri.) Thesis, Tamil Nadu

Agric. Univ., Coimbatore.

3. R. Rajeswari.,P. Pirakatheeswari.,”A

Study on Consumer Behavior and

Factors Influencing the Purchase

Decision of Durable Goods with

Reference to Salem District”,

International Research journal of

Business and Management-IRJBM ISSN

2322-083

4. James L. Sublett.,”Effectiveness of Air

Filters and Air Cleaners in Allergic

Respiratory Diseases”-Pacific

Publication, New Delhi, 2011, pp. 240-

259

5. Cecilia Arzbaecher., Patricia

Hurtado.,”Indoor Air Purification

Technologies that Allow Reduced

Outdoor Air Intake Rates While

Maintaining Acceptable Levels of

Indoor Air Quality’- A Factorial Study”,

International Journal of Management &

Strategy, July – December, 2010, Vol.1,

No.1, pp. 1-8/13.

6. Julie F. Hart, Tony J. Ward, Terry M.

Spear,Richard J. Rossi, Nicholas N.

Holland, and Brodie G.

Loushin.,“Evaluating the Effectiveness

of a Commercial Portable Air Purifier

in Homes with Wood Burning

Stoves",Hindawi Publishing

Corporation Journal of Environmental

and Public Health Volume 2011, Article

ID 324809

B.WEBSITES:

1. https://www.researchandmarkets.com/re

search/3qlmln/apac_air

2. https://www.techsciresearch.com/admin/

gall_content/2017/5/2017_5$thumbimg1

12_May_2017_070949977.pdf

3. http://www.airpurifierguide.org/tech/con

sumer-reports

4. www.elsevier.com/locate/ijrefrig



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3. Using Smart Token to Improve In-Branch Experience of

Customers in a Bank

*Ankur Ikhar

Abstract. The report examines about improving the in branch experience of customers in

bank. Primary research is conducted among the Govt. Bank Managers and the people visiting

the Banks in Mumbai city. After analyzing the data of 25 bank managers interview and 181

people’s responses through R studio and Excel we came across some of the problems faced

by banks and people visiting the banks. On analyzing problems there can be a solution for

some of the problems i.e. “Smart Token System”. Smart Token System will solve the

problem of waiting time as the customer enters their required service, system will generate

the waiting time after that customer can visit bank. In that waiting time customer can

complete other works or wait at home without visiting the bank early. Customer directly

know about the counter to visit from the token therefore the problem of contemptuous

behavior of bank employee can also get reduced. Smart Token System is not a compulsory

function; it is just an added benefit for the Smartphone users. There is some future scope for

the project as: 1. Using immersive data visualization and location-based services can help to

provide enhanced and personalized customer services. 2. Developing Augmented Reality

applications in the banking industry provides easy accounts accessing and faster payments. 3.

Artificial Intelligence can help customers to plan out the budget by providing more

personalized advice Chabot’s.

1. Introduction

Time is a thing that is non-renewable

and unstoppable. Any process that saves

time is considered vital in many

applications. Wastage of time in a queue of

services is always nonnegotiable. The

biggest issue of queues in banks today is

because they rely on an analog system i.e.

physical lines. Queue management in

banks today have customers standing

between two faux velvet ropes, tapping

their feet, while they wait to be facilitated.

They’re not doing window shopping. They

want to get in and out as fast as possible so

they can get on with their day. Respect the

customer’s time, and they’ll be happy to

shop with bank.

If queues in banks today are the

problem, why not remove them? The idea

starts with a simple question – “How could

time be effectively utilized?”

2. Literature Review

Research has identified various

beneficial capabilities for Mobile

Application in the banking sector such as

Smart Token, Schedule Visit, Online Form

Filling and Document Verification,

Customer Care assistance, Social Welfare

initiatives. This report provides an

expanded foundation for future research by

presenting a statistical review. This report

is based on articles found within well-

known journals in Banking and IT sector

till the end of year 2018.



Pag

e16

The journal articles are classified

within the following dimensions: E-

Banking, Customer Relationship

Management (CRM), Mobile Banking

Services, Net Banking Technology,

Augmented Reality. The number of

articles within these dimensions is used to

identify maturing and emerging trends in

the literature as well as to synthesize the

current state-of-the-art of Mobile

Application research in the Banking sector.

In summary, the success and failure of any

bank depends upon how far they satisfy

the expectation of their customers.

Customers generally complain regarding

the delay in the service rendered and high

services charges, lengthy procedures,

behavior of the bank staff. So, the banks

should make an effort to resolve such

grievances of the customers in order to

create long run relationships. Minimizing

service delivery gap in the perception and

expectation of the Banks’ Customers.

Mobile banking is a powerful weapon in

delivering the financial services to the

masses in rural as well as urban areas for

rapid financial services of the bank,

articles also suggest that the customers of

banks feel that the mobile banking services

provided by their banks are more reliable.

For banks mobile banking services has

positive effect on customers’ satisfaction.

Journals suggest the future scope of

Mobile Banking is to analyze the extent of

m-banking customers in various bank

groups, to have a comparative study

between users and non-users of mobile

banking,

3. Methodology

Project is based on Primary research

conducted in the month of May, 2018.

Research is conducted through structured

questionnaire asked through google forms

to the people of Mumbai city and depth

interview of the Branch Managers of Govt.

Commercial Banks of Mumbai city.

Research Process:

Management Problem: Waiting time of

customers in bank is high.

Management Objective: To decrease the

waiting time of customers in bank.

Research Problem Statement: To ascertain

the ways that manage the waiting time of

customers in bank.

Nature of Research: Exploratory Design:

Exploratory research explores the research

questions and does not intend to offer final

and conclusive solutions to existing

problems.

Data Collection Sources: Primary

Research: Primary research is a priority

research, which means the data is collected

directly from the research subject/area.

Researcher own the data.

Data collection Method:

1. Qualitative (Depth Interview):

Depth interview is used to conduct

intensive personal interviews where

respondents are less and research is

concentrated on an objective. In this

research we interviewed 25 Bank

managers.

2. Quantitative (Survey): In survey

a series of questions concentrated at

gathering particular data from a sampled

group of respondent. In this research we

collected 181 responses all over Mumbai

city.

Data Collection Tools:

1. Interview Guide

Before conducting interviews, there

is a need of an interview guide that can



Pag

e17

be used to help to direct the

conversation toward the topics and

issues researcher want to learn about.

2. Questionnaire

A questionnaire is a research tool

formed of a number of questions for

collecting information from sampled

respondents.

Sampling Design: Random Sampling: A

simple random sample is a part of

population in which all member of the

population has an equal opportunity of

being chosen.

Data Analysis Tool: 1. Excel: Microsoft

Excel is used for the graphical

representation of primary data and to draw

conclusion out of it.

2. R Studio: R studio is used do

Correlation test and ANOVA

4. Primary Data Analysis &

Interpretations

4.1 Primary Data Analysis – 1

Graph 1: When waiting for your turn in the

bank, what do you usually do OR

what service from bank do you

expect from bank in that period?

Graph 2: What would you like to change in

the current bank experience you

have?

Interpretations:

The graphical representation from

the Primary data collected and analyzed

with Excel shows that during waiting for

the turn in queue customers are doing

Time Pass and some of them are in the

favor of providing some bank services.

Therefore, Bank can combine these Pass

Time and Customers favor of providing

bank services for selling some bank

services to the customer.

4.2 Primary Data Analysis - 2

Hypothesis

H0 = Time customer willing to wait in

bank and Time customer want to

wait in bank is not same

H1 = Time customer willing to wait in

bank and Time customer want to

wait in bank is same

ANOVA Result:

Df

Sum

Sq.

Mean

Sq.

F

value Pr(>F)

ind 1 0.614 0.6144 0.408 0.558

Residuals 4 6.028 1.5069

Correlation Result:

-0.9387628

Interpretations:

The ANOVA Test results

calculated by R programing shows that

129

15

36

0 50 100 150

Time Pass

Comfertable…

Bank Related…

AB

C

0 10 20 30 40 50

No Improvement

Needed

Quick Service

Staff Issue

Dump

AB

CD



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e18

Time customer willing to wait in bank and

Time customer want to wait in bank is not

same, i.e. Customers expectation of

Waiting Time and Actual Waiting Time in

bank is not matching. Similarly,

Correlation Analysis also shows that the

two ratings are negatively correlated and

with coefficient much more than 0.5, i.e.

When Customers are expecting less time

for completion of work the actual Time is

much more than the expected one. Hence

Bank must reduce the waiting time in

order to meet the customers’ expectations.

4.3 Problems and Complications

From the survey conducted across Mumbai

City, there are some major problems faced

by the customers of banks:

1. High waiting time of customers for

getting the required services

2. Contemptuous behavior of bank staff

3. Insecurity feeling about the online

transaction of money

Banks also face some

problems/Complications which prevent

them to provide quality and efficient

service to the customer.

1. Most of the bank face the problem of

under staffing

2. Security issue for using automated

services such as Money withdraw, deposit

and transfer machine (ATM), Passbook

printing machine etc. lead to increase in

queue.

3. Time Consumed in Document

verification for various bank services

4.4 Solution to Problem

Suggested – Smart Token System

For banks, trust and user protection

rank as a top priority, with 84% of banks

executives citing trust as the cornerstone of

the digital economy in banking. By using

combination of data protection,

communication and ethics and risk

management, banks can start to convert

more and more customers to the Digital

Economy. More than 60% of banks

believe that success hinges on new skills.

Expertise in the ability to market through

multiple channels, to integrate IT across

them, to develop smartphone apps, and to

convert digital transactions to sales.

“Businesses are not valued for their

hypothesis; they are valued on the

problems they solve for customers.”

On analyzing above problems there

can be a solution for some of the problems

i.e. “Smart Token System”. It is a mobile

application for Smart Phone users as

approximate 50% of Indian population

uses a smart phone device. Out of it 48%

of the population is of age 18-24 years i.e.

younger than 25 years. The young

generation is tech savvy which will use the

mobile applications and reduce the bank

employees load.

Let us see the interface and how the whole

smart token app will work with the help of

pictures:

Figure 1: UI of Mobile bank application.

4.5. Benefit of Mobile

Applications:

1. Be accessible whenever customers want:

Mobile banking facility does not limit

business to set times or locations.

Available 24/7/365 anywhere, anytime! for

the help of customers.

2. Go green initiative: Providing paperless

statements directly to email address of

customers’, while cutting the costs of

printing, paper and delivery. Following Go

Green Use Less Papers.



Pag

e19

3. Analyzing customers with Artificial

Intelligence: Link mobile banking

application with the banking solution to

know your customers better. Analyze the

customer’s database to understand their

financial manners for offering personalized

products/services.

4. Provide quick services to customers:

With super features of smartphones like

the camera, allows customers to easily

click pictures, upload and initiate requests.

For illustration: While Opening a new

account by clicking and submitting KYC

documents online instantaneously the

preliminary process can get completed.

5. Providing position-based services:

Mapping user’s location and pop

notifications for current offers for

transactions initiated from unfamiliar

locations.

6. Contact process: Allow your customers

to get in contact with bank staff using the

banking app. Give options to chat/call at

anywhere anytime for helping and

collecting feedback for personal assistance

as per particular financial services.

4.6.Bank Queue management

system:

Managing long queue during peak

hours has always been a huge problem for

banks. Apart from standard token

management following features can allow

banks to reduce queue length and increase

employee work rate and operational

effectiveness.

1Multi-counter services: Some services

may require the customer to go the many

counters in order to complete the whole

process, then after getting served at one

counter, he will automatically be queued at

the next counter for that service.

2. Priority Customer: Facility for Manager

to give priority to a particular customer.

3. Reports of breaks taken: Whenever an

operator takes a break, he is required to

enter the reason. An operator wise report

of breaks interval taken with Reason is

available.

5. Conclusions &

Recommendations

5.1 Conclusions: In order to improve the

In-Branch Experience of Customers in

bank, the analysis shows that Waiting

Time of Customer must be reduced along

with introducing some bank services to the

Customers of Bank. This can be possible

through the Smart Token System.

5.2 Recommendations

The concluded Smart Token System must

consist of:

1. Smart Token – To book Smart

Token through Smart mobile

devices

2. Schedule Visit – To Book Smart

Token for later dates

Smart Token system can also provide the

service of Scheduling the visit. When

customer enters the location, date and

Time to visit the bank, system will

generate the token it will provide the time

and address to reach bank.

3. Online Form Filling and Document

Verification

Smart token system can also provide other

function related information from which

most of the people are unaware such as

different types of Loan, FD/RD, Lockers,

Demat account and they can directly apply

for the services by filling the form and



Pag

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submitting KYC document using the

Smartphone feature of camera to fasten the

process.

4. Customer Care assistance

Smart Token system can take peoples

feedback and solve their problem over

Customer Care and FAQ.

5. Social Welfare initiatives

Smart Token system can also help people

to get engage with the Social Welfare

activity of banks.

6.Bibliography

1. Investigating customer adoption of

mobile banking services, Samal, Snigdha,

Shiksha o Anusandhan University, 2018

2. Customers attitude on the new

technological services of banking sector in

Dindigul district a study with special

reference to net banking, Amutha, M,

Madurai Kamraj University, 2015

4.https://money.cnn.com/2017/09/26/techn

ology/india-mobile-congress-market-

numbers/index.html

5. https://www.ibef.org/industry/banking-

india.aspx

Banking Trends in 2018

1. The rise of Cryptocurrency and the Prevalence of Blockchain

2. Artificial Intelligence is on the rise

3. Changing Customer Behavior Leads to a Changing Branch Network

4. Uncertainty in Regulation and Deregulation

5. The Increasing Cost of Compliance

6. Expanding use of Data and Advanced Analytics

7. Multichannel delivery

8. Fintech Partnership

9. Expansion of Digital Payment

10. Consumer Warming to automated Robo Advice



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4. IBC: A Creditor Driven Legislation

*Dr. Rajiv Babel

Abstract: With the enactment of the Insolvency Code, the age old Acts on Insolvency of

1909 and 1920 have been repealed. Further 11 Acts have been amended. The new Code has

opened up new profession and business avenues for the professionals like CS, CA, CMA and

Advocate. This Code is Creditor centric, since there is a provision of the constitution of the

Committee of Creditors (CoC). Further the Code recognizes the ‘default’ in making the dues

while entertaining the application by the Adjudicating Authority and not the sickness

criterion (which was prevailing in the erstwhile SICA). The Code will prove the far reaching

effect. Even the persons with annual income of less than a lakh of rupees are covered in the

Code. This will include even small and marginal farmers who are indebted and are losing

their lives just of having the inability to pay the debts to the banks and financial institutions.

Further after the Ordinance 2018 the home buyers have been categorized as Financial

Creditors and may file CIRP against the Corporate Builder as well and may also seek relief

under the RERA

1. Introduction: The objective behind the

enactment of the Insolvency &

Bankruptcy Code, 2016 (Code) is to

consolidate and amend the laws relating to

reorganisation and insolvency resolution of

corporate persons, partnership firms and

individuals in a time bound manner for

maximisation of value of assets of such

persons, to promote entrepreneurship,

availability of credit and balance the

interests of all the stakeholders including

alteration in the order of priority of

payment of Government dues and to

establish an Insolvency and Bankruptcy

Board of India, and for matters connected

therewith or incidental thereto.

2. The Code at a Glance:

2.1. The Code consists of 255 Sections,

divided into five parts and 11 Schedules.

Part I: Preliminary: It contains

Sections from 1 to 3, consisting of

application of the Code and some

definitions. The provisions of the

Code applies to the companies

incorporated under the Companies

Act, 2013

(or under previous Companies Act),

any other companies governed by any

Special Act, Limited Liability

Partnership Act 2008, such other body

incorporated under any law and

Partnership Firms and Individual.

Part II: Insolvency Resolution and

Liquidation for Corporate Persons:

It Consists of Sections from 4 to 77,

divided into Seven Chapters.

Part III: Insolvency Resolution and

Bankruptcy for Individuals and

Partnership Firms: It consists of

Sections from 78 to 187, divided in to

Seven Chapters.

This Part of the Code has not been

notified.

Part IV: Resolution of Insolvency

Professionals, Agencies and

Information Utilities: It consists of

Sections from 188 to 223, divided

into Seven Chapters.

Part V: Miscellaneous: It consists of

Sections 224 to 255.



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2.2. Repeal of and Amendments in

Certain Acts:

2.2.1. Repealed Acts: Section 243(1) of

the Code has repealed two Acts namely,

The Presidency Town Insolvency Act,

1909 and The Provincial Insolvency Act,

1920

2.2.2. Amendments in existing Acts:

Sections 245 to 255 of the Code provides

for the amendment in the following 11

Acts:

The Indian Partnership Act,1932

The Central Excise Act, 1944

The Income Tax Act, 1961

The Customs Act, 1962

The Recovery of Debts due to

Banks and Financial Institutions

Act, 199

The Finance Act, 1994

The Securitisation and

Reconstruction of Financial Assets

and Enforcement of Security

Interest Act, 2002

The Sick Industrial Companies

(Special Provisions) Repeal Act,

2003

The Payment and Settlement

Systems Act, 2007

The Limited Liability Partnership

Act, 2008

The Companies Act, 2013

2.3. Amendments in the Code: The

Insolvency and Bankruptcy Code, 2016 was

notified by the Gazette Notification dated

28th

May, 2016. After this date the Code has

been amended twice. The first time it was

amended by the Insolvency and Bankruptcy

(Amendment) Ordinance, 2017 (w.e.f. 23rd

November, 2017) which subsequently

turned into Act titled as the Insolvency and

Bankruptcy Code (Amendment) Act, 2018.

It was further amended by an (Amendment)

Ordinance, 2018 ( w.e.f. 2nd

June 2018)

3. Corporate Insolvency Resolution

Process (CIRP): Part II of the Code deals

with the Corporate Insolvency Resolution

Process (CIRP). The Code is a creditor’s

driven legislation. It has changed the rule of

game and is creditors centric. Section 4 of

the Code this Part shall apply to matters

relating to the insolvency and liquidation of

corporate debtors where the minimum

amount of the default is one lakh rupees.

Section 6 states that where any corporate

debtor commits a default, a financial

creditor, an operational creditor or the

corporate debtor itself may initiate

corporate insolvency resolution process in

respect of such corporate debtor in the

manner as provided under this Chapter.

3.1. Financial Creditor: Section 5(7) of

the Code states that ‘financial creditor’

means any person to whom a financial debt

is owed and includes a person to whom

such debt has been legally assigned or

transferred to.

Section 5(8) states that ‘financial debt’

means a debt along with interest, if any,

which is disbursed against the

consideration for the time value of money

and includes certain items as listed in this

sub-section.

Explanation : For the purposes of this sub-

clause,

i. any amount raised from an allottee

under a real estate project shall be

deemed to be an amount having the

commercial effect of a borrowing;

and

ii. he expressions, "allottee" and "real

estate project" shall have the

meanings respectively assigned to

them in clauses (d) and (zn) of

section 2 of the Real Estate

(Regulation and Development) Act,

2016 (16 of 2016)

3.2. Operational Creditor: Section 5(20)

of the Code states that ‘operational

creditor’ means a persons to whom an

operational debt is owed and includes any

person to whom such debt has been legally

assigned or transferred. The word

‘operational debts’ has been defined in

Section 5(21) and it means a claim in



Pag

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respect of the provisions of goods or

services including employment or a debt in

respect of the repayment of dues arising

under any law for the time being in force

and payable to the Central Govt, any State

govt or any local authority.

The distinction between the ‘financial

creditor’ and ‘operational creditor’ is that

‘operational creditors’ are allowed to

attend the meetings of committee if their

dues are not less than 10% of the debt due

but they do not have voting power.

3.3. Appointment of Interim Resolution

Professional (IRP) and its effect: The

CIRP proceedings provides for the

appointment of the IRP by the National

Company Law tribunal (NCLT) on the

recommendation of the financial creditor,

operation creditor or the corporate debtor

itself, as the case may be.

3.4. After appointment of the IRP: In

terms of Section 17 of the Code:

a. the management of the affairs of

the corporate debtor shall vest in

the IRP;

b. the powers of the board of directors

or the partners of the corporate

debtor, as the case may be, shall

stand suspended and be exercised

by the IRP;

c. the officers and managers of the

corporate debtor shall report to

the IRP and provide access to such

documents and records of the

corporate debtor as may be

required by the IRP;

d. The financial institutions

maintaining accounts of the

corporate debtor shall act on the

instructions of the IRP in relation

to such accounts and furnish all

information relating to the

corporate debtor available with

them to the interim resolution

professional.

Thus, section 17 of the Code gives vide

powers in the hands of the IRP, who have

been appointed by the NCLT on the

recommendation of the creditors. Thus,

the IRP has been empowered by the Code

to manage and run the company as a going

unit and for this he has to take certain

financial decision also which are decided

by the committee of creditor formed for

this purpose. Further, soon as the NCLT

admits the application for CIRP the

Moratorium is imposed which prohibits

the institution of suits or continuing of

pending suits, prohibits the sale or transfer

of assets / legal rights/beneficial interests

against the debtors. The CIRP process is to

be completed within a period of 180 days

only ( in exceptional cases only the NCLT

can extend the period up to further 90

days, and this extension is allowed once

only). During this period the resolutions

has to be arrived at else the company may

be ordered to go for liquidation.

4. Case Laws: Various case laws decided

by the judiciary supports the view that the

Code has proved its utility and is creditors

centric.

4.1. In the case of Macquarie Bank

Limited v Shilpi Cable Technologies ltd.

Supreme Court of India Civil Appeal No.

215135 OF 2017, December 15, 2017, the

Supreme Court opined that the assignee of

debt comes under the expression

‘Operational Creditor’ and to bar an

insolvency resolution proceeding, ‘dispute’

in the form of a civil suit or arbitration

proceeding is required to be pending

before the receipt of demand notice or

invoice in relation to such dispute. In this

case the demand notice under section 8

was sent on 8-3-2017 and reply to the said

demand notice was sent by the Corporate

Debtor on 20-3-2017 while notice for

interim arbitration was sent on 19-4-2017,

which was much later than the receipt of

demand notice. The court held that the

dispute was not in existence before the

receipt of demand notice and, therefore,

application under section 9 was to be

admitted.



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4.2. In the case of Alchemist Asset

Reconstruction Company ltd. v M/s.

Hotel Gaudavan Pvt. Ltd. & Ors,

Supreme Court of India Civil Appeal No.

16929 of 2017, (Arising out of S.L.P. (C)

No. 18195/2017), October 23, 2017, the

Supreme Court opined that the mandate of

the new Insolvency Code is that the

moment an insolvency petition is admitted,

the moratorium that comes into effect

under Section 14(1)(a) expressly interdicts

institution or continuation of pending suits

or proceedings against Corporate Debtors.

The Court was surprised to observe that an

arbitration proceeding has been purported

to be started after the imposition of the

said moratorium and appeals under Section

37 of the Arbitration Act are being

entertained. Therefore, The court set aside

the order of the District Judge dated

06.07.2017 and further stated that the

effect of Section 14(1)(a) is that the

arbitration that has been instituted after the

aforesaid moratorium is non-est in law.

The Court also noticed that criminal

proceeding being F.I.R. No. 0605 dated

06.08.2017 has been taken in a desperate

attempt to see that the IRP does not

continue with the proceedings under the

Insolvency Code which are strictly time

bound and quashed this proceeding. As a

result, the appeal was allowed and the

steps that have to be taken under the

Insolvency Code will continue unimpeded

by any order of any other Court.

4.3. In the case of M/s. Innoventive

Industries Ltd. v ICICI Bank & Anr.,

Supreme Court of India, Civil Appeal No.

8337-8338 of 2017, 31.08.2017, the

Supreme Court opined that the Apex Court

held that for triggering section 7(1) of IBC,

a default could be in respect of default of

financial debt owed to any financial

creditor of corporate debtor and it need not

be a debt owed to applicant financial

creditor. The moment, NCLT is satisfied

that a default has occurred, application of

financial creditor must be admitted (Unless

incomplete). The Court further opined that

Maharashtra Relief Undertaking (Special

Provisions) Act, 1958 (MRU Act) is

repugnant to IBC as under MRU Act, State

Government may take over management

of undertaking and impose moratorium in

the same manner as contained in IBC.

However, moratorium imposed under

MRU Act is discretionary, whereas

moratorium imposed under IBC relates to

all matters listed in section 14 and follows

as a matter of course. The non-obstante

clause of IBC will prevail over non-

obstante clause in MRU Act, hence MRU

Act cannot stand in way of corporate

insolvency resolution process under IBC.

Therefore, application filed by respondent

bank had rightly been admitted. Once an

insolvency professional is appointed to

manage company, erstwhile directors of

company who are no longer in

management cannot maintain an appeal on

behalf of company.

4.4. In the case of Sanjeev Shriya v

Deepak Singhania and Another, High

Court of Allahabad, WRIT - C No. –

30285 & 30033 of 2017, September 6,

2017, the petitioners are the guarantors of

M/s L.M.L. Limited, Kanpur, which was

declared as ‘Sick Industrial Company’ by

the Board of Industrial and Financial

Reconstruction on 8.5.2007. The State

Bank of India had filed the Original

Application No.238 of 2017 under section

19(3) of the Recovery of Debts Due to

Banks and Financial Institutions Act, 1993

before the Debt Recovery Tribunal,

Allahabad for recovery of Rs.72.75 crores

against the company (in liquidation) as the

principal borrower and guarantors named

as Deepak Singhania, Sanjeev Shreya and

Anurag Kumar Singhania.

Meanwhile, M/s L.M.L. Limited

approached the NCLT, Allahabad by

preferring a Company Petition under

section 10 of the IBC, 2016 being

Company Petition No. IB(55)/Ald/2017

seeking initiation of the Corporate

Insolvency Resolution Procedure in terms



Pag

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of the IBC, 2016 and asked for relief in

terms of section 13 of the IBC 2016.

The NCLT passed the order of moratorium

u/s 14 w.e.f 30.05.2017 till the completion

of corporate insolvency resolution process

or until this Bench approves the resolution

plan under sub-section (1) of section 31 or

passes an order for liquidation of corporate

debtor under section 33 as the case may

be.

The order of the NCLT was challenged

through a writ petition. The High Court

held that where the NCLT had issued

moratorium under section 14 and stayed

proceedings in respect of company (in

liquidation), bank could not be allowed to

pursue proceedings under section 19(3) of

RDDB Act, 1993 for recovery of loan

amount taken by company (in liquidation)

before Debt Recovery Tribunal, against

petitioners, who were guarantors.

4.5. In the case of Essar Steel India Ltd.

v Reserve Bank of India, High Court of

Gujarat Special Civil Application No.

12434 of 2017, July 17, 2017, RBI vide

their Press Release dated 13-6-2017

directed banks to initiate proceedings

against 12 companies including petitioner

company under Bankruptcy Code, 2016.

Petitioner contended that when process of

restructuring was on-going since long, the

decision of RBI to initiate insolvency

resolution process against it was arbitrary.

The High Court opined that where

petitioner company had not paid its debt to

the tune of more than Rs.32,000 crores at

end of 31-3-2017 and when the total debt

was more than Rs.45,000 crores, it was

clear and obvious that RBI was authorised

to direct any banking company to initiate

insolvency resolution process.

RBI has powers to issue certain directions

to certain banks and banking companies so

as to see that there is a proper recovery of

public money or for any other such

purpose and therefore, issuance of press

release alone, could not have been quashed

and set-aside, however only because of

such directions by Central Government or

RBI, insolvency resolution process was

not to be initiated mechanically, but before

initiating such process, RBI must consider

necessity to do so for such consideration,

afford reasonable opportunity to concerned

litigant. It was held that RBI’s Press

Releases should not be in form of advise,

guidelines or directions to judicial or

quasi-judicial authorities in any manner

whatsoever. The High Court opined that

the said directives of RBI under reference

by impugned press release are not binding

upon banking companies as Banking

Company can initiate insolvency

proceedings even without directions of

RBI.

5. Status of Home buyers in the

Ordinance 2018: The Insolvency and

Bankruptcy Code (Amendment)

Ordinance, 2018 (Ordinance 2018). The

Ordinance 2018 brought a new status to

the home buyers. Earlier the Code had

categorised the creditors into

two viz., 'financial' and 'operational'

creditors, however, in which category the

home buyers may be put up was not clear

since the various judgements categorising

them as neither fitting within the definition

of 'financial' nor 'operational' creditors.

The third category emerged as ‘Other

Creditors’.

5.1. In the case of Nikhil Mehta &

Sons v. AMR Infrastructure

Ltd. (Company Appeal (AT) (Insolvency)

No. 07 of 2017, dated 21-7-2017)1, the

Appellants entered into sale-purchase

agreement with respondent 'infrastructure

company' for purchase of 3 units being

flat, shop and office space promoted by

respondent. The Appellant opt out for

committed return plan. Respondent

undertook to pay a particular amount to

appellant each month as committed returns

from date of execution of agreement till

time actual physical possession of unit was

1 [2017] 84 taxmann.com 163 (NCL-AT)



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handed over to appellant. The Respondent

stopped paying committed returns. The

NCLAT opined that appellant was

'investor' and amount due to appellant

would come within meaning of 'debt' as

defined in section 3(11). Since respondent-

Corporate Debtor raised amount by way of

sale-purchase agreement, having a

commercial effect of borrowing, appellant

was 'financial creditor' within meaning of

section 5(7) and, therefore, application for

initiating insolvency process was to be

admitted. Thus, the NCLAT categorised

the home buyer as financial creditor due to

the assured return scheme in the contract.

Later on, the Insolvency and Bankruptcy

Board of India amended the Insolvency

and Bankruptcy Board of India

(Insolvency Resolution Process for

Corporate Persons) Regulations, 2016

(CIRP Regulations) and introduced a

separate claim form for "creditors other

than financial or operational creditors".

5.2. Amendment introduced in the

Code- Status of Home Buyers changed

to Financial Creditor.

Section 5(8) of the Code defines the

meaning of ‘financial creditor’. After sub-

section (8) an explanation has been added,

which reads as under:

Explanation: For the purposes of this sub-

clause-

i. any amount raised from an allottee

under a real estate project shall be

deemed to be an amount having the

commercial effect of a borrowing;

and

ii. the expressions, "allottee" and "real

estate project" shall have the

meanings respectively assigned to

them in clauses (d) and (zn) of

section 2 of the Real Estate

(Regulation and Development) Act,

2016 (16 of 2016);

By insertion of this explanation, the

ambiguity has put an end and now the

home buyers will be treated as par with

the financial creditor and may initiate

CIRP against the Corporate Builder as

well.

Here it will be appropriate to mention

that rights of the home buyers are

protected under the Real Estate

(Regulation and Development) Act, 2016

(RERA) and now the home buyers have

got double edged sword in their hands

i.e they may seek relief in the RERA as

well as in the IBC Code too.

5.3. In the case of Chitra Sharma v.

Union of India2, Writ Petition (Civil) NO.

744 of 2017 , & 782,783 of 2017 & ors.,

August 9, 2018, in order to protect interest

of home buyers in projects floated by

Jaypee group, Supreme Court directed that

CIRP would be initiated and Committee of

Creditors would be constituted in

accordance with provisions of Insolvency

and Bankruptcy (Amendment) Ordinance,

2018, more particularly amended

definition of expression "financial

creditors" by including home buyers and

promoters of Jaypee group would be

ineligible to participate in CIRP by virtue

of provisions of Section 29A.

Home buyers are brought within purview

of financial creditors under IBC as a result

of amendment brought about in definition

of 'financial debt' by Insolvency and

Bankruptcy (Amendment) Ordinance,

2018 and amounts raised from allottees

under real estate projects are deemed to be

amounts "having a commercial effect of a

borrowing". Hence, outstandings to

allottees in real estate projects are

statutorily regarded as financial debts.

Such allottees are brought within purview

of definition of 'financial creditors 'and are

entitled to become part of CoC.

5.4. In the case of Bikram Chatterji v.

Union of India3, Writ Petition (Civil)

2 [2018] 96 taxmann.com 216 (SC) 3 [2018] 92 taxmann.com 176 (SC)



Pag

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Nos. 940 of 2017 & ors., March 27, 2018,

the Supreme Court directed Amarpali

Builders to submit opinion about various

deficiencies in their projects.

6. Summing up: With the enactment of

the Insolvency Code, the age old Acts on

Insolvency of 1909 and 1920 have been

repealed. Further 11 Acts have been

amended. The new Code has opened up

new profession and business avenues for

the professionals like CA,CS, CMA and

Advocate. This Code is Creditor centric,

since there is a provision of the

constitution of the Committee of Creditors

(CoC). Further the Code recognizes the

‘default’ in making the dues while

entertaining the application by the

Adjudicating Authority and not the

sickness criterion (which was prevailing in

the erstwhile SICA). The Code will prove

the far reaching effect. Even the persons

with annual income of less than a lakh of

rupees are covered in the Code. This will

include even small and marginal farmers

who are indebted and are losing their lives

just of having the inability to pay the debts

to the banks and financial institutions.

They may suo-moto may move the

application and may kick start as fresh and

will have a very wide social impact.

Recent IBC Rules & Regulations

1. Insolvency And Bankruptcy Board of India (Annual Report) Rules, 2018

2. Insolvency And Bankruptcy Board of India (Form of Annual Statement of

Accounts) Rules, 2018

3. Insolvency And Bankruptcy Board of India (Grievance And Complaint

Handling Procedure) Regulations, 2017

4. Insolvency And Bankruptcy Board of India (Information Utilities)

Regulations, 2017

5. Insolvency And Bankruptcy Board of India (Inspection And Investigation)

Regulations, 2017

6. Insolvency And Bankruptcy Board of India (Voluntary Liquidation

Process) Regulations, 2017

7. Insolvency And Bankruptcy Board of India (Procedure for Governing

Board Meetings) Regulations, 2017

8. Insolvency And Bankruptcy Board of India (Engagement of Research

Associates and Consultants) Regulations, 2017

9. Insolvency And Bankruptcy Board of India (Advisory Committee)

Regulation, 2017

10. Companies (Registered Valuers And Valuation) Rules, 2017



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5. A STUDY OF THE ASSET RECONSTRUCTION

COMPANIES IN INDIA

*Khushboo Desai

Abstract: Since the early 1990’s India has witnessed an increase in the banks NPA year on

year. The profitability of the banks was getting impacted due to the same. The

NARASIMHAM COMMITTEE – 2 recommended the creation of an Asset Reconstruction

Company.

In order to form an Asset Reconstruction Company SARFAESI, 2002 was introduced. This

research paper discusses the various measures under SARFAESI, 2002 for asset

reconstruction and functions of an Asset Reconstruction Company.

Out of the 26 Asset Reconstruction Companies established under SARFAESI, 2002, we have

taken Phoneix ARC pvt limited to understand the functioning of an Asset Reconstruction

Companies, how the Asset Reconstruction Companies fund the purchase of any NPA account

and the entire process of buying an NPA account.

INTRODUCTION:

Non – performing assets have been one of

the main causes of irritation in the banking

sector in India. In the 1990’s, the”

NARASIMHAM COMMITTEE – 1

(1991) REPORT” had broadly concluded

that the main cause for reduction in the

profitability of the commercial banks in

India was the priority sector lending.

“Priority sector lending” was leading to the

build-up of non-performing assets of the

banks and thus the report suggested that

the same should be phased out.

Subsequently in 1998, NARASIMHAM

COMMITTEE – 2, highlighted the need

for zero non-performing assets for all the

Indian banks with international presence.

The report broadly concluded that the

reasons for the same were poor credit

decisions, behest lending and cyclical

economic factors. This committee

recommended creation of ASSET

RECONSTRUCTION FUND or ASSET

RECONSTRUCTION COMPANIES to

take over the bad debts of banks, allowing

them to start with a clean slate.

Internationally several models have been

adopted by various countries to handle the

problem of increasing non-performing

assets of the banks.

Asset management company (AMC) or

asset reconstruction company (ARC) was

adopted in various countries in Asia to

separate management of non-performing

assets of banks. Asset Reconstruction

Company’s aim is to manage and recover

the non-performing assets which are

acquired by them from the banking

system. Asset reconstruction companies

help to resolve the stressed asset issue

faced by various banks and financial

institutions. These companies isolate the

non-performing assets from the balance

sheet of banks and financial institution and

help them concentrate on normal banking

activities. Banks and financial institution

with a large amount of non-performing

assets can sell the same to these asset



Pag

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reconstruction companies and the later

helps them to recover the same.

RESEARCH OBJECTIVE:

To understand the registration and

formation of an Asset

Reconstruction Company

To understand the functioning of

Asset Reconstruction Company.

To know the process of takeover of

the NPA’s by Phoenix ARC.

To understand various measures of

asset reconstruction.

To know the funding of the NPA

accounts as purchased by an asset

reconstruction company.

METHODOLOGY:

The data was collected by

questioning the management of

Phoenix Asset Reconstruction

Company about the process adopted

by them to take over any NPA

account.

To under the establishment of

SARFAESI, 2002 – the entire act

was studied.

ANALYSIS AND FINDINGS:

Establishment of Arc Under Sarfaesi Act,

2002

Asset reconstruction companies are

established under the Securitization and

Reconstruction of Financial Assets and

Enforcement of Security Interest Act,

(SARFAESI ACT), 2002.

A company can be registered as an

ARC only if it has:

Net owned funds of 100 crore

Obtain a certificate of registration

Hold min 15% of the total acquired

assets

Functioning of an ARC:

The following are ways in which the

rights or interest in the financial asset

can be acquired by an ARC:

By issuing debentures, bonds or other

security

By entering into agreement

Any document executed by

bank/financial institution in favour of

ARC -exempt from stamp duty.

All the rights of banks/financial

institution will be transferred to ARC

in relation to such financial asset – on

acquisition of financial asset

Any suit/ appeal against the financial

asset by bank/financial institution is

pending – the same shall not be

discontinued on acquisition –

continued by/against reconstruction

company/securitisation company

Security Receipts (SR):

Under the SARFAESI Act the term

“security receipt” is defined to 'mean a

receipt or other security, issued by a

securitization company or reconstruction

company to any qualified buyer pursuant

to a scheme, evidencing the purchase or

acquisition by the holder thereof, of an

undivided right, title or interest in the



Pag

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financial asset involved in the

securitization.'

Issue of Security Receipt:

After acquisition of any financial

asset, reconstruction

company/securitization company shall

issue security receipts to qualified

buyer’s (not by public offer)

Different and separate accounts of

each schemes for financial asset

acquired out of the investment made

by qualified buyer’s

Realisation of such financial asset –

applied towards redemption of

investments made by qualified buyer’s

On non-realisation of financial

asset, out of the total qualified

buyer’s at least 75%of the total

value of SR’s outstanding are

entitled to call a meeting and every

resolution passed there shall be

binding on the ARC

Measures for Asset Reconstruction:

Taking possession of secured asset

Rescheduling of payment of debts

Settlement of payment of dues

Sale or lease of a part business

Change or take-over of the

management of the business

To convert any portion of debt into

equity / shares of the borrower

company

Enforcement of security interest - Any

default in payment of a secured debt

or any instalment and his account is

declared as an NPA, the secured

creditor will ask the borrower by

giving a notice (containing the details

of amount payable and secured asset)

to discharge his liability within 60

days from the date of the notice,

failing which the secured creditor will

be entitled to exercise any of the

following rights:

Take possession of the secured asset

of the borrower

Take over the management of the

secured asset

Appoint any person to manage the

secured asset and the borrower makes

a default, the secured creditor can

approach the debtor of the borrower to

pay such amount to the secured

creditor to discharge the borrower of

his liability.

Any expenses incurred for recovery of

the amount due by the secured

creditor, the same shall be recovered

from the borrower and any amount

received by the borrower

If at any point of time before the date

fixed for sale of the FA, the borrower

pays the amount due along with all

charges to the secured creditor, the

secured creditor will not sell the

secured financial asset

If in case financing of the financial

asset is done by more than one

secured creditor or joint financing,

then no such secured creditor will be

entitled to exercise such right or any

of his rights mentioned above unless

3/4th

of the total value of the secured

creditors agree to take such action and

such action will be binding on all the

creditors.

In case, where the dues of secured

creditors are not fully satisfied with

the sale proceeds of the secured assets,

the secured creditor can file an

application to the debt recovery

tribunal

Other Functions of an ARC:



Pag

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Act as an agent of banks/financial

institution for recovery of dues

Acts as a manager

Act as a receiver – if appointed by

court or tribunal

No ARC shall be carrying out any

other activity other than

securitisation or asset

reconstruction – without prior

approval of RBI, if before

becoming an ARC, if he carries out

any other business; the same shall

cease to carry out such a business

within 1 year.

Process of buying an NPA by Phoenix

ARC pvt limited:

2 parties are involved in this

transaction i.e. the bank and the Asset

Reconstruction Company:

Bank - the assignor who is

interested in selling his NPA to

ARC.

ARC - the assignee who is

interested in buying the NPA at a

negotiable price

ARC – will gain information about

the NPA from save risk or ROC

before making the bid?

Types of bids:

CASH BID –

Shared by the ARC and any other

party than then bank himself. In

case of phoenix it is Kotak

Mahindra Bank.

CASH & SR BID -

15:85 – 15% by ARC & 85% by

the seller bank(assignor)

50:50 – 50% by the ARC and

50% by the bank (assignor)

Issue of sale note/Process note to

ARC:

Banks invites proposal from

eligible ARC’s – highest bid will

be accepted by the bank

Sale/ assignment will be either on

Cash basis

Cash & SR basis (15:85, 50:50)

Always offer with higher cash

component will be preferred

ARC will send to the bank an

expression of interest and a non-

disclosure agreement which will be

signed by the bank and an ARC:

Non-disclosure agreement:

Discussions between the parties will

lead to exchange of trade secrets,

confidential information. Such

information shouldn’t be disclosed by

the receiving party to any third party,

except for consultants

On written demand by the disclosing

party – the receiving party shall return

all such information and will also stop

using the same



Pag

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ARC will carry out a due diligence

Due diligence:

To check the feasibility of the NPA’s,

ARC will carry out the following

Legal due diligence

Commercial due diligence

ARC will give a bid to the bank – bid

letter

Bid letter contain information about –

BID value, SR’s to be issues, terms of

the SR’s, flow of distribution of

recoveries.

In case of acceptance of bid,

declaration of trust creation will be

done by the ARC

Bank will accept the BID – if it is the

highest bid

Trust deed and offer document

Trust Deed:

It contains information about

contribution to the trust from investors

i.e. QB’s.

Trust account – trustee shall open a

trust account for receipt and collection

of recovery /realisation of financial

assistance

Date of commencement of the trust –

from the date of commencement of the

trust deed.

Termination of trust/scheme – when

the trustee claims to have maximised

the returns to the security receipt

holder or when all the financial assets

in that trust have been

liquidates/realised

Offer document:

It is neither a prospectus nor a

statement in lieu of a prospectus.

It is only for the prospective investors

It is not a public offer of securities

It contains terms of offer &

description of SR’s

It contains characteristics of assets,

analysis of assets proposed to be

acquired & risk analysis

The objective of the same is to acquire

the assets from the contribution

received from the SR holders.

Assignment agreement:

The assignor transfers in favour of the

assignee, all rights, titles, interest in

the financial document, agreement,

deeds, documents and all collateral

and underlying security interest in

respect of the repayment of the loan.

CONCLUSION:

The Securitisation and Reconstruction of

Financial Assets and Enforcement of

Security Interest Act, 2002, (SARFAESI

Act) was born out of the Narasimham

Committee-II recommendations after some

modifications.

Asset reconstruction companies are set up,

and registered with the Reserve bank of

India (RBI) as a securitisation company

(SC) and reconstruction company (RC) to

acquire distressed secured financial assets

(both moveable and immovable).

ARCs are deemed to be the lenders and

have all the rights of the original lending

banks.

The underlying idea of bringing into

fruition ARCs under SARFAESI Act is to

enable banks to clean up their balance

sheets, pass on the burden of recovery to

an agency which could give full-time

attention to realize a higher amount than

what the borrower is willing to offer and

thus generally help faster resolution of

NPA.



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6. A Study on Migration of the Existing Sales Processes from Sap

UI to A Web Application

*Mr. Rohit Mohite

Abstract: The study attempts to identify the integrity and effectiveness of migrating the existing

processes of data insertion and data management related to sales that takes place through the

SAP user interface to a user friendly mobile compatible responsive web application. Primary

data has been collected through structured questionnaire circulated

to a sample of 10 employees in a renowned Lubricant manufacturing organization. The collected

data is then analysed with the help of tools like Excel and R. The finding shows that there is a

significant reduction in the time required for the processes and the streamlining of the existing

processes by making the complex process simpler. The study recommends that similar migration

activities be carried out in order to reduce the overall time and complexity involved in the

processes.

INTRODUCTION

One of the biggest challenges faced by any

organization in its day to day activities is

maintaining the large amount of data which

is generated and modified daily. With

advancements in technology, organizations

have started maintaining the data centrally

so that all the segments of the organization

can work in synchronization. This data is

usually maintained centrally with the help of

databases or systems called ERP i.e.

Enterprise-wide Resource Planning. In other

words, Enterprise-wide Resource Planning

helps in integration of several components

of Business so that exchange of information

in the organization is consistent which

otherwise in isolation of these components

could cause redundancy and inconsistency.

ERP also connects different technologies

used by different parts of the Business to

help incompatible technologies to

communicate with each other. This includes

integration of Accounting department,

Inventory control, Human Resource

Department, Marketing Department, Sales

and Other Departments. This connection of

information flow between different

processes is also known as Business

Processes Integration (BPI). BPI allows to

automata the Business processes, Integrate

Systems and Services, Secure data sharing

among different modules and automate

operation and support activities.



Pag

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The first ERP was created by SAP in the

year 1972. Presently SAP is the world’s

third largest independent software

manufacturer that supports all size and types

of industries. Operating an SAP user

interface requires significant amount of

knowledge and training on the modules

which are to be used and is a disciplined

way of managing data centrally. The User

interface is based on pre defined transaction

codes which allow the user to navigate from

one screen to the other in order to perform

his own task. Every module has a set of pre

defined transaction codes(t-codes).

SAP includes a number of functional

modules for day to day transactions between

Business Processes. Some of them are listed

below:

Financial Accounting and Controlling

Material Management

Sales and Distribution

Financial Supply Chain Management

Production Planning

Human Resource

The functional module under study is the

Sales and Distribution module which

includes a lot of t-codes and each screen

having many user input fields making it

complex for a new employee in the

organization to identify the field of

relevance. This is one the most important

reason for having a user friendly interface

for the sales representatives. Another reason

is accomplishing the task allotted to an

employee without being dependent on the

SAP executive or other colleagues. SAP, in

many organizations allows only localized

access to the data hence if a person is not on

premise, he does not get access to the data

and there are high chances of the data being

mismanaged. Hence there is a need to allow

sales employees on the field to be able to

access their data so that there is no

discrepancy and delegation which can help

in bringing in the required amount of

efficiency in the process.

1. REVIEW OF LITERATURE

There are a few articles published in

journals and magazines in similar context

which explain and address issues about the

challenges faced by the organization in

migration activities and the obstructions that

arise while the activity is planned and is

under execution.

Majed Al-Mashari(2002) in his research

states that organizations constantly consider

measuring profitability of its customers and

retaining them, which makes them use

customer focused applications and analysis

that have began moving from theory to

implementation through creative, innovative

and motivated organizations that aim to

provide major advantage. He also mentions

that ERP vendors will continue to extend

their systems to include web based

procurement applications that will support

the online outsourcing and maintenance of

processes of ERP systems.

Integrating a new technology in the

organization is also one of the major

challenges that the management faces.

Employees tend to resist change due to the

extra effort which might be required to put

up for acquiring new knowledge and

expertise. However if the organization does

not overcome this hurdle then it might go

against the organization as they might loose



Pag

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over their competitors. Hence there is

always a need to innovate and integrate the

new technologies into the organization.

Delaney & D’Agostino(2015) state that to

successfully implement a technology change

many areas should be effectively addressed.

He also mentions that training of the

employees, communication and a

multigenerational task force should be

planned and considered while selecting a

new technology.

In the 2016, top 10 ERP software vendors

accounted for nearly 28.5% of the global

ERP market. SAP lead the market with

nearly 7% market share followed by FIS

Global at second position. Other leaders in

the ERP segment include Oracle, Microsoft,

Intuit etc. This proves the critical

importance of ERP when it comes to

running the organization.

2. OBJECTIVES OF THE STUDY

To find out if there is a significant difference

in the time required for initiating the sales

orders by the sales representatives in the

Web Application compared to the same in

the SAP User Interface

3. DATA COLLECTION AND

DATA ANALYSIS

The primary data was collected by

circulating a structured questionnaire to a

sample of 10 sales representatives working

in a lubricants manufacturing company and

their managers who are also one of the end

users of this new system which was just

implemented partially in the organization.

The sales representatives were a part of 3

verticals viz. I, II, III.

5 employees from vertical I, 3 from vertical

III and 2 from vertical II were asked to fill

the survey as each vertical had a slightly

different process and had partially migrated

to a same process of using the web

application.

The collected data was analyzed with the

help of Excel and R-Programming

4. RESULTS AND DISCUSSIONS

Sales Order Generation

i. SAP

Initial process for Sales Order Generation

involved the sales representative send the

order summary to the SAP team for making

necessary changes in the SAP system.

Based on the order received from the Sales

representatives, the Depot employees would

make necessary insertions into the SAP by

matching the Material code, Batch,

Description etc.

Following table shows the time required in

the entire process

Time In Hours No Of Samples

3.5 5

9 3

18 2

Table 5.1. Sales Order SAP time

The above data shows that this process was

quite time consuming and most of the orders

took 3.5 hrs to 18 hrs on an average

ii. Web Application

Hence the new process consists of the sales

representatives placing an order in the web

portal using their mobile devices or laptops

which is immediately generated in the SAP.



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Following table the time required in hours

and the percentage of the sample taking that

much amount of time

Time in Hours Percentage of sample

0.25 10.00%

3.5 90.00%

Table 5.2. Sales Order Web Application

Time

The above data shows that 90% of the orders

require around 1 hour to 6 hours to get

updated in the SAP system i.e. on an

average it takes 3.5 hours, unlike in the

earlier case where the entire process would

take around 3.5, 9 and 18 hours on an

average.

iii. Significant difference in the two

processes for sales orders

The new process aims to reduce the amount

of manual intervention and reduce the time

required to update the sales order in the SAP

by way of generating the order in the portal

instead of routing it.

Hence to verify if there is significant amount

of reduction in the time required to process

the Sales Order, following test was carried

out

T test for two independent samples was

conducted for testing of the hypothesis

Following is the result of the T test with

95% level of confidence i.e. Alpha = 0.05

P- value in the result is 0.02691 which is

less than 0.05. Hence we reject the null

hypothesis that there is no significant

difference in the time required the process

the sales order in the new process and the

old process.

Therefore, the new process for generating

the sales order is significantly faster than the

earlier one.

5. CONCULSION

The significant reduction in time implies

that the overall processes can be streamlined

to achieve the efficiency in case of Sales and

Distribution module, which though

disciplined is quite cumbersome and time

consuming. The Web Application can also

give access to the data anywhere which

reduces the amount of dependency of the

sales representatives on SAP team as well as

the time required to process the data. It also

allows the users with basic internet

knowledge to use the system efficiently

without having a need to undergo an in-

depth training of the SAP module.

6. REFERENCES

Delaney, Rob and D'Agostino, Robert,

"The Challenges of Integrating New

Technology into an Organization"

(2015). Mathematics and Computer

Science Capstones. 25.



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7. A study on the awareness and utilization of MOOC (Massive

Open Online Course) as an alternative to formal education.

*Mr. Awesh Bhornya

*Ms. Poonam Chaudhari

Abstract: MOOCs have been around for quite some time now, since the first decade of the 21st

century, but until recently there were not many takers for this model of learning. There are many

MOOC providers across the globe some the renowned ones include – EDX, Khan Academy,

Coursera. There are some indigenously developed MOOC platforms as well such as SWAYAM

& NPTEL.

Purpose

This research paper aims at understanding the

level of awareness and the extent of usage of

MOOCs (Massive Open Online Courses) by

different people. The scope of the research

covers the reasons for taking up or not taking

up MOOCs as an educational alternative.

Keywords: MOOC, awareness, EDX,

Coursera, Udemy, Khan Academy.

Type of Research: Primary research

Introduction to the topic

A Massive Open Online Course

(MOOC) is a web-based platform, which

provides unlimited number of students

worldwide with a chance of distance

education with the best institutes in the

world. It was established back in 2008 and

gained momentum in 2012 as a popular

learning tool. Many MOOCs have

communities that have interactive sessions

and forums between the student, professors

and Teaching Assistants (TAs) along with the

study/course material and video lectures.

(Sharangpani Ileana, 2017)

According to sources, ever since the

introduction of MOOCs in India, India is one

of the top 5 countries in terms of MOOC

registrations second only to the USA. Since

its inception MOOCs has been vying for a

place in the formal education sector.

SWAYAM, is the first Indian MOOC

platform, initiated by the government of

India which will serve as an alternative to

formal education and in sync with the formal

education pattern. This ubiquitous platform

will cater to the curriculum requirements of

students from secondary to tertiary levels.

The erstwhile president of India, launched

the SWAYAM and SWAYAM Prabha and

roped in 32 DTH channels to make the

delivery of MOOCs easy. The certificates for

courses completed on this platform will be

verified by National Academic Depository

(NAD). Owing to SWAYAM, a majority of

students who have been kept away from

formal education and oblivious to the digital

revolution, will now have access to best

teaching-learning resources. (Education to go

digital with ‘Swayam’ – TOI, 2017).

MOOCs are revolutionizing the way and

patterns of consumption of education

services. It is playing a pivotal role in

transforming higher education, bringing

down the barriers to entry qualifications.

(OpenupED 2015)

Overall characteristics of MOOC definitions



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Bates (2015) specifies the essential elements

behind each acronym of MOOC. Common in

these definitions are the following aspects to

give meaning to the elements of a MOOC:

Massive: designed for in theory

unlimited number of participants.

This means that the course is

designed such that the efforts of all

services does not increase

significantly as the number of

participants increases.

Open: access to the course is free

without entry qualifications.

Online: the full course is available

through the internet.

Course: the offering is a course,

meaning that it offers a complete

learning experience, i.e. structured

around a set of learning goals in a

defined area of study and includes the

course materials, quizzes, feedback,

examination and certificate of

completion.

Literature Review

In this era of globalization and fierce

competition, MOOCs are a good bet to help

sustain by revolutionizing the growth of

unique capabilities and expertise of

individuals. MOOCs and E-learning will

surely find their way into Indian universities

and learning institutions. The education

sector may undergo a major revamp, owing

to global trends and the need for quality

education. (S. Alumu and Padma

Thiagarajan, 2016).

MOOCs in India have lately seen a rise in

demand with many students enrolling into

foreign universities and many of the online

courses are free with a few being offered at

very low cost, not many can resist this offer.

India needs the right framework for MOOCs

and online learning, which if implemented

correctly will yield great results in the

education sector. (Pooja Devgun, 2013)

In recent years, MOOCs have become one of

the major developments on the higher

education front, which represent an

opportunity for everyone who aims to take up

education for the sake of it or for a job, to

access free, video-based instructional content

through an online channel. Organizations and

institutions offering MOOCs undertake to

offer and provide free, accessible, flexible,

affordable and fast track learning

opportunities to all those who seek to learn.

MOOCs offer time and place flexibility,

which brings together ubiquitous learners and

trainers across borders to form an eco-system

that is conducive to learning and exploring

new online learning models and innovative

practices in teaching and learning. (Dr.

Lindsay Ryan, 2013).

The teaching-learning model driving the

MOOCs initially focused on providing the

learners control through synchronous, real-

time sessions with the course facilitators and

other resource persons. This model provided

digital contents of the course activities,

which included participant blogs, online

discussions, and external resources that in

turn lead to the development of a dynamic

social system, which facilitated participant

organization and collaboration. In addition,

the fact that early versions of MOOCs did not

focus on grading and tutorials, it gave rise to

a plethora of opportunities in enhancing the

current model of MOOC learning. (Dr. Urmi

Shelly and Kiran Srivastava, 2017)

Studies have found that many of those who

start of a MOOC program do not end up

completing it, the reason not being that the

course is not enjoyable. Close to 91 percent

of those who enroll for MOOCs rate their

experience as good, very good and excellent,



Pag

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but only 4 percent complete the course. The

reason for this is students have other goals

than completing the course such as only

gaining subject knowledge. Despite all the

hype created around MOOCs it is still a

challenge for it to compete with the well-

trenched university learning system.

(Massive Open Online Courses (MOOCs):

not disruptive yet but the future looks bright

– Deloitte, 2014)

Despite the large number of universities and

other platforms offering online courses and

MOOCs the underserved regions of the world

are still exploring the possibilities.

Regardless of the fact that MOOCs are open

to everyone, its contents and material need to

adjusted keeping in mind the regional and

cultural values of a nation. Mass production

of MOOCs is not the solution instead online

learning should be able to cater to the needs

of those who opt for it. (Shakya, Manoj &

Shrestha, Sushil & Manandhar, Rajesh,

2016)

MOOCs are benefitting both type of learners

– career seekers and education seekers as a

survey conducted on 78,000 people from 212

countries who had completed a Coursera

MOOC prior to September 2014, revealed

that 72% of the participants reported career

benefits whereas 61% reported educational

benefits. (Zhenghao Chen, Alcorn Brandon,

Christensen Gayle, Eriksson Nicholas, Koller

Daphne, and Emanuel Ezekiel J., 2015)

Scope of study

This paper is aimed at understanding the

reasons for the youth of Mumbai opting for

MOOCs or not opting for MOOCs.

Objectives of the study

To understand whether people are

aware of availability of higher

education online?

To understand how many people,

prefer to opt for online education to

formal education and why?

To understand which is the most

preferred platform for MOOC

education.

To understand why do people

upgrade basic courses to verified

certificate courses?

Hypothesis

H1 – The awareness level of MOOCs is Low

H2 – MOOCs can be an alternative to formal

education

Methodology

An in-depth descriptive study was carried out

by conducting a survey using a questionnaire

on socio demographic characteristics,

awareness, reasons for opting or not opting

for MOOC, by simple random sampling

(n=368) in Mumbai region.

Data Analysis & Findings

Unaware, 235, 64%

Aware & Not

Enrolled, 82, 22%

Aware & Enrolled, 51, 14%

[CELLREF],

[VALUE], [PERCEN

TAGE]

Awareness %



Pag

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Conclusion

Although the awareness level amongst the

respondents was low (36%) & the internet

(79%) is the best source of information for

MOOCs, the enrollment for MOOC

programs was very low at just 14%. Amongst

the various reasons for taking / not taking up

MOOC programs, ‘alternative to formal

education’ & ‘lack of clarity’ were the top

reasons.

Efforts need to put towards creation of

awareness amongst the working class of

people as the syllabus of most MOOC

programs is aimed at this group. Enrollment

for MOOCs also need to be increased, as it is

currently very low. Females who do not have

access to formal higher education can opt for

MOOC programs if awareness is increased in

tier one and tier two cities.

References

1. Alumu. S and Thiagarajan Padma,

2016, Massive Open Online Courses

and E-learning in Higher Education,

Indian Journal of Science and

Technology, Vol. No. 9, Issue No. 6,

pp. 1 - 10

2. Devgun Puja, (2013), Prospects for

success of MOOC in Higher

Education in India, International

Journal of Information and

Internet 79%

Friend 9%

Institute 7%

Organization 5%

Sources of Awareness

21 18 18 18

15 12 12 12 12 12

0 10 20 30

Alternative to…

Convenience

Continuous…

Collaborative…

Access to global…

Reasons for taking up MOOCs

19 21 21 21

24 24

28 34

0 10 20 30 40

Time Constraints

Laid back attitude

Not Technically…

No immediate…

Reasons for not taking up MOOCs



Pag

e41

Computation Technology, Vol. No. 3,

Issue No. 7, pp. 641-646. DOI -

http://www. irphouse.com /ijict.htm

3. Dr. Shelley Urmi and Srivastava

Kiran, (2017), Impact of Massive

Open Online Courses (MOOCs) on

Higher Education: Opportunities or

Threat, International Council for

Open and Distance Education

Conference Proceedings, Unleashing

the potential of ODL - “Reaching the

unreached”, Symbiosis Centre for

Distance Learning.

4. Massive Open Online Courses

(MOOCs): not disruptive yet but the

future looks bright Published by The

Creative Studio at Deloitte, London,

2014 and Retrieved on 30th

December

2017 available at

https://www2.deloitte.com/content/da

m/Deloitte/au/Documents/technology

-media-telecommunications/deloitte-

au-tmt-massive-open-online-courses-

011014.pdf

5. Shakya, Manoj & Shrestha, Sushil &

Manandhar, Rajesh. (2016).

Awareness of MOOC Among College

Students: A Study of Far Western

Region of Nepal

6. Sharangpani Ileana, All about

MOOCs (Massive Open Online

Courses) in India & Abroad,

published by www.indiaeducation.net

& Retrieved on 30th

December 2017

available at

http://www.indiaeducation.net/online-

education/all-about-moocs-massive-

open-online-courses-india-

abroad.html

7. Times of India Newspaper, Education

to go digital with ‘Swayam’,

Published in Times of India

Newspaper on 9th

July 2017,

Retrieved on 10th

December 2017

available at

8. Zhenghao Chen, Alcorn Brandon,

Christensen Gayle, Eriksson

Nicholas, Koller Daphne, and

Emanuel Ezekiel J., (2015), Who’s

benefiting from MOOCs, and Why?

Harvard Business Review

9. Darco Jansen (EADTU), BizMOOC

Discussion Paper 1, published by

European Association of Distance

Teaching Universities & retrieved on

25th

February 2018 available at

http://bizmooc.eu/papers/about-

moocs/?print=print

10. OpenupEd (2015). Definition Massive

Open Online Courses. Heerlen,

published by EADTU, retrieved on

25th


https://www.openuped.eu/images/doc

s/Definition_Massive_Open_Online_

Courses.pdf

11. Dr. Lindsay Ryan, (2013),

Whitepaper on “MOOCs are on the

Move: A Snapshot of the Rapid

Growth of MOOCs” Published by

www.efmd.org & Retrieved on 25th


http://www.efmd.org/index.php?optio

n=com_rsblog&layout=pdf&format=

pdf&cid=250:white-paper-moocs-

massive-open-online-

courses&Itemid=548

12. Sumeet Malik, (2015), Indian

MOOCs (Massive Open Online

Courses): Need of the hour,

International Journal of Applied

Research, Vol. 1, Issue11 pp. 930-

932

http://bizmooc.eu/papers/about-moocs/?print=print

http://bizmooc.eu/papers/about-moocs/?print=print

https://www.openuped.eu/images/docs/Definition_Massive_Open_Online_Courses.pdf





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8. Anita Dongre- Global Desi

*Dr Amit Rangnekar

Abstract: This case outlines Anita Dongre’s successful journey from a boutique supplier to

India’s largest fashion brand across genres. The case explains how Anita Dongre pioneered

Indian women’s fashion and continues to thrive through a bridge to luxury and premiumisation

strategy.

Glossary of French fashion terms

A glossary of French terms used in the

fashion industry is illustrated below with

their pronunciation in bracket and meaning,

for an easy understanding of the context.

Chic (Sheek)- Classy

Boho Chic (Boho sheek)-

Unconventional, artistic but classy

Haute Couture (Aut- coo-tur)- High

fashion

Couturier (Cootooriye)- High fashion

designer

Pret a Porter or Pret (preh-ta-por-tay)-

Off-the-rack clothes found in retail stores

Bespoke (Bis-poke)- Made to order

1.0 Context

It is April 2019, Anita Dongre and her board

of directors of HOAD (House of Anita

Dongre), are huddled in a board meeting.

Dongre outlines her vision, “We have

achieved our objective of being India’s top

fashion brand for women, we should now

strive to ensure The House of Anita Dongre

achieves its next target of being India’s first

global fashion brand”.

1.1 Background

Anita Dongre, nee Sawlani, completed her

degree in commerce and later in fashion

design from SNDT College, Mumbai. She

used to frequently visit her grandparents in

Jaipur and was inspired by the colours,

clothing, architecture and culture of the Pink

City. She interned with an erstwhile royal

family who owned a high end Indian fashion

boutique in Washington which catered to the

Indian elite in the USA, where she learnt the

fine details of the haute couture business.

Next she joined a mass exporter of apparel

to western markets where she learnt about

the pret-a-porter business as well as the

importance of scale and efficiency in the

apparel business.

Anita Dongre set up her own business with

sister, Meena Sehra, with two sewing

machines, operating from their home in

Khar, Mumbai, with initial capital loaned by

her father. She supplied embroidered ethnic

clothes to Saks boutiques in Bandra and

later on to big boutiques in Mumbai, like

Sheetal, Benzer and Roopam.



Pag

e43

She used to source her fabrics from the

major wholesale markets in Mumbai, who

used to call her the ’boutiquewali’ as she

was the only lady who used to frequent the

markets.

Anita Dongre identified a key need gap that

in boutiques, only Indian wear was

available, despite a demand for western

wear. She realized working women required

formal office wear which was not available

in cottons and linens, with cuts of the

dresses in keeping with Indian culture. She

also saw an opportunity in a western wear

line with Indian colours and patterns which

was a fusion targeted for the younger

women who were students or were working.

She decided to create her own range of

brands to fill this gap. In 1999 she

introduced AND, a western wear line, and

Global Desi, an Indian fusion wear line. She

rented space for her first store (300-sq-ft) in

Crossroads (now called Sobo Central), a

high end mall in South Mumbai, exclusively

retailing AND and Global Desi. These were

India’s first fashion brands and Anita

Dongre pioneered the Indian women’s

fashion journey. Within one year, her store

became the best performing store per-

square-foot in Crossroads!

1.2 Industry Overview

The global fashion players operate across

segments. Designer brands like Versace,

Burberry, Fendi, Louis Vuitton, Hermes and

Dior compete in the super premium luxury

segment while popular brands like Levis,

Gap, Target compete in the mass category.

Positioned between the luxury and the mass

brands are the fashion brands also called as

the bridge to luxury category. These brands

are aspirational and become relevant to

upwardly mobile customers as they move up

the value chain to high-end luxury

brands. Global bridge-to-luxury brands

include Tommy Hilfiger, Calvin Klein,

Nautica, Zara and Armani Exchange. Anita

Dongre’s AND and Global Desi brands are

classic bridge to luxury brands strategically

positioned between expensive designer wear

and affordable mass market stuff. The

Indian market structure has high end fashion

designers at the top, competing with the

global designers, while at the bottom are

thousands of players catering to the masses.

However the Indian market has a dearth of

bridge-to-luxury brands, which Anita

Dongre has pioneered in India. Anita

Dongre has created different brands across

genres to compete in every fashion segment.

Figure I adapted from the Indian Business of

Fashion Report 15th

edition, 2018, estimates

the Indian apparel and accessories market as

$57 billion accounting for 8% of the total

retail market of $710 billion. The mens

apparel market accounts for 42% or $24

billion in value, the womens market

accounts for $ 21 billion or 37% in value,

while the kids market accounts for 21% or

$12 billion in value. Within the womens

market of $21 billion, ethnic apparel

accounts for 71% or $15 billion, consisting

of sarees ($6 billion), Salwar Kameez ($5

billion) and other apparel ($4 billion).

Modern apparel accounts for 29% or $6

billion out of the total womens apparel

market. This is a key opportunity area as

there is a clear shift from ethnic apparel



Pag

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towards modern apparel especially for

working women, as also growing demand

for branded ethnic apparel especially in

urban and semi urban India. Online retail is

multiplying the penetration of fashion

apparel deep into every district of India.

Figure I Indian Fashion Market

1.3 Operations

In 2015, the company moved its

headquarters to a 1.8 lakh square feet

integrated facility in Rabale in Navi

Mumbai. The building is earth-friendly,

animal-friendly, work-friendly, and the

architecture uses air, water and sunlight in

the most efficient and economical manner to

create a green space, in sync with the natural

environment.

Operations include designers,

merchandisers, logistics and the retail outlet

staff. The merchandisers work closely with

suppliers and manufacturers and are

responsible for supply and display in stores.

Merchandisers study customer trends,

purchasing power, willingness to pay,

identify styles that may / may not work,

study samples and designs, forecast demand,

firm up designs and co-ordinate the

production and supply of apparel. The

designers create new designs and

collections. The logistics team ensures

availability of the apparel at the stores and

co-ordinate in the planning, inventory

control and despatch of apparels. The outlets

stock the range of apparel and supply

customer trends, data and insights to the

merchandisers.

1.4 Family Fashion

The top management of HOAD consists of

family members who are in charge of

various functions. Anita Dongre is the Chief

Creative Officer. Brother Mukesh Sawlani is

the Managing Director looking after

operations, HR and finance, sister Meena

Sehra, heads sourcing and nerchandising,

elder sister Priyanka Hira looks after

customer relationship management. Son

Yash heads global operations while nephew

Deepikesh Sehra heads digital strategy.

Anita, Mukesh and Meena are on the board

of directors along with Sandeep Naik and

Shantanu Rastogi from General Atlantic,

Milind Sarwate (Ex CFO Marico) and Dalip

Sehgal, Ex MD Godrej Consumer.

1.5 Funding

In 2008 Future ventures acquired a

significant minority stake in AND Designs.

The capital hrlped AND expand as well as

create a presence in malls owned by the

Future group as well as other multi brand

outlets (MBO).In 2013 General Atlantic

(GA) acquired the stake of Future Group,

substantially increasing the valuation of

AND designs. The presence of GA brought

in more professionalism, better business

processes and talent on board.



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1.6 Reach

HOAD products are now available across

the world. In India they operate in various

formats with 1209 stores of which 300 are

exclusive stores for specific brands and 909

stores across multi brand outlets (MBO).

HOAD retails their brands in large format

MBO like Shoppers Stop and Lifestyle.

HOAD has high end stores of Anita Dongre

and Grassroot in the USA and Mauritius.

The digital strategy of HOAD is paying rich

dividends with the internet now accounts for

7% of sales. Myntra, other websites, and the

Anita Dongre website help the brand reach a

global audience as well as reach areas where

they do not have a physical presence, but

there is demand. The digital strategy is to

have a presence on the internet and they do

not indulge in any discounting or cash burn

and offer limited supplies only.

Table I Reach

House of Anita

Dongre (HOAD)

Competition

A

N

D

Gl

ob

al

De

si

Ani

ta

Do

ngr

e

Exc

lusi

ve

H

O

A

D

(T

ot

al)

B

i

b

a

Z

a

r

a

TC

NS

(W

,

Wi

shf

ul,

Au

reli

a)

H

&

M

Exc

lusi

ve

1

2

6

14

3

31 30

0

4

1

2

1

46

5

32

MB 4 40 185 91 2 0 29 0

O 1

5

5 5 0

9

91

Tot

al

5

5

1

54

8

216 12

15

2

5

0

2

1

34

56

32

Citi

es

17

6

5

3

7 10

5

9

Source: Internet, Company Websites

Anita Dongre faces intense competition

from national and international brands in its

segments of operation. Global bridge to

luxury brands like Zara and H&M are fast

expanding in India with their large exclusive

store strategy in the metros, with afocus on

the shopping experience. Biba is an old,

established brand with a presence across 250

stores in India with loyal customers, largely

focused on ethnic dresses.

TCNS clothing is a company which recently

went in for a Rs 1125 crore IPO listing and

is well funded. They have 3456 stores across

India in various formats comprising of 465

exclusive stores, 1469 large format stores

and 1522 large multi brand outlets (MBO),

besides retailing online. Their brand W is an

Indo-Western fusion brand contributing 58%

of sales, Wishful offers contemporary design

contributing 34% of sales, and Aurelia is the

premium occasion wear brand accounting

for the balance 8% of sales. The TCNS

range targets the high spending self-earning

woman, an emerging and price insensitive

segment. TCNS sales in 2017-18 were Rs

842 crore with a net profit of Rs 113 crore

and zero debt1.

1.7 Smart Segmentation



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e46

Anita Dongre’s approach has been unique.

She started with the bridge-to-luxury

segment with AND and Global Desi,

targeting the sweet spot between high end

designer brands and mass market brands,

when there were no Indian or global brands

in the bridge to luxury space. She then

introduced Anita Dongre Interpret, a

premium pret line that competes with own

line boutiques like Ritu Kumar and multi-

designer boutiques like Kimaya and Aza.

Table II Smart Segmentation

Bran

d

Pri

ce

Poi

nts

Rs

Segm

ent

Genr

e

Co

mp

etit

ors

Fas

hio

n

Seg

me

nt

AND 799

-

349

9

Pret West

ern

Wear

Zar

a,

Ma

ngo,

Ver

o

Mo

da,

Onl

y

Con

tem

por

ary

fash

ion,

wor

k

and

leis

ure

Glob

al

Desi

699

-

399

9

Pret India

n

Fusio

n

Wear

Bib

a,

Fab

Indi

a,

W

Boh

o

Chi

c

Anita

Dong

re

(Iinte

rpret)

399

9-

250

00

Prem

ium

Pret

Mix

of

India

n &

West

ern

Wear

Ritu

Ku

mar

Lab

el,

Mul

ti-

desi

gne

r

bou

tiqu

es

Ki

may

a,

Aza

Con

tem

por

ary

pre

miu

m

fash

ion,

wor

k

and

leis

ure

Anita

Dong

re

Grass

root

100

00-

300

00

Luxu

ry

Pret

India

n +

West

ern

Sust

aina

ble

lux

ury

pret

Anita

Dong

re

(Tim

eless)

Haut

e

Cout

ure,

Besp

oke

Brida

l

Wear

Lux

ury

desi

gne

rs –

Ma

nish

Mal

hotr

a,

Sab

hya

sac

hi

Bes

pok

e,

Bri

dal

cout

ure,

Me

nsw

ear,

Occ

asio

n

wea

r



Pag

e47

Anita

Dong

re

Pink

City

Luxu

ry

Cout

ure

Prem

ium

Jewel

lery

Han

d

craf

ted

Source: How Anita Dongre Tailored Her

Business, Forbes 9Nov12, Bharat Bhagnani:

Designer Anita Dongre is a runway hit,

Forbes 14Mar17

Anita Dongre then launched Grassroot, a

luxury pret brand, offering Indian and

Western designs but with a focus on

sustainability. Anita Dongre believed that by

empowering women with traditional skills in

their own villages the entire village

economy would become self-sustainable and

the traditional crafts and arts business would

be economically rewarding. In alliance with

SEWA a very credible association of self

employed women, she created craft clusters

in various villages and imparted training in

cutting, stitching and ironing to augment

their traditional expertise in embroidery,

printing and weaving. The Grassroot

collection has helped provide employment

and revived traditional Indian arts and crafts

like Ari, Antha, Ajrak, Chikankari, Dabbu,

Bandhani, Kamdani, Ikkat, Chanderi,

Maheshwari Phulia, Murshidabad and

Bhagalpuri handloom, to name a few. The

Grassroot boutiques in Mauritius and New

York have received encouraging response.

Dongre then successfully moved up the

value chain from aspirational to designer to

couture to occasion based to bespoke. Indian

weddings are a mega event spanning

multiple- days, occasions and locales. There

are many high end niche players who only

specialize in numerous industries related to

weddings like décor, jewellery, banquets,

apparel, destinations, travel, photography

and choreography. The demand is huge and

price agnostic as multiple sets of clothes and

jewellery are ordered for the bride and

groom, as well as the families and friends

for the different occasions pre and post

wedding.

Anita Dongre Timeless targeted the

bespoke, bridal couture a very high end

segment, followed by her entry into Mens

wear which is very rare as very few

designers target both segments. In the bridal

segment she competes with Manish

Malhotra and Sabyasachi, who focus on

bridal couture but also on Bollywood, an

area Anita Dongre has deliberately not

focused on.

The Anita Dongre Pink City collection is

opulent luxury Jadau jewellery. Jad means to

be embedded and Jadau style of jewellery is

an intricate stone embedding technique

crafted by specialised artisans in Rajasthan.

The Jadau jewellery is hand crafted, regal

and popularized in Hindi films, due to which

it is a must have for rich Indian brides.

1.8 Promotion

Designers promote their brands primarily

through three strategies which are distinct

from basic marketing strategies used to

promote FMCG or automobiles or mobiles.

Designers target a narrow band of potential

customers through events, showcasing

collections, and image building exercises by

celebrities, as their preferred strategies and



Pag

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traditionally do not advertise or indulge in

sales promotion or personal selling. The

promotion is very subtle.

HOAD associates with high profile fashion

events like Lakme Fashion Week, Make in

India Week, Tree of Love, India Couture

Week, Amazon Fashion Week and other

events where their targeted segment is

present. These are expensive events to

associate with but the wastage is minimum.

HOAD has different strategies for different

brands to display their new collections.

AND and Global Desi introduce new

designs every month and launch a new

collection every three months. This keeps

the brand relevant and top of the mind for

customers who are inquisitive about the new

offerings. The Anita Dongre brand which

includes bridal, couture prêt, menswear and

fine jewellery, show cases its new

collections every six months based on

occasions like wedding wear, or on

seasonality like winter, summer and autumn

collections.

Many celebrities use Anita Dongre bespoke

dresses on different occasions followed by

articles in the press and on the internet,

regarding the dress and its designer, which

creates a positive buzz around the designer.

This gives wide publicity to the designer,

enhances her image and enters the

consideration set of the target segment who

adore or hold the celebrity in high esteem.

Anita Dongre is the most searched fashion

designer on Google in India.

In 2016 Kate Middleton, the Duchess of

Cambridge, wore a Dongre floral tunic

during her India tour and played cricket at

the Oval Maidan, which received rave

reviews. In 2017 Sophie Trudeau, the

Canadian PM’s wife, wore a Dongre

Chanderi Salwar during her visit to the

Sabarmati Ashram in Ahmedabad. In 2018

Queen Mathilde of Belgium wore a Dongre

Anarkali Dress during her visit to India.

Such events create positive vibes for the

brand.

1.9 Premiumisation Strategy

In the designer world, brands usually begin

with high end luxury and as they gain

strength, they move down the luxury levels

to expand their client base. Famed designer

Giorgio Armani has used multiple brands

drawing on the Armani brand equity to

stretch downwards within the premium

segment. Armani Prive is at the highest end

of luxury, followed by Giorgio Armani, a

couture brand, then by Armani Collezione, a

classic brand, followed by Emporio Armani,

a fashion brand, followed by Armani

Exchange a casual brand, followed by

Armani Jeans, a sporty brand. All the

Armani sub brands operate within the luxury

space leveraging on the Armani brand

strength, but are targeted by occasions to use

and the benefits sought, within the luxury

segment.

HOAD’s bottom up premiumisation strategy

is captured in Figure II which explains how

they targeted the casual fashion segment

with AND and Global Desi, then scaled up

with the Anita Dongre brand, and extended

that brand into the exclusivity seeking

luxury segment by targeting brands like

Grassroot in the classic segment and Anita



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Dongre Bridal and Pink City in the couture

segment.

Figure II Premiumisation Strategy

HOAD used the exact opposite strategy of

Armani to premiumise their brand upwards.

The successful premiumisation strategy has

helped HOAD compete across various

genres, and hold its own against

international brands and top Indian

designers, as also cover lucrative niches.

1.10 Brand Architecture

David Aaker & Eric Joakimsthaler2 have

defined a brand architecture as an organizing

structure or hierarchy of the brand portfolio,

that specifies the role of each brand and the

nature of its relationship with other brands

and sub brands in the portfolio, as well as

with the corporate brand.

To compete in all segments and genres

within the fashion segment, and distinctly

communicate the value proposition of each

brand, the company reflagged its brand

architecture. In 1995 AND Designs India

Limited, was established which was

rebranded as House of Anita Dongre

(HOAD) in 2015. Figure III illustrates the

brand architecture of HOAD.

Figure III Brand architecture of HOAD

HOAD, the corporate brand, operates under

three distinct brands- AND, Global Desi and

Anita Dongre. HOAD uses a blended house

brand architecture strategy as it combines a

product brand strategy as well as an

endorsed brand strategy. The product brands

are AND (Western wear) and Global Desi

(ethnic wear) which have a distinct identity

and are independently marketed in the

bridge to luxury space, without drawing on

the Anita Dongre brand name. The Anita

Dongre brand is a premium endorsed brand

which levergaes the luxury designer

capabilities of Anita Dongre. The Anita

Dongre brand is used only for bridal,

couture prêt and menswear, and there is no

sub brand created. The organic luxury brand

Grassroot is a sub brand of the endorsed

brand Anita Dongre and both brand names



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prominently appear on its label, a strategy

also followed by Pink City jewellery.

1.11 Innovations for India

Among the major reasons for the success of

Anita Dongre has been her deep

understanding of the Indian woman, their

unmet needs, their desires, the role fashion

plays in their life and what the Indian

woman is willing to pay, for fashion. She

has adopted her designs to the evolving

needs and remained relevant for over two

decades.

In her own words she has always gone by

instinct and does not do any market

research. She has believed that her designs

should be all about ‘’wearability’’ and

comfort. She made women’s pret available

in sizes from 8 to 18 which was unheard of,

as only standard sizes like small, medium

and large were available. She has always

priced parts of a dress separately. Eg In

Salwar Kameez, the Salwar, Kameez and

Dupatta are priced and sold separately. Anita

Dongre feels every woman should have her

own personality and not something what the

brand has created. HOAD has created

multiple price points for their brands using a

line fill strategy.

In the luxury segment, she has created

contemporary bridal wear which

understands the modern bride. Today’s bride

dances at her own Sangeet and does not sit

watching the proceedings. So, a lighter

lehenga to dance, with a mobile pocket is a

standard design for brides. This

thoughtfulness and empathy defines the

‘’wearability’’ concept which Anita Dongre

epitomizes.

“Over the years, I have imbibed from so

many beautiful women. I have always said

that. I have learnt and imbibed from women

I meet… who are not famous—clients,

artisans, in store, village women in

Rajasthan” Anita Dongre.

Her inspiration has been the vibrant

Rajasthani women, and her signature design

includes the traditional Gota patti design.

The Gota Patti is a Rajasthani embroidery

pattern that uses the appliqué technique with

a strip of gold or silver or various other

coloured ribbons of different widths woven

in a satin or twill weave. Dresses with Gota

Patti are used on special occasions as they

look rich and give a luxe feel but are light

and easy to wear. Gota Patti bring life to

ensembles like tunics, kaftans, lehengas,

bundis and jackets. HOAD has made

conscious made efforts to showcase Indian

crafts and textiles to the world.

“What I do is a reflection of what’s

happening to women around me. Every time

I do something, it’s about striking a chord in

the Indian woman” Anita Dongre.

1.12 Position Defense Strategy

As a leader HOAD has adopted a position

defense strategy by being present in every

major segment of the market and at every

price point from bridge to luxury, to couture

and bespoke. In every segment the

competition is different. In Pret brands AND

and Global Desi compete largely on value

while Anita Dongre Interpret and Grassroot



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e51

compete with own line boutique firms like

Ritu Kumar and Ritu Beri. The Anita

Dongre line and the Pink City jewellery line

competes in the celebrities, couture and

bridal space with different high end, well

established and niche designers.

Table III Position Defense Strategy

Segment Designer/s HOAD

Pret Biba, W AND, Global

Desi

Own Line

Boutique

Ritu

Kumar,

Ritu Beri

Anita Dongre

Interpret/Grassroo

t

Celebritie

s

Manish

Malhotra,

Nita Lulla

Anita Dongre

Couture Tarun

Tahiliani,

JJ Valaya

Anita Dongre

Bridal Sabyasachi

, Monisha

Jaising

Anita Dongre /

Pink City

Niche Rohit Bal,

Abu Jani –

Sandeep

Khosla

Anita Dongre /

Pink City

Source: Style, Siblings & Stitches- Anita

Dongre ET 10Jul18

HOAD has extended their brands into the

mens, jewellery, footwear, accessories and

perfumes segments, drawing on the rich

hertitage and acceptance of the Anita

Dongre brand. HOAD has expanded

geographically to offer multiple physical

and virtual touch points globally.

1.13 Case Summary

The Figure IV summarises the three decade

journey of brand Anita Dongre from a

boutique supplier to a $100 million turn over

brand. The decisions at various time periods

are captured to provide a perspective into

the context of the case

Figure IV Building Brand Anita Dongre

The Author would like readers to address

following questions

As Anita Dongre and her board members

review their progress and future objectives,

they contemplate on the following

challenges:

1. Strategies to successfully compete

against the plethora of Indian and

global bridge to luxury brands.

2. Creativity and Innovation required are

scalable enough in global business

context.

3. Retain old customers and give

opportunities to younger customers

on board.



Pag

e52

4. Strategies need to adopt to emerge as

a global luxury brand.

References

1. TCNS IPO-ET 18Jul18.Designing brand

architecture (Davidson, 2002, portfolio

managing matters. Brand Strategy pp 28-

29)

2. Style, Siblings & Stitches- Anita Dongre

ET 10Jul18

3. How Anita Dongre Tailored Her

Business, Forbes 9Nov12, Bharat

Bhagnani,

http://www.forbesindia.com/article/work

-in-progress/how-anita-dongre-tailored-

her-business/34033/1

4. Designer Anita Dongre is a runway hit,

SHRUTI VENKATESH, FORBES

14MAR17

5. YourStory- WOMEN

ENTREPRENEURS, Anita Dongre,

Preethi Chamikutty 3Mar14

https://yourstory.com/2014/03/anita-

dongre/

6. Drafting New Designs, Business

Today Aug 31, 2014

https://www.businesstoday.in/magazine/

cover-story/anita-dongre-fashion-indian-

women-milan/story/209032.html

7. Anita Dongre’s green room, MINT, Fri,

Apr 08 2016

8. How Sabyasachi, Anita Dongre And

Gaurav Gupta Are Redefining Wedding

Couture

9. ASHISH DUTTA AUGUST 07 2018,

https://swirlster.ndtv.com/style/how-

sabyasachi-anita-dongre-and-gaurav-

gupta-are-redefining-wedding-couture-

1896554

Major Global Desi competitors are as follows :

1.Vikram Phadnis designer wear

2.Sabyasachi designer wear

3.BIBA

4. FabIndia

http://www.forbesindia.com/article/work-in-progress/how-anita-dongre-tailored-her-business/34033/1



https://yourstory.com/2014/03/anita-dongre/

https://yourstory.com/2014/03/anita-dongre/

https://www.businesstoday.in/magazine/cover-story/anita-dongre-fashion-indian-women-milan/story/209032.html



https://www.mbaskool.com/brandguide/lifestyle-and-retail/2843-fabindia.html



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9. Organic Products: A review

*Poonam Chaudhari Department of Marketing, Al's Allana Institute of Management Studies

(AIAIMS), University of Mumbai, Maharashtra State, India

*Dr.Sudhir a. Patil, HOD, D.K. Arts, Science, and Commerce College, Ichalkarangi,

Maharashtra State, India.

Abstract: In recent times, a radical change has been noticed in the way we relate to food.

Increasing awareness and acceptance among consumers about sustainable food is increasing

the demand for organic food day by day. Many new entrepreneurial endeavors including

well-known corporate entering into the marketing of organic food products. Research papers

were selected were of research done on organic food products in India from 2013 to 2016

published in international journals. This literature review is done to explore effects of

consumer attitude towards the purchase of organic food and the moderating effect of personal

factors of consumers for the purchase of organic food products. The organic food industry is

continuously growing.

Keywords: Organic food, Secondary research, attitude, purchase behaviour

Introduction

Organic food and grains is a subject of

great interest in Indian cities. The organic

food market is small & niche market.

Consumer's awareness and concern about

food quality and nutritional safety have

increased the demand for organic food in

recent years. Consumers are more and

more concerned about their health and

food practices. Increasing awareness in

consumers about sustainable food, and

also harmful effects of chemical farming –

on human health & environment has

caused growth in demand for organically

grown food at a high rate. Consumers

prefer safe and harmless food. In India,

until recently, we have followed organic

farming for 1000s of years and sustainably

produced excellent crops.

Organic production can be defined as an

ecological production management system

that promotes and enhances biodiversity,

biological cycles, and soil biological

activity. It is based on minimal use of off-

farm inputs and on management practices



Pag

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that restore, maintain, and enhance

ecological harmony. (Organic foods-

ift.org) Organic foods are grown by

agriculture practices which avoid uses of a

wide range of synthetic chemicals which

avoid the presence of residues in produce

inevitably. Sustainable food means a

nutritional food which is organically

produced easy to digest as it is plant based,

enjoyable, nominally treated, local and

seasonal, fairly traded and packed in

accordance to environmental friendly

manner (Cecilia Solér, 2012). Organically

grown foods-organic plant-based foods

(fruits, vegetables, grains) are more

nutritious and provide on average a 25%

more nutrition premium ("State of Science

Review" by The Organic Centre 2008).

Research Methodology

The secondary research which includes

comprehensive literature review done from

journals, research papers, articles, reports

published from year 2013 through 2016 to

find gaps and textbooks regarding

consumer behaviour related to organic

food. With the objective of capturing

primary terminology or variables and

variation in a study on this topic references

were identified. An in-depth evaluation

could bring in the recurrent variables

studied. With the objective of to find what

affects consumer attitude towards a

purchase of organic foods.

Review of literature

Studies related to the organic food

reviewed analyzed factors such as

motivation, environment friendly, healthy,

demographic factors, sensory experience,

willingness to pay, price, communication,

certification, labeling packaging,

knowledge , awareness, perception,

attitude, purchase behavior, convenience,

availability, freshness. Found out that very

less study done about consumer decision-

making regarding organic products in the

retail context. IFOMA report (2013) by

Samuel K. Ndungu evaluating consumer

awareness, attitude towards organic food

in East Africa to promote future activities

reports apparent increase but limited

knowledge about verification system of

organic food. People are not sure what

organic food is which leads to minor

consumption. It is essential to increase

awareness of benefits and guarantee

system of organic food. Aware consumers

do show a willingness to pay a little higher

price.

Willer, H. and Lernoud, J. (2015)

The World of Organic Agriculture:

Statistics and Emerging Trends 2015

Today only 1 % (50.9 million hectares) of

the land is under organic agriculture out of

total farmland of the world. Major

contributors are Oceania (22.8 million

hectares, 45% of world organic

agricultural land), Europe (12.7 million



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hectares, 25% of world organic

agricultural land) Latin America (6.7

million hectares, 13% of world organic

agricultural land). Developing countries

and emerging markets have a quarter of

world’s organic agricultural land (12.8

million hectares) and more than 89 percent

of producers, totaling 2.4 million. Out of

which, thirty-five percent of producers are

in Asia. India contributes the largest

number of producers (585200). Value of

global retail sales of organic food and

drink touched 81.6 billion U.S. dollars

witnessing four-fold growths from 2000 to

2015.

Ms.Gomathi Dr.S.Kalyani (2013) the

study is about the awareness level of

people in Erod (Tamil Nadu, India) and to

identify the Sources of information is to

know about organic products. Tabular

Presentation & Chi-Square, Stratified

random sampling, N = 47 for variables

Gender, age, education, Income &

awareness. Awareness level is just 50%,

and male, Graduation level education,

younger age between 20 to 30 and Income

more than 30000 are aware of organic food

products.

Mithilesh Verma, V.K. Verma (2013)

this study focuses on consumer attitude

and preference of organic food

consumption. Conducted in Kanpur and

Lucknow, India. With the help of average,

percentage, weighted mean, rank and

correlation coefficients, and the number of

respondents were 120. The demographic

variables are studied and dependent

variables were awareness, preference, and

consumption. Showing a definite trend in

demand but awareness of organic product

is less and a short supply of organic

product and variability is the main barrier

Consumers are skeptical about what

constitutes organic product, show an

inconsistency regarding trust of organic

food about safety and health benefits.

Neena Sondhi (2014) Study conducted in

urban India surveying principal decision

makers for food product purchase of

household. Categorizing non-organic

consumers on identified food-related

lifestyle variables to assess their purchase

intention for organic food products by

understanding their level of awareness and

perception towards organic food.

Demographic variables and factors studied

are value for money, public attitude,

environmental consciousness, food safety

consciousness, premium health concern.

Researcher concluded with findings that

Indian consumers have a positive attitude

towards health and environment. All three

clusters formed by author form study were

found to be well aware of organic food;

however, consumer perception depends

highly upon product information and

knowledge about nutritional content. Lack

of trust in the organic food product and



Pag

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price constraint is a significant barrier for

the purchase.

Ravi Nandi et al. (2015), focused their

research in South India to analyze

smallholder farmer’s attitudes, objectives

and barriers towards production of organic

fruits and vegetables (F&V). The study

was a field survey undertaken early 2014

by using purposive random sampling

(n=127). . The market forces and

environmental concerns were of the prime

factors followed by government support

factor, benefit and cost and community.

The three clusters emerged based on study

out of which “Market and economic”

factors were the most important in two

clusters followed by “Government

support” and “Environmental” factors; and

a third cluster was fairly indifferent

towards the organic F&V production. The

study results indicated barriers,

“Production”, “Marketing”, the most

declared challenges by smallholders

followed by Techno-managerial” and

“Economic & Financial” barriers.

Swati Sharma, Ruchira Shukla, Alpesh

Leua, Gautam Parmar and Bhavesh

Chaudhari (2016) the research conducted

to understand a level of knowledge of

different brands and awareness about

availability of organic food products by

personal interview method, 300

respondents from three selected city in

south Gujrath, belonging mainly to upper

and upper middle class. Other variables

under study were: source of information,

places where organic products are bought.

Descriptive statistics mean frequency and

percentage used for analysis. People relate

to organic products being without

chemical fertilizers and healthy and safe.

People are not aware of places of

availability and brands available of organic

food. Primary source of information is

found to be word of mouth. Willing nes to

pay is only if the source of available

organic food is known. The primary

determinant of organic food is taste and

quality.

Rambalak Yadav, Govind Swaroop

Pathak (2016) the authors studied

primarily consumers purchase intention,

concerning developing countries (India),

applying a Theory of Planned Behaviour.

Responses were collected using

convenience sampling method from 220

young (18 to30 years) consumers of

organic food using a self-administered

questionnaire in two districts of Uttar

Pradesh (India). Structural Equation

Modeling (SEM) is used to evaluate the

strength of a relationship between

construct showing that that the TPB

support only partially to purchase intention

of organic food because subjective norm

(environmental concern) failed to show

significant influence. Other constructs

under study were moral attitude and health



Pag

e57

consciousness which have significant

positive influence over the consumer's

purchase intention. Author’s proposed

theoretical framework represents a better

model fit (Adjusted R2 ¼ .565) in

comparison to the TPB (Adjusted R2 ¼

.318) for measuring consumer intention to

purchase organic food.

Anish K (2016) This is a descriptive

research is analyzing the consumer's

awareness and attitude towards organic

food products in Coimbatore district taking

16 well established organized stores. Data

was collected from 214 respondents by

stratified random sampling method taking

only 11% of the total consumers. Other

variables studied along with awareness and

attitude were source of awareness and

duration of purchase of organic products,

opinion about ease of finding organic food

products, Level of Awareness about the

facts printed on organic food products,

reasons for preferring organic food

products. Researcher tested the

relationship between category of the users

and awareness about the facts of organic

food products among the users and non-

users using chi-square test. The results

show high awareness about its benefits to

health, presence of pesticides, antibiotics,

organic food standards, each year need for

verification of organic farm and

authentication of organic food is done by

checking organic logo and label. But

people are not aware of National Organic

movement in India - TNOCD/ APEDA,

organic food production methods and

necessity of farmers obtain Organic

Certificate from accredited certifying

agencies.

Dr Nilima Varma (2016), a survey of 100

respondents done in 2013 in Bhopal and

Second part was carried out at tops

supermarkets in 2014 at the of Bhopal city

using a systematic sampling method.

Students approached respondents while

respondents were there on shopping trip to

outlets in different areas. Variables under

study are sociodemographic

characteristics, knowledge, attitudes and

purchase behaviour. To analyze

differences between consumer types, the

respondents were divided into three

groups: those who had never heard of

organic produce (20% respondents); those

who had heard of organic produce but

never purchased any and those who had

heard of and have bought organic

products. Main reason to purchase of

organic products was found to be an

expectation of a healthier and

environmentally friendly means of

production. People who buy organic

products are older in age and more

qualified than those who are non-buyers.

The authenticity of the goods, size of

household and the price have major impact

on purchase. The foremost barrier of



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organic foods market share is the

information available and consumer

awareness.

4. Conclusion

From previous and recent research

possible indisputable conclusion can be

drawn that there is a need for

understanding trust and lifestyle choice

influence. The development of positive

attitudes is vital for the long-term success

of organic food products or brands.

Awareness about organic food is found to

be very high among people contradicting

with low purchase frequency. Now more

of research results stated that sensory

properties are becoming of prime

importance for consumers while making

their choices and taking a purchase

decision for or against the organic product.

The findings at different region of study

brings different conclusions as the target

audience is different. It is observed that

most of the studies focus on similar factors

and done in major cities. In view of

understanding rural population, as they are

the people who are closely associated with

organic farming and conventional farming,

it brings the need to study consumer

attitude and purchase behaviour in semi-

urban areas, smaller cities.

References:

Anish K, Dr. KK Ramachandran( 2016,

November), " Consumer's awareness and

attitude towards organic food products in

Coimbatore City," International Journal of

Multidisciplinary Research and

Development, Volume 3; Issue 9;

September 2016; Page No. 147-155

Cecilia Solér (2012), Conceptualizing

Sustainably Produced Food for

Promotional Purposes: A Sustainable

Marketing Approach ,Sustainability, 4,

294-340.

Dr. Nilima Varma (2016), "Consumption

of Organic Food And Consumers

Awareness," 4th International conference

on Science, Technology, and Management,

India International Center, Delhi, pp 689-

694

MithileshVerma, V.K. Verma (2013),

Consumers Opinion about Organic Food

Products, World Journal of Agricultural

Sciences Vol 9 Iss 6 pp 443-445

Ms.Gomathi, Dr.S.Kalyani (2013), A

Study on Awareness on Organic Food

Products Among General Public in Erode

City, Tamilnadu, India, Indian journal of

Applied Research, Vol. 3 No. 12 pp 277-

279

NeenaSondhi, (2014)," Assessing the

organic potential of urban Indian

consumers," British Food Journal, Vol.

116 Iss 12 pp. 1864 – 1878

Organic Foods - IFT.org.

http://www.ift.org/knowledge-center/read-

ift-publications/science-reports/scientific-

status-summaries/organic-

foods.aspx?page=viewall

Rambalak Yadav, Govind Swaroop Pathak

(2016) Intention to purchase organic food

among young consumers: Evidences from

a developing nation, Appetite Vol. 96 pp

122-128

Ravi Nandi, Wolfgang Bokelmann, Nithya

Vishwanath Gowdru & Gustavo

Dias(2015), Smallholder organic farmer’s

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in India: A multivariate analysis, Emirates

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GUIDELINES TO AUTHORS

1) Quest: Journal of Management 2) The paper/article should be typed in MS-Word on A-4 size paper in double

space with 1 ⁄ ”margin on the left side and 1/2” margin on the right side in

New Times Roman Font in 12 pt font size. 3) The cover page of the paper must contain (a) Title of the article (b)

Name(s) of author (s)(c) e-mail and affiliation of author (s). (d) An abstract

of the paper in 100-150 words, (e) provide the title of the paper but it

should not give the name of the author. 4) The paper/article should not exceed 15 typed pages including graphs/

tables/ appendices. The tables and figures should appear in the document

near/after where they are refereed in the text. The paper/article should start

with an introduction and should end with the conclusion summarizing the

findings of the paper. 5) All notes must be serially numbered and may be given either at the end of

the paper as notes or on every page as footnotes. 6) References should be complete and in Harvard style. They should contain

full bibliographical details and journal titles should not be abbreviated. For

multiple citations in the same year use a, b, c immediately following the

year of publication. References should be shown within the text by giving

the author's last name followed by comma and year of publication all in

round brackets. 7) The first author of every published paper will be given one copy of the journal. 8) The views expressed in the articles are those of authors and do not

represent the views of Chetana Management. 9) Every paper must be accompanied by a statement that the paper has not

already been published nor submitted to any journal for publication. 10) All the papers/articles should be sent in electronic form.

The Editor,

Journal of Management Research

Chenana's R. K. Institute of Management & Research,

Survey no. 341, Govt. Colony, Bandra (East) Mumbai 400 051, Maharashtra.

Tel.: (022)2651 3346 / 6643 Email: [email protected] Website: www.crkimr.in



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Chetana’s Ramprasad Khandelwal


Survey No. 341, Govt. Colony, Bandra (East), Mumbai - 400 051.

Tel.: (022)2651 3346 / 6643 | Email : [email protected] | Website : www.crkimr.in