IOSR-JBM   7th International Business Research Conference

Abstract: The 1990s ended with a call-to-arms to fight "the war for talent." While the war for talent clearly has cooled in the early stages of the 21st century, dampened by economic doldrums and concerns with global security, the real battle to attract, develop, motivate, and retain talent is going to heat up considerably. Talent management practices have developed and adapted throughout the years in response to many changes in the pharmaceutical organization. The pool of available talent, particularly those with the necessary skills and experience, is running extremely low. As a result pharmaceutical and biotech firms are facing fierce competition to find staff for their projects. With dwindling revenues in the mature markets of the US and Europe, more and more companies are looking towards Asia to address this issue. This paper through a primary research tries to examine the ways to identify new talent for the pharmaceutical industry in general, along with methods to secure talented professionals and then keep them productive and committed once they are on board. Also this paper covers a number of the trends that have shaped current talent acquisition practices in pharmaceutical industry as well as those that will contribute to future strategies.
Keywords:- Talent Acquisition, Pharmaceutical

[1]. Areiqat, A. Y., Abdelhadi, T., & Al-Tarawneh, H. (2010). Talent management as a strategic practice of human resources management to improve human performance. Interdisciplinary Journal of Contemporary Research in Business, 2(2), 329-341.
[2]. Duttagupta, Rhea (2007). Talent Management. UK.
[3]. Kumar, S. R. (2013). A study on talent acquisition in sierra atlantic. Advances in Management, 6(9), 27-31.
[4]. K Aswathappa, Human Resource Management, Sixth Edition
[5]. Srivastava, P., & Bhatnagar, J. (2010). EMPLOYER BRAND FOR TALENT ACQUISITION: AN EXPLORATION TOWARDS ITS MEASUREMENT. Vision, 14(1), 25-34.
[6]. T. Elaine Gagne: "The Unfair Advantage: The Right Talent Fit- The Most Significant Business Challenge Over the Next 20 Years", Business Credit November/December 2006, EBSCO Research Starters
[7]. T.L.Stanley: "Hire the right person", EBSCO Research Starters
[8]. "Decreasing Time-to-Hire cycle", Human Capital Vol.14 No.11, April 2011, Pg 34
[9]. "Diversity hiring", HRM REVIEW – IUP Publications: Vol-XI Issue-II February 2011
[10]. Francis Duffy: "Human Resource Economics", 2008, EBSCO Research Starters

Abstract: This research paper attempts to examine whether Transformational Leadership Style can be considered a tool for business excellence. It also tries to answer the challenging question whether this could create Differentiation and Value creation in the people processes and practices. People rather than process will only differentiate the sustainability of the organisations and would mark them as good organisations or great organisations at the business battle.
The objectives of the research paper are as follows;
1. To study if the great Maratha leader Chhatrapati Shivaji Raje Bhosale was a transformational leader
2. To study if this style can be suggested as a business excellence tool for Differentiation and Value Creation.
3. To find out what learning could be inculcated from the practices introduced by the great Maratha warrior Chh. Shivaji Raje Bhosale for the leaders of today.
Keywords:- Transformational Leadership, Chhatrapati Shivaji Raje Bhosale, Swarajya Organisation, people and change

[1]. Zhakotia ,Girish October 2012 ,Chatrapati Shivaji Raje Bhosale ani Ekvisave Shatak
[2]. Setu,Pagadi Shiv Charitra 1989, National Book Trust India
[3]. Cyrus M Gonda & Dr. Nitin Parab – Leadership Learning's from CHHATRAPATI SHIVAJI MAHARAJ
[4]. Mozhdeh Mokhber, Wan Khairuzzaman bin Wan Ismail and Amin Vakilbashi Faculty of Management and Human Resource Development, Universiti Teknologi Malaysia,81300, Johor, Malaysia.International Business School UTM International Campus, Kuala Lumpur Malaysia.
[5]. Faculty of Management and Human Resource Development, Universiti Teknology Malaysia,81300, Johor, Malaysia Australian Journal of Basic and Applied Sciences, 5(6): 504-508, The Impact of Transformational Leadership on Organizational Innovation Moderated by Organizational Culture
[6]. William J. Schell IV Strategy Execution and Organizational DevelopmentPrintingForLess.com, Livingston, Montana 59047, USA
[7]. Alisha D. YoungbloodDepartment of Industrial and Systems Engineering and Engineering Management
[8]. The University of Alabama in Huntsville, Huntsville, Alabama 35899, USA Phillip A. Farrington
[9]. Department of Industrial and Systems Engineering and Engineering Management
[10]. The University of Alabama in Huntsville, Huntsville, Alabama 35899, USA An Investigation into the Antecedent Experiences of Transformational Leaders: Research Approach and Initial Findings

Abstract: Employer branding builds an image of the organization confirming the organization as a good place to work. Perception of employees about employer brand influences their behaviour towards it .With 65 percent of its population under the age of 35, India today boasts one of the largest available workforces that belongs to the Gen Y cohort. It is therefore important to study perceptions and expectations of millennial generation about employer brand for which they work .Present paper seeks to explore role of employer brand in influencing satisfaction and commitment of generation Y employees in India .A multidimensional measure of corporate brand personality was used to measure employer brand association in survey of 245 generation Y employees working in various organizations in city of Mumbai. Analysis indicates that satisfaction was predicted by agreeableness (supportive, trustworthy) and Chic (stylish, prestigious) where as commitment was predicted by agreeableness (supportive, trustworthy) and enterprise (exciting ,daring )
Keywords:- Employer branding, generation Y ,commitment ,satisfaction

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[3]. Barrow S. And Moseley R. (2005),‟ The employer brand. Bringing the best of brand management to people at work 2nd ed., rev. and updated. Hoboken, NJ: Wiley. Online at http://catdir.loc.gov/catdir/toc/ecip0516/2005020003.html,last check at 05.12.2011
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[9]. Oshagbemi T (2000), "Gender Differences in the Job Satisfaction of University Teachers", Women in Management Review, Vol. 15, No. 7, pp. 331-343.
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Abstract: Inventory management helps in controlling inventory, knowing visibility and traceability on quantities in hand and cost reduction. This paper highlights research work carried out at L & T , Pawai, regarding reduction of inventory and accurate planning of the hardware material. It was found that there was difference between the physical stock and the stock shown in the system. This led to the problems of excess stock and excess shortages. Hence the supplier was always under pressure to supply large quantity in short period. So the relations between the suppliers and L&T were not good. Two methods viz. BOM purification and MRP controller transfer were used for the collection, analysis, reducing inventory and accurate planning.. At the end of research work, the factious inventory cost on SSG Department Head. 44.82 lakhs have been transferred from SSG Department It was suggested to L & T to do automation of procurement of the hardware, handover forms regarding MRP controller transfer and regular check of the stock should be done to save man hours and less calls for errors. The researchers also tried to solve the problems of the suppliers by designing "Six Golden Rules" for smooth functioning.

Journals
[1]. Alexander E. Ellinger, Frank G. Adams, J. Brian Gray Malini Natarajarathnam, , ": Supply Chain Management Competency & Firm Financial Success " , Journal of Business Logistics, : Nov 3, 2011 volume-32, pp 214
[2]. Cuneyt Eroger & Christian Hofer "Impact of Relational Supplier Exchange on Financial Performance- A Study of Hospital Sector", Journal of Business Logistics, Nov 3, 2011 volume-32, pp 240
[3]. Vipul Chalotra "Inventory Management & Small Firms Growth- An Analytical Study in Supply Chain", Vision, The Journal of Business Perspective, Sep 2013, Vol-17, No-03, pp 213
[4]. Remko Van Hoek, Alexander E. Ellinger, Mark Johnson "Great Divides- Internal Alignment between Logistics & Peer Functions", International Journal of Logistics Management(Building theory in business logistics through reviews of literature ), pp 211
Websites
[1]. www.l&tebg.com
[2]. www.supplychains.com

Abstract: Visual Merchandising is the art of presentation whereby Visual merchandisers conceptualize designs and implements windows and in-store displays for retail stores. The global trends of Visual Merchandising and Retail Design do impact the Indian market in a positive way which we can see through the shift in them understanding the importance of Visual Merchandising and Retail Design in building brands and Store image. Retail format in India are reflecting visual merchandising strategies. Categories like Apparels, groceries, food e.g. Big Bazaar, Hyper city, Spencer‟s etc. are on their way. Mobile and technology products are still learning to do it. More and more open browsing formats are coming up but on the contrary apparels, fashion and technology products needs help or assistance for making purchasing decision. It is observed that an Indian consumer within 3-4 minutes look around for help unlike the west. Open browsing formats are increasing the consumers‟ confidence, but still what is a right format depends largely on shopping behavior and consumer psyche. A retailer needs to understand the changing lifestyle of shoppers and should be in a position to deliver their expectations through retail. Rishi Vasudeva (Brand Director, Arvind Brand) says that "India is a dynamic market with top shopping trends. 60% of Indian population will be less than 35 years. Development of malls further will be 1.5 times of current mall space in the next 3-4 years. There will be tremendous revamping of Old Street and emergence of new high streets. So more retail facades will be seen on the high streets". According to Mr. Shaileshchaturvedi- CEO and Director-Tommy Hilfiger Apparels India "Retailing is always about detailing" and while talking about visual merchandising the Indian way, he states that there is pressure of localization and local adaptation to meet the needs of local customers. But he still feels that no compromise should be done on localization beyond a point.

[1]. iA feel of the pulse of Retail trends in Asia (2011), Visual Merchandising and Retail Design, Volume 6, issue 6.
[2]. iiInspired by tradition(2009) Visual Merchandising and Retail , Design Awards 2009, Volume 5, issue 1
[3]. iii Design the Indian way(2010) , Visual Merchandising and Retail Design , Volume 5, Issue 6
[4]. iv The New age Emerging trends in Asia(2011), Visual Merchandising and Retail Design, Volume 6, issue 5

Abstract: International Marketing can be defined as exchange of goods and services between different national markets involving buyers and sellers. According to the American Marketing Association, "International Marketing is the multi-national process of planning and executing the conception, prices, promotion and distribution of ideal goods and services to create exchanges that satisfy the individual and organizational objectives."

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Abstract: In today‟s world training Effectiveness is the key focus of the corporates and organizations around the globe to achievecompetitive edge. Out of all the Human resource practices effective training structure and modal can play a strategic role in an organization however many organization centric modals neglects the role of linking organizational goal to individual goals as influencing factor for training effectiveness. This research paper will focus on the importance of linking organizational goal to individual goals to achieve training effectiveness in an organization.

[1]. Kirkpatrick, D. L. (1959). Techniques for evaluating training programs. Journal ofthe American Society of Training Directors, 13, 3-26.
[2]. Review and Analysis of Training Impact Evaluation Methods, and Proposed Measures to Support a United Nations System Fellowships Evaluation Framework
[3]. Aon Hewitt campus compensation study 2013-14
[4]. Employee Development and Its Affect on Employee Performance A Conceptual Framework International Journal of Business and Social Science Vol. 2 No. 13 [Special Issue - July 2011]
[5]. Abraham Maslow "Father of Management‟ 1954 book Motivation and Personality
[6]. Management of organizational behaviorP Hersey, KH Blanchard – 1969
[7]. IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 9, Issue 3 (Mar. - Apr. 2013), PP 08-23
[8]. Mager, R. F. (1962). Preparing objectives for programme dinstruction. San Francisco, CA: Fearon Publishers.
[9]. McEvoy, G. M., &Buller, P. F. (August, 1990). Five uneasy pieces in the training evaluation puzzle. TrainingandDevelopmentJournal, 44(8), 39-42.
[10]. McMahon, F. A., & Carter, E. M. A. (1990). Thegreattrainingrobbery. New York: The Falmer Press

Abstract: TIndia is a country of great diversity and it is beautifully depicted in the different traditional & ethnic wear. Today‟s customers have varying interests with respect to buying apparel and an attractive segment in apparel business is ethnic apparel. Marketers need to understand the behavior of customers so as to cater the challenge of diversity. Ethnicity & Diversity can provide a new source of top-line growth by bringing in an opportunity for new product development. A recent study on average trading density (sales per sq ft per month) across organized retail formats ranks traditional ethnic fashion almost doubles that of western fashion brands. According to the study by retail planning consultancy Asipac Projects, new generation ethnic fashion brands such as Biba, W and Global Desi have an average trading density of Rs 1, 600 psfpm compared to Rs 900 psfpm for national western fashion brands and Rs 850 psfpm for international labels. The Indian women's wear market is estimated at Rs 43, 500 crore as of 2008, according to Technopak. Ethnic wear accounts for 67% of the Indian woman's wardrobe and is growing 8-9%, annually. The aim of the study was to understand consumer behavior with respect to ethnic apparel and investigate the factors contributing towards purchase of ethnic apparel. This would bring an insight on the key factors affecting purchase decision of customers which may be used for marketing & selling of ethnic apparel. The study throws light on various features that the manufacturers should concentrate on to attract the prospective buyers. This study concludes that consumer behavior plays a vital role in marketing ethnic apparel and there is more scope for extensive research in this area.
Keywords:- Apparel retailing, Consumer Behavior, Ethnic wear

[1]. Aaker, Jennifer (1999). The malleable self: The role of self-expression in persuasion. Journal of Marketing Research, 36, 45-57.
[2]. Aaker, Jennifer, Anne Brumbaugh, and Sonya Grier (2000). Nontarget Markets and Viewer
[3]. Distinctiveness: The Impact of Target Marketing on Advertising Attitudes. Journal of
[4]. Consumer Psychology, 9(3), 127-140.
[5]. Bearden, William O. and Michael J. Etzel, (1982) "Reference Group Influence on Product and Brand Purchase Decisions" Journal of Consumer Research, Vol. 9, No. 2. (Sep.,1982), pp. 183-194.
[6]. Bearden, William O., Richard G. Netemeyer, and Jesse E. Teel (1989), "Measurement of Consumer Susceptibility to Interpersonal Influence", Journal of Consumer Research,
[7]. Vijayasarathy, L. (2003). Psychographic profiling of the online shopper. Journal of Electronic Commerce inOrganizations, 1(3), 48-72.
[8]. Sproles G. B. & Kendall, E. L. (1986). A methodology for profiling consumers‟ decision-making styles. Journal of Consumer Affairs, 20(2), 267-279.
[9]. Ahmed, S. A. and d'Astous, A. (2006), Product-Country Images in the Context of NAFTA: A Canada-Mexico Study, Journal of Global Marketing, 17 (1), 23-43
[10]. Arpan, L. M. Peterson, E. M. (2008), Influence of Source Liking and Personality Traits on Perceptions of Bias and
Future News Source Selection, Media Psychology, 11(2), 310-329

Abstract: ―Women must live up to collective expectations of what makes a leader, while at the same time remaining true to certain gender expectations ―Over the centuries, femininity has been stereotyped as dependent, submissive and conforming, and hence women have been seen as lacking in leadership qualities ....The male bias is reflected in the false conception of leadership as mere command or control. As leadership comes properly to be seen as a process of leaders engaging and mobilizing the human needs of followers, women will be more readily recognized as leaders and men will change their own leadership styles (Burns, 1978,). As women symbolize over half of the worldwide talent pool, it is clear to us that they should be at the spearhead of the economic and social scene, not just out of a sense of fairness, but to ensure that the most prominent minds, men's and women's, analogous, are brought together to address the challenges that our societies face. Achieving equality for women in corporations, at all levels, is a long and demanding journey, which requires the implication of the whole company and the strong commitment of the top management. This paper, The Leadership Challenges amongst Women Managers provides an insight to understanding the continued absence of women from leadership roles. Indeed, this study also makes an attempt to suggest that how women talent can be used as a competitive edge to address the global challenges that corporations will face in the near future.
Keywords:- Leadership, organization, challenges, women managers

[1]. Discovering the Mountain Kingdom. Women in Lesotho: Gender Inequality. http://pcbalch.blogspot.com/2008/07/women-in-lesotho-gender-inequality.html [21March 2010]..
[2]. Adèr, H. J. M., G. J. and Hand, D. J. (2008).Advising on research methods: A consultant's companion.Huizen: Johannes van Kessel Publishing. .
[3]. Alepin, L. (23 March 2010). Midwifing a Quantum Leap in Women's Leadership. . http://www.ilanet.org/Members/MemberSpotlight/Spotlights/2010/SpotlightGWLN.pdf
[4]. Anthony, T. (2005).Enhancing Career Success of Women. Cambridge, MA: Harvard University Press.
[5]. Arber, S., &Ginn, J. (1991).Gender and later life: A sociological analysis of resources and constraints. London: Sage.
[6]. Baum, C. D. (1992). Feminist Thought in American Librarianship. Jefferson, North Carolina-NC: McFarland. .
[7]. Bierema, L. L. (2006). Insights and Strategies for Women, Organisations and Adult Educators. San Francisco: Jossey-Bass. .
[8]. Bierema, L. L. a. O. (2002).Emotions in Women's Career Development: A merging of literatures. Cambridge, MA: Honolulu. .
[9]. Biernat, M., &Wortman C.B. (1991).Sharing of home responsibilities between professionally employed women and their husbands. Journal of Personality and Social Responsibility, 60, 844-860.
[10]. Braille, D. (2006). The Glass ceiling Phenomenon. Richmond: John Wiley & Sons. .

Abstract: World economy is growing at a phenomenal pace. After the IT revolution, "Design" has caught the imagination of the world. Globally the "Design" based economy has grown multifold. It has impacted the social structure of the global society. India is seeing a paradigm shift owing to this global trend. Indian design talent is being increasingly recognised globally. A good product design is created in a highly complex process which follows a pattern and is divided into various phases or development steps. The Design Process forms an integral part of the evolution of a good designed product. I-CAN Design, a design process conceptualised and formulated by this author for evolving any product design. Inspiration, Conceptualisation, Adaption and Nurture are the four pillars of this Design Process. Each phase is subdivided into activities which helps in coming out with the optimised solution for the given product problem. I-CAN Design suites product development for any industry or field. This universal design thinking approach optimises the development time and the intended solution. I-CAN Design was deployed in the development of Bamboo products at Bamboo Masters, Pune in the state of Maharashtra, India. A team comprising of designers, artisans, assemblers and marketing experts participated in this activity. Case study was a combination of experimental design and Participant Observation done by the author.
The research questions were:
1. Will ICAN design process be successful in a small cottage unit of bamboo products?
2. Will this process be profitable to the entrepreneur and will it improve the skills of the artisans in making bamboo products?
3. Will it improve efficiency of the artisans?
4. Will it increase earnings of the artisans and the profitability of the entrepreneur?
Terrabamboo pendant, is a contemporary product for urban use, designed using hand woven bamboo matt, hand crafted terra cotta (backed clay) and bamboo beads. Special focus was to deploy, promote the age old traditional skills of the rural craftsman in these two sustainable and easily accessible natural materials. The design process employed, manufacturing technique & the social participation ensured success for this bamboo product.
Keywords:- -CAN Design, Design Process, TerraBambu, Bamboo Matt, Modular, Sustainable, Bamboo Masters

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Abstract: In twenty first century the industrial units are surviving because of the combined efforts of management and workers as both accommodate each other as real partners of the business. It is a herculean task for most organizations in the modern era of globalization and competitive business. The world of economy is current dominated by information and communication technology and also very competitive and globalised. The ‗work culture' of an organization represents the internal work environment created for operating an organization. Work culture as the system of personality and collectively accepted meanings of work, operating for a given group at a given time. In the globalization era, Employee Engagement is vital tool for nurturing the high productivity and performance to drive the organization towards success. Organizational restructuring is a wider concept and its processes are mergers, acquisitions, privatization, strategic alliances, etc., which include changes in technology, proper allocation of funds for renovation and downsizing and maximum utilization of existing human resources. Simultaneously, it has raised the issues like to what extent the employees will fit in the competition, how much pay they will receive, how their performance will be measured, etc. In the face of a globally expanding and highly competitive world, now the organizations are seeking fundamental insights to help, nurture, harvest, and manage the immense potential of employee's knowledge assets for capability to excel at the leading edge of innovation. It has become more significant for HR professionals to devise new and innovative management practices and ideas towards engaging their employees motivated, satisfied and always available for giving their best efforts towards achieving organizational goals and objectives. Employee engagement is a big and a constant challenge for every organization today whether to talk of any corporate sector or any educational institution. Workplace becomes a much happier place and employees tend to concentrate more on work rather than unproductive things. The subject of employee relations -- also known as industrial relations -- encompasses the relationship between employees and employers. Creation of ―emotional ownership‖ is the key to keep employees motivated & engaged. Employee Engagement is generally the level of commitment and involvement that an employee has towards their organization and its core values and beliefs. Employee engagement refers to a condition where the employees are fully engrossed in their work and are emotionally attached to their organization. Employees must respect each other and come to each other's help whenever required and look forward towards achieving the organization's targets. Stress management refers to a wide spectrum of techniques and psychotherapies aimed at controlling a person's levels of stress, especially chronic stress. Stress in work place hampers the ethical concentration of the worker which leads to damage the effective productivity of the organization and destroys the working environment. Hence, stress management and work culture are two approaches of strategic employee relation leading to inclusive growth to create value for sustainable development. This paper mainly tries to highlight the major approaches of Strategic Employee Relation which leads to create a value in the workplace of Employee Engagement towards inclusiveness in many global fronts for sustainability in 21st century.
Keywords:- Stress Management, Strategic Employee Relation, Work Culture, Emerging Challenges & Employee Engagement.

[1]. Bhatnagar, J. (2007), ―Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment‖, International Journal of Human resource management, forthcoming.
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Abstract: Growing usage of internet for commercial purposes has increased the growing influence of ecommerce in the over all business activities carried out globally. Countries like India , China, Brazil and South East Asian nations have become hub of the IT enabled services and provide necessary wherewithal to conduct global e-commerce smoothly. Therefore, with growing competition in the global e-market the focus is slowly shifting to the customer. Real challenge therefore lies in retaining the customer rather than just acquiring it. No wonder, most of the business organizations the world over have started integrating Customer Relationships Management Strategies into the e-commerce environs so as to arouse customer's interest and instant customerarial gratification in the long run so that the customer is retained without unflinching loyalty. The main reason for presenting this subjective paper is to focus on the challenges that e-commerce faces vis-à-vis traditional brick and mortar business. Globalization has brought in its wake an extensive and tremendous opportunity for the growth of e-commerce thereby increasing the quantum of business at a cheaper cost and in hassle free transactional atmosphere in a quick time. Having grown that much, now the real challenge lies in localizing or rather custom rising user interface e-commerce sites, in the organization is dealing with. Localization necessitates local socio-political conditions to be considered while integrating CRM strategies in the modern e-commerce environment. Therefore cross cultured differences and ignorance of customarial convenience can jeopardize the reach of e-commerce. Hence every strategy of CRM must incorporate easy to use guidelines for the e-commerce environment .through localization of technology based on cultural, nationalistic and linguistic differences.

[1]. Aoki,K. Cultural Differences in E-Commerce-A Comparison between the US and Japan,2000.
[2]. Chau,P.Y.K., Cole M., Massey, A.P. Montoya-Weiss ,M., and O. Keefe, R.M.2002, Cultural Differences in the On-line Behavior of Consumers.
[3]. Minocha, S., 2000. Design of E-business Sites for Effective CRM.
[4]. Peppers and Rogers Group (Asia), 2001, CRM in Asia: A cross cultural case study.
[5]. Reichheld,F.F., and Schefter, P., 2000, E-Loyalty; Yours secret weapon on the Web; Harvard Business Review, 78, 105-113.

Abstract: Value Chain Analysis is one of the Managerial Strategies that can reduce various costs associated with processing and can improve the quality and productivity/processing of the product, also reduces distribution cost. The primary objective of the study is to adopt Michael Porter (1985) Value Chain model to processing of marine fisheries and thereby suggesting cost effective value chain from fishermen to consumer. Value Chain Management in fisheries will help the fishermen in offering great value with minimum cost. This Study analyses cost of value addition processes being performed by fishermen in Coastal area of Andhra Pradesh state and proposes to concentrate on the processes which are of value added and not to concentrate on the processes which are of non-value added.
Keywords:- Value Chain, Value chain analysis, Fresh fish value chain, Value addition, Factor analysis.

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[4]. Devi Prasad, Kotni V V. 2011. Value Chain Management Practices in Marine Fisheries: A Special Reference to Coastal Andhra Pradesh. PES Business Review, Vol.6, No.1, 59-70.
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[6]. Handfield and Nichols. 2002. Supply Chain Redesign. Financial Times Management, 11-12.
[7]. Harshna Maheshwari, Shiji Lyndon, Shamira Malekar. 2012. Job Satisfaction of bank employees – A comparative study of Public and private sector. In Ritu Sinha, R.S.Ghosh, Svetlana Tatuskar, Shweta Maheswari (Eds.). Ensisage 2020: Emerging Business Practices: 103-116, Excel: New Delhi.
[8]. Kaplinsky, Raphael and Morris, Mike.2007. A Handbook for Value Chain Research, International Development Research Centre.
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