IOSR-JBM   Volume-7 ~ Issue-4 ~ Jan-Feb-2013

Abstract: Operations Research is a problem solving and decision-making science. It is a kit of scientific and programmable rules that provide managers at all levels with a quantitative basis for decision-making. However, research has indicated that majority of managers in Nigerian business organizations do not make use of operations research techniques. The principles and concepts of Operations Research could be very helpful in a dynamic, competitive and complex business environment like the Nigerian business environment. In order to provide an understanding of the role of Operations Research in business decision making, this paper examines the nature of Operations Research, the Operations Research techniques available for managers and the various areas of operation where they can be applied. Finally, recommendations as to how its use could be enhanced are proposed.
Keywords: Operations Research, decision-making, business organizations, managers, problem solving

[1] Agbadudu, A.B. (1996). Elementary Operations Research, Benin City: A.B. Mudiaga.
[2] Agbadudu, A.B. (2006). Operations Research, Mathematics and Social Sciences: The Link, Inaugural Lecture Series 86 of the
University of Benin, Uniben Press.
[3] Akingbade, F. Luck, M. and Patal, N. (1991). Concepts and Applications of Operational Research in Development Management,
Lagos: Centre for Management Development.
[4] Anderson, D.R, Sweeney, D.J. and Williams, T.A. (1997). An Introduction to Management Sciences, New York: West Publishing
Company.
[5] Barry, R. and Stair, R.M. (1997). Quantitative Analysis for Management, New York: Prentice Hall, Inc.
[6] Camerer, C. (2003). Behavioural Games Theory; Experiments in Strategic Interaction, Princeton: Princeton University Press.
[7] Churchman, C.W. and Arnoff, E.L. (1957). Introduction to Operations Research, New York: John Wiley & Sons, Inc.
[8] Ekanem, O.T. and Iyoha, M.A. (2002). Managerial Economics, Benin City: March Publishers.
[9] Ekoko, P.O. (1999). Basic Operations Research in Science and Social Science, Benin City: United City Press.
[10] Foster, F.G. (1986). Experiences with Developing Management Sciences/Operational Research in Nigeria, Operations Research.
Vol.37, No. 2, 217-221.

Abstract: The purpose of this study is to test and analyzing the direct influence of intangible assets (human, organizational and relational capital) on competitive strategy and financial performance. The research approach used is positivist paradigm, based on quantitative research. The method used is explanatory survey method. The unit of analysis is the Rattan SMEs in Palu. Respondents were 38 owners or managers of Rattan SMEs . Primary data is collected through questionnaires and interviews. Data analysis method used was Partial Least Square (PLS). Results of this study indicate that human capital and relational capital does not directly affect financial performance, only indirectly affect organizational capital to improve financial performance. Intangible assets (human capital, organizational capital and relational capital) can directly increase the accuracy of competitive strategy selection and competitive strategy directly affect financial performance. It can be proved that integration model intangible assets increase financial performance maximally when mediated by a competitive strategy selection. Practical Implications of the study is to provide information to managers or owners of SMEs, namely government and policy makers, about the importance of intangible assets investment which are basis for determining competitive strategy to achieve more optimal rattan SMEs financial performance, controlling for external factors in future in order internal factors to be prepared for Rattan SMEs development.
Keywords: financial performance, intangible asset, strategy

[1] Bijmolt, T.H.A. and Zwart, P.S., The impact of internal factors on the export success of dutch small and medium-sized firms, Journal of Small Business Management, ProQuest 69, 32(2), Apr 1994

[2] Leitner , K., Intangible resources and firm performance: Empirical evidence from Austrian SMEs, Paper prepared for the 16th Nordic Academy of Management Meeting Uppsala, 16th – 18th, August 2010
[3] Aragon-Sanchez, A. and Sanchez-Marin, G., Strategic orientation, management characteristics, and performance : A study of Spanish SMEs, Journal of Small Business Management, 43(3), 2005, 287-308

[4] Parera, S. and Baker, P., Measure for measure, SMEs Get the idea (Dossier Small Business, 2005)

[5] Johnsen, P.C. and Mcmahon, R.G.P., Cross-industry differences in SME financing behaviour: an Australia perspectiv, Journal of Small Business and Enterprise Development; 12(2), 2005,160

[6] Shoobridge, G.E., Multi-Ethnic workforce and business performance: Review and synthesis of the empirical literature, Human resource development review, 5(1), Maret 2006, 92

[7] Hirobumi, T. and Tanaka,Y., Entrepreneurial orientation and business performance of small and medium scale enterprises of Hambantota District Sri Lanka, Asian Social Science, 6(3), 2010

[8] Camison, C. and Villar-Lopez, Effect of SME's international experience on foreign intensity and economic performance: The mediating role of internationally exploitable assets and competitive strategy, Journal of Small Business Management. 48(2), 2010, 116-151

[9] Ho, G.T.S. and Choy, K.L., An examination of strategies under the financial Tsunami, Industrial Management & Data Systems, 110 (9), 2010, 1319-1336

[10] Sharabati, A.A., Shawqi, N.J., and Bontis, N., Intellectual capital and business performance in the pharmaceutical sector of Jordan, Management Decision, 48(1), 2010, 105-131

Abstract: Loyal customers would provide long term benefits to the company. One of many efforts in increasing services to grow up customer loyalty was with the concept of Customer Relationship Management (CRM). This study was purposed to identify and prove: (1) could Customer Relationship Management increase students' satisfaction, (2) Could Customer Relationship Management improve the students' loyalty, (3) could Students' Satisfaction improve students' loyalty. The results of this research were hoped could enrich and complete knowledge in the field of marketing, especially the marketing strategy in the development of customer relationship management theory related to satisfaction and loyalty.
Keywords: Customer Relationship Management, Satisfaction, Loyalty

[1] Band, WA, 1991. Creating customer value: Designing and implementation a total corporate strategy. Canada: John Wiley and Sons, Inc.
[2] Barnes, James G. , 2001. Secrets of Customer Relationship Management (translation), McGraw-Hill, Publisher Andi Yogyakarta.
[3] Bastos, Jose Augusto rosa and Gallego, Pablo de Munoz. 1997. Pharmacies Customer Satisfaction and Loyalty - A Framework Analysis ", Documento de Trabajo 01/08.
[4] Brown, Stanley W. , 2000. Customer Relationship Management. Singapore: John Wiley and Sons Canada, Ltd.CRM - Wikipedia ( http://en.wikipedia.org/). September 2011.
[5] Chung et al., 2007. An empirical study of customer relationship management implementation in Taiwan's Machine Industry, Business and Public Affairs, Vol. 1, Issue 1. P.1-12
[6] Chitra Nair. 2009, A Case Study of CRM Adoption in Higher Education. DePaul University chool of Computer Science Chicago, IL cnair1@depaul.edu,
[7] Dibb and Meadows. , 2004. Relationship marketing and CRM: a financial service case study, Journal of Marketing Strategy, Vol. 12 p. 11-125
[8] Dimitriades, ZS. , 2006. Customer Satisfaction, Loyalty and Commitment in Service Oganizations: Some Evidence from Greece, Management Research News, vol. 29 (12), 2006, pp.782-800.
[9] Dyche, J., 2002. The CRM Handbook, Addison-Wesley, 2nd printing, March 2002
[10] Engel, J., R. Blackwell, Miniard, P. , 1990. Consumer Behaviour, 6 th ed. Sydney: Harcourt, Brace Jovanovich Publishers

Abstract: Framing of marketing strategies of automobile companies is a very important and difficult task. It is so because they are facing lot of competition from other automobile companies. To stay in the market and to increase sales, they have to frame their marketing strategies by keeping in mind the characteristics of the market, the needs of the buyers and keep an eye on the strategies of the competitors.
Keywords: automobile company, competition, marketing strategy, product and brand building strategy

[1] Aaker, David and Joachimsthaler, E. (1999). The Lure of Global Branding strategy. Harvard Business Review (November-December):137-144
[2] Agrawal, Madhu (1994). Review of a 40-year debate in international advertising strategy: Practitioner and academician perspectives to the standardization/adaptation issue. International Marketing Review 12 (1): 26-48.
[3] Boddewyn, Joan J., Soehl, R. and Picard, J. (1986). Standardization of International Marketing: Is Ted Levitt in Fact Right? Business Horizons 29(November–December):69–75.
[4] Calantone, Roger J., Cavusgil, S. T., Schmidt J. and G. Shin. (2004). Internationalization and the Dynamics of Product Adaptation-An Empirical Investigation. Journal of Innovation Management 21:185-198
[5] Carlsson, B. (2003). Globalization, entrepreneurship, and public policy: A systems view. Industry and Innovation (March).
[6] Dawar, N. and Parker, P. (1994). Marketing Universals: Consumers' Use of Brand Name, Price, Physical Appearance, and Dealers Reputation as Signals of Product Quality. Journal of Marketing 58 (April): 81-95.
[7] Douglas, Susan P. and Wind, Yoram (1987). The Myth of Globalization. Columbia Journal of World Business 22(Winter):19–29.
[8] Ettlie, John (2001). Three takes on NPD. Automotive Manufacturing and Production (June).
[9] Ghemawat, P. (2004). Distance still matters: the hard reality of global expansion. Harvard Business Review.
[10] Hwang, B. (1993). Doing business in Korea and India: cultural and marketing hints. AgExporter (Jan).

Abstract: According to Beehr and Newman, "stress is a condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning". Teacher stress on the other hand, is defined as experiences in teachers of unpleasant, negative emotions, such as anger, frustration, anxiety, depression and nervousness, resulting from some aspect of their work as teachers (Kyriacou, 2001). Teachers nowadays have to deal with so many different demands and pressures, emotional, physical, and administrative and management duties but also to some inconsiderate parents' demands and wants. Besides that, the large number of students in a classroom, packed timetable, uneven duties, uncomfortable working conditions, co-curriculum activities, meetings, in-house trainings, courses to attend extra classes and the unnecessary amounted paperwork are some of the main contributions to the increased causes of stress among teachers.
Keywords: anxiety,depression,frustration &emotions.

[1] Kyriacou, C. (1989). Teacher stress and burnout. An International Review, 59, 159-197 [2] Kyriacou, C. (2001). Teacher stress: Directions for future research. Education Review, 53,27-53. [3] Sybe Jongeling and Graeme Lock(1991) Teacher stress in Western Australia: an interview study
[4] PricewaterhouseCoopers (2001) Teacher Workload Study, final report.
[5] Hamdiah, Othman (1996) Correlates of Stress among Secondary School Teachers in Penang. Master‟s thesis, Universiti Utara Malaysia.
[6] New Straits Times, 29th March 1996, in Suseela, 1994.
[7] Bette Prakke, Arie van Peet, Kees van der Wolf, "Challenging parents, teacher occupational stress and health in Dutch primary schools", International Journal about Parents in Education 2007, Vol..1, No. 0, 36-44.
[8] Valerie Wilson (July2002) Feeling the Strain - An overview of the literature on teachers‟ stress SCRE Research Report No 109, The Scottish Council for Research in Education.
[9] Sheikh Muhamad Hizam Sheikh Khairuddin, Zafir Khan Mohamed Makhbul, "Stress At The Workplace And Productivity: A Pilot Study On Faculty Administrators In A Malaysian Research University", 2nd International Conference On Business And Economic Research (2nd Icber 2011) Proceeding 2286

Abstract: For economic development, investment are necessary, investments are made out of savings. Insurance Company is a major instrument for the mobilization of savings of people particularly from the middle and lower income groups. These savings are channelized into investment for economic growth. Insurance serves a number of valuable economic functions that are largely distinct from other types of financial intermediaries. According to the official estimates, Indian economy is expected to grow at 7.6% (+/- 0.25%) in the fiscal year 2012–2013. However, leading financial organizations and economic think-tanks expect Indian economy to grow slower than official projections. The economy of India is the tenth-largest in the world by nominal GDP and the third largest by purchasing power parity (PPP). The country is one of the G-20 major economies and a member of BRICS. On a per capita income basis, India ranked 140th by nominal GDP and 129th by GDP (PPP) in 2011, according to the IMF.

[1] Insurance Regulatory and development authority (IRDA)
[2] Life Insurance Council
[3] General Insurance Council
[4] Centre for monitoring Indian Economy
[5] Sinha, Tapen. 2001, ―The role of financial intermediation in economic growth,‖
[6] Sinha, Tapen. 2004a, ―Relationship between Economic Growth and Saving: Evidence from India,‖
[7] Indian Economy Atlantic Publishers and Distributors – New Delhi
[8] Indian Economy, K.P.M Sundharam, Gaurav Datt, Ashwani Mahajan - S. Chand Publisher 66thRevised Edition
[9] Understanding the Problems of Indian Economy/Uma Kapila. Sixth edition. New Delhi, Academic Foundation, 2005,

Abstract: Globalisation necessitates drastic changes in the banking sector across countries. The regulation of banking in the developed industrial countries has increasingly focused on attaining financial stability. The Basel Committee on Banking Supervision provides a platform for regular cooperation on banking supervisory matters. Its objective is to enhance understanding of key supervisory issues and improve the quality of banking supervision worldwide. Basel I focus more on credit risks, not on operational risks, by establishing a direct link between capital of a bank and its credit risk. The risk identified by Basel I does not express the multiple risks banks can be faced. Basel II addresses the gap by establishing rigorous risk and capital management requirements designed to ensure that a bank maintains capital reserves appropriate to its risk exposures. The Nigerian financial sector has performed well in Basel I implementation. Nigeria is set to implement the Basel II to ensure that better risk management is adopted in the nation's banking system. The study examines Basel II Accord implementation in Nigeria, explores its implications for the Nigeria banking system and issues with the Accord, and highlights recommendations for implementation of the Accord in Nigeria.
Keywords: Risk management, Banks, Basel I, Basel II implementation, Operational risk, Credit risk, Nigeria

[1] Akhtaruzzaman, M., Potential impact of Basel II in developing economies: Experiment on Bangladesh, International Research Journal of Finance and Economics, 23, 2009, 46-61.

[2] Atik, J., Basel II: A post-crisis post mortem, Transnational Law & Contemporary Problems, 19(731), 2011, 731-759.

[3] Bank for International Settlements, International Convergence of Capital Measurement and Capital Standards: A Revised Framework, BIS Basel Committee on Banking Supervision, 2004, Basel.

[4] Basle Committee on Banking Supervision, International Convergence of Capital Measurement and Capital Standards. BCBS, 1988, Basel.

[5] Basel Committee on Banking Supervision, Amendment to the Capital Accord to Incorporate Market Risks. BCBS Basel Committee Publications, 1996, 24.

[5] Carratu, D., Feedback on survey of banks preparations for the new Basel Capital Accord, Adsatis Solutions of Financial Markets, 2001, 1-44.
[6] Central Bank of Nigeria, CBN Annual Report, 2011, CBN [Online]. Retrieved from: http://www.cenbank.org/AR2011/DEFAULT.ASP. Accessed 22 November 2012.

[7] Crosse, H. D., and G. H. Hamsel, Management policies for commercial banks. (Boston: Bankers Publishing Company, 1980).

[8] Hulster, K., The leverage ratio: A new binding limit on banks, Crisis Response, 11(3), 2009.

[9] Enrique, N., and N. Sergio, Basel II and microfinance, Microenterprise Development Review, 9(1), 2006.

[10 Gabarretta, K. J., The new capital accord and its possible impact on small jurisdictions, Bank of Valletta Review, 27, 2003, 50-75.

Abstract: The study was intended to find out the impact of expressivity and impulse strength on burnout and turnover intention with a mediating role of deep acting. A total of 161 responses was used for the analysis of the study. Correlation, regression and sobel statistics were used for analysis purposes. Results indicated significant influences of expressivity and impulse strength towards burnout and turnover intentions. Deep acting also found playing mediating role.

[1] Ahmad, B., Shahid, M., Huma, Z.E. & Haider, S. (2012). Turnover Intention: An HRM Issue in Textile Sector. Interdiciplinary Journal of Contemporary Research in Business, Vol 3, (No 2).
[2] Celik, M., Tabak, A., Uysal, M.P., Sigri, U. & Turunc, O. (2010). The relationship between burnout and emotional labour of the employees in hospital sector. International journal of business and management studies, Vol 2, (No 1), 1309-8047.
[3] Chu, K.H., (2002). The Effects of Emotional Labor on Employee Work Outcomes (Doctoral dissertation). Polytechnic Institute and State University, Blacksburg, Virginia, USA.
[4] Dick, A.D. (2011). An Investigation into the Consequences of Performing Emotional Labour in Mental Health Care (Honours dissertation). University of Waterloo, Ontario, Canada.
[5] Fried, L. (2011). Teaching Teachers about Emotion Regulation in the Classroom. Australian Journal of Teacher Education, Vol 36, (No 3). [6] Friedman, H. S., & Riggio, R. E. (1981). Effect of individual differences in nonverbal expressiveness on transmission of emotion. Journal of Nonverbal Behavior, 7, 33-45.
[7] Ghalandari, K., Ghorbani, M. & Jogh,G. 2012. The Effect of Emotional Labor Strategies (Surface Acting and Deep Acting) on Job Satisfaction and Job Burnout in Iranian Organizations. The Role of Emotional Intelligence. Interdisciplinary Journal of Research in Business, Vol. 1, (No. 12), 24- 31.
[8] Brotheridge, C. M. and Grandey, A. A. (2002). Emotional Labor and Burnout: Comparing Two Perspectives of "People Work". Journal of Vocational Behavior 60, 17–39 (2002)
[9] Grandey, A.A. (2003). When the show must go on: Surface acting and deep acting the determinants of emotional exhaustion and peer rated service delivery. Academy of Management Journal, Vol 46, (No 1), 86-96.
[10] Gross, J.J. & John, O.E. (1997). Revealing Feelings: Facets of Emotional Expressivity in Self-Reports, Peer Ratings, and Behavior. Journal of Personality and Social Psychology, Vol. 72, (No. 2), 435-448.

Abstract: This study investigates the technical efficiency of two different banking systems (Islamic vs. Conventional banks) operating in Pakistan and gives a comparative analysis between them over a recent unstudied period, using DEA (Data Envelope Analysis) model. As banking systems render as an important factor towards the economic development of a country. Calculating Technical efficiency can help us determine which banking system is more technically efficient and can facilitate in the economic development and stability of a developing nation such as Pakistan. In this study, a sample of 34 different banks is taken which includes Islamic, conventional and foreign banks working in Pakistan. By taking Investments and Advances as outputs and number of employees, operating fixed asset and deposits as inputs in DEA analysis, the technical efficiencies of the banks are found and compared and then Tobit regression is use to determine the internal and external factor's impact on bank's efficiency.
Keywords: Data envelopment analysis, Banking System, Pakistan, Islamic Banking, Technical Efficiency.

[1] Ahmad, K. Rehman and N. Safwan, Comparative study of Islamic and conventional banking in Pakistan based on customer satisfaction, African Journal of Business Management, 5(5), (2011), 1768-1773.
[2] Bashir AHM (1999). ―Risk and Profitability Measures in Islamic Banks‖: The Case of Two Sudanese Banks, Islamic Econ. Stud., 6(2): 1-24.
[3] Berger, A.N., Hancock, D. and Humphrey, D.B. (1993a), ―Banking efficiency derived frothe profit function‖,Journal of Banking & Finance,Vol. 17 Nos 2/3, pp. 317-47.
[4] Burki AA, Niazi GSK (2006). Impact of Financial Reforms on Efficiency of State-Owned, Private and Foreign Banks in Pakistan, Center for Management of Economic Research (CMER) Working Paper No. 06-49. Lahore University of Management Sciences, Lahore, Pakistan.
[5] Dar, H. and Presley, J.R. (2000), ―Lack of profit loss sharing in Islamic banking: management and control imbalances.‖ International Journal of Islamic Financial Services, Vol. 2, No. 2.
[6] Hartmann, P. (2004) The Impact of Financial Infrastructure Transformation on Monetary
[7] Policy Execution—the Namibian Experience. Keynote Address at the Perago User
[8] Group Conference. BIS Review 53 South Africa.
[9] Hassan and Bashir, 2003,‖ Determinants of Islamic banking profitability, ERF Paper‖.
[10] Hussain KA (2004). ―Banking efficiency in Bahrain: Islamic versus conventional banks‖, Research Paper, No. 68, IslamicDevelopment Bank, Islamic Research and Training Institute, Jeddah.

Abstract: This work studies the level of impact; foreign direct investment has on the Nigerian banking sector in the wake of the unprecedented capital flight from the Nigerian economy during the recent global economic recession (the credit crunch). Data which are secondary data nature were obtained from statistical bulletins of the Central Bank of Nigeria. The expost-facto research design was adopted to determine the level of the impact for 25 deposit money banks for the period 2006-2010. The ordinary least square (OLS) estimation technique was employed using statistical packaging for social sciences (SPSS) computer software version 16.0 for statistical analysis. Results revealed that there is a non-positive significant impact of foreign direct investment on the equity capital of the Nigerian banking sector, there is a negative insignificant impact of foreign direct investment on the liquidity position of the Nigerian banking sector and there is a negative insignificant impact of foreign direct investment on the total assets of the Nigerian banking sector. It is recommended therefore that the Nigerian Government should take more seriously the responsibility of creating an enabling environment for effective, value- adding foreign direct investment in the banking sector without losing the prerogative of sovereignty.

[1] Aremu,J.A.(2003), An Overview of Foreign Private Investment in Nigeria: inProceedings of the Twelveth Annual Conference of the CBN Regional Research Unit. Kaduna
[2] Achen, C.H. (1982), Interpreting and Using Regression, California: Sage Publication.
[3] British Bankers Association, 2004.The Banking Sector‟s Contribution to theEconomy, Available at http://www.bba.org.uk
[4] CBN (2003), Foreign Private Investment in Nigeria: Proceedings of theTwelveth Annual Conference of the Regional Research Units, Kaduna.
[5] CBN (2010) Statistical Bulletin, http://www.cenbank.org/out/2011/publications/statistics/2010/index.html
[6] CBN (2009), Institutions Included within the Nigerian Banking Sector‟s Nationality Analysis, 10(1),pp 5-8.
[7] Caves,R.E., 1971. International Corporations: Economics of Foreign Investment, Economical, The Industrial 38(4),pp1-27.
[8] Caves, R.E., 1974. Multinational Firms: Competition and Productivity in Host Country Markets, Economical, 41(3),pp176- 193.
[9] Ekpo A. N (1997), "Foreign Direct Investment in Nigeria: Evidence from Time Series Data" CBN Economic and Financial Review, Vol. 35 No. 1.
[10] Emory, C.W. (1976), Business Research Methods, Homewood Illinois:Richard D.Irwin Inc.Eriksson,G. (1990), Development of the African Economy by Foreign Direct Investment with SpecialReference to Nigeria, Washington DC: World Bank

Abstract: The study examines insurance as a suitable risk transfer mechanism for managing risks associated with the Nigerian banking industry. It explores risk and insurance; examines risks and features of insurable risks; outlines banking risks; highlights benefits of insurance to banks; and identifies banking risks and types of insurance banks purchase in Nigeria. The study adopts quantitative approach using the literature, and survey of 20 commercial banks in Nigeria selected through random probability sampling. Structured questionnaires were administered to 200 participants, 10 each from the 20 banks, selected through purposive sampling. The study concludes that banks purchase insurance to manage risks in the Nigerian banking industry; insurance is beneficial to banks and the economy; and insurance enhances banks' operations in the Nigerian banking industry. Implications for practice suggest that: insurance, if adequately arranged, serves as security and stimulus to banks; insurance facilitates spread of risk and stimulates banks' operations; and insurance reduces loss through risk prevention and reduction education. Thus, the study highlights the suitability of insurance for managing risks associated with banks' operations in Nigeria.
Keywords: Insurance, Risk management, Bank risks, Banking industry, Nigeria

[1] Adams, M., Andersson, J., Andersson, L. and Lindmark, M., The Historical relation between banking, insurance, and economic growth in Sweden: 1830 to 1998, 2006. Retrieved 26 May 2012, from: http://neumann.hec.ca/gestiondesrisques/dim/Papers/Adams.pdf. [2] Adams, M., Lin, C. and Zou, H., Chief Executive Officer incentives, monitoring and corporate risk management: Evidence from insurance use, Journal of Risk and Insurance, 00(0), 2011, 1-33.

[3] Ale, B., Risk: An introduction – The concepts of risk, danger and chance (London: Routledge, 2009).

[4] Aly, H. P. and Strazicich, M. C., Global financial crisis and Africa: Is the impact permanent or transitory? Time series evidence from North Africa, American Economic Review, 101(3), 2011, 577-581.

[5] Apostolik, R., Donohue, C. and Went, P., Foundations of banking risk: An overview of banking, banking risks and risk-based banking regulation (London: John Wiley, 2009).

[6] Arnoldi, J., Risk (Cambridge: Polity, 2009).

[7] Arodiogbu, I. L., Introducing Social Health Insurance to solve problem of poor health Sector Financing in Nigeria, 2005. In: T. O. Yusuf, A. Gbadamosi, and D. Hamadu, Attitudes of Nigerians‟ towards insurance services: An empirical study. African Journal of Accounting, Economics, Finance and Banking Research, 4(4), 2009, 34-46.

[8] Ashby, S. G. and Diacon, S. R., The corporate demand for insurance: A strategic perspective, Geneva Papers on Risk and Insurance, 23, 1998, 34-51.

[9] Atkins, D. and Bates, I., Risk, regulation and capital adequacy (London: The Chartered Insurance Institute, 2009).

[10] Banks, E., Alternative risk transfer: Integrated risk management through insurance, reinsurance and the capital markets (London: John Wiley, 2004)..

Abstract: The private label, the master piece of modern trade outlets is fast changing the future of retail industry in India. The private label plays an important role in the over role profitability of a store. The private labels were considered to be inferior to national brands at the initial stages. At present that notion that has been changed to a certain extent and the private brands are considered to be par with national brands in terms of quality and price. The private labels have well established in developed and emerging economies. The private labels are popular in personal care, home care, processed food, groceries and consumer durables. The present research carried out at the selected retail a chain in Kerala such as More, Spencer and Reliance Fresh finds that the marketing strategy can change the over role scenario of private label..
Keywords: Marketing strategy, MTOs, national brands, private label, Retail.

[1] G.Baltas, & P Doyle, An empirical analysis of private brand demand recognising heterogeneous preferences and choice dynamics, The Journal of the Operational Research Society, 49(8), 1998, 790-798.
[2] P. H. Vyas,Sales promotion practices in apparel retail sector and challenges ahead, , Research and Publications, Indian Institute of Management, Ahmadabad, W.P NO-2007-11-02, (2007), 1-13.
[3] G. Das, The effects of retail sales promotion on buying behaviour of customers, Indian Journal of Marketing, Volume: 41(7), 2011,
[4] S.Kilic & H.Altmtas, Strategic use of private label from retailer's perspective in Turkey, Ankara University, 64(4), 2006, 154-173.
[5] S.Manzur, E, Olavarrieta,Hidalgo, P,Farías., & Pand , &R.Uribe , Store brand and national brand promotion attitudes antecedents, Journal of Business Research, 64, 2011, 286–291.
[6] R.Rajaguru & M .J Matanda, (Functional Attributes and Shopping Value: Supermarket Vs Local Market, International Journal of Global Business, 4 (2), 2011, 15-27.
[7] A.V Ramos, ,The impact of marketing communication and price promotion on brand equity, Brand Management,12(6), 2005, 431-444.
[8] O. Akir & M.N. Othman, Consumers' Shopping Behaviour Pattern on Selected Consumer Goods: Empirical Evidence on Malaysian Consumers, Journal of Business & Policy Research, 5(1), 2010, 123 – 157.
[9] 9)V.Shankar &, R N. Bolton, An empirical analysis of determinants of retailer pricing strategy, Marketing Science,23(1), 2004, 28-49.
[10] S. Sayman, S.J Hoch, S. Jagmohan & Raju,The Positioning of Store Brands, Marketing Science, 21(4), 2002, 378–397.

Abstract: A cash flow statement is prepared by an entity; it is one of the most important statements. It shows cash receipts from major sources and cash payments for major uses during a period. It may be prepared at quarterly intervals but at least at yearly intervals. It provides useful information about an entity's activities in generating cash from operations. It informs about programme to repay debts, distribute dividends or reinvest to maintain or expand its operating capacity. It gives also information about its financing activities, both debt and equity, and about its investment in fixed assets or current assets other than cash. In other words, a cash flow statement lists down various items and their respective magnitude which bring about changes in the cash balance between two balance sheet dates. All the items whether current or non-current which increase or decrease the balance of cash are included in the cash flow statement. Therefore, the effect of changes in the current assets and current liabilities during an accounting period on cash position is assessed from its perusal. The depiction of all possible sources and applications of cash in the cash flow statement helps the financial manager in short-term financial planning in a significant manner; interest payment on debentures and dividend pay-off to shareholders can be met out of cash only.

[1] Chandra, p.; Financial Management
[2] Hampton; Financial Decision Making
[3] Iyengar, S. P; Cost and Management Accounting
[4] Lal, Jawahar; Cost Accounting
[5] Pandey, I. M; Management Accounting
[6] Sharma and Gupta; Cost and Management Accounting