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The IUP Journal of Business Strategy
ISSN: 0972-9259
A ‘peer reviewed’ journal indexed on Cabell’s Directory,
and also distributed by EBSCO and Proquest Database

March'18

Previous Issues

The IUP Journal of Business Strategy is a quarterly journal that focuses on business models, entrepreneurship, creativity and innovation, change management, operational excellence, leadership, turnaround strategies and mergers & acquisitions.

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  • Business Models
  • Entrepreneurship
  • Creativity and Innovation
  • Change Management
  • Operational Excellence
  • Leadership in Turnaround
  • Mergers & Acquisitions
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Effective Salesforce Management Practices: A Real Option Approach
Philip Morris International: Planning for a Smoke-Free Future
Transformational Leaders in Action: Theory Has Been There, But What About Practice?
Issues and Challenges in E-Waste Management in India: A Gap Between Theory and Practice
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Contents
(March'18)

Effective Salesforce Management Practices: A Real Option Approach

--Pankaj M Madhani

Salesforce are strategic assets to the sales organization, but their returns may not remain stable over time due to changes in business conditions. Salesforce investments are similar to investments in other types of real assets and thus carry uncertainties. The study identifies the uncertainties of return, volume and costs associated with salesforce and discusses various salesforce ‘options’ which are capabilities generated by some Salesforce Management (SFM) practices and their combinations. The ‘real options’ approach enables organizations to evaluate investment opportunities of salesforce in uncertain environments and underscores how these investments create value through future choices. The study also develops various frameworks for managing different types of salesforce uncertainties through better management practices.

Article Price : Rs.50

Philip Morris International: Planning for a Smoke-Free Future

--Debapratim Purkayastha and Barnali Chakroborty

This case is about Philip Morris International (PMI), a leading global cigarette and tobacco company. It discusses the company’s strategy to venture into the ‘Heat but not Burn’ (HnB) tobacco products category. PMI launched iQOS in 2014 in Nagoya, Japan, and Milan, Italy, as a pilot project. iQOS was a rechargeable electronic device that heated tubes of tobacco called HeatSticks, in contrast to the conventional cigarettes in which tobacco was burned. The case highlights the dangers of tobacco consumption and its effect on human health. It describes in detail PMI’s strategy to develop and commercialize what it called Reduced-Risk Products (RRPs). iQOS was the first of the four platforms of RRPs developed by PMI. The case also examines the challenges faced by the company. It ends with a discussion on whether PMI would be able to stay ahead of its competitors or not.

Article Price : Rs.50

Transformational Leaders in Action: Theory Has Been There, But What About Practice?

--M Murat Yaslioglu and Nil SelenayErden

Transformational leadership is one of the most practiced and researched areas of management, and most of these studies use the questionnaire form(s) developed by Bass, who also is the father of the concept. The aim of this study is to explain the four dimensions of transformational leadership construct developed by Bass in order to increase the consistency between theoretically-defined transformational leadership behaviors and actually observed and/or expected ones. In this respect, items measuring the degree of transformational leadership capability of a leader were studied and some ambiguous items were chosen to further describe them. 47 participants from different nations were asked to evaluate the meaning of those items by asking their opinions about the “specific courses of action a leader takes to behave in that particular way”. Results display that the views of the participants were a valuable tool to make the ambiguous items more concrete. Besides the so-called fuzzy items, other items and theory are also discussed and defined as of practical usage by the authors. Doing so, our intention is to actually define what a transformation leader needs to transform his/her company and lead the change. The discussion part includes both results from the study and our decoding of the theory and literature, to help not only the practitioners imbibe lessons but also academics to comprehend what transformational leadership stands for.

Article Price : Rs.50

Issues and Challenges in E-Waste Management in India: A Gap Between Theory and Practice

--Mona Chaudhary, Kumar Shalender and Amit Kumar Mishra

Due to the rapid growth in the industry and continuous change in the technological field, India has emerged as a huge electronic waste generating nation. E-waste, if not managed formally, leads to many ill effects on human health as well as the environment. Like other developing countries, effective e-waste management is becoming a serious concern for the country and its environment. The study covers the effects of e-waste generation in India. The purpose of the study is to understand the significance of formal processing of e-waste in the country and theoretical models for effective e-waste management. In the background of legal framework, the study evaluates the presence of formal processing of e-waste.

Article Price : Rs.50

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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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