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Arora, Ritu
- Effective Branding Strategies of Multinational Corporations in International Markets: The Case of India
Abstract Views :496 |
PDF Views:2
Authors
Ritu Arora
1,
Roopali Sharma
1
Affiliations
1 Birla Institute of Technology, Mesra
1 Birla Institute of Technology, Mesra
Source
PRIMA: Practices and Research in Marketing, Vol 3, No 1 (2012), Pagination: 4-14Abstract
Introduction: In order to be competitive in today's universal marketplace, Multi National Corporations (MNCs) need to set up effective branding strategies. Depending upon the structure of the company and the product offered, MNCs can use different strategies. Many a times the MNCs rush to capture the lucrative foreign markets without contemplating on the appropriateness of the branding strategies. In turn they often commit serious errors with such an intense impact that it becomes almost impossible to take a remedial action to correct them at a later stage.
Objectives: The purpose of this research paper is to analyze some of the branding problems, which are commonly faced by Multi-National Corporations in international markets, with India as a special case. It tries to explore sources and reasons for brand failures of MNCs. This paper also aims to explore suitable strategic approaches for international branding.
Methodology: The analysis has been based on extensive literature survey and data derived from real life case studies of the leading MNCs like Kellogg's India, Mercedes Benz, Dollops Ice cream etc.
Findings: The findings indicate that the success of MNCs entering into a country lies in their clear vision and well-planned strategy. It is important that they understand the preferences and lifestyles of the local consumers to be successful in the local market. MNCs also require continuous support from the parent organization, which will enable them to bring in the best practices across the world to the local management.
Managerial Implications: The policy makers at MNCs need to understand that although doing business in emerging markets like India contains risk and uncertainty, these obstacles can be avoided if a suitable strategy is adopted.
Keywords
Multi-National Corporations (MNCs), Brand Failure, Branding Strategies, Brand Localization
References
- Aaker, D.A. 1991, Managing Brand Equity: Capitalizing on the Value of a Brand Name, The Free Press, New York.
- Aaker, D.A. 1995, Building Strong Brands, The Free Press, New York.
- Aaker, D.A. 2008, Strategic Market Management, Wiley Publications, New Jersey.
- Inkpen, A. & Ramaswamy, K. 2006, Global Strategy, Oxford University Press, New York.
- Prahlad, C.K. & Hammond, A. 2002, September, Serving the World’s Poor, Profitably, The Harvard Business Review, 80, 48-55.
- A Research Study of Factors Influencing Talent Retention in BPO Industry
Abstract Views :544 |
PDF Views:0
Authors
Affiliations
1 Associate Professor, Department of Management Studies, DAV Institute of Management, Faridabad, Haryana, IN
1 Associate Professor, Department of Management Studies, DAV Institute of Management, Faridabad, Haryana, IN
Source
Journal of Strategic Human Resource Management, Vol 1, No 2 (2012), Pagination: 54-62Abstract
The most challenging job in today's competitive world, for any organisation is to identify, recruit and retain a high quality workforce. It is an established fact that talent retention is a strategic tool to ensure competitive and corporate performance. In the war for talent, talented employee retention is getting harder day after day and continues to be the top priority for CEOs'. Low retention is seen in almost all fields but it is certainly alarming in the BPOs. In an extremely competitive market, it has become imperative for BPO organisations to look into the causes of low retention and come up with a strategy for retaining one's employees. This study attempts to find out the reasons of low employee retention in BPO (ITeS) industry and found that in order to prolong the employees' stay in the organisations, BPO companies must maintain a conducive organisation culture and should adopt a competitive rewards and recognition policies along with best of the facilities which can further help employees to maintain work life balance. The BPO (ITeS) employees appended greater value to organisation's atmosphere, supportive top management in comparison to salary and other monetary benefits.Keywords
Attrition and Retention, BPO, Work Force Diversity, Organisation Culture, Work Life IntegrationReferences
- Antonucci, Y. L. & Tucker III, J. J. (1998). IT Outsourcing: Current Trends, Benefits and Risks. Information Strategy: The Executive’s Journal, pp. 16-26.
- Bhas, R. (2008). Money Matters. Times Assent-A Supplement of The Times of India, 28th May, 4.
- John, M., Laryssa, T., Henryk, K. & Ian, G. (2003). Best Practices: Employee Retention. Toronto: Tomson- Carswell.
- Lawler, E. E. III. (1990). Strategic Pay. San Francisco: Jossey –Bass.
- Mercer Investment Consulting. (2006). Staff Retention Problems in China, From the Asia Corporate News Network. Retrieved 7th March 2010, from http://www.acnnewswire.net
- Pillai, A. (2006). HR Issues in BPO. HRM Review, May, pp. 21-29.
- Prakash, S. & Chowdhury, R. (2004). Managing Attrition in BPO, In Search of Excellence, Cool Avenues. Retrieved 16th February 2011, from http://www.coolavenues.com
- Raina, D. & Anupama. (2006). Management of Call Centres-Boredom, Employee Attrition and Retention. The ICFAI Journal of Organisational Behaviour, 5(1), pp. 23-29.
- Saket, J. & Sarkar, S. (2008). Integrating Talent Engagement as a Strategy to High Performance and Retention. Asia Pacific Business Review, 4(4), pp. 14-23.
- Smith, & Gregory, P. (2001). Here Today, Here Tomorrow. Chicago: Dearbon Trade Publishing.
- Verma, A. & Garg, P. (2011). Work is to Balance Life and Life is to Balance Work- A Comparative Study, Business and Management- Contemporary Research Issues (pp. 102-109). New Delhi, India: Macmillan Publishers India Limited.
- Woodruffe, C. (2005). Employee Engagement. British Journal of Administrative Management, 50, pp. 28-29.
- Determinants of Talent Retention in BPO Industry
Abstract Views :423 |
PDF Views:0
Authors
Ravinder Kumar
1,
Ritu Arora
2
Affiliations
1 Department of Commerce & Business Studies, Jamia Millia Islamia, New Delhi, IN
2 DAV Institute of Management, Faridabad, IN
1 Department of Commerce & Business Studies, Jamia Millia Islamia, New Delhi, IN
2 DAV Institute of Management, Faridabad, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 48, No 2 (2012), Pagination: 259-273Abstract
Talent retention is a strategic tool to ensure superior work performance. Talent retention continues to top the list of CEOs' priorities. Top management focus has shifted from numbers to quality and from 'recruitment' to 'retention'. Low retention is common in almost all fields but it is certainly alarming in BPOs. The present study attempts to unveil the determinants of talent retention in BPO (ITeS) industry. The employees have been found here to append greater value to organization's atmosphere, supportive top management and comparative salary structure and other monetary benefits. BPO companies should maintain conducive work environment and adopt competitive rewards and recognition policies along with best of the facilities to help employees maintain work life balance.References
- Antonucci, Y.L. & Tucker III, J.J. (1998), “IT Outsourcing: Current Trends, Benefits and Risks”, Information Strategy: The Executive’s Journal: 16-26.
- Jeswani, Saket & Souren, Sarkar. (2008), “Integrating Talent Engagement as a Strategy to High Performance and Retention”, Asia Pacific Business Review, 4(4): 14-23.
- Lawler, E.E., III. (1990), Strategic Pay, San Francisco: Jossey – Bass.
- Luis R. Gomez-Mezia, David B. Balkin & Robert L. Cardy (2010), Managing Human Resources, PHI Learning Pvt. Ltd., New Delhi.
- ManpowerGroup (2011), “Talent Shortage - Annual Survey Results”, The Economic Times, 30 May, 2012.
- Mercer Investment Consulting (2006), “Staff Retention Problems in China” From the Asia Corporate News Network, http:// www.acnnewswire.net, retrieved on 7th March 2010.
- Meyer, John, Topolnytsky, Laryssa, Krajewski, Henryk & Gellantly, Ian (2003), Best Practices: Employee Retention, Toronto: Tomson- Carswell.
- NASSCOM-Everest India BPO Study (2010)BPO Landscape. (www.nasscom.in) Pillai, Anandan (2006), “HR Issues in BPO”, HRM Review, May: 21-9
- Prakash, S. & Chowdhury, R (2004), “Managing Attrition in BPO”, In Search of Excellence, Cool Avenues, http:// www.coolavenues.com., retrieved on 16th February 2011.
- Ramlall, Sunil (2003), “Organizational Application – Managing Employee Retention as a Strategy for Increasing Organizational Competitiveness”, Applied HRM Research, 8(2):63-72
- Raina, D, Anupama (2006), “Management of Call Centres- Boredom, Employee Attrition and Retention”, The ICFAI Journal of Organisational Behaviour, 5(1): 23-9.
- Ramiya, Bhas (2008), “Money Matters”, Times Assent-A Supplement of The Times of India, 28th May: 4.
- Smith, Gregory P (2001), Here Today, Here Tomorrow, Dearbon Trade Publishing, Chicgo Verma, Anju & Pooja, Garg (2011), “Work is to Balance Life and Life is to Balance Work- A Comparative Study”, Business and Management- Contemporary Research Issues, Macmillan Publishers India Ltd., New Delhi:102-09
- Woodruffe, C. (2005), “Employee Engagement”, British Journal of Administrative Management, 50: 28-9.