The Annual Student Research Journal - Patuck Polytechnic ...

prasuvidhathe annual student research journal

vol .- 1, issue - 1february 2017

patuck-gala college of commerce & management

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PATUCK-GALA COLLEGE OF COMMERCE & MANAGEMENT Affiliated to University of Mumbai

NAAC Re-accredited : B++ Grade (2.77 CGPA)

Prasuvidha

The Annual Student Research Journal

February, 2017

Vol. 1; Issue : 1

B

Patuck-Gala College of Commerce & Management

Santacruz, Mumbai-400 055

Vol . 1; Issue : 1

The copyrights are vested solely with the publishers, and no content, partially

or fully maybe reproduced by any means without obtaining prior written

permission from the publisher.

DISCLAIMER

The views expressed in the Journal are purely the personal judgement of the

authors and they are solely responsible for it. The content does not in any way

reflect the views of this Institute or the Institute with which the authors are

associated.

All efforts are made to ensure that the published information is correct. The

Publisher is not responsible for any errors caused due to oversight or

otherwise.

Published and Printed by

Patuck-Gala College of Commerce & Management

Patuck Campus, Rustomba Patuck Marg,

100 Nehru Road,

Santacruz (E),

Mumbai - 400 055.

February, 2017

Editors Dr. (Mrs.) Meeta Pathade

In-charge Principal

Mrs. Renita Vazirani

Convenor-Research & Publication Cell

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ACKNOWLEDGEMENT

Today, change is the only constant. The developments happening in the economy and in the

business world are continually seeking phenomenal changes in the education field. This

implies, the industry’s expectations of the level of skills are ever growing, coercing the

educational institutions to relook at their quality of education delivery.

In the pursuit of enhancing our quality and raising the bar at each step taken ahead, the

Research & Publication Cell initiated publishing an Annual Student Research Journal.

As the Cell embarked on this task, it grasped its gravity and hence feels it appropriate to

appreciate the contribution of each, who has helped achieve the objective.

We would like to place on record the initiation of the Management and the Principal,

Dr. Meeta Pathade, to have envisioned a roadmap for the College which composed of the

need for students' contribution to research. This culminated into Prasuvidha - The Annual

Student Research Journal.

As per the guidelines of the University of Mumbai, students of BMS have to submit a project

for the fulfilment of the award of the degree. Some of the finest projects were selected and

abridged into research papers as they appear in this Journal. We would like to thank the

project guides - Dr. Pallav Das, Dr. Tasfiya Shaikh and Ms. Renita Vazirani for their relevant

and fine guidance to the students, due to which, illustrative projects have emanated.

Apart from the projects there are also papers authored by students, and we extend our

heartfelt gratitude to all the students who have contributed papers and appreciate them for the

efforts they have put in. We also appreciate and thank Neetu Singh of S.Y.BBI for aptly

naming our Journal and Nagraj Mudhiraj of T. Y. BMS for designing an attractive cover page

for this Journal.

We would also like to thank Ms. Krupa Shah for her continual support in identifying the

credible projects worthy of publication.

Thank you

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ABOUT US

Patuck-Gala College of Commerce & Management is affiliated to University of Mumbai.

At the time of its inception in 2002, the College offered Bachelor of Commerce (B.Com). In

the academic year 2003-04, the College spread its wings and commenced Bachelor of

Management Studies (BMS) and to meet the increasing demand in the market, the College

started B.Com (Banking & Insurance) in the academic year 2009-10. Our College is NAAC

accredited since 2010. In August 2016, the College underwent the second cycle of

accreditation and was graded a B++ (CGPA 2.77) by the NAAC peer team.

We have professional well-qualified teaching and non teaching staff members who would

bring a total delight to our stakeholders. The College functions smoothly with the help of

various committees and associations.

Our College has several facilities like Library, Sports Room cum Common Room for boys

and girls separately, Canteen, Computer Lab, Playground, Common Room for Girls and Boys

and a spacious Auditorium. The infrastructure is continually improvised to meet the growing

needs.

We are keen to accomplish the overall development of our students and hence we encourage

them to participate in a number of inter-collegiate events. The grooming ensures our students

of awards and laurels that not only make us proud but also boosts the confidence of our

students to do the best in their lives.

The students are our prime focus at the college and all activities conducted revolve around

students' welfare and development. The activities are a judicious blend of academics, co-

curricular and extra-curriculars.

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EDITORIAL

The advent of digitalization has ushered in manifold benefits and has paved the way for

future growth. Knowledge resource centres are rapidly evolving into hubs for e-learning and

e-reading. Information is available in abundance for usage to enhance one's knowledge and

general awareness. This is emerging as a pathway for the tech-savvy youths to augment their

knowledge by exploring newer avenues in various disciplines and streams.

We at Patuck-Gala College, have seized this huge prospect and have capitalized on this

evolving scenario and engaged the students to contribute to the research pool by providing

them a platform to demonstrate their research talent through Prasuvidha - The Annual

Student Research Journal.

The perspective of the youths is what has transpired in this issue of the Journal, which has

provided the students an opportunity to present their analysis of management and other

emerging issues.

This is a new initiative of the Research & Publication Cell of this College, and we present to

you this first issue of the student research journal.

We wish the readers a good read and hope that the journal will provide you with a great

amount of value addition.

We ensure that the future issues will be more effective and solicit your feedback to enhance

the quality of the journal.

The Cell also publishes an Annual Peer Reviewed Journal, titled, 'Insight Management

Review', which consists of research papers authored by academicians. It is available for

reading and reference on our College website : www.patuckeducation.org.

Best wishes and happy reading.

The Editorial Team

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CONTENTS

Sr.

No.

Title of the Paper Author Page

No.

1 Ratan Tata: The Stalwart

Behind the Tata Group

Gunjal Tandkar -

S. Y. BMS

1

2 A Study of Consumer

Behaviour Towards Patanjali

Products

Govinda

Vishwakarma -

T. Y. BMS

5

3 A Study of Brand Preference

of Packaged Milk Products

Chandni Gupta -

T. Y. BMS

10

4 Marketing Strategies of Titan

Watches

Rohan Singh -

T. Y. BMS

17

5 Industry Role in Curriculum

Designing

Nidhi Prasad -

T. Y. BMS

26

6 BREXIT : The Case of TATA

Group

Azim Khan -

T. Y. BMS

30

7 Book Review Kainath Keshwani -

T. Y. B. Com.

35

Prasuvidha - The Annual Student Research Journal Vol.:1; Issue:1

Patuck-Gala College of Commerce & Management Page 1

RATAN TATA: THE STALWART BEHIND THE TATA GROUP

Gunjal Tandkar

S. Y. BMS ________________________________________________________________________

Abstract Ratan Tata has been very instrumental in the growth and transformation of the TATA

Group. It was under his leadership that India got its first international acquisition. It

was a very commendable and bold step taken by Ratan Tata. In 2000, the Indian

company, Tata Tea, was only worth USD 114 million but it acquired the global brand of

UK, Tetley, for USD 450 million, nearly three times its own size. This paper elucidates

the role of Ratan Tata in the evolution of the company.

Keywords: Ratan Tata, Tata Group, Tata Growth, Cyrus Mistry

________________________________________________________________________

The Charismatic Persona

Ratan Tata was born on December 28, 1937 in Surat, Gujarat, to Naval Tata and Sonoo.

His father was the adopted son of Jamsetji Tata’s younger son Ratanji Tata. Jamsetji

Tata was the founder of the Tata Group of Companies. Ratan Tata has a brother, Jimmy,

and a step-brother, Noel Tata.

When Ratan Tata was ten, his parents, got separated and thereafter, he and his brother

were brought up by his grandmother, Navajbai Tata. He received his early education

from the Campion School, Mumbai and finished his schooling from the Cathedral and

John Connon School, Mumbai. In 1962, he obtained his B.S. in Architecture with

structural engineering from Cornell University, U.S.A. He worked briefly with Jones and

Emmons in Los Angeles before returning to India in late 1962. Later, he got enrolled at

the Harvard Business School and completed an Advanced Management Program in 1975.

The Government of India honoured Ratan Tata with its second-highest civilian award, the

Padma Vibhushan, in 2008. He has also received honorary doctorates from several

universities in India and overseas.

Reaching Renewed Heights

Ratan Tata is one of the leading Indian industrialists, ex- Chairman of the largest Indian

conglomerate, Tata Group of Companies. He currently holds the post of Chairman

Emeritus of Tata Sons, the holding company of the Tata Group which controls some of

the major companies including Tata Steel, Tata Motors, Tata Power, Tata Consultancy

Services, Indian Hotels and Tata Teleservices. Brought up by his grandmother from the

age of ten, he became actively involved in the family business after completing his

graduation.

He started as a fellow worker on the shop floor at Tata Steel and gained an insight about

his family business. After the retirement of J.R.D. Tata, he became the new Chairman of



the Tata Group. Under his leadership, the organization achieved new heights and

generated large amount of overseas revenues.

Ratan Tata was instrumental in the acquisition of Tetley, Jaguar Land Rover and Corus,

which turned Tata from a major India-centric company to a global brand name. Apart

from expanding his multinational, he has also served in various capacities in

organizations in India and abroad. He is also a leading philanthropist and more than half

of his share in the group is invested in charitable trusts. Through his pioneering ideas and

positive outlook, he continues to serve as a guiding force for his conglomerate even after

retirement.

Ratan Tata was the Chairman of Tata Sons, the holding company of the Tata group, from

1991 till his retirement on December 28, 2012. He was also chairman of the major Tata

companies, including Tata Motors, Tata Steel, Tata Consultancy Services, Tata Power,

Tata Global Beverages, Tata Chemicals, Indian Hotels and Tata Teleservices. During his

tenure, the group’s revenues grew manifold, totalling over USD 100 billion in 2011-12.

Ratan Tata is also associated with various organisations in India and overseas. He is the

chairman of two of the largest private-sector-promoted philanthropic trusts in India. He is

a member of the Indian Prime Minister’s Council on Trade and Industry. He is the

president of the Court of the Indian Institute of Science and chairman of the Council of

Management of the Tata Institute of Fundamental Research. He also serves on the board

of trustees of Cornell University and the University of Southern California.

Ratan Tata serves on the board of directors of Alcoa, and is also on the international

advisory boards of Mitsubishi Corporation, JP Morgan Chase, Rolls-Royce, Temasek

Holdings and the Monetary Authority of Singapore.

Company Evolution

There were hardly any red marks in the group’s financial scorecard in the 21 years that he

was at the helm until he retired in December 2012. Revenue grew 46 times to Rs 4.75

lakh crore (Rs 4.75 trillion) in 2011-12 and the rise in net profit was even more

spectacular, climbing 51 times to over Rs 33,500 crore (Rs 335 billion). Investors

applauded and the group's market capitalisation grew 33 times during the Ratan Tata

years.

But financial performance is just one part of the reason why Ratan Tata remained the

king of India’s corporate scene and left a deep imprint in India’s corporate history.

As 'The Economist' said, “You can live in a house, drive a car, make a phone call, season

your food, insure yourself, wear a watch, walk in shoes, cool yourself with air-

conditioning and stay in a hotel, all courtesy of Tata firms”.

One of Tata’s biggest contributions has been converting a slumbering conglomerate with

overlapping businesses across multiple companies into a cohesive group which became

battle-ready to face the challenges of an economy that was opening up in the early 1990s.



So the group got out of businesses such as cement, textiles and cosmetics even as it

increased its focus on others such as software, and entered telecommunications, finance

and retail. The move was a sea change from the earlier corporate commonwealth model.

All group companies were also required to sign brand equity and business promotion

agreements with Tata Sons before they could use the brand name.

At a time when globalisation was still a new idiom, Tata took the lead not only in terms

of marquee acquisitions but also in changing mindsets. When Ratan Tata took over, the

group's global revenues were only 10 per cent; when he left, that figure was at 67 per cent

with operations in more than 100 countries.

For Ratan Tata, globalisation meant not only venturing outside India to generate revenue

but also becoming globally competitive at home. He was one of the first Indian

entrepreneurs to realise that Indian companies had become bound to tradition and needed

to radically innovate through collaboration among group firms. Some of the results are

there for all to see: Swach, the low-cost water purifier, was born out of the collaboration

between Tata Chemicals and Titan Industries. Tata Chemicals had also collaborated with

other group companies like Advinus for drug delivery research, and Tata Tea for packing

micronutrients in drinks.

Some of the group's innovations include its first indigenous car, the Indica in 1999,

Ginger budget hotels in 2002, small truck Ace in 2005 and super-computer Eka in 2005.

There have, of course, been some failings as well. For example, many say Tata made

frugal engineering an end in itself, as is evident from the rocky journey of the Nano.

But the Tata Group is an example in itself for many corporates to emulate.

Ousting of Cyrus Mistry

Ratan Tata appealed to his shareholders to remove his predecessor Cyrus Mistry from the

boards of Tata Group companies as his continuation would be a “serious disruptive

influence” and will make the companies dysfunctional.

The statement, the first from conglomerate’s interim chairman who made a comeback on

October 24, 2016, after the removal of Mistry, also explained the sacking. He said the

Tata Sons board has taken that decision after the relationship with Mistry steadily

deteriorated and several attempts to remedy the situation went unheeded. "The board of

Tata Sons lost confidence in him and his ability to lead the group in future," Ratan Tata

said.

"As a final step, Mistry was offered an opportunity to step down voluntarily from the

chairman position, which he rejected, and said it should be taken up at the board, where

he was eventually replaced,’’ said Ratan Tata.

Conclusion Ratan Tata, a charismatic personality is one of the few corporate leaders that all want to

emulate and aspire to be. His commitment to the Tata group is evident through the



contributions he has made ever since his association with the group. He still continues to

be a guiding beacon to the group and is ever present to restore the glory of the company.

References

http://economictimes.indiatimes.com/news/company/corporate-trends/tata-sons-

seeks-nusli-wadias-ouster-for-backing-cyrus-mistry/articleshow/55366442.cms

http://www.indiatoday.in

http://www.rediff.com/money/special/special-why-ratn-tata-remains-the-king-of-

indias-corporate-world/20150121.htm



A STUDY OF CONSUMER BEHAVIOUR TOWARDS PATANJALI

PRODUCTS

Govinda Vishwakarma

T. Y. BMS

Abstract

Patanjali Ayurved is a brand which influences consumers on the perception of offering

products which are deeply rooted in the ancient practices of India. The advertisements

appearing in recent times appeal to consumers as being made of organic raw materials.

The firm is backed by robust preaching and promotion of the world renowned Guru

Swami Ramdevji and an international authority on Ayurveda and traditional herbs. The

company is set up with an objective to provide superior quality of products at fair price

and to help the customers get rid of their chronic diseases by providing products which

are organic and natural. This paper studies the consumer acceptance and behaviour

towards Patanjali products.

Keywords: Patanjali, Ayurved, Consumer, Behaviour, PAL

________________________________________________________________________

Introduction Patanjali Ayurved Limited (PAL) was founded by Baba Ramdev and Acharya

Balkrishna 10 years ago in Haridwar. As of early March 2016, the company's turnover

has already crossed Rs. 45 billion and was cruising at a monthly rate of about Rs. 5

billion to Rs. 5.5 billion. According to a report by India Infoline, it is estimated that at

least 13 listed companies will be hit by Patanjali. "Colgate and Dabur would be affected

the most whereas ITC and Godrej Consumer may be least impacted," said Percy Panthaki

of IIFL. It is also arranged that the Maharashtra government plans to sell off the

excessive products derived from materials available in forests and Patanjali will supply

products made from it to consumers.

The Three Principles Vital For Growth of Patanjali Ayurved

Patanjali Ayurved is an incorporated company under the Companies Act – Patanjali

Ayurved Limited. Though a corporate entity, its working and ideology is not completely

that can be compared to that of a perfect corporate culture. The company is focussed on

top‐line growth rather than bottom line growth which are profitability. Its business

ideology is inspired by Swami Ramdev’s ideologies to touch every life through Patanjali

which will help the consumers and the products will prevail in all the segments giving the

consumers an assurance that they can get a better product at a better price.

The organisation conducts its business on the following three main principles:

1. Providing world‐class products to consumers, assuring the company does not add

any preservatives, not even, any natural preservatives as far as possible. Patanjali

will not launch any products that are harmful to the health of consumers and

detrimental to the lifestyle of the people.

https://en.wikipedia.org/wiki/Balkrishna

https://en.wikipedia.org/wiki/Balkrishna

https://en.wikipedia.org/wiki/Colgate-Palmolive

https://en.wikipedia.org/wiki/Dabur

https://en.wikipedia.org/wiki/ITC

https://en.wikipedia.org/wiki/Godrej_Consumer_Products_Limited



2. Producing products in the most cost‐effective manner so that the products are

priced very reasonably.

3. Whatever profits the company earns are ploughed back into business so that it can

invest the same for launch of new products, cost effectiveness or further capacity

expansion.

Hence, the company will not get into product categories like tobacco and liquor which

are bad for health. The company also plans to open 500‐600 branches of Acharyakulam,

that is, educational institutions, to impart awareness about ayurveda, the age old practice.

SWOT Analysis

Strengths

Superior perceived quality at low price

Faith and trust in the Baba Ramdev, who has an ever growing mass base of yoga

followers

Offering better quality products at lower cost for the benefit of good health of the

people (most of the PAL products are 15-20 percent cheaper compared to the

leading brands)

Projecting themselves as “no profit company”

Flourished on a “backward integration model” having direct interaction with

farmers to cultivate and grow various herbal ingredients as per the company’s

requirement.

Appealing to the masses to make India an “Economic superpower” through his

business following the swadeshi movement.

Aims at economic empowerment and employment generation through promotion

of swadeshi goods

Strong distribution network – franchisee model and tie-ups with major

hypermarkets

Retailing through e-commerce – Amazon, Big Basket etc.

Weaknesses

Yet unable to reach the brand savvy consumers

Not many products which solely satisfy the needs of the youths

Opportunities

Increasing use of local / home grown materials

Abundance availability of herbs and forest materials due to less usage by

corporate

Consumers are seeking natural treatment in cosmetic related issues

Emerging herbal trend and the growing health consciousness

Threats

Many corporates adapting their products for natural ingredients

Other yog siddhas to follow the business model



Future Growth

PAL is aiming at a turnover of over INR 10,000 crores in 2016-17, which amounts to

more than double the INR 5000 crores of the fiscal year 2015-16. PAL is also planning to

invest INR 1000 crores in 2016 to set up five to six new processing units in states like

Assam, Maharashtra, MP, Rajasthan, Haryana and UP. The firm also plans to set up

factories at drought hit areas like Vidarbha in Maharashtra and Bundelkhand region in

UP and MP. Around four factories will be operational by the end of the first quarter of

2017 which is expected to generate more than 5 lakh jobs. In the pipeline are projects

like cow protection, setting up of a research centre and setting up a world class University

for Vedic education. The firm also plans to export honey and cosmetics to 10-12

countries including USA, UK, Canada, African and the Middle East countries.

PAL has plans to set up Swadeshi Kendras (centers) to provide a base for rural

empowerment and self sufficient system and life. Swadeshi Kendras will be set up in

villages having a population more than 3000 people and will work on the existing model

of Patanjali Chikitsalayas and Arogya Kendras (Medical Centers) which will be the

exclusive outlets of Patanjali Products.

Marketing Strategies

1. The company resorted to addressing masses through the yoga camps.

2. It built powerful partnership with various prominent television channels to

broadcast his yoga camp worldwide. Baba’s yoga sessions were telecasted live

simultaneously to 170 countries. Also in circulation were DVDs, CDs and three

books on yoga. Pranayama herbal remedies and magazines were also made

available.

3. The company propagated a vision to develop the world’s largest food and herbal

park by which around 7,000 people would get direct employment and about

2,00,000 people would get indirect employment opportunities.

4. Baba’s cherished dream has all along been to create a "Disease Free Society and a

Medicine Free World". It has been surveyed and proved that the correct breathing

technique practiced and propagated through Baba’s yoga camps, has cured

diseases completely without medicines or surgery. There are claims that he has

trained 35,000 persons that are well equipped to hold yoga classes in different part

of the country.

5. The company’s product pricing is 15 – 30 percent lesser compared to competitors.

6. It has maintained a strong product line and an equally strong product line

extension.

Research Methodology

Objectives of the Study

• To study the brand perception of ‘Patanjali’ in the minds of the consumers

• To understand the Patanjali brand attributes which appeal to consumers

• To study the satisfaction level of consumers after using ‘Patanjali’ products



Scope of the Study

The study will be helpful in understanding the consumer attitude towards Herbal

Cosmetic Products and understand the perception towards Patanjali products, across

different strata of people, with special reference to Mumbai city. It will help in further

strategy development and also suit for academic purposes for studies by the researchers

and academicians.

Primary Study

The study is based on primary data collected through questionnaires administered to 60

users of Patanjali products in Mumbai. The questionnaire sought to analyse the type of

products used, the reason for users buying the product and their satisfaction levels after

using the product.

Limitations of the Study

A convenient sampling method of data collection was used. Also the study is limited to

the city of Mumbai and some may consider the sample size to not be sufficient to

generalize the conclusions.

Data Analysis

1. Do you use any product of Patanjali?

Majority of the respondents, that is, 72 percent of the people use Patanjali products

Number Percentage

Yes 43 72

No 17 28

2. Since how long have you been using Patanjali products ?

The product seems to be just catching up in the market, as majority of the respondents

have been using it only for the past 6 months

Time Period Number Percentage

0-6 months 33 76.7

6 months - 1 year 3 6.97

1- 1.5 years 3 6.97

1.5 - 2 years 4 9.30

3. What were the reasons for you shifting to Patanjali brand?

Brand attribute of it being an ayurved product having only natural ingredients and

price which seemed to be lower than that offered by the competitors’ were

highlighted to be the main reasons for the respondents shifting to Patanjali products.

Reasons Number Percentage

Price 19 44.18

Brand attribute 21 48.83

Style appearance 4 9.30

Sales promotions 7 16.27

Information 10 23.25

Warranty 6 13.95



4. What are your sources of brand awareness?

Television commercials followed by a strong word-of-mouth are the main sources of

spreading brand awareness among the users.

Sources Number Percentage

Television Commercials 38 88.37

Neighbours 6 13.95

Friends 17 39.53

Display on retail shop 2 4.65

5. Do you feel that the following attributes or aspects are one of the reasons for choosing

the product?

The reasonably priced products seem to be the growing reasons for brand acceptance.

Reasons Number Percentage

Value for product 30 69.76

Packaging 16 37.20

Findings

The company seems to have made it big in such a short span of time, because of its

honest and trustworthy approach. The pilot study conducted and the analysis of which is

presented above very much seem to match the surveys conducted by the company and the

results of some of which are mentioned in the paper above. Price is one factor which has

appealed to the consumers and also the awareness that natural ingredients and ayurvedic

material is used in the products are the major factors driving the sales and revenue of the

company.

Conclusion The findings of the study indicate that there are many significant factors that together

make up the buying decision of the product. Customers’ perception towards a brand is

built largely on the satisfactory value the user receives after paying for the product and

the benefits the user looks for. In the above study, a large portion of the users were

satisfied with Patanjali products. It was because of reasonable price of the product and it

was also due to the ability of the product to cure their problems. High satisfaction helps

in the retention of consumers. Patanjali is enjoying the advantageous position in the

market through spirituality element involved in its products. However, it should not

ignore the competitors like Naturals, Pure Roots, Vindhya herbals. PAL in order to

retain its consumers and add more consumers and satisfy them, must fulfil the claims

made by the company before any other brand mushrooms up and takes away the benefits

of marketing through spirituality.

References • http://www.patanjaliayurved.net/

• http://www.hindustantimes.com/business/patanjali-s-turnover-growth-at-150-

ramdev-targets-rs-10000-crore-revenue/story-rco5EKHwY2MPZSUIiZ5iUP.html

• http://www.mbaskool.com/brandguide/fmcg/16941-patanjali.html

• https://kenresearch.wordpress.com/tag/patanjali-ayurved-swot-analysis/

http://www.patanjaliayurved.net/

http://www.hindustantimes.com/business/patanjali-s-turnover-growth-at-150-ramdev-targets-rs-10000-crore-revenue/story-rco5EKHwY2MPZSUIiZ5iUP.html

http://www.hindustantimes.com/business/patanjali-s-turnover-growth-at-150-ramdev-targets-rs-10000-crore-revenue/story-rco5EKHwY2MPZSUIiZ5iUP.html

http://www.mbaskool.com/brandguide/fmcg/16941-patanjali.html



A STUDY OF BRAND PREFERENCE OF PACKAGED MILK

PRODUCTS

Chandni Gupta

T.Y.BMS

_____________________________________________________________

Abstract Today when almost all items are packaged and available to consumers, then milk is no

longer an exception. It can be purchased at any time from a grocery shop. It is also good

from the health point of view as it is purified and the cholesterol content is removed from

it. Several brands are available in the form of packet milk. The term “Brand Preference”

means the preference of the consumer for one brand of a product in relation to various

other brands of the same product available in the market. This paper besides studying

the various brands of packaged milk available in the market also has the findings and

suggestions of a primary study conducted to understand the brand preference for

packaged milk in the Gaondevi area in Santacruz (East).

Keywords: Packaged, Milk, Brand Preference, Gaondevi

________________________________________________________________________

Introduction Milk is an essential commodity, which is inevitable in our day-to-day life. Rarely would

one find a person who has not tasted or consumed milk. India is basically an agricultural

economy, and milk and dairy products are its by-products. Hence, it is available in

abundance. Gone are the days when milk could be purchased only from milk vendors.

Today packet milk is easily available in every nook-and-corner. Packaged milk is also

good from the health point of view as it is purified and the cholesterol content is removed

from it. Several brands are available in the form of packet milk.

This paper has a market analysis of the various packaged milk available and also

elucidates on a primary study undertaken to understand the brand preference of packaged

milk in the Gaondevi area of Santacruz (East).


Statement of the Problem

Several brands of packaged milk are available in the market. What are the factors that

attract consumers to choose or prefer a packaged brand. The study conducted is to draw

and learn from its inference the future growth and development of the preferred brand in

the direction which will enhance its brand equity.

Objectives of the Study

To find out the brand preference for packaged milk in the Gaondevi area.

To study the relationship between the various brand factors, such as quality,

quantity, price, advertisement, health, consideration, taste, fat content, packaging

with preference for packaged milk.



To find out the alternative choice of consumers in case of non-availability of their

preferred brand.


The present study is an opinion survey. The analysis has been carried out based upon the

information collected from the respondents. The result of the study applies more specially

only to the consumers in Gaondevi area.

Data Collection

A questionnaire was administered to the respondents and the data attained was tabulated

and graphically represented on the basis of their percentages.

Sampling

A total of 50 respondents were randomly selected from the pre-determined area for the

purpose of the study.

The Various Players in the Indian Dairy Industry

AMUL

Founded in 1946, under the guidance and leadership of Dr. Verghese Kurien, the AMUL

co-operative, a part of the Kaira District Co-operative Milk Producers Union Ltd. began

with just two village dairy co-operative societies and 247 litres of milk. Today, it is one

of the largest distributors of milk with 750 employees in the marketing arm and is a

producer of 3.6 lillion litres of milk.

Gokul

Kolhapur Zilla Sahakari Dudh Utpadak Sangh Ltd. well known with its popular brand

‘Gokul' is an Operation Flood Cooperative Dairy Project established on March 16, 1963.

Since then it has achieved many landmarks in milk procurement, extension, animal

health, breeding, milk processing, product making and marketing. At present Gokul has

modern dairy plant with 7 lakh litres / day capacity and also four owned and one hired

chilling centers having 4.25 lakh litres / day milk handling capacity with also a modern

packing unit at Navi Mumbai.

Mahananda

Mahanand Dairy is a unit run by the MRSDMM (Maharashtra Rajya Sahakari Dudh

Mahasangh Maryadit) which was established in June 1967. It is the largest cow milk

packing and distributing dairy in Asia. Mahanand Dairy is always related to any

breakthrough or advent in the milk production and dairy technology in India. Mahananda

launched the Mahanand Parijatak Scheme. Currently the Mahanand dairy distributes

approximately 5.5 lakh litres milk per day through 722 milk distributors.

Mother Dairy

Mother Dairy was set up in 1974 under the Operation Flood Programme. It is a wholly

owned company of the National Dairy Development Board (NDDB). Mother Dairy

manufactures, markets and sells milk and milk products under the Mother Dairy brand

(milk, processed products, ice-creams, paneer and ghee), Dhara range of edible oils, Safal



range of fresh fruit and vegetables, frozen vegetables, processed fruit and vegetable

products, fruit pulps and concentrates in bulk aseptic packaging and fruit juices at a

national level through its sales and distribution networks for marketing food items.

Mother Dairy sources significant part of its requirement of liquid milk from dairy co-

operatives.

Gowardhan

Founded by Parag Milk Foods Pvt. Ltd. in 1992, it is one of India's largest private

dairies, with an output capacity of 1,000,000 litres per day. It is located in the lush green

village of Manchar in Maharashtra (60 km from Pune).

Dwarka

It was incorporated in November 2007. There is an old Hindi saying – shudh aahar,

shudh vichar, meaning - a pure diet leads to pure thoughts. It delivers fresh and high-

quality milk directly to thousands of customers every day in packs of 250 ml, 500 ml, 1

litre and 5 litres. It is concentrated in Delhi.

Process of Milk Packaging

The step-wise process generally adopted in Indian Dairies is as below:

Rearing

Dairy cows typically spend their days eating, sleeping, and ruminating or chewing their

cud. Cows in some dairy farms wander around and eat fresh grass (i.e. grazing). In other

farms, they are fed grain, hay, or silage (conserved forage) and remain all day in close

quarters known as confined animal feeding operations (CAFOs), some of which house

thousands of animals.

Harvesting

Today, considering the total production of milk per day, adopting the traditional method

of milking cows twice a day by hand seems a very tedious and laborious job. Hence, new

methods of mechanically extracting milk is adopted wherein, more than 20 cows at one

time can be worked upon.

Storing

Milk storage vats or silos are refrigerated and come in various shapes and sizes. Milk is

usually stored on the farm at around 3o C, or colder, for more than 48 hours.

Transportation

Milk is collected from the farm every 24 or 48 hours. The tankers that are used have

special stainless steel bodies which are heavily insulated to keep the milk cold during

transportation to the processing factory. Milk tanker drivers are accredited milk graders,

qualified to evaluate the milk prior to collection.

Lab Testing

Samples of milk are taken from farm vats prior to collection and from the bulk milk

tanker upon arrival at the factory. Samples from the bulk milk tanker are tested for

antibiotics and temperature before the milk enters the factory processing area.



Processing

Whole milk, once approved for use, is pumped into storage silos where it undergoes

pasteurization, homogenization, separation and further processing.

Packaging

The milk travels through pipes to the automatic packaging machines that fills and seals

the milk into paper cartons or plastic jugs. As the containers move through the assembly

line, a date is printed on each of them to show how long the milk will stay fresh.

Data Interpretation

Data was collected from 50 respondents. Later the information collected was analyzed for

the factors that initiate their preference and impact the influence of brand preference.

The distribution of data collected is as below:

Table 1: Age

Age No. of Respondents Percentage

Below 20 11 22

21 to 30 17 34

31 to 40 13 26

41 to 50 4 8

Above 50 5 10

Total 50 100

Table 2: Gender

Gender No. of Respondents Percentage

Male 15 30

Female 35 70

Table 3: Marital Status

Marital Status No. of Respondents Percentage

Married 30 60

Unmarried 20 40

Total 50 100

Table 4: Occupation

Occupation No. of Respondents Percentage

Working Professionals 23 46

Housewives 27 54

Total 50 100

Data Analysis

Table 5: Brand Preference

Amul and Mother Dairy are the most sought after brand compared to others.



Table 6: Factors Influencing Purchase of the Brands

The more important factors on which consumers base their buying decisions are price of

the product and taste, followed by quality, promotion and its availability.

Factors No. of Respondents Percentage

Price 10 20

Quality 6 12

Fat control 4 8

Taste 10 20

Relatives 1 2

Advertisement 6 12

Availability 5 10

Friends 2 4

Packaging 2 4

Doctors 2 4

Other Factors 2 4

Total 50 100

Table 7: Factors Influencing Brand Awareness

Shopkeepers emerge the most significant factor affecting brand awareness, this could be

attributed to the retailer commission procured on sales. Also advertisements are

important to create brand awareness, followed by word-of-mouth.

Factors No. of Respondents Percentage

Advertisement 12 24

Friends 5 10

Doctors' Recommendation 2 4

Relatives 8 16

Shopkeepers 15 30

Others 8 16

Total 50 100

Table 8: Packet Size Affecting Buying Behaviour

A near equal percentage of the respondents preferred the 500 ml and 1 litre pack because

of the consumption being high due to huge family size.

Brand Name No. of Respondents Percentage

Amul 15 30

Gowardhan 5 10

Gokul 3 6

Mother Dairy 11 22

Mahananda 8 16

Dwarka Varana 2 4

Other Brands 6 12

Total 50 100



Packet Size No. of Respondents Percentage

250 ml 7 14

500 ml 20 40

1 litre 23 46

Total 50 100

Table 9: Brand Enriching the Taste of Tea / Coffee

Most were happy with the taste and quality of the packaged milk they were using and

described it to enrich the taste of the beverage.

Enriches Tea / Coffee No of Respondents Percentage

Yes 40 80

No 10 20

Total 50 100

Table 10: Reasons to Select Other Brands During Non-Availability of Their Brand

A majority of the respondents would buy other brands if there is a non-availability of

their own brand, basing their buying decisions on price and quality being similar.

Reasons No. of Respondents Percentage

Same Price 17 34

Same Packaging 5 10

Same Taste 8 16

No Other Alternative 5 10

Same Quality 15 30

Total 50 100

Findings

Most respondents preferred packaged milk to the loose milk available from

milkmen.

Most respondents based their buying decisions on price, quality and taste.

By making people aware of the hygiene and health factor benefits involved in

purchasing packaged milk, the companies can increase their market share.

The pasteurization process kills bacteria which has health benefits and hence

should be preferred.

The processing is safer for children's health.

The processing also helps in lengthening the life of milk.

Processed milk can also be available in varieties of skimmed, low fat, low diet etc

suiting the needs of several groups of people.

Suggestions Based upon the study conducted, the following are the suggestions:

As price is an important factor affecting the buying decision, it should be used

very strategically.

The companies should continue to innovate and research to improve the taste of

milk and also to increase the variety of its availability



Advertisements should be made use of on an increasing level so as to create more

brand awareness.

Companies may use a variety of advertising media to reach all the corners of the

country.

Conclusion Milk is a very essential commodity consumed on a daily basis. It is useful and healthy

for all age groups. The study was conducted in the Gaondevi Area of Santacruz East,

where most preferred packaged milk. They were aware of the benefits of packaged milk

and were also satisfied with the taste and quality. They also had their preferred brands

and had already chosen their alternative brand in case of non-availability of their

preferred brand.

References

Kotler P, Marketing Management, Tata McGraw Hill, 2000

http://chss.uonbi.ac.ke/sites/default/files/chss/RELATIONSHIP%20MARKETIN

G%20AND%20CUSTOMER%20LOYALTY%20IN%20TELECOMMUNICA.p

df

http://allindiadairy.com/Dairy-Industry-In-India.aspx

http://economictimes.indiatimes.com/articleshow/52854629.cms?utm_source=con

tentofinterest&utm_medium=text&utm_campaign=cppst

http://www.gokulmilk.coop/

http://www.readg2.com/gooooo-gowardhan/

www.indiandairyindustry.com

www.toppackagedmilkinMumbai.com

www.mumbaimilkbrands.com

http://chss.uonbi.ac.ke/sites/default/files/chss/RELATIONSHIP%20MARKETING%20AND%20CUSTOMER%20LOYALTY%20IN%20TELECOMMUNICA.pdf



http://economictimes.indiatimes.com/articleshow/52854629.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst

http://economictimes.indiatimes.com/articleshow/52854629.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst

http://www.gokulmilk.coop/

http://www.readg2.com/gooooo-gowardhan/

http://www.indiandairyindustry.com/



MARKETING STRATEGIES OF TITAN WATCHES

Rohan Singh

T. Y. BMS ________________________________________________________________________

Abstract

As described by Peter Drucker - "A business has two - and only two - basic functions,

namely, marketing and innovation". The rapid pace of change and intense competitive

pressure in today's marketplace demand that brands continuously innovate and reinvent

themselves to maintain their relevance and market position. In this context, brand

repositioning and other revitalization strategies have become a business imperative for

battling brand erosion. The appeal of brand repositioning is further heightened by the

rising costs and high risk associated with launching a new brand. The paper studies the

marketing strategies applied by the company to position its brand and elaborates on the

same through a primary study conducted.

Keywords: Brand, Repositioning, Titan, Watches ________________________________________________________________________

Introduction Repositioning can be required as the market changes and as new opportunities occur.

Through repositioning the company can reach consumers they had not intended to reach

earlier. If a brand has been established at the market for some time and desires to change

its image they can consider repositioning, although one of the hardest actions in marketing

is to reposition a familiar brand. According to Solomon, position strategy is an essential

part in the marketing efforts because companies have to use the elements in the marketing

mix to influence the customers understanding of the position. During the movement from

something less attractive and less relevant towards a more attractive and more relevant

position several of strategic choices has to be made.

About Titan Industries

Titan Industries was established in 1984 as a joint venture between the Tata Group and

the Tamil Nadu Industrial Development Corporation. The company brought about a

paradigm shift in the Indian watch market, offering quartz technology with international

styling, manufactured in a state-of-the-art factory at Houser, Tamil Nadu. Leveraging its

understanding of different segments in the watch market, the company launched a second

independent watch brand-Sonata, as a value brand to those seeking to buy functionally

styled watches at affordable prices. In addition it focused on the youth with its third brand

– Fastrack. It has also premium fashion watches by acquiring a license for global brands

such as Tommy Hilfiger and Hugo Boss and it has also in its portfolio its first Swiss

made watch brand – Xylys.

In 1995, the company diversified into jewellery under the brand – Tanishq to capitalize

on a fragmented market operating with no brands in urban cities. In 2005, the company

launched its second jewellery brand, Gold Plus, for capitalizing on the opportunity in

small towns and rural India. The company has now diversified into fashion eyewear by

http://www.dontquoteme.com/search/quote_display.jsp?quoteID=2136&gameID=1

http://www.dontquoteme.com/search/quote_display.jsp?quoteID=2136&gameID=1



launching Fastrack eye-gear sunglasses, as well as prescription eyewear. The company

leveraged its manufacturing competencies and branched into precision engineering

products and machine building since 2003.

Today Titan Industries is India's leading manufacturer of watches and jewellery with

3800 employees. Titan and Tanishq are among the most admired brands in their

categories.

SWOT Analysis

Strengths

Titan first introduced the ‘style’ concept in India and projected a watch as a

fashion accessory. Nowadays, style is a very evident factor among the youth. And

wearing stylish wristwatches is a fad, and the Titan brand provides for it.

Titan offers a wide range of watches to choose from. It varies from the premium

brand to the cost effective ones. It offers about 14 different brands with a variant

for literally everyone.

Today, Titan states with pride that it caters to both, the domestic as well as the

international market. It also proudly offers EDGE the slimmest watch in the

world.

Watches are available with popular functions like dates, multifunction and

chronographic.

Guarantee as well as warranty are offered

Weaknesses

The average price of Titan in the mid-price segment is higher compared to its

competitors.

Market share is not yet a major one, possibly because of the unorganized market

where a lot of imitation can be sought of the higher end branded watches.

Opportunities

It can capitalize on the market by positioning the product as a good gift item

during festivals or for special occasions.

The fast track brand can be promoted during the months of June and August when

schools and colleges re-open.

Exchange offer: It was the first to offer an exchange for the old watches.

Generally old watches if not spoilt prevent the consumer from changing the

watch. However, exchanging the old and getting a discount may provide a boost

to the sales.

Threats

Competition from other brands

Competition from imitations

Removal of quantitative restrictions on imports which has made easy the entry of

imported branded watches



Decreasing use of wristwatches as most functions as time telling, alarm,

temperature etc are available on mobiles which has became a necessary accessory

for every individual.

Brand Positioning Strategies Used By Titan Watches

Attribute Positioning Strategies

When the company launched its products, it was the first to bring quartz watches to the

Indian market. The company successfully leveraged this to penetrate the market and gain

a market share. Raga, Classique and Regalia come under this strategy. Classique has been

positioned as elegant corporate wear that leaves a quiet, but definite impression and

fusion of function and sophistication.

User Positioning Strategies

The brand caters to several user groups- children (the Dash), sportspersons and

adventurers (PSI4000 and Fast track range). The Fast track range is seen as being

contemporary, sturdy and reliable. The advertising, packaging and merchandising of this

range is young, vibrant and ‘cool’ (the ad line says “Cool watches by Titan”)

Benefit Positioning Strategies:

The Fast track digital range offers the customer a functional watch that is also attractive.

The digital watch has a “techno-geek” image, but Titan seeks to differentiate its offering

on the basis of superior style and attractiveness.

Competitor Positioning Strategies:

Most of the foreign entrants like, Omega, Tissot, Cartier etc. catered to the upper end

market. Titan too had to foray into that segment and hence did it with the Tanishq brand.

Quality & Price Positioning Strategies:

In the overseas market, especially in Europe where its major competitors are the Swiss

and Japanese watches, it is strategically positioned itself as a ‘value-for-money’ brand:

reasonably priced (less than Swiss watches and higher than Japanese), attractively styled

and of good quality. In Indian market, Sonata is a perfect example of price positioning,

Titan came up with this segment when it was facing heavy competition at the lower end

segment.


Objectives

To review the brand positioning strategies of different sub-brands of Titan

watches.

To analyze the brand repositioning strategies of Titan watches.

To study consumer awareness and perception about the brand repositioning

strategies of Titan watches.

To recommend suitable measures to be taken by the Titan Company to further

improve its brand perception and loyalty among its customers.



Data Collection

A questionnaire was administered to the respondents and through a personal interview the

same was filled. The data was then tabulated and analysed to meet the objectives of the

study.


The study was confined to the South Mumbai area only.

Sample Size

A sample of 50 consumers who are users of the brand were considered for this study.

Data Analysis 1. Which sub-brand of Titan watches do you possess?

It was observed that around 72 percent of the consumers in the age group of 20-30

years possess Fastrack brand, 14 percent Sonata, 6 percent Raga, 4 percent Nebula and

only 2 percent own WWF and Edge.

Figure 1: Titan sub-brands possessed by respondents

2. How many months / years have you been using Titan watch?

64 percent of the respondents fall into first category, i.e., they are using Titan watch in

the range of one to four years. 24 percent respondents are in second category and the

rest 12 percent are using it for more than seven years.

Figure 2: Period of Titan watch’s use

3. Why do you prefer Titan brand?

Most of the respondents that is 44 percent preferred it due to its attractive designs,

followed by good quality, its brand image and its reasonable price range.



Figure 3: Reasons for brand preference

4. Do you remember the original tagline of Titan watches? If yes, please mention.

Titan’s tagline, before the brand repositioning exercise was undertaken, was “What’s

your style”. This tagline was adopted during first rebranding exercise in 2004. The

respondents were asked to indicate whether they remember the tagline and it was

found that only 22 percent of the respondents were able to recall the tagline and the

remaining 78 percent answered in negative.

Figure 4: Recall of Titan’s original tagline

5. Have you seen the advertisement of Titan watches? In which media have you seen the

advertisement?

All the 50 respondents had seen the advertisements of Titan watches which were

broadcasted through various different media.

Figure 5 : Media of Watching the Advertisement

6. How do you rate the new designs of Titan?

Titan has launched several new designs in 2008 in its existing collections. 39 have rated



them as “good” and 4 have rated as “average”.

Figure 6: Consumer perception of new designs

7. Do you think the new advertisement is effective in inspiring consumers to have a new

look everyday and be more in lives?

64 percent of the respondents considered the new campaign to be “highly effective”

while the remaining 36 percent rated it as “effective”

Figure 7: Consumer perception of new campaign

8. How do you rate Titan’s exclusive showrooms?

The respondents were asked to rate Titan’s exclusive showrooms on 5 point rating

scale, in which 72 percent rated the ambience as Good while 14 percent rated it as

Excellent and another 14 percent rated it as Above Average.

Figure 8: Consumer perception of store ambience

9. How do you rate Titan’s showrooms sales personnel?

70 percent of the respondents rated them as Good while 14 percent rated it as Above



Average, while 8 percent each rated it as Poor and Average.

Figure 9: Consumer perception of sales personnel

10. How do you rate after sales service of Titan?

62 percent of the respondents rated after sales service as Good while 8 percent each

rated it as Average, Above Average and Excellent. And there were 14 percent of the

respondents who rated it as Poor.

Figure 10: Consumer Perception about after sales service

Findings and Suggestions

Findings

The findings of the consumer awareness survey are as listed below:

72 percent of the respondents in the age group of 20 – 30 years possess fast track

watch. This shows that the positioning strategy of these watches has been good.

Most of the consumers prefer Titan watches for their attractive designs and good

quality. However, there is a misconception about pricing of Titan products among

the consumers. They perceive them to be high priced.

Logos and taglines are rarely noticed by the watch consumers. Hence, any change

in them also goes unnoticed.

Advertisement in mass media such as television, newspapers, and magazines are

best means to spread awareness about brand.

Celebrity endorsement of watches not only increases the visibility of the product

but also gives an assurance to the consumers that it is of high quality.

Titan watches’ designs are rated as “good” by 78 percent of the respondents. This

indicates that they are looking forward for more innovative designs to be

introduced by the company.



Only 50 percent of the respondents have seen the new campaign launched by

Titan watches in July 2008. This implies that the reach of the campaign has been

to more or less half of the consumers. However, those who have seen the new

campaign consider it to be effective in conveying the message it intended to

deliver.

The after sales service and behavior of sales personnel have been given low

ratings compared to other variables mentioned in the questionnaire with respect to

Titan’s exclusive showrooms.

Suggestions

Suggestions given by the respondents to improve brand image are as listed below:

The brand should introduce more trendy and innovative designs

The brand has to focus on niche markets such as working men and women

The brand has to enhance its spreading of awareness about availability of

watches in lower segments as most of the consumers feel that Titan brand is

synonymous with premium watches

The brand should take steps to change consumer perception that Titan watches are

high priced.

The brand needs to improve its after sales service.

Conclusion The brand needs to increase its visibility, Titan Company can sponsor events similar to

fashion shows in which all latest designs launched are displayed. This would have

multiplier effect as the latest designs launched by the company would get noticed by

different segments of the customers in varied ways. Tie up for advertisements with FM

radio channels for recall effect and informing customers about various sales promotion

offers from time-to-time is a need of the company. The company needs to invest more in

R&D as customer expectations are changing rapidly. Though Titan has got more product

collections, it should focus on introducing more varieties in already existing product

collections. In other words, having a limited but more depth in product collections would

be more advantageous. The company should introduce exclusive collection for working

women which is more contemporary and also which complement both traditional and

western wear. Majority of the population in India live in rural areas. The company can

tap this untapped market. Showrooms should be set up at places nearer to them and the

company should introduce more reasonably priced watches. Introduction of more

watches for casual and rough use for this segment may also prove fruitful to the

company. After sales service needs to be improved. That is, the process of servicing and

repairing of watches should be made faster and also it needs to ensure that the spare parts

are always available and that proper training is imparted to all sales personnel in the Titan

showrooms. The firm can also think of tying up with international watch brands and

make them available locally. The firm can also make effective use of the internet to

spread awareness among consumers about the brand.

References

Kotler P., Marketing Management; Tata McGraw Hill, 2008



Mascarenhas R. S., Special Studies in Marketing, Rishabh Publiation House

Limited

www.titanwold.com

www.tata.com/titan

www.indianfoline.com

www.economictimes.com

http://www.titanwold.com/

http://www.tata.com/titan

http://www.indianfoline.com/

http://www.economictimes.com/



INDUSTRY ROLE IN CURRICULUM DESIGNING

Nidhi Prasad

T.Y. BMS ________________________________________________________________________

Abstract

During the ancient times, people taught their children knowledge and skills in order to

survive. Skills like catching fish or hunting animals for food. They had no formal

education during that time, but the skills were very adeptly passed on to their children.

So, during that time, they already had a curriculum which educators today call as, the

saber-tooth curriculum. This type of curriculum refers to a kind of curriculum that

existed during the ancient times in which the purpose of teaching was only survival. The

paper emphasizes on understanding the role of industry in curriculum designing, because

today industry is an integral part of education. As most education is for employability.

Keywords: Industry, Curriculum Designing, Education, Employment

________________________________________________________________________

Introduction The education system has evolved a great deal over the centuries. From the saber-tooth

method to the open takshila style to the brick and stone format to the digital and satellite

format of education. The impact of discoveries and inventions have become inevitable,

ancient people’s way of life has changed for the better. As a result, education also has

changed and has become formal and curriculum development too has evolved today as a

systematic, planned, purposeful and progressive process.

Conceptual Clarity

Curriculum

The term curriculum refers to the lessons and academic content taught in an educational

institute or in a specific course or program. Depending on how broadly educators define

or employ the term, curriculum typically refers to the knowledge and skills students are

expected to learn, which includes the learning standards or learning objectives they are

expected to meet; the units and lessons that teachers teach; the assignments and projects

given to students; the books, materials, videos, presentations, and readings used in a

course; and the tests, assessments and other methods used to evaluate student learning.

An individual teacher’s curriculum, for example, would be the specific learning

standards, lessons, assignments, and materials used to organize and teach a particular

course.

Curriculum may also encompass an institute’s academic requirements for graduation,

such as the courses students have to take and pass, the number of credits students must

complete, and other requirements, such as completing a project or a certain number of

community-service hours.

It is important to note that while curriculum encompasses a wide variety of potential

educational and instructional practices, educators often have a very precise, technical

http://edglossary.org/learning-standards/

http://edglossary.org/learning-objectives/

http://edglossary.org/assessment/

http://edglossary.org/capstone-project/



meaning in mind when they use the term - it is to reflect a deep and sophisticated

understanding of an academic discipline and adapting the most effective strategies for

learning acquisition and classroom management.

Curriculum Development

Curriculum development is defined as planned, purposeful, progressive, and systematic

process in order to create positive improvements in the educational system. Every time

there are changes or developments happening around the world, the school curricula too

should ideally change to include the changes. There is a need to update them in order to

address the needs of the society.

Importance of Curriculum Development

Curriculum development has a broad scope because it is not only about the educational

institute, the learners and the teachers, but, it is also about the development of a society in

general.

In today’s knowledge economy, curriculum development plays a vital role in

improving the economy of a country.

It also provides answers or solutions to the world’s pressing conditions and

problems, such as environment, politics, socio-economics, and other issues on

poverty, climate change and sustainable development.

There must be a chain of developmental process to develop a society. First, the

school curriculum and then gradually working towards higher education, it must

be developed to preserve the country’s national identity and to ensure its

economy’s growth and stability. Thus, the government of a country must have a

clear vision for its people and for the country as well.

For instance, the government should facilitate the growth of that educational field

which corresponds to the emerging or sunrise industry growth. Like in India,

when the retail industry was the sunrise industry, there arose many business

schools which began offering MBA with specialization in Retail Management.

Curricular programs for higher education can be crafted in such a way that it will

boost and supplement the growth of the industries by supplying the appropriate

skills required for the industry. For example, for the growth of tourism industry,

the curriculum offered maybe in the following modules - edu-tourism, eco-

tourism, cultural tourism, medo-tourism, biz-tourism, techno-tourism, agri-

tourism, archi-tourism, among others.

Role of Industry in Curriculum Development

During the past decade, there has been a growing awareness of the need to bring greater

innovation to the process of curriculum development in education to cope with the

changing requirements for employment created by rapid socio-economic and

technological developments.

Employers are of the opinion that colleges and universities must work more closely with

industry in order to teach to their needs. Below given are a few suggestions of the

surveyed employers about the usefulness of education institutions:

http://edglossary.org/classroom-management/



As the world changes, there is a need to continue to educate the employees,

especially as it relates to technology. The question is whether colleges can keep

up with industry.

Institutions need close consultation with business before introducing specific

courses for specific industry disciplines.

Institutions need to offer classes more closely tailored to the real world.

Universities should partner with companies to offer the curriculum that will make

the students more valuable to companies.

By working more closely with industry, education institutions will be able to produce

graduates who are more likely to succeed in the workforce and be more aptly skilled for

gainful employment. Furthermore, institutions will open up a new revenue source

through corporate learning channels. Tailoring programs based on industry needs, makes

up a critical piece of the puzzle.

Industry needs to contribute in the facilitation of developing employability skills as

below:

communication and interpersonal

skills

problem solving skills

initiative

working under pressure

organizational skills

team working

adaptability

valuing diversity and difference

critical thinking

An industry partner can serve the following functions:

It can help teachers keep the curriculum relevant to industry expectations.

It can help to identify experiential work-based learning and mentorship

opportunities for students that are consistent with curriculum.

It can actively participate in steering committees to enhance curricula and student

achievement.

It can conduct evaluation on curriculum and its delivery in order to properly

assess and modify curriculum; evaluation also helps to maintain and sustain

program projects over time.

It can strengthen career and college pathways by linking the integration of

academic instruction and career and technical education to real jobs.

It can facilitate by providing guest lecturers to share their professional expertise

with students and give credibility to the curriculum.

Conclusion

The industry must play a key role in designing the curriculum, training methodologies

and setting up facilities for training the trainers in the skill-based education sector. There

is an increasing effort in doing so. Several governmental initiatives have also been

undertaken to deliberate and analyse the factors required to bridge the gap between

academia and the industry. The Knowledge Commission, the FICCI initiative of Higher

Education Summit and many more are relevant initiatives. There is also growing

awareness in educational institutions that the expected outcome of students' degree is



their employability and with this in mind many institutions are changing their training

methodologies.

References

http://www.unesco.org/education/pdf/23_85.pdf

https://evolllution.com/opinions/industry-relevance-and-its-role-in-student-

success-and-corporate-training/

http://archive.knust.edu.gh/downloads/77/77229.pdf

http://timesofindia.indiatimes.com/defaultinterstitial_as.cms



BREXIT: THE CASE OF TATA GROUP

Azim Khan

T. Y.BMS

_____________________________________________________________

Abstract

The European Union (EU) is a strong international body. The European Union is a

unique economic and political union between 28 European countries that together cover

much of the continent. The EU was created after the Second World War. The first steps

were to foster economic cooperation: the idea being that countries that trade with one

another become economically interdependent and so will be more likely to avoid conflict.

The result was the European Economic Community (EEC), created in 1958, and initially

increasing economic cooperation between six countries: Belgium, Germany, France,

Italy, Luxembourg and the Netherlands. Since then, a huge single market has been

created and continues to develop towards its full potential. This paper studies the exit of

Britain from the EU and the possible impact on the country and the remaining countries.

Keywords: BREXIT, EU, TATA Group, United Kingdom

________________________________________________________________________

Introduction The European Union, more commonly known as the EU is an economic and political

partnership of 28 European countries. This union was formed soon after the Second

World War with the objective to end war between each other as they presumed that if

there was trading between the countries, they might avoid entering into war with each

other. This union created a 'single market', which enabled free movement of goods and

people between the member countries and also established a tariff free trade area.

BREXIT The United Kingdom after being a member of the EU for over four decades, conducted a

referendum on June 23, 2016, to decide if Britain should continue with its membership at

the EU and subsequently, the leave vote won by 52 percent to 48 percent. The

referendum turnout was 71.8 percent with more than 30 million people voting. However,

the terms of Britain's exit will have to be agreed by 27 national parliaments, a process

which could take atleast two years. The EU law still stands in the UK until it ceases

being a member. The UK will continue to abide by EU treaties and laws, but not take part

in any decision-making.

The leave vote being in majority resulted in the resignation of the Prime Minister, David

Cameron and now Britain has got a new Prime Minister - Theresa May, who has set up a

new government department. She has entrusted the role of negotiations with the EU to

three men, famously called the Three BREXITeers- David Davis, Liam Fox and Boris

Johnson. The government department is headed by the Leave campaigner David Davis;

Former defence secretary, Liam Fox, is now the international trade minister and Boris

Johnson is the new foreign secretary. Their major role will be to seek new international

agreements.

https://europa.eu/european-union/about-eu/countries/member-countries_en

https://europa.eu/european-union/topics/single-market_en



In order that Britain completely exit the EU, it has to invoke an agreement called Article

50 of the Lisbon Treaty, which gives the two sides two years to agree the terms of the

split. The Prime Minister, Theresa May declared that this process will not begin before

the end of 2016. This indicated that there will be a clear idea of what kind of deal the UK

will seek from the EU, on trade and immigration, not until next year. Also there is a

great deal of uncertainty as Article 50 has only been introduced in 2009 and it has not

been used before and hence what the negotiations might be and how it affects the future

of the UK is still to be seen,

Impact of BREXIT on Britain

The immediate effect on the economy of Britain was that, the pound suffered its

biggest one-day fall in history, plunging more than 10 percent against the dollar to

hit levels which were last seen only in 1985.

UK based banks and financial firms would lose automatic "passport" access to

sell services across Europe, if Britain ceased to apply the EU principles of free

movement of goods, capital, services and people.

Britain will not be a part of the 'single market'.

All the British expatriates who live freely elsewhere in the other member

countries and enjoy equal access to health and other benefits may begin to face

problems in accessing these benefits.

British firms indicate that a slump in the value of pound has increased their costs.

Britain also loses its top AAA credit rating, meaning the cost of government

borrowing will be higher.

If the pound continues to devalue then imports will get costlier, which means that

food, clothing and homeware are all likely to get dearer.

Share prices recovered from a dramatic slump in value, with both the FTSE 100

and the broader FTSE 250 index, which includes more British-based businesses,

traded higher than before the referendum.

Reasons for BREXIT

One of the main reasons for BREXIT was that the people desired a reduction in

immigration. Currently the immigration is 330,000 a year, of which 184,000 are

EU citizens, and 188,000 are from outside the EU - the figures include a

comparatively small figure of 39,000 outflows of UK citizens.

Britain began feeling that the EU imposed too many rules on business

Britain also began feeling the pinch of paying billions of pounds a year as

membership fees and they felt that they got very little in return.

Britain also wanted to take back full control of its borders.

BREXIT and the Indian Economy

The EU (including the UK) is India’s largest trading partner, accounting for $48 billion in

merchandise exports and $65 billion in merchandise imports, according to the securities

house CLSA. According to a report, on June 16, 2016, CLSA stated that India’s trade

with the UK alone is worth $9 billion, or 8 percent of that with the EU. Engineering

goods and textiles are India’s largest exports to both the EU and the UK and the main

http://www.lisbon-treaty.org/wcm/the-lisbon-treaty/treaty-on-European-union-and-comments/title-6-final-provisions/137-article-50.html

http://www.lisbon-treaty.org/wcm/the-lisbon-treaty/treaty-on-European-union-and-comments/title-6-final-provisions/137-article-50.html



imports are machinery and autos. Also, 25 percent of India’s $82 billion software exports

in financial year 2015 were for the EU, with the UK accounting for $10 billion. BREXIT

could put markets at a risk for some time. Money could move out of riskier assets to safer

ones, and the resulting Indian equity market could fall by 2-3 percent, and the rupee will

be hurt too.

India is presently the second biggest source of FDI (Foreign Direct Investment) for Great

Britain. One of the main reasons for this is the historic and cultural ties with the UK.

Indian companies that would set up their factories in the UK could sell their products to

the rest of Europe under the European free market system. With BREXIT it is no longer

an attractive destination for Indian FDI.

The Case of TATA Group of Companies

Maybe The Hardest Hit

The TATA Group has been very strategic in their decisions of acquisitions. The

company was the first Indian business house to acquire an international company and

then it paved the way for many more to happen. From amongst its biggest acquisitions

are the Corus Steel and the Jaguar Land Rover (JLR) in the UK. BREXIT could hence

heavily influence the revenues and profits of TATA Group, if there are drastic changes in

the way of doing business in the UK, post BREXIT.

The Tata Group of companies have significant exposure to the UK and Europe markets

and the weaker currencies there may have negative impact on their market

capitalizations.

Impact on Tata Companies Post BREXIT

What could hit the earnings of JLR are that, around 40 percent of the inputs from

other European countries may be subject to some additional duties in the

aftermath of BREXIT, hence increasing the cost of production to the

company. Also almost half of the revenues is from Europe and exiting from EU

may mean loss of the market. It will also make JLR uncompetitive vis-à-vis its

German rivals.

30 percent of Tata Steel's revenue comes from UK operations. Though this

portion of the revenue may benefit due to weaker pound, economic uncertainty

can depress steel demand in Europe and hence Tata Steel's volumes. Tata Steel

reportedly has a capacity of producing 7 million tonnes of steel in UK alone.

Although India is the biggest market for Tata Global Beverages, UK is almost one

fifth of the total revenue and EU forms around 25 percent. The company sells

Tea under the brand 'Tetley' in the region. With the fall in UK and EU currencies,

there could be an impact on the company's earnings. Also, operating margin may

shrink if cost of inputs sourced from other EU countries increases.

Tata Consultancy Services (TCS) derives 27 percent of its revenue from Europe,

out of which UK contributes 16 percent. Like pound, the euro too fell (in the

consequent week of BREXIT) against the rupee, by 3 percent. Lower pound and

euro means lower margins for TCS.



Tata Motors' Jaguar Land Rover and Tata Steel Fear Losses from BREXIT

Tata Motors-owned Jaguar Land Rover (JLR) has reportedly predicted an estimated 1

billion pounds loss by 2020 in the event of Britain's exit from the European Union (EU)

in the referendum.

The luxury car firm had witnessed a major turnaround in its fortunes under the Tata

Group's charge over the last few years. It has now conducted an internal analysis of the

likely impact of BREXIT. The analysis expects the £1 billion hit to come from a 10

percent levy on vehicles being exported to Europe and 4 percent on imports of

components for the production of the vehicles. The company CEO, Ralf Speth

speculated that the company may grow stronger if the UK remains a member of the EU

and voiced his feelings, than if otherwise, it would become more difficult to buy

components and also sell the company's products to what was once its largest market.

The speculative investors of the company selling their shares and withdrawing from the

company their investments induced the company to review their strategies. Access to

markets and to a skilled workforce is the main important considerations the company

continues to sustain. Of the 19 independent Tata companies in the UK, Tata Motors and

Tata Steel are the two companies with significant revenue exposure to Europe,

specifically the UK.

The consequent day of the referendum, that is, on June 24, 2016, as the outcome of

Britain's exit from the EU, shares of all three companies plunged. TCS fell as much as

4.8 percent to Rs.2,517.10, Tata Motors dropped 12.9 percent, its steepest fall since

September 4, 2009, to Rs.425, and Tata Steel retreated 10.9 percent to Rs.297.40.

Some analysts have deduced the BREXIT could in a way help Tata Motors benefit.

Jaguar Land Rover exports 80 percent of its total production and imports around 30

percent of the parts it requires. A weaker British pound (GBP) will boost up the

company’s export realizations and offset the loss caused by inflation in its import bill. A

weak GBP could make the auto maker cost-competitive and efficient in most of the

markets it exports to, including China, which is critical both in terms of profitability and

volumes. However, analysts are also of the view that the real impact maybe realized only

two years down the line that is once the negotiations are completed.

JLR in the meanwhile, has signed an agreement with the Slovakian government to build a

new plant with an initial capacity of 150,000 units. Construction will commence in 2016

and production in 2018. Jaguar Land Rover is investing £1 billion in the plant.

Tata Steel is affected as in March 2016; the company had made an announcement to sell

its UK plant. Now with BREXIT, buyers will be skeptic as they will now have to study

and wait for the trade ties of Britain with other European countries to be finalized. Also

the sale price of the company will depend on how business will be done outside of

Britain. This means buyers will be rethinking, recalculating and renegotiating, which

will in turn lead to a delay in the entire sale process of the plant. Steel products exported

by Tata Steel UK enjoyed free trade with other European countries by virtue of Britain

http://www.business-standard.com/search?type=news&q=Tata+Steel+Uk



being part of European Union. Now with BREXIT, exports from UK will be impacted as

trade barriers will come in place, making the company lose its competitiveness.

Conclusion

It may be a little too early to contemplate BREXIT’s impact on Indian companies in UK

or the impact on the Indian Economy. As it will all be guided by how the UK negotiates

with the EU on immigration laws and trade. There are implications to the UK economy

too if it completely breaks ties with the EU and hence it remains to be seen how the

government department set up by the new Britain Prime Minister channelizes the

strategies to best suit the United Kingdom.

References

http://timesofindia.indiatimes.com/world/uk/Britain-votes-to-leave-European-

Union-unleashing-global-

turmoil/articleshow/52896708.cms?gclid=CL6o2cz93c4CFcQQaAodk24HJA

| Jun 24, 2016, 11.38AM IST

http://www.bbc.com/news/uk-politics-32810887

http://www.bbc.com/news/uk-politics-eu-referendum-36574526

http://economictimes.indiatimes.com/markets/stocks/news/BREXIT-tata-group-

companies-may-be-the-hardest-hit/articleshow/52910196.cms

http://www.livemint.com/Companies/CPQX5wTzjfyRuOVE429khN/BREXIT-

Tata-group-reviews-UK-business-strategy.html

http://www.ndtv.com/opinion/your-guide-to-BREXIT-and-5-ways-it-will-impact-

india-1421554

https://europa.eu/european-union/about-eu/eu-in-brief_en

http://www.business-standard.com/article/international/what-is-BREXIT-and-

how-does-it-impact-india-116062000026_1.html

http://www.business-standard.com/search?type=news&q=Exports

http://timesofindia.indiatimes.com/world/uk/Britain-votes-to-leave-European-Union-unleashing-global-turmoil/articleshow/52896708.cms?gclid=CL6o2cz93c4CFcQQaAodk24HJA



http://www.bbc.com/news/uk-politics-32810887

http://www.bbc.com/news/uk-politics-eu-referendum-36574526

http://economictimes.indiatimes.com/markets/stocks/news/brexit-tata-group-companies-may-be-the-hardest-hit/articleshow/52910196.cms

http://economictimes.indiatimes.com/markets/stocks/news/brexit-tata-group-companies-may-be-the-hardest-hit/articleshow/52910196.cms

http://www.livemint.com/Companies/CPQX5wTzjfyRuOVE429khN/Brexit-Tata-group-reviews-UK-business-strategy.html

http://www.livemint.com/Companies/CPQX5wTzjfyRuOVE429khN/Brexit-Tata-group-reviews-UK-business-strategy.html

http://www.ndtv.com/opinion/your-guide-to-brexit-and-5-ways-it-will-impact-india-1421554

http://www.ndtv.com/opinion/your-guide-to-brexit-and-5-ways-it-will-impact-india-1421554



BOOK REVIEW

Kainath Keshwani

T. Y. B. Com. ________________________________________________________________________

Title of the Book: Belonging

Author: Sameem Ali

Publisher: Hachette UK

Published In: 2008 ______________________________________________________________________________________

In the book, 'Belonging', the author has penned down her own story. As a staple pin

leaves its mark on the paper, in the similar way this story is surely going to leave its mark

on the readers' heart. This is the shocking true story of Sameem's struggle to break free

from her past and fight back against her upbringing.

Sameem Ali describes her experience of forced marriage, a subject that is rarely written

about by those who have been involved in it. It is a powerful and courageous account

and offers a unique perspective on this important issue

The narration of the story is as follows. When Sameem was just six months old she was

abandoned by her parents. She grew up in a children's home. After six and a half years,

when she was told that her family wanted to take her back, her joy knew no bounds and

she could wait no longer to start a new life with her family. But, gradually, back at her

house at Walsall, she opined that it was not really her home, but, it was rather a dirty

place where she was compelled to do endless chores.

She was treated miserably by her mother and was tortured daily. This cruelty of her

mother and her family members drove her towards self harm. All this torture continued

till the age of thirteen. And with all the years of torture, she had got used to it.

One day she was suddenly taken to a trip to Pakistan. She was initially very excited

about the trip, but the excitement turned out to be her worst nightmare because she was

forced to marry a complete stranger. She was not aware of what she was doing, and what

lay ahead for her. She was so young that she barely knew the meaning of marriage.

After two months of marriage, she conceived and that made her mother take her back to

the torture house. Nobody in Walsall, except her mother and her family knew the real

story of Sameem's conception.

The family to cover this made up a story that while in Pakistan, she had an affair with

some unknown person and that she fled from her house then, and now in condition she

has returned home. On coming to know of this, it pained Sameem more than the torture

inflicted on her. She could not bear this insult and thought that the physical torture was

more tolerable. Despite this she struggled to survive the pain and torture and

consequently delivered a baby boy, who was named, Azmier. The family arranged a

divorce from the first husband when the son turned three years old.



Unfortunately, Azmier too had to undergo the same torture as his mother. Years passed

but nothing seemed to change in Sameem's life.

One fine day, she met Osghar, who was a family friend. In Osghar, she found her true

and sincere love, and decided to flee with her son and Osghar, from the clutches of her

family. They decided to go to Manchester.

However, Sameem was not prepared to face the consequences of violating her family's

honour, as her elder brother tried every means to get her back home. But, finally

Sameem struggled and succeeded to free herself and her son from the clutches of her

brother.

Sameem Ali at present lives in Manchester with her husband and two sons, Azmier and

Asim. She is active in local politics and is a councillor for Moss Side, Manchester. She

now contributes by speaking openly about forced marriage at government conferences.

This helps in alleviating the problem and helping those experiencing the same situation to

get out of it.

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