Title of paper: Developmental marketing as a strategy for rural market: An exploratory analysis
Author: Priya Pankaj, Assitant Professor
Lal Bahadur Shastri Institute of Management, Delhi
Marketers in India have not been able to tap the existing opportunities in rural market which is well reflected in the penetration figures across the various product categories. One of the key reasons can be attributed to their failure to address the issue of affordability in Indian Hinterland. Affordability, in turn, is related to larger issue of development on socio-economic front which will result in wealth generation. This in turn will kindle the latent need for various products and services in the Rural Market. Still this aspect has been largely ignored by most of the Marketers, barring a select few, who have even taken the support of Information and Communication Technology (ICT) to cater to this phenomenon with significant results. This study attempts to analyse this phenomenon in order to evolve a successful Marketing Strategy for Organisations targeting Rural Markets.
Title of paper: Market, customer and process orientation: An exploratory study
Author: Bakaya Manmohan, Professor
Lal Bahadur Shastri Institute of Management, Delhi
Organisations have been facing a number of challenges in gaining and sustaining market advantage. These challenges are not new as customer needs and expectations continually change over time. However, in recent times, increasing market turbulence and intense competition has made the task of marketers more difficult. Simultaneously, the rapid advances in information and communication technologies have provided an opportunity for marketers to make marketing more customers focused. Delivering superior value to the customers coupled with a focus on long-term customer relationship has become the latest mantra. But in spite of these opportunities, most CEOs continue to be deeply troubled by their inability to achieve success through growth in the market and find it easier to direct their efforts towards making organisations lean and ‘mean’ by downsising, mindless reengineering and emphasising growth mainly through mergers and acquisitions.
