@Research Paper
<#LINE#>Banking customers and their retention- an empirical study of responsible factors<#LINE#>Shailendra @Gangrade,Arpit @Loya <#LINE#>1-7<#LINE#>1.ISCA-RJMS-2016-065.pdf<#LINE#>Prestige Institute of Management and Research, Indore, MP, India@Prestige Institute of Management and Research, Indore, MP, India<#LINE#>19/8/2016<#LINE#>10/1/2017<#LINE#>Customer Retention is an undeniably squeezing issue in today\'s ever-focused business field of Banking Sector. More rivalry and expanded control made it more troublesome for banks to emerge from the group. Losing the clients can be exceptionally costly as it expenses to gain another client. Now banking sector have realized the strategic importance of customer value and seemed to be continuously seeking innovative ways to enhance customer retention through its various service relationships strategies. The purpose of this research is to study the impact of Customer Retention in banking industry and to compares the factors among Nationalized and Private Banks. The study depends on the essential information gathered from respondents from Indore area with the assistance of organized survey. Information examination has been done utilizing SPSS programming. The factual investigation strategy utilized in this study is Reliability analysis and Factor Analysis.<#LINE#>Pandey Peeyush (2012).@The relationship between CRM Dimensions and customer retention In Indian banking industry: an Empirical study of public and Private sector bank.@Journal of Commerce and Accounting Research, 1(4), 51-59.@Yes$Chitra K. and Subashini B. (2011).@Customer Retention in Banking Sector using Predictive Data Mining Technique.@ICIT 2011. The 5th International Conference on Information Technology, 1-4.@Yes$Agarwal Ritu (2009).@A comparative study of nationalized and private banks with reference to customer relation management.@Ph D dissertation School of Management Studies Punjabi University, Patiala.@Yes$Rootman C., Tait M. and Sharp G. (2011).@Relationship marketing and customer retention lessons for South African banks.@Southern African Business Review Volume 15(3), 184-206.@Yes$Ibok Nkanikpo I. and Udofot Paul O. (2012).@Customers@International Journal of Marketing Studies, 4(5), 74-80.@Yes$Mistry Dr. Snehalkumar H. (2013).@Measuring Customer Satisfaction in Banking Sector: With Special Reference to Banks of Surat City.@Asia Pacific Journal of Marketing and Management Review, 2(7), 132-140.@Yes$Kothari C.R. and Garg Gourav (2004).@Research Methodology-Methods and Techniques.@(3rd edition, 2014) New Age International Publishers. ISBN:978-81-224-3623-5.@Yes
<#LINE#>A study of customer relationship management in retail outlets at Bhopal, India<#LINE#>Monika @Sharma,Nishith @Dubey <#LINE#>8-11<#LINE#>2.ISCA-RJMS-2016-125.pdf<#LINE#>Barkatullah University, Bhopal, India @National Institute of Technical Teacher Training and Research Bhopal, India<#LINE#>7/10/2016<#LINE#>1/2/2017<#LINE#>In Indian economy, Retail Sector is playing a significant role in growth of industries. The major contribution of retail sector is towards employment generation and they are the largest creators of employment opportunities as globalization and privatization is taking place across the globe. Unorganized retail sectors are facing great challenges to survive and sustain in the market and even the organized retail in India is also facing a tough competition from all round the world.   Bhopal consists of different income groups from various segments like rural, semi-rural, urban, upper middle and lower. This study focuses upon the practices implemented by retail outlets. Retail outlets are implementing CRM practices for establishing the customer retention management. Research shows that as customer preferences and choices are dynamic and changing frequently. It helps the sector to understand the customer needs and how frequently they visit the retail outlets. Many retailers use the CRM software packages for understanding the customer needs and purchasing behavior. Through this, a company can make a clear prediction of customer’s future outcomes.<#LINE#>Mathur Meera and Samma Sumbul (2010).@A Study on Customer Relationship Management Practices in Selected Organised Retail Stores in Udaipur City.@Pacific Business Review - A Quarterly Refereed Journal, 1, 16-29.@Yes$Gupta Uravashi (2012).@Impact of Organized Retail on Unorganized Sectors: A Study in Jammu Region.@International Journal of Research in Commerce, IT & Management, 2(1), 112-115.@Yes$Paul Green E., Mahajan Vijay, Stephen Goldberg M. and Kedia Pradeep K. (1983).@A Decision Support System for Developing Retail Promotional Strategy.@Journal of Retailing.59(3), 116-143.@Yes$Anupama C.R. and Prapurna Leela (2010).@Customer Relationship Management in India Retail.@SRM-Management Digest, 8, 67-76.@No$Parikh Darshan (2006).@Measuring Retail Service Quality: An Empirical Assessment of the Instrument.@Vikalpa, 31(2), 45-56.@Yes$Jain Rajnish and Jain Sangeeta (2006).@Towards Relational Exchange in Service Marketing: Insights from Hospitality Industry.@Journal of Services Research, 5(2), 139-150.@Yes$Raab G., Ajami R.A., Gargeya V. and Goddard G.J. (2012).@Customer Relationship Management: A Global Perspective.@Gower Publishing, 1-199.@Yes
<#LINE#>Portfolio management and performance evaluation ratios<#LINE#>Mojtaba @Mortezaee,Majid @Govahi <#LINE#>12-18<#LINE#>3.ISCA-RJMS-2016-130.pdf<#LINE#>Dept. of Accounting, Mashhad Branch, Islamic Azad University, Mashhad, Iran@Dept. of Accounting, Mashhad Branch, Islamic Azad University, Mashhad, Iran<#LINE#>21/11/2016<#LINE#>8/1/2017<#LINE#>The purpose of this present research is to examine the effectiveness of portfolio management in automotive industries of Iran as a one of the most important industries in Iran, and also in Tehran stock exchange (TSE) during the period between2010 and 2015. In order to examine companies’ performance based on different portfolio theories; by using Sharp, Sortino and Sterling ratios. The results show that there is a meaningful difference between our statistical samples of study. Sterling’s ratio compare to other ratio showed a better performance. And also, except for Sortino ratio, other ratios showed a better operation of the automotive industries compared to market. Finally, the results of Kruska-Wallis test and the Square Statistic presented that using all the three types of these ratios in ranking the companies have not the similar results.<#LINE#>Lalith P.S. (2005).@Portfolio Performance Evaluation.@The Encyclopedia of Finance, 617-622.@No$Boshnack B. (2003).@Modern Portfolio Theory Dynamic Diversification for Today’s Investor.@Chairman, Vision L.P. 1-28.@Yes$Markowitz H. (1952).@Portfolio Selection.@The Journal of Finance., 7(1), 77-91.@Yes$Lettau M. and Uhlig H. (2002).@The Sharpe Ratio and Preferences: A Parametric Approach.@Macroeconomic Dynamics, 6, 2002, 242-265.@Yes$Leibowitz M.L. and S.K. (1987).@Asset Allocation under shortfall Constraints.@The Journal of Portfolio Management., 17(2), 18-23.@Yes$Mc Cafferty T. (2003).@The Market is Always Right, McGraw Hill. Mutual Fund performance.@Journal of Business,  39, 119-138.@No$Lai C. (2010).@Simulated Annealing in Multifactor Equity Portfolio Management.@Proceedings of the international multi Conference of Engineers and Computer Scientists. Hong Kong, China, 17th-19th March. 2092-2097.@Yes$Zhang Y. and Rachev S. (2004).@Risk Attribution and Portfolio Performance Measurement-An Overview,@University of Karlsruhe. University of California, Santa Barbara. U.S.A.@Yes$Wermers R. (2006).@Performance evaluation with portfolio holdings information.@North American Journal of Economics and Finance, 17, 207-230.@Yes$Roll R. (1978).@Ambiguity when Performance is measured by the Securities Market Line.@Journal of Finance, 33 (091978), 1051–1069.@Yes$Brinson G., Hood L.R. and Beebower G.L. (1986).@Determinants of portfolio performance.@Financial Analysts Journal, 42, 39&#8208;48.@Yes$Tehrani R., Raei R. and Faizabad A. (2007).@Evaluating Iranian Investment Companies during the years 2001 to 2005 using Sharpes, Trenors and Jensens indexes.@Journal of International Business and amp; Economics, 41-53.@Yes$Zakamouline V. and Koekebakker S. (2009).@Portfolio performance evaluation with generalized Sharpe ratios: Beyond the mean and variance.@Journal of Banking & Finance, 33, 1242–1254.@Yes$Hodges S.D. (1998).@A Generalization of the Sharpe Ratio and Its Applications to Valuation Bounds and Risk Measures.@University of Warwick, U.K.@Yes$Annaert J. Van O.S. and Verstraete B. (2008).@Performance evaluation of portfolio insurance strategies using stochastic dominance criteria.@Journal of Banking & Finance, 33, 272–280.@Yes$Chaudhry A. and Helen L. (2008).@The Efficacy of the Sortino Ratio and Other Benchmarked Performance Measures under Skewed Return Distributions.@Australian Journal of Management, 32(3), 485-502.@Yes$Pimentel S.M.F. (2008).@The Time Aggregation of Sharpe Ratio.@ISCTE University, Lisbon.@Yes$Diebold F.X. and Nerlove M. (1989).@The Dynamics of Exchange Rate Volatility: A Multivariate Latent Factor Arch Model.@Journal of Applied Econometrics, John Wiley & Sons, Ltd., 4(1), 1-21.@Yes$Mau R.R. (2009).@Back to the Basics: A Process Approach for Managing Portfolio Risk.@International Journal of Economics and Finance, 1(2), 12-20.@Yes$Marimuthu M. (2010).@Bumiputera-Controlled Companies: Performance Evaluation Using a Non-Parametric Approach.@International Journal of Economics and Finance, 2(2), 178-185.@Yes$Tehran Stock Exchange (2015).@Annual reports.@Tehran Stock Exchange, Tehran, Iran, http://new.tse.ir/. 01/01/2010 to 29/12/2015.@No$Sortino F. and van der Meer R. (1991).@Downside risk.@Journal of Portfolio Management, 17(4), 27-31.@Yes$Bacon CR. (2008).@Practical Portfolio Performance Measurement & Attribution.@2nd Edition, 89-90, ISBN: 1119995477.@Yes$Brian M.R and Kathleen W. F. (1993).@Post-Modern Portfolio Theory Comes of Age.@Journal of Investing, 27-33.@Yes
@Review Paper
<#LINE#>Role of social entrepreneurs as social change agents: an insight<#LINE#>Smita Gupta @Banodia,Nishith @Dubey <#LINE#>19-22<#LINE#>4.ISCA-RJMS-2016-121.pdf<#LINE#>40 C Type, A-Sector, Berkhera, BHEL, Bhopal, MP, India@National Institute of Technical Teacher Training and Research Bhopal, India<#LINE#>14/9/2016<#LINE#>21/1/2017<#LINE#>The role of social entrepreneurs in sustainable economic development is being gradually recognized and various steps are being taken by government, state, NGOs, SHGs and social enterprises to promote social entrepreneurship to bring a balanced social change in the society. The field of Social entrepreneurship is growing fast, which addresses and recognizes a social problem. It adopts the principles of the enterprises to plan and execute a social venture so that desired social change is acquired. Different sectors such as government, financial institutions, social enterprises and individual social entrepreneurs are coming forward for an integrated and coordinated approach for the development of social entrepreneurship. Social entrepreneurs are essential and important factors of quick social transformation. Social enterprises act as a vital catalyst for bringing social change and innovation and to raise the current status of people towards progress. Social enterprises can address various important issues of education, health, sanitation, nutrition, and safe drinking water. Emerging role of these social enterprises help to transform the status of the society from secondary to primary and make it’s people self-respecting, self-leaders, self-reliant and enterprising part of the society.<#LINE#>Moore Colleen C. (2012).@Exploring the Social Entrepreneur: Individual and Organizational Identity Construction.@Master@Yes$Dees J.G. (1998).@The meaning of social entrepreneurship.@31, 1-6.    http://www.caseatduke.org/ documents/dees _sedef.pdf@Yes$Dees J.G. (2011).@Social Ventures as Learning Laboratories.@Tennessee@Yes$Case (2009).@Duke The Fuqua School of Business.@http://www.caseatduke.org/documents/Articles-Research/INNOVATIONS-Davos-2009_Dees.pdf, 12.@No$Roger Martin L. and Sally Osberg (2007).@Social Entrepreneurship: The Case for Definition.@Stanford Social Innovation Review, 5(2), 28-39.@Yes$Massetti Brenda L. (2008).@The Social Entrepreneurship Matrix as a “Tipping Point” for Economic Change.@Emergence: Complexity and Organization, 10(3), 1-8.@Yes$Discover, Share, Present (2016).@Dimensions of characteristics of a social entrepreneur.@http://www.slideshare.net/@No$Bland Jonathan (2009).@Settting the scene and vision for the sector.@Social enterprise for public service: how does the third sector deliver  by Smith Institute, ISBN 1 905370 44 X.@No$Lyon Fergus (2009).@Measuring the value of social and community impact.@Social enterprise for public service: how does the third sector deliver  by Smith Institute, ISBN 1 905370 44 X., 30-38.@Yes$Wilson Alastair (2009)@Social entrepreneurs and public service delivery.@published in Social enterprise for public service: how does the third sector deliver  by Smith Institute, ISBN 1 905370 44 X.@Yes$Mukherjee Arpita (2013).@The Service Sector in India.@ADB Economics Working Paper Series No. 352, ISSN 1655-5252, Publication Stock No. WPS13578.@Yes
@Short Review Paper
<#LINE#>Perception of ecotourism in state of Madhya Pradesh, India<#LINE#>Aman @Sharma,Jyoti @Gaur <#LINE#>23-25<#LINE#>5.ISCA-RJMS-2016-119.pdf<#LINE#>School of Commerce, DAVV, Indore, MP, India@School of Commerce, DAVV, Indore, MP, India<#LINE#>14/9/2017<#LINE#>31/1/2017<#LINE#>Madhya Pradesh is endowed with rich and diverse forest resources. One third of the state is forested and offers an exciting panorama of wildlife. To enhance the conservation value of biological diversity, there is a need to establish awareness among the general public. Moreover, it was felt that the existing staff of the Forest department is overburdened with a number of tasks beyond their core focus of protection and administration. Therefore a ˜volunteer force is proposed to be created comprising of wildlife enthusiasts who are basically citizens of civil society but dedicated to devote their time, talent and energy to help the State of Madhya Pradesh to manage its rich biodiversity in a better way. This ˜Volunteer Force can assist various Park Managements in carrying out their critical functions without compromising on their core focus of conservation and protection of the biodiversity.<#LINE#>Witten I.H. and Bramwell B. (1992).@A simulation environment.@www.cs.waikato.ac.nz@No$Buhalis D. and Fletcher J. (1995).@Environmental impacts on tourist destinations: an economic analysis.@Sustainable tourism development, 3-24.@Yes$Boo E., Butler R.W. (1991).@Ecotourism in the Third World-- Problems and prospects for sustainability.@@No$Cater E. and Lowman G.(1994).@Ecotourism in the Third World--Problems and prospects for sustainability.@Ecotourism: a sustainable option?, 69-86.@Yes$Madhya Pradesh Ecotourism Development  Board (2016), mfp.mpforest.org/eco/aboutus/html@undefined@undefined@No$Madhya pradesh Tourism Development Corporation Ltd., (MPTDC) (2016), tourism.gov.in@undefined@undefined@No