Tag: Bangalore University NEP 2021 Syllabus Notes

Salary

Salary is a fixed regular payment, typically paid on a monthly basis, for the performance of work or services. Unlike wages, which are often calculated on an hourly or weekly basis, salaries provide employees with a consistent and predetermined amount of compensation, regardless of the number of hours worked.

Components:

1. Base Salary:

The core, fixed amount of money paid to an employee on a regular basis, forming the foundation of the overall salary. Reflects the employee’s role, responsibilities, and experience.

2. Bonuses:

Additional monetary rewards provided to employees, often based on performance, company profits, or specific achievements. Motivates employees and aligns their efforts with organizational goals.

3. Allowances:

Supplementary payments intended to cover specific expenses or costs related to the job, such as housing, transportation, or meals. Addresses the financial impact of job-related requirements.

4. Benefits:

Non-monetary compensation, including healthcare, retirement plans, and other perks, provided to enhance employees’ overall well-being. Contributes to employee satisfaction and work-life balance.

5. Overtime Pay:

Additional compensation for hours worked beyond the standard workweek, often calculated at a higher rate than the regular hourly pay. Compensates employees for extra effort and time invested in work.

6. Performance–Based Incentives:

Variable payments linked to individual or team performance, encouraging employees to achieve specific goals or targets. Aligns compensation with results and fosters a performance-driven culture.

7. Profit Sharing:

Sharing company profits with employees, providing them with a stake in the organization’s financial success. Aligns the interests of employees with the overall success of the business.

8. Commissions:

Payments based on sales or revenue generated by an employee, common in roles with direct sales responsibilities. Rewards employees for their contribution to revenue generation.

9. Retirement Benefits:

Contributions made by the employer to retirement plans, such as 401(k) or pension schemes. Supports employees in building financial security for their post-work years.

• Stock Options:

The right to purchase company stock at a predetermined price, offering employees a share in the company’s ownership. Aligns employees’ interests with the company’s long-term success.

• Education and Training Support:

Financial assistance provided by the employer for the education and skill development of employees. Promotes continuous learning and professional growth.

• Health and Wellness Programs:

Initiatives and benefits aimed at promoting employees’ physical and mental well-being. Enhances employee health, productivity, and job satisfaction.

• Vacation and Leave Benefits:

Paid time off from work, including vacation days, holidays, and other types of leave. Supports work-life balance and employee well-being.

• Severance Pay:

Compensation provided to employees upon termination of employment, often based on factors like length of service. Offers financial support during transitions and provides a safety net for employees.

• Other Perquisites (Perks):

Additional benefits or privileges provided to employees, such as company cars, memberships, or flexible work arrangements. Enhances the overall employment experience and contributes to employee satisfaction.

Wages

Wages refer to the compensation paid to an employee for the hours worked or services rendered, often calculated on an hourly, daily, or weekly basis. Unlike salaries, which provide a fixed amount irrespective of hours worked, wages are directly tied to the time spent on the job.

Components:

1. Hourly Rate:

The amount paid for each hour worked by an employee. Forms the basic unit for calculating wages based on time.

2. Overtime Pay:

Additional compensation provided for hours worked beyond the standard workweek or regular working hours. Compensates employees for extra effort and time beyond the standard working hours.

3. Piece-Rate Pay:

Compensation based on the number of units produced or tasks completed. Directly links pay to productivity and output.

4. Commission:

A percentage of sales or revenue earned by an employee, common in sales roles. Rewards employees based on their contribution to generating business.

5. Tips and Gratuities:

Additional payments received by employees, often in service industries, as a form of appreciation from customers. Augments income and is often based on customer satisfaction.

6. Holiday Pay:

Compensation for hours worked on recognized holidays. Encourages employees to work during holiday periods and compensates for the disruption to personal time.

7. Shift Differentials:

Additional pay for working shifts that fall outside regular daytime hours. Compensates for inconveniences associated with non-standard working hours.

8. Bonuses (Variable):

Additional payments beyond regular wages, often tied to performance, project completion, or other achievements. Acts as an incentive and recognition for exceptional contributions.

9. Piecework Bonuses:

Additional payments for meeting or exceeding production targets in piecework arrangements.  Motivates employees to achieve or surpass production goals.

• Travel Allowances:

Compensation for work-related travel expenses, such as mileage or transportation costs. Addresses additional costs incurred while traveling for work.

• Uniform or Tool Allowances:

Payments provided to cover the cost of uniforms, tools, or equipment required for the job. Supports employees in meeting job-specific requirements.

• Incentive Pay:

Additional compensation tied to achieving specific targets, often related to productivity or efficiency. Encourages employees to meet or exceed performance expectations.

• Danger Pay:

Additional compensation for employees working in hazardous conditions or environments. Recognizes the risks associated with certain jobs.

• Call-out Pay:

Compensation for employees called in to work outside their regular schedule, often applicable to on-call positions. Compensates for the inconvenience of being available on short notice.

• Benefits (Limited):

Some wage-related benefits, such as health insurance or retirement contributions, may be provided, but to a lesser extent compared to salary packages. Enhances the overall compensation package, albeit on a more limited scale compared to salaried positions.

Difference between Salary and Wages

Basis of Comparison	Salary	Wages
Payment Frequency	Monthly	Hourly or Weekly
Consistency	Fixed, stable	Variable, fluctuates
Calculation Basis	Annual rate / 12	Hourly rate x Hours worked
Overtime Compensation	Typically included	Paid separately
Employment Level	Often for salaried employees	Common for hourly workers
Work Hours Impact	Irrelevant to pay	Directly affects earnings
Benefits	Often includes benefits	Limited or no benefits
Professional Positions	Common for white-collar jobs	Common for blue-collar jobs
Skill-Based	Reflects skills and qualifications	Often skill-independent
Administrative Work	Common for managerial roles	Common for administrative roles
Unionization	Less common for unionized jobs	Common in unionized settings
Job Complexity	Reflects job responsibilities	May not directly reflect complexity
Job Stability	Generally perceived as stable	Can be influenced by job market
Performance Impact	Less direct impact on pay	Directly impacts pay through hours
Perception in Society	Often associated with higher status	May not carry the same status

Compensation refers to compensating any damage, loss or mental harassments, wages or salaries as reward for physical and/or mental efforts to perform any agreed task or job. But the concept of equity in remunerating any work or task has forced us to perceive wages and salaries as compensation, because people work efficiently only when they are paid according to their worth or feel satisfied with the remunerations. Besides basic salaries or wages, companies are forced to view the benefits and services to justify the positional and esteem needs of employees and to provide adequate cushion for inflations. Though the cost of human resources is estimated at between 2% to 20% of the operating cost (depending upon the type of industry), to retain the employees or to avoid job-hopping, some of the industries are even forced to adopt varying scales and benefits.

Compensation is the reward that the employees receive in return for the work performed and services rendered by them to the organization. Compensation includes monetary payments like bonuses, profit sharing, overtime pay, recognition rewards and sales commission, etc., as well as non­monetary perks like a company-paid car, company-paid housing and stock opportunities and so on.

Apart from the basic financial pay the employees receive paid vacations, sick leave, holidays and medical insurance, maternity leave, free travel facility, retirement benefits, etc., and these are called benefits.

The Fixation or determination of compensation involves considering various factors and elements to arrive at a fair and competitive remuneration package for employees. The basis for compensation fixation may vary across industries, organizations, and job roles. The Combination of these factors, tailored to the specific needs and priorities of the organization, forms the basis for the fixation of compensation. Organizations often develop a comprehensive compensation strategy that integrates these elements to attract, retain, and motivate a talented and satisfied workforce.

• Market Conditions:

Aligning compensation with prevailing market rates for similar positions in the industry or geographic location. Ensures competitiveness in attracting and retaining talent.

• Job Evaluation:

Systematically assessing the relative value of different jobs within the organization based on factors like skills, responsibilities, and complexity. Establishes internal equity and aids in determining appropriate compensation levels.

• Industry Standards:

Considering compensation benchmarks and practices established within a specific industry. Helps organizations stay competitive and in line with industry norms.

• Organization’s Financial Health:

Evaluating the financial capacity of the organization to sustain and afford the proposed compensation structure. Ensures that compensation is aligned with the organization’s financial resources.

• Employee Performance:

Linking compensation to individual or team performance, often through performance appraisals and merit-based systems. Rewards and motivates high-performing employees, fostering a performance-driven culture.

• Cost of Living:

Adjusting compensation based on the cost of living in a particular region or country. Accounts for variations in living expenses and ensures fair compensation.

• Skill and Experience:

Recognizing the level of skills and experience possessed by an employee. Differentiates between entry-level and experienced employees, reflecting their contributions.

• Legal Compliance:

Ensuring compliance with local, state, and national labor laws and regulations related to minimum wage, overtime, and other compensation standards. Mitigates legal risks and ensures ethical employment practices.

• Union Agreements:

Adhering to terms negotiated and agreed upon in collective bargaining agreements with labor unions. Reflects the terms and conditions established through negotiations with employee representatives.

• Market Positioning:

Positioning the organization’s compensation strategy relative to competitors in the talent market. Influences the organization’s attractiveness to potential employees and helps in talent acquisition.

• Employee Benefits:

Including non-monetary benefits, such as health insurance, retirement plans, and other perks, in the overall compensation package. Enhances the total rewards offered to employees, contributing to their overall well-being.

• Job Complexity and Risk:

Recognizing the complexity and level of risk associated with specific job roles. Reflects the nature of the job and the skills required, influencing compensation levels.

• Retention and Succession Planning:

Considering the organization’s long-term talent strategy, including the retention of key employees and planning for future leadership needs. Aligns compensation with strategic workforce planning goals.

• Employee Value Proposition (EVP):

Evaluating the overall value proposition offered to employees beyond monetary compensation, including career development opportunities, work-life balance, and organizational culture. Considers factors that contribute to employee satisfaction and engagement.

• Global Considerations:

Adapting compensation practices to account for variations in economic conditions, cultural norms, and legal requirements in different countries for multinational organizations. Ensures consistency and compliance across diverse geographic locations.

Labour laws play a pivotal role in shaping the employment landscape and influencing wage structures within a country. These laws are designed to regulate the relationship between employers and employees, ensuring fair treatment, safe working conditions, and just compensation. The impact of labour laws on wages is multifaceted, encompassing aspects such as minimum wage regulations, overtime pay, equal pay for equal work, and various other provisions aimed at protecting workers’ rights. Labour laws wield substantial influence over wage structures, seeking to establish a balance between the interests of employers and the rights of workers. While these laws are crafted with the intention of promoting fairness, equity, and worker protection, their impact is subject to various challenges. Striking the right balance between regulation and flexibility, addressing regional disparities, and adapting to evolving workforce dynamics are ongoing challenges for policymakers and businesses alike. Nevertheless, a well-crafted and effectively enforced legal framework is essential for fostering a work environment where wages are just, working conditions are safe, and the rights of workers are upheld.

Minimum Wage Regulations:

Intended Benefits:

• Fair Compensation:

Minimum wage laws are enacted to ensure that workers receive a baseline level of compensation deemed necessary for a decent standard of living. This promotes economic justice by preventing the exploitation of vulnerable workers.

• Poverty Alleviation:

Setting a minimum wage helps lift workers out of poverty, providing them with the means to cover essential living expenses. This has broader societal implications, contributing to poverty reduction.

Challenges:

• Impact on Small Businesses:

Critics argue that higher minimum wages can impose financial burdens on small businesses, potentially leading to job cuts or increased prices for goods and services.

• Regional Disparities:

Minimum wage regulations may not adequately account for regional variations in living costs, creating challenges in finding a one-size-fits-all solution that addresses the diverse economic landscapes within a country.

Equal Pay for Equal Work:

Intended Benefits:

• Gender Pay Equity:

Labour laws promoting equal pay for equal work aim to eliminate gender-based wage disparities. This contributes to gender equality in the workplace, fostering a fair and inclusive environment.

• Fair Treatment:

The principle of equal pay extends to all forms of discrimination, ensuring that employees are not subjected to wage disparities based on race, ethnicity, or other protected characteristics.

Challenges:

• Data Accuracy and Transparency:

Implementing equal pay measures requires accurate and transparent data on employees’ roles, responsibilities, and compensation. Some organizations may face challenges in collecting and disclosing this information.

• Subjectivity in Job Evaluation:

Determining what constitutes “equal work” can be subjective, and variations in job roles may complicate efforts to ensure equal pay. Standardizing job evaluation methodologies is a complex task.

Overtime Pay and Working Hours:

Intended Benefits:

• Fair Compensation for Extra Effort:

Overtime pay regulations are intended to compensate employees for working beyond standard hours. This ensures that employees are fairly rewarded for their additional efforts.

• Limiting Exploitative Practices:

Labour laws prescribing limits on working hours and overtime seek to prevent exploitative practices and promote a healthy work-life balance. This contributes to employee well-being and job satisfaction.

Challenges:

• Operational Constraints:

Industries with fluctuating workloads may face challenges in accommodating strict working hour regulations. Flexibility in working hours may be crucial for certain sectors.

• Compliance Monitoring:

Ensuring compliance with overtime regulations requires effective monitoring mechanisms, which can be resource-intensive for regulatory authorities.

Collective Bargaining and Trade Union Laws:

Intended Benefits:

• Negotiating Power for Workers:

Collective bargaining laws empower workers to negotiate wages and working conditions collectively. This enhances their bargaining power, leading to more equitable agreements with employers.

• Labour Market Stability:

By providing a structured framework for negotiations, collective bargaining laws contribute to labour market stability, reducing the likelihood of widespread strikes or industrial unrest.

Challenges:

• Power Imbalances:

In situations where there is a significant power imbalance between employers and workers, collective bargaining may be challenging. This is particularly relevant in industries with limited unionization.

• Potential for Disruption:

While collective bargaining aims for mutually beneficial agreements, disputes can arise, leading to work stoppages and disruptions that impact both workers and employers.

Social Security and Benefits:

Intended Benefits:

• Worker Well-being:

Labour laws pertaining to social security and benefits, such as healthcare, retirement plans, and disability insurance, aim to enhance the overall well-being of workers.

• Attracting and Retaining Talent:

Competitive benefit packages can attract skilled workers and contribute to employee retention. Labour laws often prescribe minimum standards for these benefits.

Challenges:

• Financial Strain on Employers:

Mandating certain benefits can place a financial burden on employers, especially smaller businesses. Striking a balance between worker welfare and business viability is crucial.

• Changing Workforce Dynamics:

The rise of the gig economy and non-traditional employment arrangements poses challenges in adapting social security and benefit regulations to accommodate diverse work structures.

Child Labour and Forced Labour Laws:

Intended Benefits:

• Protecting Vulnerable Populations:

Laws prohibiting child labour and forced labour are designed to protect vulnerable populations from exploitation. These regulations prioritize the well-being of children and individuals subjected to coercion.

• Ethical Business Practices:

Compliance with child labour and forced labour laws is integral to promoting ethical business practices. Organizations adhering to these regulations contribute to global efforts against human rights abuses.

Challenges:

• Enforcement and Monitoring:

Effectively enforcing laws against child labour and forced labour requires robust monitoring systems, especially in industries where such practices may be prevalent.

• Global Supply Chain Complexity:

Addressing child labour and forced labour becomes complex in global supply chains, where products may pass through multiple jurisdictions with varying regulations and enforcement capacities.

Retailing in India, like in many other countries, is influenced by a variety of social issues that impact both the industry and consumers. These issues often reflect the broader social and cultural context of the country.

Addressing these social issues requires a holistic approach from retailers, encompassing ethical business practices, cultural sensitivity, and responsiveness to changing consumer dynamics. By aligning their strategies with the social fabric of India, retailers can build stronger connections with their customer base and contribute positively to society. This involves not only understanding the diverse needs of consumers but also actively participating in social initiatives that align with the values of the community.

• Diversity and Cultural Sensitivity:

India is a diverse country with multiple languages, cultures, and traditions. Retailers need to be sensitive to this diversity in their marketing strategies, product offerings, and customer interactions. Cultural insensitivity can lead to backlash and negatively impact a brand’s image.

• Consumer Behavior and Preferences:

Consumer preferences in India can vary significantly across regions and demographic segments. Retailers must stay attuned to evolving consumer trends, preferences, and purchasing behaviors to tailor their offerings and marketing strategies effectively.

• Gender Sensitivity:

Gender plays a significant role in shaping consumer behavior. Retailers need to be aware of gender-related social issues and promote inclusivity in their marketing and advertising. Creating gender-neutral spaces and products can be essential for attracting a diverse customer base.

• Economic Disparities:

India faces economic disparities, with a significant portion of the population belonging to lower-income segments. Retailers need to balance their product offerings to cater to diverse economic groups. Strategies like affordable pricing, value for money, and inclusive marketing are crucial.

• Ethical Sourcing and Fair Trade:

There is an increasing awareness among Indian consumers about the ethical sourcing of products and fair trade practices. Retailers are under scrutiny to ensure that their supply chains adhere to ethical standards, and they are expected to be transparent about their sourcing practices.

• Digital Divide:

While there is a growing trend of digitalization in urban areas, rural parts of India may still face challenges related to digital access and literacy. Retailers need to adopt strategies that cater to diverse digital maturity levels among consumers.

• Changing Lifestyle and Aspirations:

India is experiencing a significant shift in lifestyle and aspirations, especially among the younger population. Retailers must keep pace with changing consumer expectations, including a demand for international brands, experiential shopping, and lifestyle products.

• Health and Wellness Trends:

There is an increasing awareness of health and wellness in India, leading to a growing demand for organic, sustainable, and health-conscious products. Retailers need to adapt to these trends by offering healthier options and providing transparent information about product ingredients.

• Social Media Influence:

Social media plays a substantial role in shaping consumer opinions and trends. Retailers need to have a robust social media strategy to engage with consumers, manage brand perception, and stay connected with the younger demographic.

• Sustainability and Environmental Concerns:

Environmental consciousness is on the rise, and consumers are increasingly looking for sustainable and eco-friendly products. Retailers need to incorporate sustainable practices in their operations, such as reducing packaging waste and promoting environmentally friendly products.

• Inclusivity and Accessibility:

Retail spaces and services need to be inclusive and accessible to people with disabilities. Ensuring that stores are wheelchair-friendly, providing assistance for visually impaired individuals, and offering inclusive product ranges are important considerations.

• Rural-Urban Dynamics:

Retailers need to recognize the unique dynamics between rural and urban consumers. While urban consumers may seek convenience and a wide range of products, rural consumers may have different preferences and purchasing patterns.

Ethical issues in retailing are critical considerations that impact the relationships between businesses, consumers, and the broader society. Maintaining ethical standards is not only a legal requirement but also essential for building trust, ensuring fair practices, and sustaining a positive reputation.

Ethics in business have become an essential topic of discussion. In retailing, retailers want to earn maximum profit by providing satisfaction to their customers with ethical means. Some certain laws and regulations govern the retail sector.

Following these laws are important and beneficial for the organizations. In this article, you will learn about ethical behavior in the retail sector and its importance.

Ethics can be defined as the moral principles for the behavior of a person or an organization to conduct activities. Business ethics tell the difference between right and wrong activities. However, ethical conduct in business is not as simple as it seems. There are various complexities when It comes to ethical conduct.

Ethical order ensures a sense of order and justice in an organization. The concepts like Corporate Social Responsibility is introduced in the retailing sector. The CSR is related to the ethical expression to conduct business. Retailing is the end unit of the Supply chain.

Customers directly interact with retailers. Therefore, it is important that retailers act ethically as they impact the lives of many people. Ethical practices are not only moral responsibility of a retailer, but it has great importance for the retail business. Let us learn about them one by one.

Adopting an ethical approach in retailing is not only a legal obligation but also a strategic imperative. Ethical behavior builds trust with consumers, fosters a positive workplace culture, and contributes to the long-term sustainability and success of a retail business. By addressing these ethical issues, retailers can demonstrate a commitment to integrity, responsibility, and the well-being of both consumers and the broader community.

Fair Pricing and Transparency:

Deceptive pricing practices, hidden fees, and misleading discounts can erode consumer trust.

• Ethical Approach: Retailers should ensure transparency in pricing, avoid misleading promotions, and provide clear information about product costs.

Product Quality and Safety:

Selling substandard or unsafe products can harm consumers and damage a retailer’s reputation.

• Ethical Approach: Retailers must adhere to quality standards, conduct product testing, and promptly recall defective items.

Supply Chain Ethics:

Unethical practices within the supply chain, such as exploitation of labor, child labor, or environmental violations, can tarnish a retailer’s reputation.

• Ethical Approach: Retailers should implement ethical sourcing policies, ensure fair labor practices, and promote sustainable and responsible supply chain management.

Employee Treatment and Fair Labor Practices:

Unfair wages, poor working conditions, and lack of employee benefits can lead to ethical concerns.

• Ethical Approach: Retailers should prioritize fair wages, provide a safe and healthy work environment, and offer employee benefits to promote overall well-being.

Customer Privacy and Data Security:

Mishandling customer data, privacy breaches, and unauthorized use of personal information can lead to ethical violations.

• Ethical Approach: Retailers must prioritize customer privacy, implement robust data security measures, and adhere to data protection laws.

Truth in Advertising:

False or misleading advertising can deceive consumers and harm a retailer’s credibility.

• Ethical Approach: Retailers should ensure that advertising is truthful, accurate, and does not exaggerate product capabilities.

Inclusivity and Diversity:

Discrimination or lack of inclusivity in hiring practices or product representation can be ethically problematic.

• Ethical Approach: Retailers should foster diversity and inclusion, both in their workforce and in the representation of various demographics in marketing and product offerings.

Environmental Sustainability:

Irresponsible environmental practices, such as excessive packaging or contributing to pollution, raise ethical concerns.

• Ethical Approach: Retailers should adopt sustainable practices, reduce environmental impact, and promote eco-friendly products.

Social Responsibility:

Neglecting social responsibility, such as community engagement or charitable initiatives, can be viewed as ethically irresponsible.

• Ethical Approach: Retailers should actively engage in socially responsible activities, supporting community initiatives and contributing to social causes.

Ethical Marketing:

Manipulative marketing tactics, such as false scarcity or exploiting emotional triggers, can be ethically questionable.

• Ethical Approach: Retailers should prioritize honesty, integrity, and authenticity in marketing, avoiding manipulative practices.

Fair Competition:

Unfair business practices, such as price fixing or collusion, can harm competition and violate ethical standards.

• Ethical Approach: Retailers should compete fairly, adhere to antitrust laws, and avoid engaging in anti-competitive behavior.

Product Endorsements and Reviews:

Deceptive product endorsements or fake reviews can mislead consumers.

• Ethical Approach: Retailers should encourage genuine customer reviews, avoid deceptive endorsements, and maintain the integrity of product recommendations.

Importance of Ethics in Retail

• Build a Positive Image in society

People who have not much knowledge about the business ethics and rules of business conduct usually prefer to associate with those organizations which have a positive image in society.

Take the example of an IT company Infosys. Infosys is known for its charitable work, good corporate governance, and social responsibility initiatives such as providing scholarship to deserving children and providing medical help to poor elderly people.

People, when learning all about this they built a positive perception about the company.

2. Ethics helps in satisfying human needs

People, whether they are employee or customers, want to associate with an organization which works with honesty and in a fair manner.

Therefore, the following ethical practices are important if you want to retain customers as well as employees for a long period of time.

3. Ethics plays an important role in decision making

In everyday life, retailers need to take important decisions for the well-being of the organization. If an organization believe in ethical practices, it tends to make decisions which are in favor of the organization, its employees as well as customers.

A retailer can take fierce decisions in the absence of ethical practices. For example, an organization which does not follow ethical practice can take fierce decisions to tackle competition.

4. Bringing People together

Employees love and respect organization whose actions are influenced by ethical practices. The organization which practices ethics will never only think about its own but also think about its employees and customers. In this way, a healthy relationship establishes between employees and the owner.

A healthy relationship is important for the well-being of the organization. A happy employee will never betray his organization and consistently take actions to make his organization successful.

5. Makes society a better place to live

Society will become a better place to live if everyone follows ethical practices. A society where everyone thinks about themselves and take selfish decisions is not a suitable place for people to live. There will always be contradictions between the people.

However, we know very well that no two people can be the same. There will always be people who will indulge in unethical practices. At that time, ethical laws come into action and restrict unethical practices.

6. Long-term profits

Organizations which practices malice activities might get profit for short period of time, but can’t retain that success for longer period of time and, on the other hand, Organizations which are driven by values and ethics are expected to be profitable for a long time though they might lose money in a short time.

For example, the Tata group faced a great loss of business in the initial 1990s,’ but soon it turns into one of the most profitable organization by not indulging into unethical practices. The company is one of the most successful companies in India and also known for its ethical conduct in business.

In simple words, it can be said that ethics shows the path of right doing to the organization and let it make decisions which are both in favor of its employees as well as customers.

The buying decision process, also known as the consumer decision-making process, is a series of steps that individuals go through when making purchasing choices. Understanding this process is crucial for retailers as it helps them tailor their marketing strategies, enhance customer experiences, and influence consumers at each stage of the journey.

The buying decision process typically involves five stages: Problem recognition, Information search, Evaluation of alternatives, Purchase decision, and Post-purchase behavior.

Understanding the intricacies of the buying decision process is fundamental for retailers aiming to succeed in a competitive marketplace. By aligning marketing strategies, product offerings, and customer experiences with the various stages of consumer decision-making, retailers can enhance their appeal, build customer loyalty, and drive sustainable business growth. The integration of technology, the emphasis on personalization, and a commitment to ethical practices further contribute to a positive and impactful retailing experience.

1. Problem Recognition:

This is the initial stage where consumers recognize a need or problem that can be satisfied by making a purchase. It could be triggered by internal stimuli (e.g., running out of a product) or external stimuli (e.g., advertising).

Implications for Retailing:

• Retailers must understand the factors influencing problem recognition and identify triggers that prompt consumers to consider a purchase.
• Effective advertising, promotions, and product displays can stimulate the recognition of needs.

2. Information Search:

Once the need is recognized, consumers seek information to find possible solutions. This can involve internal sources (memory, past experiences) and external sources (friends, family, online reviews).

Implications for Retailing:

• Retailers should provide accessible and relevant information through multiple channels, including websites, social media, and in-store displays.
• Reviews and recommendations play a crucial role, so encouraging and showcasing positive customer feedback is beneficial.

3. Evaluation of Alternatives:

Consumers evaluate various product options based on attributes such as quality, price, brand reputation, and features. They create a consideration set of alternatives.

Implications for Retailing:

• Retailers need to ensure their products or services stand out in terms of quality, value, and uniqueness.
• Creating product bundles, offering discounts, or providing personalized recommendations can influence the evaluation process.

4. Purchase Decision:

At this stage, the consumer makes the final decision and selects a particular product or service. Factors like pricing, availability, and promotions influence this decision.

Implications for Retailing:

• Retailers should optimize pricing strategies, provide transparent information about costs, and offer convenient purchasing options (online, in-store, mobile).
• Promotions, discounts, and loyalty programs can be effective in nudging consumers towards a purchase.

5. Post-Purchase Behavior:

After the purchase, consumers assess their satisfaction. If expectations are met or exceeded, it leads to positive post-purchase behavior; otherwise, dissatisfaction may occur.

Implications for Retailing:

• Ensuring a positive post-purchase experience is critical for customer loyalty and repeat business.
• Effective customer service, easy returns, and follow-up communication can enhance customer satisfaction.

Additional Considerations:

Digital and Omnichannel Influences:

• The digital landscape has transformed the buying decision process. Consumers often use online channels for information search, reviews, and comparisons.
• Retailers must have a strong online presence, ensuring that their websites are user-friendly and mobile-optimized.

Social Media Influence:

• Social media platforms play a significant role in shaping consumer perceptions and decisions.
• Retailers should engage with customers on social media, use influencers, and leverage user-generated content to enhance brand image.

Personalization and Customer Relationship Management (CRM):

• Personalized experiences cater to individual preferences, enhancing the overall customer journey.
• Retailers can use CRM systems to track customer interactions, personalize marketing messages, and offer targeted promotions.

Supply Chain and Inventory Management:

• An efficient supply chain ensures product availability, reducing the likelihood of consumers choosing alternatives due to stockouts.
• Retailers need robust inventory management systems to optimize stock levels and fulfill customer demands promptly.

Post-Purchase Communication:

• Continued communication post-purchase, through newsletters or loyalty programs, can reinforce the customer’s decision.
• Retailers should encourage customer feedback and address any concerns promptly to build trust.

Customer Reviews and Ratings:

• Online reviews heavily influence the evaluation stage of the buying process.
• Retailers should actively manage and respond to customer reviews, showcasing a commitment to customer satisfaction.

Sustainability and Ethical Considerations:

• Growing consumer awareness about sustainability and ethical practices impacts purchasing decisions.
• Retailers adopting sustainable practices and communicating these efforts can appeal to environmentally conscious consumers.

Challenges and Opportunities for Retailers:

1. Increased Consumer Empowerment:

Consumers now have access to vast information and options, making it challenging for retailers to influence decisions. However, it also provides opportunities to engage and educate consumers through effective marketing and communication.

2. Rise of E-commerce:

The growing prominence of online shopping has altered traditional retail dynamics. Retailers must invest in seamless online experiences and omnichannel strategies to remain competitive.

3. Data Privacy Concerns:

While personalized experiences can enhance the buying process, concerns about data privacy and security are on the rise. Retailers need to be transparent about data usage and implement robust security measures.

4. Globalization and Cultural Sensitivity:

Retailers expanding internationally must be mindful of cultural differences and adapt their strategies to resonate with diverse consumer preferences.

5. Dynamic Consumer Trends:

Rapid changes in consumer preferences and trends require retailers to stay agile and responsive. Regular market research and monitoring of industry trends are essential.

Retail internationalization is the transfer of retail operations outside the home market. It involves the international transfer of retail concepts, management skills, technology and even the buying function.

International trade and commerce has existed for centuries and played a very important part in the World History. However International Retailing has been in existence and has gained ground in the past two to three decades. The economic boom in several countries, coupled with globalization have given way to Organizations looking at setting up retailing across borders. The advent of internet and multimedia has further changed the dimensions as far as International Retailing is concerned.

The international perspective in retail business involves understanding and navigating the complexities of operating in diverse global markets. Retailers expanding internationally must consider cultural nuances, regulatory environments, consumer behaviors, and economic conditions unique to each country.

The international perspective in retail business involves a nuanced understanding of diverse markets and the ability to adapt strategies to local conditions. Successful global retailers prioritize cultural sensitivity, comply with local regulations, and leverage technology to navigate the complexities of operating on a global scale. By combining a deep understanding of local markets with a strategic and flexible approach, retailers can establish a strong international presence and capitalize on global opportunities.

Factors involved in International Retailing

A careful examination of the definition for international retailing reveals certain concepts which are key to the process of international retailing. These include operations, concepts, management expertise, technology and buying.

1. Operations

Retail internationalization is the expansion of a retailer’s operations into a foreign market. The store format may or may not be similar to that in the home market. Identical operations may well trade under a different brand than that operated in the domestic market. This decision is largely dependent upon the method of market entry. On the acquisition of a foreign retail operation, the new owner may retain the original brand if it is a respected brand.

For example, in 1999 Wal-Mart (the retail giant) bought UK grocery chain ASDA and retained the original ASDA brand. When a retailer enters a new market by franchise, it may transfer an established domestic brand. Sometimes, a new foreign brand is perceived as more fashionable than its competitors.

2. Concepts

Retail concepts lay emphasis on innovations in the industry. The self service concept first emerged in California in 1912. Later, the concept was followed in a number of international markets in the next two decades. Similarly, the convenience store format which originated in USA in 1920s was taken up in Europe in the 1970s. Now, the focus in on globalization. The retail concept currently by operated by retailers may also become successful in a foreign market.

The internationalization of “the body shops” popularized the idea of environmentally sensitive products. The success of such concepts have been adopted by competitors spawning of similar retail offers in natural toiletries and cosmetics.

3. Management expertise

The transfer of concepts is linked with the internationalization of management expertise. This encompassed the internationalization of skills and techniques used in the management of the business. Formation of alliances is an important means of transferring management functions. Retail alliances are prompted by operational synergies, buying economies of scale, increased retailer power over manufacturer, the development of retailer own labels and joint defense building against the market entry of foreign competitors.

International retail alliances are the direct outcome of growing globalization. Successful alliance management rests on close cooperation, communication, synergistic performance measures and an agreement to common objectives.

4. Technology

Retailers who operate internationally require the use of technology advances. Use IT in central management of retail operations has improved its decision making in areas such as finance, personnel and logistics. Technologies such as EPOS (Electronic Point of Sale) are also used at operational levels of retail stores.

Generally, internationalization will employ relatively advanced technology. It is preferable for retailers to move into a market where they have a technological advantage. Technological advantage in turn, would confer a competitive advantage over indigenous retailers.

5. Buying

The proportion of consumer expenditure on retail is considerably important. As the population becomes more wealthy a greater proportion of income is spent on non-essentials. Only a small percentage of total spend goes on food and clothing. A higher share of spending power is directed towards non-essentials such as holidays and leisure activities. In retail operations the function of buying is indeed sourcing. Sourcing has had the greatest impact in terms of internationalization.

Alliances are formed to attain efficiency and leverage in sourcing. International retailers use their collective influence with suppliers to reduce prices and improve quality. For example, the European alliance EMD has stated exerting the combined purchasing power of its members as its primary objective.

Reason for Internationalization of retailing

1. Inadvertent internationalization

Inadvertent internationalization is due to political instability. Sometimes, changes in the demarcation of national borders take place. This may mean a retail company is operating in a different market although its stores have not physically moved. Changes in Eastern Europe are the examples of this kind. The US retailer KMart entered Czechoslovakia. Within a year it found itself operating in two district markets, the Czech and Slovak republics.

2. Non-commercial reasons

Non-commercial reasons of political, personal, ethical or social responsibility have motivated retailers to move into foreign markets. For example, retailers foray into markets for reasons of social and environmental responsibility. Notably, the Body Shop’s “trade not aid” sourcing policy helped develop infrastructures in order to stabilize economics.

3. Commercial objectives

It include entering the market which gives retailers competitive edge. Gaining important market knowledge before moving in on a larger scale learning about innovations may be other commercial objectives of retail internationalization.

4. Government regulations

Government regulations influence the choice of market by retailers. It is not a prerequisite to internationalization. Retailers prefer the markets with fewer restrictions on their growth. Severe regulations at home push retailers into the international arena. Loi Royer in France severely restricted the development of large out of town stores. As a result the French hypermarkets turned to less restrictive markets to continue their expansion.

5. Growth potential

Retailers seek the best growth potential possible. If they perceive profitable opportunities in overseas markets, they are likely to capitalize on them.

International Perspective in Retail Business

1. Globalization and Market Expansion:

• Market Entry Strategies:

Retailers may choose from various entry strategies, including franchising, joint ventures, acquisitions, or establishing wholly-owned subsidiaries, depending on the level of control desired and the nature of the market.

• Global Supply Chains:

Managing global supply chains is crucial, involving coordination of sourcing, production, and distribution across different countries. Retailers often optimize supply chain efficiency to reduce costs and enhance flexibility.

2. Cultural Sensitivity and Localization:

• Understanding Cultural Differences:

Cultural factors significantly impact consumer preferences, shopping habits, and communication styles. Successful retailers adapt their strategies to align with local cultural norms and values.

• Localization of Products and Services:

Retailers often tailor their product offerings and services to meet local tastes and preferences. This may involve adapting packaging, marketing messages, and even the assortment of products.

3. Regulatory and Legal Considerations:

• Compliance with Local Regulations:

International retailers must navigate diverse regulatory landscapes, including tax laws, employment regulations, and trade restrictions. Understanding and complying with local laws are critical for sustained success.

• Trade Barriers and Tariffs:

Retailers need to be aware of trade barriers, tariffs, and import/export regulations that may impact the cost and availability of goods.

4. Economic Conditions:

• Currency Fluctuations:

Global retailers face exposure to currency fluctuations, which can impact pricing, profitability, and financial performance. Hedging strategies may be employed to manage currency risk.

• Economic Stability:

Economic conditions in different countries influence consumer purchasing power and spending behavior. Retailers must be adaptable to economic fluctuations and tailor strategies accordingly.

5. Technology and E-commerce:

• E-commerce and Digital Platforms:

The growth of e-commerce enables retailers to reach international consumers without significant physical infrastructure. Online platforms provide opportunities for market entry and global reach.

• Technology Adoption:

The adoption of technology varies globally. Retailers need to assess the digital maturity of each market and adapt their technology strategies accordingly.

6. Competitive Landscape:

• Local and Global Competition:

Retailers face competition from both local players and other international brands. Understanding the competitive landscape is crucial for market positioning and differentiation.

• Partnerships and Collaborations:

Forming strategic partnerships with local businesses or entering collaborations with established players can facilitate market entry and enhance competitiveness.

7. Consumer Behavior and Trends:

• Diverse Consumer Behaviors:

Consumer preferences and behaviors differ across countries. Retailers must conduct thorough market research to understand local trends, shopping habits, and preferences.

• Global Trend Impact:

Some consumer trends, such as sustainability and ethical consumption, have global resonance. Retailers can leverage such trends for consistent messaging across international markets.

8. Social and Environmental Responsibility:

• CSR and Sustainability:

Social and environmental responsibility are increasingly important globally. Retailers are expected to demonstrate commitment to sustainable and ethical practices, aligning with global expectations.

9. Logistics and Distribution:

• Efficient Distribution Networks:

Establishing efficient logistics and distribution networks is critical for timely and cost-effective delivery of products. Retailers often optimize distribution strategies based on the geography and infrastructure of each market.

• Last-Mile Challenges:

Last-mile delivery challenges can vary significantly, and retailers must address them to provide a seamless customer experience.

10. Adaptability and Agility:

• Agile Business Models:

International retailers need to adopt agile business models to respond to changing market conditions, consumer preferences, and competitive landscapes.

• Crisis Management:

Effective crisis management is essential for navigating unexpected challenges, such as geopolitical events, economic downturns, or public health crises.

Retail theories encompass a wide range of concepts and models that help explain the dynamics, strategies, and challenges within the retail industry. These theories are developed to provide insights into consumer behavior, market trends, and effective retail management.

Retail theories provide valuable frameworks for understanding and navigating the complex dynamics of the retail industry. From consumer behavior and store location to marketing strategies and the impact of technology, these theories guide retailers in making informed decisions and staying competitive in an ever-evolving marketplace. The retail landscape continues to transform, and the application of these theories allows retailers to adapt, innovate, and meet the evolving needs of consumers.

This session deals with the following theories namely:

• Wheel of Retailing
• Retail Accordian Theory
• Theory of Natural Selection
• Retail life cycle

1. Wheel of Retailing

This theory talks about the structural changes in retailing. The theory was proposed by Malcomb McNair and according to this theory it describes how retail institutions change during their life cycle. In the first stage when new retail institutions start business they enter as low status, low price and low margin operations. As the retail firms achieve success they look in for increasing their customer base.

They begin to upgrade their stores, add merchandise and new services are introduced. Prices are increased and margins are raised to support the higher costs. New retailers enter the market place to fill the vacuum, while this continues to move ahead as a result of the success. A new format emerges when the store reaches the final stage of the life cycle. When the retail store started it started low but when markets grew their margins and price changed. The theory has been criticized because they do not advocate all the changes that happen in the retail sector and in the present scenario not all firms start low to enter the market

2. Retail Accordian Theory

This theory describes how general stores move to specialized stores and then again become more of a general store. Hollander borrowed the analogy ‘accordian’ from the orchestra. He suggested that players either have open accordion representing the general stores or closed accordions representing narrow range of products focusing on specialized products. This theory was also known as the general-specific-general theory. The wheel of retailing and the accordion theory are known as the cyclical theories of retail revolution

3. Theory of Natural selection

According to this theory retail stores evolve to meet change in the microenvironment. The retailers that successfully adapt to the technological, economic, demographic and political and legal changes are the ones who are more likely to grow and prosper. This theory is considered as a better one to wheel of retailing because it talks about the macro environmental variables as well, but the drawback of this theory is that if fails to address the issues of customer taste, expectations and desires

4. Retail Life cycle

Like products, brands retail organizations pass through identifiable stages of innovation, accelerated development, maturity and decline. This is commonly known as the retail life cycle. Any organization when in the innovation stage is nascent and has few competitors. They try to create a distinctive advantage to the final customers. Since the concepts are new at this stage organizations try to grow rapidly and the management tries to experiment. Profits will be moderate and the stage may last for a couple of years. When we talk about our country e-buying or online shopping is in the innovation stage.

In the accelerated growth phase the organizations face rapid increase in sales, competitors begin to emerge and the organizations begin to use leadership and their presence as a tool in stabilizing their position. The investment level will be high as there are others who will be creating a lot of competition. This level may go up to eight years. Hypermarkets, Dollar stores are in this stage. In the maturity stage as competition intensifies newer forms of retailing begin to emerge, the growth rate starts to decline. At this stage firms should start work on strategies and reposition techniques to be in the market place. Supermarkets, cooperative stores are in this stage. In the final stage of the retail life cycle is the declining phase where firms begin to loose their competitive advantage. Profitability starts to decline further and the overheads starts to rise. Thus we see that organizations needs to adopt different strategies at each level in order to sustain in the marketplace.

1. Consumer Behavior Theories:

• Wheel of Retailing:

The Wheel of Retailing theory, proposed by Malcolm P. McNair in the 1950s, suggests that retail firms evolve through predictable stages. Retailers initially enter the market with low-status, low-margin operations and gradually add services and amenities as they succeed. Over time, this process may lead to higher prices and increased competition, eventually prompting the entry of new low-status retailers. The cycle continues.

• Retail Life Cycle:

Building on the Wheel of Retailing, the Retail Life Cycle theory posits that retail formats go through distinct life stages, including introduction, growth, maturity, and decline. Each stage is associated with specific challenges and opportunities. Understanding the life cycle helps retailers adapt strategies based on their position in the market.

• Customer Decision-Making Process:

The Consumer Decision-Making Process theory outlines the steps consumers go through when making purchasing decisions. These steps include problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase evaluation. Retailers use this theory to tailor marketing strategies to influence consumers at each stage.

2. Store Location Theories:

• Central Place Theory:

The Central Place Theory, developed by Walter Christaller, explores the optimal spatial arrangement of retail centers within a geographic area. It posits that consumers will travel to the nearest central place (retail center) to fulfill their shopping needs. Larger retail centers offering a broader range of goods and services are located less frequently but serve a larger population.

• Huff’s Gravity Model:

The Huff’s Gravity Model predicts the probability of a consumer choosing a particular store based on its attractiveness (size, offerings) and distance. This model is valuable for retailers in understanding consumer behavior related to store choice and optimizing their location strategies.

3. Retail Marketing Theories:

• Retail Mix:

The Retail Mix theory, also known as the 6 Ps of retailing (Product, Price, Place, Promotion, Presentation, and Personnel), emphasizes the interconnected elements that retailers must consider when creating a marketing strategy. Balancing these elements is essential for a cohesive and effective retail marketing approach.

• STP Marketing:

STP stands for Segmentation, Targeting, and Positioning. In retail, this theory involves identifying market segments, selecting target segments that align with the retailer’s strengths, and positioning the store to meet the specific needs and preferences of those target customers.

• Retail Atmospherics:

Retail Atmospherics theory explores how the physical environment of a store, including lighting, colors, scents, and layout, affects consumer perceptions and behavior. Creating a pleasant and engaging atmosphere enhances the overall shopping experience and influences purchasing decisions.

4. Retail Evolution Theories:

• Wheel of Retailing Evolution:

The Wheel of Retailing Evolution theory builds on the Wheel of Retailing, proposing that retailers evolve through stages of innovation, growth, maturity, and decline. New retailers often introduce innovative formats, challenging existing structures and leading to a continuous cycle of evolution in the retail industry.

• Retail Life Cycle Evolution:

Similar to the Retail Life Cycle, this theory suggests that retail formats evolve through stages of introduction, growth, maturity, and decline. The evolution may involve changes in format, strategies, and consumer offerings to adapt to market conditions and competition.

5. Technology and Omnichannel Retailing Theories:

• Technology Adoption Curve:

The Technology Adoption Curve, developed by Everett Rogers, categorizes consumers into innovators, early adopters, early majority, late majority, and laggards based on their readiness to adopt new technologies. Retailers use this theory to guide their adoption of technology and innovation strategies.

• Omnichannel Retailing:

Omnichannel Retailing theory emphasizes the integration of various channels (online, offline, mobile, etc.) to provide a seamless and unified shopping experience for consumers. It recognizes that consumers may engage with retailers through multiple channels and aims to create a cohesive brand experience across all touchpoints.

6. Retail Strategy Theories:

• Porter’s Generic Strategies:

Developed by Michael Porter, this theory outlines three generic strategies for competitive advantage: cost leadership, differentiation, and focus. Retailers can pursue one of these strategies to position themselves in the market and gain a competitive edge.

• Wheel of Retailing Strategy:

The Wheel of Retailing Strategy theory suggests that retailers should strategically choose their positioning within the Wheel’s evolution stages. For example, a retailer may opt for a low-cost strategy as a low-status entrant or differentiate through innovation as a higher-status player.

7. Sustainability in Retailing:

• Green Retailing:

With a growing emphasis on sustainability, Green Retailing theory focuses on environmentally friendly retail practices. This includes sustainable sourcing, energy-efficient operations, waste reduction, and efforts to appeal to environmentally conscious consumers.

• Circular Economy in Retailing:

The Circular Economy theory promotes a regenerative approach where products, materials, and resources are kept in use for as long as possible. Retailers adopting circular economy principles aim to reduce waste, recycle materials, and create more sustainable product life cycles.

An Employee Stock Ownership Plan (ESOP) is a unique and powerful employee benefit plan that provides workers with an ownership stake in the company they work for. Through ESOPs, employees become beneficial owners of shares in the company, aligning their interests with those of shareholders and fostering a sense of commitment and engagement. Employee Stock Ownership Plans (ESOPs) are powerful tools that promote a culture of ownership, engagement, and long-term success within organizations. By providing employees with a direct stake in the company’s performance, ESOPs contribute to a positive workplace environment, increased productivity, and enhanced employee satisfaction. However, the successful implementation and management of ESOPs require careful planning, effective communication, and compliance with regulatory standards. Companies considering the adoption of an ESOP should work closely with legal, financial, and valuation experts to design a plan that aligns with their specific goals and circumstances. Additionally, ongoing communication and education are vital to ensure that employees fully understand the benefits and responsibilities associated with their ownership stakes. When executed thoughtfully, ESOPs have the potential to drive not only individual financial well-being but also the overall success and sustainability of the organization.

Features of ESOPs:

• Ownership Structure:

ESOPs create a trust that holds shares on behalf of employees. As employees accumulate tenure or meet other criteria, they become entitled to an allocation of shares.

• Contributions:

Companies contribute to the ESOP either by directly contributing shares or by contributing cash to the trust, which is then used to purchase shares. Contributions are typically tied to company profits.

• Vesting:

Employees gain ownership rights (vesting) over their allocated shares over a specified period. Vesting schedules can be time-based or performance-based.

• Distribution:

Upon retirement, termination, disability, or other triggering events, employees receive the value of their vested ESOP shares. Distribution can be in the form of company stock or cash.

• Borrowing Capacity:

ESOPs have the ability to borrow funds to acquire shares, allowing companies to use the plan as a mechanism for business succession or financing.

• Employee Participation:

All eligible employees are generally allowed to participate in the ESOP, creating a broad-based ownership structure. However, eligibility criteria can vary.

Benefits of ESOPs:

1. Ownership Culture:

ESOPs create a culture of ownership, where employees view themselves as partners in the company’s success. This can lead to increased commitment, productivity, and a focus on long-term goals.

2. Employee Engagement:

With a direct financial stake in the company’s performance, employees are motivated to contribute to its success. This sense of engagement can positively impact innovation, collaboration, and overall workplace satisfaction.

3. Retirement Benefits:

ESOPs serve as a retirement benefit, providing employees with a source of income when they retire. The value of their ESOP shares at retirement can significantly contribute to their financial well-being.

4. Tax Advantages:

Contributions made by the company to the ESOP are tax-deductible, providing a financial incentive for companies to establish and maintain ESOPs.

5. Succession Planning:

ESOPs offer a mechanism for business owners to transition ownership to employees, ensuring continuity and providing an exit strategy for founders looking to retire or sell their business.

6. Improved Performance:

Studies have shown that ESOP companies tend to outperform non-ESOP companies in terms of sales, employment growth, and overall financial performance.

Considerations in Implementing ESOPs:

• Plan Design:

Companies should carefully design their ESOPs, considering factors such as eligibility, vesting schedules, contribution levels, and distribution options. A well-designed plan aligns with the company’s goals and values.

• Communication:

Clear communication is essential to ensure that employees understand the benefits and mechanics of the ESOP. Regular communication helps build trust and ensures that employees are well-informed about their ownership stakes.

• Valuation Method:

The valuation of company stock is a critical aspect of ESOPs. Companies often engage independent appraisers to determine the fair market value of the shares, especially in the case of closely held or private companies.

• Regulatory Compliance:

ESOPs are subject to various regulatory requirements, including those outlined in the Employee Retirement Income Security Act (ERISA), which sets standards for plan fiduciaries, participant disclosures, and other protections.

• Leverage and Risk:

If the ESOP borrows funds to acquire shares, the company takes on debt. Managing leverage and associated risks is crucial to the long-term success of the ESOP.

• Diversification:

As employees’ retirement benefits are tied to the performance of the company’s stock, it’s important to provide mechanisms for employees to diversify their investment portfolios, especially as they approach retirement.

Types of ESOPs:

1. Leveraged ESOP:

The ESOP borrows funds to acquire shares, and the company makes tax-deductible contributions to the ESOP to repay the debt.

2. Non–Leveraged ESOP:

The company contributes shares directly to the ESOP without the need for borrowing. Contributions are typically based on profits.

3. Combined ESOP:

A combination of leveraged and non-leveraged elements, allowing companies to balance debt levels and cash flow considerations.

4. S Corporation ESOP:

An ESOP can own shares in an S Corporation, with certain tax advantages for both the company and participants.

Regulatory and Legal Considerations:

1. ERISA Compliance:

ESOPs are subject to ERISA regulations, which outline fiduciary responsibilities, participant disclosure requirements, and standards for plan management.

2. Valuation Standards:

Companies must adhere to valuation standards set forth by ERISA and other regulatory bodies to ensure the fair market value of ESOP shares.

3. Anti–Abuse Rules:

To prevent abuse or misuse of ESOPs, there are rules in place to ensure that transactions are conducted at arm’s length, and participants are treated fairly.

4. Prohibited Transactions:

ERISA prohibits certain transactions between the ESOP and “disqualified persons” to protect the interests of plan participants.

5. Fiduciary Responsibilities:

Fiduciaries responsible for managing the ESOP must act prudently, diversify plan assets, and follow established fiduciary duties outlined in ERISA.

Challenges and Criticisms:

1. Lack of Diversification:

As employees’ retirement benefits are tied to the company’s stock, there is a lack of diversification, which may expose employees to undue risk.

2. Valuation Complexity:

Determining the fair market value of closely held or private company stock can be complex and may require external expertise.

3. Leverage Risks:

Leveraged ESOPs carry debt, and if the company’s performance declines, repaying the debt becomes challenging, posing financial risks.

4. Communication Challenges:

Ensuring that employees understand the mechanics of the ESOP, including valuation, vesting, and distribution, can be a communication challenge for some companies.

In India the banks and banking have been divided in different groups. Each group has their own benefits and limitations in their operations. They have their own dedicated target market. Some are concentrated their work in rural sector while others in both rural as well as urban. Most of them are only catering in cities and major towns.

Indian Banking System: Structure

Bank is an institution that accepts deposits of money from the public.

Anybody who has account in the bank can withdraw money. Bank also lends money.

Indigenous Banking

The exact date of existence of indigenous bank is not known. But, it is certain that the old banking system has been functioning for centuries. Some people trace the presence of indigenous banks to the Vedic times of 2000-1400 BC. It has admirably fulfilled the needs of the country in the past.

However, with the coming of the British, its decline started. Despite the fast growth of modern commercial banks, however, the indigenous banks continue to hold a prominent position in the Indian money market even in the present times. It includes shroffs, seths, mahajans, chettis, etc. The indigenous bankers lend money; act as money changers and finance internal trade of India by means of hundis or internal bills of exchange.

Disvantages

(i) They are unorganized and do not have any contact with other sections of the banking world.

(ii) They combine banking with trading and commission business and thus have introduced trade risks into their banking business.

(iii) They do not distinguish between short term and long term finance and also between the purpose of finance.

(iv) They follow vernacular methods of keeping accounts. They do not give receipts in most cases and interest which they charge is out of proportion to the rate of interest charged by other banking institutions in the country.

Suggestions for Improvements

(i) The banking practices need to be upgraded.

(ii) Encouraging them to avail of certain facilities from the banking system, including the RBI.

(iii) These banks should be linked with commercial banks on the basis of certain understanding in the respect of interest charged from the borrowers, the verification of the same by the commercial banks and the passing of the concessions to the priority sectors etc.

(iv) These banks should be encouraged to become corporate bodies rather than continuing as family based enterprises.

Structure of Organized Indian Banking System

The organized banking system in India can be classified as given below:

Reserve Bank of India (RBI)

The country had no central bank prior to the establishment of the RBI. The RBI is the supreme monetary and banking authority in the country and controls the banking system in India. It is called the Reserve Bank’ as it keeps the reserves of all commercial banks.

Commercial Banks

Commercial banks mobilise savings of general public and make them available to large and small industrial and trading units mainly for working capital requirements.

Commercial banks in India are largely Indian-public sector and private sector with a few foreign banks. The public sector banks account for more than 92 percent of the entire banking business in India—occupying a dominant position in the commercial banking. The State Bank of India and its 7 associate banks along with another 19 banks are the public sector banks.

Scheduled and Non-Scheduled Banks

The scheduled banks are those which are enshrined in the second schedule of the RBI Act, 1934. These banks have a paid-up capital and reserves of an aggregate value of not less than Rs. 5 lakhs, hey have to satisfy the RBI that their affairs are carried out in the interest of their depositors.

All commercial banks (Indian and foreign), regional rural banks, and state cooperative banks are scheduled banks. Non- scheduled banks are those which are not included in the second schedule of the RBI Act, 1934. At present these are only three such banks in the country.

Regional Rural Banks

The Regional Rural Banks (RRBs) the newest form of banks, came into existence in the middle of 1970s (sponsored by individual nationalized commercial banks) with the objective of developing rural economy by providing credit and deposit facilities for agriculture and other productive activities of al kinds in rural areas.

The emphasis is on providing such facilities to small and marginal farmers, agricultural labourers, rural artisans and other small entrepreneurs in rural areas.

Other special features of these banks are

(i) Their area of operation is limited to a specified region, comprising one or more districts in any state.

(ii) Their lending rates cannot be higher than the prevailing lending rates of cooperative credit societies in any particular state.

(iii) The paid-up capital of each rural bank is Rs. 25 lakh, 50 percent of which has been contributed by the Central Government, 15 percent by State Government and 35 percent by sponsoring public sector commercial banks which are also responsible for actual setting up of the RRBs.

These banks are helped by higher-level agencies: the sponsoring banks lend them funds and advise and train their senior staff, the NABARD (National Bank for Agriculture and Rural Development) gives them short-term and medium, term loans: the RBI has kept CRR (Cash Reserve Requirements) of them at 3% and SLR (Statutory Liquidity Requirement) at 25% of their total net liabilities, whereas for other commercial banks the required minimum ratios have been varied over time.

Cooperative Banks

Cooperative banks are so-called because they are organized under the provisions of the Cooperative Credit Societies Act of the states. The major beneficiary of the Cooperative Banking is the agricultural sector in particular and the rural sector in general.

The cooperative credit institutions operating in the country are mainly of two kinds: agricultural (dominant) and non-agricultural. There are two separate cooperative agencies for the provision of agricultural credit: one for short and medium-term credit, and the other for long-term credit. The former has three tier and federal structure.

At the apex is the State Co-operative Bank (SCB) (cooperation being a state subject in India), at the intermediate (district) level are the Central Cooperative Banks (CCBs) and at the village level are Primary Agricultural Credit Societies (PACs).

Long-term agriculture credit is provided by the Land Development Banks. The funds of the RBI meant for the agriculture sector actually pass through SCBs and CCBs. Originally based in rural sector, the cooperative credit movement has now spread to urban areas also and there are many urban cooperative banks coming under SCBs.