IOSR-JBM   IES MCRC presents International Case Study Conference

Abstract: The Jamaican Court System consists of two (2) separate arms as stipulated by the Jamaican legislation, the Judiciary and the Magistracy. Consequently, the court system was viewed in Jamaican law as two (2) distinct bodies; the Supreme Court of Jamaica and the Resident Magistrate Courts of Jamaica. Both courts are uniquely linked in the informational process flow of data.The objective of this study was to outline the Jamaican Court System's initiative and experiences to produce vital data for use by the Regional System of Standardized Indicator in Peaceful Coexistence and Citizen's Security Project(SES); specifically, focusing on the production and importance of the homicides and Intra-family/family indicators to sustain Jamaica's peaceful development.
This case has been developed by employing the following methodologies:
a) Observation of informational system processes at each location
b) Interview of internal stakeholders in-regards to the informational process flow
c) Document review, mainly focusing on methodologies to undertake the research.
d) Audits to ascertain knowledge of data collection importance and processes.
e) Strengths, Weakness, Opportunities and Threats (SWOT) Analysis.
f) The Congruence Model of Organizational Behaviour (Nadler & Tushman, 1981) was used to explain the court system as an open social system that receives input (data) from the Jamaican environment. Those inputs experienced various transformational processes resulting in specific outputs (information and reports).
It was found that the Jamaican Court Informational System collected only summary/aggregate statistics, for example, the number of cases listed and the number of cases completed. This is an outdated practice and improvements in the country's informational management system would be necessary if the Court System was to actively participate in the SES..
Keywords:- Assessment, Analysis, Capacity, Data, Needs and Indicators

[1] Citizens Security Indicators for Latin amaerica and the Caribbean (n.d.). In Sistema Regional de Indicadores Estandarizados de
Convivencia y Seguridad Ciudadana. Retrieved April 9, 2012, from http://www.seguridadyregion.com/
[2] Hopkins, T. J. (1994). Handbook on Capacity Assessment Methodologies: An Analytical Review. N.p.: United Nations
Development Programme. Retrieved April 9, 2012, from http://mirror.undp.org/magnet/cdrb/CAPMET~1.htm
[3] Nadler, D. A., & Tushman, M. L. (1981). Frameworks for Organizational Behaviour. A Model for Diagnosing Organizational
Behaviour: Applying a congruence Perspective. In Managing Organizations. Reading Cases (pp. 35-48). Boston, Toronto: Little,
Brown and Company. Retrieved April 11, 2012
[4] Office of the Prime Minister (2003). Government at your Service: Public Sector Modernization, Vision and Strategy 2002 - 2012.
Kingston, Jamaica: The Public Sector Reform Unit, Cabinet Office.
[5] Planning Institute of Jamaica (2009). Vision 2030 Jamaica: National Plan for Development. Retrieved April 9, 2012, from
http://www.vision2030.gov.jm/NationalDevelopmentPlan/tabid/73/Default.aspx

Abstract: This paper is an attempt to explore the eternal debate which has existed since time immemorial, over supremacy above traditional style of management over the professional. It elucidates the case study of general Motors versus Lee Iaccoca.
Section 1 introduces the concept and the thought behind the selection of the topic.
Section 2 makes a case in point by discussing in detail the case study of Lee Iacocca versus General Motors.
Section 3 concludes the research paper.

[1] Moshal, B.S. Principles of Management: Ane Books Pvt. Ltd.
[2] Bateman, Thomas S. Management – Leading and Collaborating in the Competitive World: Tata McGraw Hill Publishing
[3] Reddin, W.J. Effective Management: Tata McGraw Hill Publishing
[4] Management –BPP Learning Media: Viva Books
[5] Sadri, Jayashree. , Sadri, Sorab. & Dastoor, Dhum S. Theory and Practice of Managerial Ethics: Jaico Publishing House
[6] Weihrich, Heinz & Koontz, Harold. Management – A Global Perspective: Tata McGraw Publishing Company
[7] Novak, William. Iacocca, An Autobiography: Bantam Publishing House
[8] Iacocca, Lee. Where have all the Leaders gone? : Simon & Schuster Publishers

Abstract: - The CEO of the Malhar Group was taken by surprise when the Print Week Small Scale Printers Award for 2009 was announced. Neither he nor the employees could believe it. But it was true that the CMYK of Malhar Group won the award. Everybody was happy. Still the mind of the CEO was gloomy as the attrition rate of the company was high. He was concerned about losing the creative and technical hands that seriously affected the productivity. He was worried about the production and popularity. He was upset that he was not able to give the required time to the CMYK as the business was growing in the form of Ad Agency which required creative thinking and leadership. He was concerned about the lack of competence of the manager in CMYK who had the authority and was the head of the unit. He lacked leadership. The CEO believed that if one dares to take risk of setting new services with proper technical expertise supported by a good organization structure and concentrates on the competencies of the middle level managers new heights can be achieved.

[1] How will the CEO manage the expansion of the company without much of people problem?
[2] Is there role ambiguity in case of commercial manager?
[3] Is restructuring required in the organization?
[4] Is training on team management & leadership required?
[5] Suggest the appropriate measures to overcome the problem of attrition & lower productivity.

Abstract: The financial crisis of 2008 created panic among investors throughout the world. The crisis once again lead investors to reason out the very basis for assessing the intrinsic values of the financial instruments and the various underlying truths or lies structured around these instruments. Indian markets have seen various panicky situations in the past, either due to regulatory limitations or due to regulatory loopholes. Systemic failures mainly the 1992- Harshad Mehta scam and Ketan parekh scam have questioned the safety of the financial markets in the past and haunted the investors in choosing financial investments has an avenue for making abnormal profits. Recent years have witnessed changing profile of the Indian economy with respect to lower GDP figures, higher inflation and higher interest rates. Rupee depreciation has added more smoke to this tailspin. Though recent years have been seen to be less scam tainted than previous years due to strict and stringent measures by the regulatory authorities, the NSEL scam questions the very fabric of these measures. The recent scam seems to be like a "new wine in a new bottle" kind of scenario to say. The NSEL scam is altogether in a different asset class and it requires scrutiny. These developments lead to slight change in guard for the investors to choose commodities markets and derivatives markets over spot markets with the added advantage of leveraged payoffs. The commodities markets are still in there nascent stage when compared to stock markets in terms of demand and supply variables. But the growth of commodities markets has been truly remarkable considering its ranking to world exchanges such Chicago Merchantile Exchange (CME), Chicago Board of Trade (CBOT), LIFFE, TIFFE etc. At present there exists four national commodity exchanges, out of which Multi-commodity Exchange (MCX) and National Commodity and Derivatives Exchange limited (NCDEX) have gained recognitions among the world top commodity exchanges. The recent crisis emerging from NSEL scam tries to brush through doubts of commodity markets to be efficient too. The suspension of trading and payout crisis once again point towards systemic failures and weaknesses of the financial market environment.

[1] Deepak Shenoy ( 2013) "NSEL: The 5,500-crore Scam No One Wants to Deal With"
[2] http://capitalmind.in/2013/09/nsel-the-5500-crore-scam-no-one-wants-to-deal-with/
[3] N Sundaresha Subramanian ( 2013) " NSEL crisis: 'Time for Sebi to take leadership' Experts say investor sentiment can't be hurt further"
[4] http://www.business-standard.com/article/specials/nsel-crisis-time-for-sebi-to-take-leadership- 113081500630_1.html
[5] Rahul Oberoi ( 2013) " Lessons From The Crash"
[6] http://businesstoday.intoday.in/story/national-spot-exchange-crisis-lessons-investors-canlearn/1/198907.html
[7] Ramesh Pathania ( 2013) "NSEL: The inside story‟ The success story of NSEL seems to be turning into something else now. Here‟s what‟s happening"
[8] http://www.livemint.com/Opinion/RsIy8So0LgV1bAhrvLyExN/National-Spot-Exchange-Ltd-Theinside-story.html
[9] Rajalakshmi sivam ( 2013) "Explaining the NSEL crisis" http://www.thehindubusinessline.com/features/investment-world/market-strategy/ explaining-the-nselcrisis/ article4985884.ece
[10] Suchetha Dalal (Dec 2013) " NSEL – Poor regulation was not by chance" http://www.moneylife.in/article/nsel-poor-regulation-was-not-by-chance/34294.html

Abstract: Forthright and unassuming Kochouseph Chittilappilly could well be described as the Warren Buffett of the East. In 2006, Warren Buffett pledged 85% of his wealth to the Bill and Melinda Gates Foundation, making it one of the largest charitable acts in the history of the US. In 2011, Kochouseph Chittilappilly the unconventional 61-year old founder and Managing Director of the Rs. 726 Crores V-Guard Industries, Indias' biggest manufacturer of voltage stabilizers, amidst protests from family and doctors, donated his kidney to a complete stranger – a poor truck driver from Kottayam.But that's not all that Kochouseph Chittilappilly has pioneered. "Sensing the need for a reliable and quality product with a good after sales backup" for voltage stabilizers, the market for which "was flooded with low quality stabilizers from north India with the exception of brands like Voltas and Keltron", he set up a small manufacturing unit with the help of Rs. 1,00.000 borrowed from his father. V-Guard Industries, an electrical appliances manufacturing company was founded by Kochouseph Chittilappilly in 1977, with just two employees but a burning passion to succeed and a quest for excellence. Since then the company has seen exponential growth, even in turbulent environment. From Rs. 300 crores in 2008-2009, revenues have grown to Rs. 1350 crores in 2012-2013. The company has overcome several challenges, including labour strife, which forced him to shut down his units, to establish a successful company in a state known to be a difficult terrain for entrepreneurs. The objective of this paper is to trace the business strategy and growth of the company and its future prospects.Only when one takes the risk of getting a few scars, does one gain the opportunity of winning stars Kochouseph Chittilappilly

[1] http://articles.economictimes.indiatimes.com/keyword/v-guard/recent/
[2] http://www.moneycontrol.com/news/features/v-guard-industries-moves-beyond-south-india_983695.html
[3] http://www.vguard.in/about_us.htm
[4] http://www.moneycontrol.com/india/stockpricequote/miscellaneous/vguardindustries/VI02
[5] http://economictimes.indiatimes.com/v-guard-industries-ltd/stocks/companyid-4264.cms
[6] http://www.kochousephchittilappilly.com/
[7] http://www.indianexpress.com/news/businessman-donates-kidney-to-truck-driver-sets-off-chain-reaction/739139/
[8] http://www.biography.com/people/warren-buffett-9230729?page=2
[9] http://www.kochousephchittilappilly.com/industralist/
[10] http://blog.ksidc.org/there-is-no-shortcut-to-success/

Abstract: : Syntel is a company that is a merger between IT and KPO. Being a Global company the customers are spread all over the world. English Language Proficiency has become one of the most critical factors to succeed in a global operating model. Therefore constant feedbacks are taken from customers to have better customer satisfaction. After feedback was taken from customers it was found that the employees were not very proficient in English along with complaints regarding their language proficiency. Therefore after a sampling done by taking a some employees into consideration, it was decided that a test would be taken that would gauge the knowledge level of the employees and a The Language Assessment Tool (LAT) was developed to test the same. The LAT was developed to bring about a culture change in a global Organisation like Syntel, which would enhance customer satisfaction. The LAT consists of a series of test developed on Articles, Prepositions, Vocabulary, Tenses and Reading. Around 5200 employees of Syntel are slated to take the test and their proficiency in basic grammar will be assessed

[1.] http://www.syntelinc.com/internal.aspx?id=1105
[2.] http://investor.syntelinc.com/releasedetail.cfm?ReleaseID=798085

This case is based on 'product re-launch strategy' under Strategic Management. Various strategies are discussed in this case which will make us aware in brief about the various business strategies. Management students will clear many of their concepts and will enhance their knowledge about various business strategies currently used in the industry for business growth as well as to re-enter the market. Management faculties can also use this case while discussing various strategies in their class. This case is based on the decision of the HM management when it decided to relaunch the Ambassador car. It highlight the reasons which compelled the company to take this decision, and it also talks about the views of market analyst's that making cosmetic changes the company will not be able to make any mark in this stiff competitive scenario. The case also talks about the strengths and weaknesses of company and the brand.
Key words: Relaunch, Strategic Management, Business Strategies, Re-enter, Cosmetic changes, Strengths, and Weaknesses

[1.] Q1. The company is trying to save the BRAND by offering new variant, is it working? Explain.
[2.] Q2. Suggest the feasible solutions to the Company which can be applied and will be beneficial

Abstract: Two Indian couples were taken into custody by Norway police under the case of Child abuse or Mishandling of children in 2012. The Indian parent is an expatriate who was sent by a company to take up a job abroad which looked very prestigious and also luring in terms of salary. But to their surprise the Indian way of child rising has led to deep trouble to the concern parents when they have admitted their children in Norway for primary education. These cases have attracted much concern from Indian public and led to retrospection from corporate about the need for micro level cultural sensitivity training for their employees, who are sent for international assignments, which is done by companies normally as a formality. One couple from Kolkata and one couple from Andhra Pradesh of India have fallen foul to Norway's parenting laws. The Norwegian Child Welfare Act applies to all children in Norway, regardless of the child's nationality, citizenship or cultural background," said Gunnar Toresen, Head of Child Welfare Services from Stavanger, Norway. Norway's child protective Service is a powerful body which is charged with protecting the rights of the children living in difficult family situations. The cultural differences between an Asian culture and a Nordic culture is making it difficult to the Indian government as these incidents are viewed as an issue between a private citizen and the local law of the country. Even though the Indian diplomats had to put in serious effort to support their citizens still one sector argues that the Indian parents should grow up to the international parenting standards and it is the responsibility of the corporate to create awareness among the expats. The question stands in front of the prospective expats who wish to relocate their families when they are on a long term assignment as to how to cope up with local laws of different cultured countries. It is not so simple to make the companies responsible but the share of creating awareness falls on the expats and on the host governments too.
Keywords:- Expatriates, International parenting standards, Cultural sensitivity training

[1.] Cecilie Javo, John A. Ronning, Sonja Heyerdhal, Floyd Webster Rudmin, (2003), "Parenting correlates of child behavior problems in a multiethnic community. Sample of Pre-school children in Northern Norway", European Child and Adolescent Psychiatry, 13:8-D 0I 10 1 00787-004 (84 9-3)
[2.] Isabelle Martinez, Jose Fernando Garcia et al, Parenting styles and Adolescents' Self esteem in Brazil, Psychological Reports, 2007, 100 731-745
[3.] Shelly Lundberg, (2005) " Sons, daughters and Parental Behaviors "University of Washington, Child Gender survey
[4.] Caroline Arnold, Sheridan Bartlett, Chandrika Kathiwada and Pashupati Sapkota, (2000) "Bringing up children in a changing world- Who's right? Whose rights?" UNICEF Report, ISBN: 92-806 -3627-8
[5.] Hindustan Times Norway child row: court to pronounce verdict today
[6.] Calcutta Telegraph Norway child abuse case: Indian couple charged
[7.] The Hindu Indian couple charged in Norway child abuse case
[8.] Hindu Business Line , 4, December, 2012
[9.] The Statesman Indian mission in Norway offers help to arrested couple 30 Nov 2012
[10.] http://www.cic.gc.ca/english/department/media/notices/2013-11-01.asp

Abstract: The Indian Rupee has witnessed a torrid run this year. The currency plummeted to its all time low near 70 dollar mark in August before improving. The currency is still down nearly 50% over last five years and is around 15% lower compared to last year. Clearly, the Rupee has been one of the worst performing currencies in the world. This has turned out to be a major problem for local companies, particularly the ones with a heavy exposure to the overseas trade. Corporates need foreign exchange for multiple reasons- making payments for raw materials, raising funds, overseas mergers and acquisitions, managing foreign subsidiaries etc. We develop an understanding of the forex earnings and expenses of top local corporate- as represented by the NIFTY 50 companies. In order to get an idea of the quantum of these companies forex exposure, we take out a stock of their forex earnings and expenses over last five years and find out that there is an overwhelming rise in such exposure. Fluctuations in currency have been a key factor boosting earnings for some firms; particularly the export heavy firms while certain corporate have been hurt heavily at the same time though. An analysis of the movement in the USD/INR pair indicates that the volatility in the pair has been on the rise as well and could affect the local firms much more in coming months. We identify that firms with heavy foreign debt are facing a double whammy due to soaring interest cost and a bloated repayment amount. The structurally weak undertone of the local economy and worries about a probable shift in ultra easy money policies of the US are expected to keep the Rupee under overwhelming pressure in next few months. We strongly feel that the currency play would become a dominant factor for the local firms and would have a deep impact on business performance and valuation. We analyze the performance of the major companies with significant forex exposure and heavy overseas debt. We conclude that yet another bout of weakness in the local currency; similar to the one witness in mid 2013 could have a catastrophic medium term impact on local business environment and monetary policy decision-making.

[1.] Indian exporters expect earnings boost from weak rupee
[2.] http://www.ft.com/intl/cms/s/0/84b54ef0-3021-11e3-9eec-0144feab7de.html#axzz2mbwHdFHO
[3.] Who is affected by big currency movements? July 2013
[4.] http://www.bbc.co.uk/news/business-23140774#story_continues_2
[5.] Rupee depreciation to hurt India Inc: CRISIL Research, July, 2013, http://crisil.com/Ratings/Brochureware/News/CRISILResearch currency-epreciation_10073.pdf
[6.] How exchange rate fluctuations affect companies, July 2012
[7.] http://www.euroinvestor.com/ei-news/2012/07/17/how-exchange-rate-fluctuations-affect-companies/19796
[8.] ET in the Classroom: Corporate hedging, October, 2010
[9.] http://articles.economictimes.indiatimes.com/2010-10-26/news/27630538_1_currency-risk-foreign-currency-corporates
[10.] Higher borrowing costs, weak rupee will pressure Indian corporate credit metrics

Abstract: The retail market is the largest sector in India, comprised in organized and unorganized sector. Organized retailing refers to trading activities undertaken by licensed retailers, whereas unorganized retailing refers to the traditional format like Kirana shops, hawkers, Panpatti, etc. It accounts for 95% . India has approximately 222 million households, with more than 30% of the population living in 5,000 cities and towns. (World Population Prospects, 2010, UN)` Food and grocery with 60 percent forms a lion's share of Indian household consumption, followed by clothing and fashion, which is 20% of the total, spends. The consumer market, was US$ 220 bn. in 2005-06 which doubled (US$ 425 bn) in 2010-11. India is among the world's youngest nations with a median age of 25 years. In 2025, more than 55% of the population of India would be of working age. (India Economy and Trends August 2011). This is indicating a huge potential market opportunity in India. This paper investigates the opportunities in the Indian retail marketing. The trend of working population to non working population, life style, consumer habits and consumer goods market are increased during the study period. This will increse the puchasing capacity in the country, providing further buoyancy to the retail sector. It can be conclude that the retail market in India today remains largely an untapped market. With increasing income, consumption, the Indian retail market attracts international players. Thus Indian market is high potential to attract the international market players.
Key word: Indian economy, GDP, Retail market, FDI, International players

[1.] Anand Dikshit ( 2011). "The Uneasy Compromise- Indian Retail". The Wall Street Journal.
[2.] Mitra Amit (2011) -"Manufacturing sector gaining more credibility in India,‟ Ernst and Young‟s survey, 2011
[4.] Mukherjee et al., Arpita (2006). FDI in Retail Sector: INDIA, A Report by ICRIER. Academic
[5.] Foundation. ISBN 978-81-7188-480-3.
[6.] Chengappa, Achoth, Mukherjee, Reddy,Ramachandra, Ravi (2003) – "Evolution of Food Retail
[7.] Chains: The Indian Context" Nov. 2003
[8.] Ernst and Young's(2011)- FDI Intelligence. Full year 2010 interim data as of 13 January, 2011.
[9.] Monthly Labor Review, April 2009-A survey of India needs to unleash the potential in its markets

Abstract: Granting of academic autonomy to Business Schools confers freedom on them to design their own curriculum in tune with the emerging needs of the industry in particular. The success of the leveraging process is dependent upon the ways and means adopted by B-Schools while taking a shift from the system of identical curriculum, examination and evaluation under the affiliating system to the dynamic and innovative system of academic autonomy. Academic autonomy comes as a boon to those institutions which are forward-looking and have the potential to implement academic programmes of higher standards. Academic autonomy also means accountability on the part of the autonomous institutions. The objective of this case study is to discuss at length the experience of the Post-Graduate Department of Management Studies & Research Centre, Siddaganga Institute of Technology, Tumkur, in leveraging upon the flexibility conferred by the academic autonomy in designing academic programmes, determining courses of study, syllabi and methods of evaluation. The case study discusses at length the process of take-off from the affiliating system to autonomous system, expanding the scope of areas of specialization, pace and form of modifications in the scheme of study as well as the distribution of course credits across semesters and the resultant balanced course portfolio and the evaluation system adopted under autonomous system. The findings reveal that academic autonomy has led to gradual and consistent value adding modifications in the scheme of study, syllabus and examination and evaluation. The insights from students' performance in examination are fed back into the curriculum that reflects an organic growth approach to strengthening the content and delivery. There is a great learning experience under the autonomous system.
Key words: Affiliating system, Academic autonomy, Course portfolio, Innovations in teaching, Academic accountability, Pedagogy.

[1.] Pandey, I.M. (2004): "Governance of Higher Education Institutions", Vikalpa, Vol. 29, No. 2, pp.79-84.
[2.] PGDMS & RC (2008-13): "Circulars, Proceedings of the meetings of the faculty, Board of Studies, and Internal notes on discussions".
[3.] SIT: "Hand Book cum Work Planner (2013-14)", Siddaganga Institute of Technology, Tumkur.
[4.] VTU: "Mandatory Guidelines: Implementation of Academic Autonomy" (Framed under Section 20(W) of VTU Act, 1994), Published by Visvesvaraya Technological University, Belgaum

Abstract: Indian Government has liberalized business education in 1990s, resulting in rapid growth of Management Institutes offering the programmes both at graduate & undergraduate levels. Indian management education is almost a replica of US Business education particularly in the area of pedagogy, curricula, industry interface & academic research models, but it is observed that Indian management institutes are struggling hard to introduce several adaptations because of differences in the work culture system. Owing to globalization lot of changes are noticed in the functioning of industries across the world requiring to have the manpower with multi-skills rather than simply knowledge oriented. Top Management institutes are continuously changing the contents & delivery modes. On this back ground it is equally important to address the various issues & concerns of Indian management education experiencing with time. This purpose of this case study is to engage all concerned in a serious discussion with a view to revamping management education in India as a prelude to better participation and viability in the global economy. This paper examines the issues that need to be addressed and a possible direction so that management education can be rejuvenated.
Keywords: Higher Education, Reservation, teaching method, global competition

[1.] S. G GOUTAM ,"Management Education in india: issues & concerns" ISSN: 0975 – 671X, NOV 11 TO OCT 12 , Volume 2, Issue 1
[2.] Dayal Ishwar, developing management education in India, Journal of management Research 2, August 2006 P.101
[3.] AICTE Hand Book year 2006-07
[4.] Rao S.L, Report of the working group on management education formed by National Knowledge Committee, 2005
[5.] Trehaan, Allpana (2000) : Total Quality in Management Education Implementing the Operative Schemata through effective Learning System, University News, 38(23); June 5, pp 1-6
[6.] An agenda for reforming management education, Financial Express ( Net Edition), Saturday, November 20, 2004
[7.] www.pagalguy.com/news/with-no-check-quality-rajasthans-management
[8.] www.northeasttoday.in/national-news/business-schools-closing-down-in-expectations-of-better-ventures
[9.] www.targetstudy.com/articles/impact-of-reservation-on-the-quality-of-education.html
[10.] www.entrance-exam.net/impact-of-reservation-on-higher-education-in-top-institutions

Abstract: Universal Financial Access‟ is the objective of Indian banking sector and they have long been grappling with this issue. The objective of this case study is to understand the new innovative techniques initiated by many banks with the support of RBI, Central bank of India. Reserve Bank of India launched "Financial Inclusion by Extension of Banking Services - Use of Business Facilitators and Correspondents‟ in the year 2006 with the objective of increasing the outreach in banking sector. Under this scheme Business correspondent model and branch free banking is launched by various nationalized and private sector banks in Rural Areas. The key focus ishow to mobilize deposits for priority sector lending to make a financial revolution. The approach for this case study is data collection from various banks both primary and secondary sources and the methods used by them to address this issue on Financial Inclusion. The cost of Financial Exclusion is very high and this case study will discuss success stories of various banks that have addressed this and are making this dream a reality.

[1.] http://eko.co.in/
[2.] http://bankingbeyondbranches.com/2013/03/19/quality-vs-quantity-in-the-indian-business-correspondent-network/
[3.] http://www.iibf.org.in/scripts/press.asp
[4.] http://www.iba.org.in/
[5.] http://www.finopaytech.com/who-we-are/overview
[6.] http://www.canarabank.com/English/scripts/FinancialInclusionHome.aspx
[7.] Jayanta Mallick,Business line, 20Dec.13
[8.] http://www.cgap.org/