IOSR-JBM   Volume-15 ~ Issue-1 ~ Nov-Dec-2013

Abstract: The present study is focused on students' attitude towards their piggy bank money that is pocket money and its management. Through this study, efforts are made to achieve the objectives of understanding how do students consume their pocket money, their investments practices, factors affecting their investment decisions etc. For the achievement of above mentioned objectives, survey research methodology is followed and primary data is collected and used. With the help of purposive sampling technique, a sample of 100 students (50 male and 50 female) from Lovely Professional University, Phagwara is selected who invest although small amount of money but on regular basis. A structured questionnaire is used to collect the required data from the sample respondents and the data is analyzed by using statistical tools like Graphs, Positional Measures and Factor Analysis applied with the help of SPSS.

Keywords: Behavioral Finance, Investment Behavior, Investors, Piggy Bank, Pocket Money,.

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Abstract: Generic Competitive Strategy: Basically, strategy is about two things: deciding where you want your business to go, and deciding how to get there. A more complete definition is based on competitive advantage, the object of most corporate strategy: "Competitive advantage grows out of value a firm is able to create for its buyers that exceeds the firm's cost of creating it. Value is what buyers are willing to pay, and superior value stems from offering lower prices than competitors for equivalent benefits or providing unique benefits that more than offset a higher price. There are two basic types of competitive advantage: cost leadership and differentiation." Michael Porter Competitive strategies involve taking offensive or defensive actions to create a defendable position in the industry. Generic strategies can help the organization to cope with the five competitive forces in the industry and do better than other organization in the industry. Generic strategies include 'overall cost leadership', 'differentiation', and 'focus'. Generally firms pursue only one of the above generic strategies. However some firms make an effort to pursue only one of the above generic strategies. However some firms make an effort to pursue more than one strategy at a time by bringing out a differentiated product at low cost. Though approaches like these are successful in short term, they are hardly sustainable in the long term. If firms try to maintain cost leadership as well as differentiation at the same time, they may fail to achieve either.

Keywords: Differentiated, Imitation, Innovation, Efficiency, Merchandising, and Sustainable.

[1]. Porter, Michael, Competitive Advantage, The Free Press, NY, 1985.
[2]. Porter, Michael, "What is strategy?" Harvard Business Review v74, n6 (Nov-Dec, 1996):61 (18 pages).
[3]. Treacy, M., F. Wiersema, The Discipline of Market Leaders, Addison-Wesley, 1995.
[4]. www.wikipedia.com
[5]. Research papers of Department of engineering-Economic system and operating research.
[6]. Introduction to business strategy- ICFAI centre for management research, chapter 5.
[7]. www.ifm.eng.cam.ac.uk/dstools/paradigm/genstrat.html
[8]. www.icmrindia.org/casestudies

Abstract: The luxury concept has throughout history played an important role in social life by being a clear indicator of knowledge and social class which has not changed at present but only becoming catchier. Today, the demand for luxury brands is ever increasing and brand offering is continuously on the rise.The luxury market is expanding rapidly in India on the back of economic deregulation, fast GDP growth, wealth (re)generation, increasing per capita consumption, and a growing young working population. Wealthy Indians represent a source of enormous potential for global luxury brands. . India would have more than double the number of HNIs to 403,000 by 2015 from 153,000 in 2010 and communication media have put luxury in the public eye. India's luxury market is expected to reach $14.72 billion by 2015 from an estimated $8.21 billion this year, with about 30% of the customers coming from smaller cities, according to a recent report by ASSOCHAM and Yes Bank. This descriptive and conceptual paper looks at the ingredients of a luxury brand and how to market them. The paper goes on to discuss several luxury brands in India, meaning of luxury for Indian and behaviour of closet consumers This paper also analyses the Luxury market Scenario in India, and explains how the Luxury Market is yet to achieve its boom.

Keywords: INDIA, LUXURY, LUXURY BRANDS, CLOSET CONSUMERS, SOCIO-CULTURAL VALUES.

[1] Department Of Industrial Policy & Promotion, Government of India, 2012.

[2] India Boarding, TCS Report, 2013 [3] India Luxury Review, CII-AT Kearney Report, 2011

[4] Luxury Goods Worldwide Market Study, Bain and Company, 2013.

[5] Ten most valuable global luxury brands, BrandZ MillwardBrown report, 2013. [

6] The Changing Face of luxury in India, CII-IMRB report, 2013

[7] The India Luxury Summit, ASSOCHAM and Yes Bank, 2012.

[8] Understanding China's Growing Love for Luxury, Shanghai, McKinsey, 2011.

[9] World Wealth Report, Capgemini and RBC Wealth Management, 2013.

[10] Ahya, C., Roots of Recovery. The Economic Times, January21, 2013.