International Journal of Business and General Management

11-28

Authors: RAMESH RAJ AYER

Adaption of e-Commerce channel by MSME businesses in India is a study on the use of e-commerce channels by MSME industry and the contribution of this channel to its profitability and success. The study also examines the factors for the success in e-Commerce and whether digital media initiative launched by the Government, has benefitted the MSME industry in India. Business-to-business (B2B) e-commerce channel is gradually maturing across the world, whereas in India, it is still at the nascent stage. Globally, almost 90% of e-commerce transactions are said to be of B2B type and only 10% are of B2C type. Although, definite data is not available, the share of B2B in India is also expected to be similar. Experts have predicted that, India’s B2B e-Commerce will be worth Rs 45 Lac Cr (US$ 700 Billion), by 2020 (Business Standard 2016). Digital India is an enabler of growth for e-Commerce of both B2B and B2C types, in India. It presents a great opportunity for MSME companies, who want to take advantage of this digital technology to expand their businesses. The e-Commerce platforms can enable MSME, to optimize procurement and expand their customer reach. For the MSME, using e-Commerce channel is an opportunity like a low hanging fruit and helps them achieve faster growth, at a relatively lower cost as well as fetch a better profit margin. There are basically two models of e-commerce. First is known as “Market Place” model, which works like exchange for buyers and sellers. The model works as a facilitator of e-commerce. The second is an “Inventory Based” model. In this model, the inventory of goods rests with the e-Commerce platform, either as consignment or as bought out stocks. This model is engaged in ecommerce directly. Indian e-Commerce industry is characterized by “Market Place” model. This allows a large number of manufacturers/traders; especially MSME’s to list their products and services on the online “Market Place” and benefit from enquiries and orders (Evolution of e-Commerce, PWC). According to experts, the current growth rate of market places is 60%, as compared to 30% for the inventory based model. The question that this study investigates is, whether the MSME industry has taken advantage of e-Commerce channel and digital India infrastructure, that is developing at a fast pace in the country and if so how?

37-46

Authors: MAHARDHIKA BERLIANDALDO, MAULUDIN HIDAYAT & ANANG HIDAYAT

In the current knowledge era, every human being starts to figure out how to manage knowledge. The process is carried out in such ways as composing new strategies, new tools, new methods and processes, which make people think to manage knowledge well, as individuals and an organization, especially for an organization or company, where the company is required to have Quality human resources (HR), new innovations, and knowledge to be able to competition.Knowledge management (KM) is present to provide solutions to old management problems in improving employee knowledge and combine business processes with the concept of knowledge management designed.The problems that occur in Cibinong Science and Technology Park (C-STP) is the management of employees who have not maximized, planning activities that have not maximized, and documentation of activities that are not done and knowledge sharing is still little implemented. Knowledge management sees that problem will have an impact on the STP activities in Cibinong, so it is necessary to do a new mechanism in the implementation of Strategy organization. The use of data used in this study is primary data and secondary data. Primary data obtained through interview, observation, and questioner. Secondary data are obtained from literature studies in the form of journals, books, the internet, and documents owned by Center for Innovation LIPI. Further analysis method used in this research is the alignment of Knowledge Management with business strategy (using Zack Framework model), K-Gap Analysis (comparison analysis between the level of importance to the knowledge needed and employee mastery level), and Preparation of Strategic Knowledge Management. From the results of data processing can be seen that the knowledge related to the strategic plan has the highest k-gap value of 1.40. The lowest k-gap value is the job description related knowledge with a value of 0.40. The next lowest k-gap value is the Incubator Development with a value of 0.50. Incubator development is one of the most important or major activities so that each employee is required to master the knowledge related incubator. The existence of knowledge gaps in the C-STP indicates that the organization has not been able to manage knowledge well. For that C-STP Manager needs to manage the existing knowledge so that knowledge gaps can be reduced by preparing the next knowledge management strategy. The strategy is to develop leadership policies, Build Awareness and Tradition, and Implement Practical Media Knowledge Management.

57-66

Authors: G. RAJESH1 & S. NARAYANA RAJAN2

Prices of essential commodities have been increasing in the markets, in Kerala, for the past two decades. Obviously, the common man finds it difficult, to adjust his income. The wholesale and retail private shop owners are found to be opportunistic and exploitative. Instead of confronting and controlling them, the State Government has established an alternate retail market, for the public to provide essential commodities, at subsidized prices. But, many of the customers are not satisfied with the quality of the services, offered at these State-run outlets, compared to the services in the private shops. This study investigates into these aspects and assesses the quality of the services, using the parameters SERVQUAL scale. The findings indicate that, comparatively, the services offered by the private shops are more satisfactory, than those in the Government outlets