Mergers and acquisitions are used by firms to strengthen and maintain their position in the market place. It is a way for companies to grow and expand into new markets, incorporate new technologies and to innovate and this business is rapidly increasing.Yet their success is by no means assured. To the contrary, a majority fall short of their stated goals and objectives. As a consequence, there are numerous social costs, including lost jobs, lost income to families and lost taxes to the local communities. Most of these social costs are not there when mergers and acquisitions are successful. While some failure can be explained by financial and market factors, a substantial number can be traced to neglected ethical, social &human resource issues and activities.These issues have to be resolved in order to ensure a successful merger. This paper coverstypes of mergers and acquisitions, the reasons for their successes and failures& will highlight Ethical, Social and Human Resource issues that need to be addressed while undertaking M & A activities, followed by an overview of recommendations for companies & employees.
Companies have realised the importance of CRM in retaining existing customers, acquiring new customers and maximising their lifetime value. The purpose of this study is to measure the effectiveness of CRM practices in banks. To identify the antecedents which are more important to build good relationship between banks and their service users and to compare the effectiveness of CRM in public and private sector banks in Delhi. For this, the customers of private and public banks were surveyed with given 24 different statements regarding CRM practices adopted by different banks. The results of factor analyses revealed four dimensions for CRM, namely, customer experience, technology-orientation, organisational commitment and processdriven approach and reliability. This survey helps to evaluate the actual perception of service users towards CRM practices of each bank. The identification of the parameters will help bank manager to effectively implement CRM that increases customer satisfaction and loyalty.
This study is an attempt to explain the relationship between corporate social responsibility (CSR), corporate reputation, and brand equity in India's banking sector. The study uses Carroll's Pyramid of CSR and the 'triple bottom line concept' as the theoretical bases for proposing a conceptual model. The data pertaining to 482 saving bank customers were analysed using structural equation modelling for this study. The integrated effect of CSR and corporate reputation on brand equity has been examined using the analyses of both the direct and indirect model paths. The findings show that corporate reputation partially mediates the relationship between CSR and brand equity, and that there exists a direct relationship between CSR and brand equity. This research has significant implications for CSR managers seeking to gain a competitive advantage in the industry by focusing upon the CSR activities that help an organisation build a positive corporate reputation, leading to a high level of brand equity.
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