Volume 2, Number 3, July - September’ 2013 ISSN (P):2279-0934, (O):2279-0942

A COMPARATIVE STUDY OF ONLINE RETAIL (E-TAILING) WITH CONVENTIONAL

RETAIL IN SPECIAL REFERENCE TO INDIA
Dr. Pankaj Bijalwan1 Anupam Sirswal2

ABSTRACT

The growth of Information technology in India has provided the multiple benefits to Indian consumers. The growth of e-
tailing is one of them. The e-tailing business in India is able to cater the needs of the customers of all the metro and non-metro
towns. The boom of retailing in metro town is becoming a matter of envy for the customers of non-metro towns. E-tailing has
provided a level playing field for all. The customers living and small towns may also have to access the quality products at the
reasonable prices. The penetration of Information Technology in India has enabled e-tailing companies to approach larger
base of customers. The customer at the click of mouse can order products of their own choice at comparatively lower cost.
The customers are open with various options.

KEYWORDS

Retailers, e-Tailing, Online shopping, Internet, Retailing, Conventional Retail etc.

INTRODUCTION

E-tailing (less frequently: e-tailing) is the selling of retail goods on the Internet. Short for "electronic retailing," and used in
Internet discussions as early as 1995, the term seems an almost inevitable addition to e-mail, e-business, and e-commerce. E-
tailing is synonymous with business-to-consumer (B2C) transaction.

E-tailing began to work for some major corporations and smaller entrepreneurs as early as 1997 when Dell Computer reported
multimillion-dollar orders taken at its Web site. The success of Amazon.com hastened the arrival of Barnes and Noble's e-tail site.
Concerns about secure order taking receded. The year 1997 was also the year in which Auto-by-Tel reported that they had sold
their millionth car over the Web, and Commerce Net/Nielsen Media reported that 10 million people had made purchases on Web.

E-tailing has resulted in the development of e-tailware - software tools for creating online catalogs and managing the business
connected with doing e-tailing. A new trend is the price comparison site that can quickly compare prices from a number of
different e-tailers.

DIFFERENCES BETWEEN RETAILING AND E-TAILING

The retail business model that is practiced in thousands of shops and strip malls in cities all over the world is widely understood.
However, many fail to understand that the Internet e-tail business model is substantially different. Some of these differences are
obvious, while others only become clear later sometimes when it is difficult to respond to them. Here are the differences, along
with the barriers and benefits found in an online store business model.

Instant Physical Transfer versus Mail Delivery

The retail model involves leasing a display room, ordering products into inventory, which are stocked on display shelves.
Shopping is either do-it-yourself or salesperson-assisted. Goods are purchased at a cash register, packed in plastic bags, and
carried out with the customer. The e-tailing model, on the other hand, has much more in common with catalog mail order sales
than with retail. Customers shop with little assistance in an online storefront, pay via credit card, and products are shipped or
drop-shipped to them via a parcel courier or postal carrier. When you think about it, the business models are very different.

Tangible v/s NonTangible

Retail stores allow shoppers to see and touch the products, to make sure they are getting what they want. Shelves carry boxes
containing products, shoppers read product information on the box, and perhaps open the box to examine the contents. Usually a
shopper can ask questions of a store clerk, while, in some stores, salespeople actively try to assist.

Online stores, however, only allow the shopper to look at pictures and read product information. The best online stores, though,
are able to provide more product information online than a retail shopper might find. Sometimes this wealth of information can
make up for the absence of a salesperson. However, the better stores are providing some kind of live chat or instant phone call to
answer questions. While retail shoppers can see and personally examine the product before purchasing, online stores need to make
special efforts to help shoppers get what they want, or face expensive product returns after delivery.

1
Professor and Head, Department of Management Studies, COER, Uttarakhand, India, pankajbijalwan@gmail.com
2
Administrative Officer, COER, Uttarakhand, India, anupam.sirswal@gmail.com

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Difference in Market Scope and Competition

The competition that retail stores face is mainly from other stores within driving distance. It may be fierce on the local front, but
at least the number of competing stores is finite. For online stores, on the other hand, the competition can seem almost infinite.
Since geographic barriers pose little limitation to shoppers, an online store is forced to compete with every other similar online
store in the entire country, and, at least in some niches, with all similar stores globally. The competition online is indeed
staggering. It is difficult to rise above the clutter to even be noticed, and the store‘s position on search engines may be buried
beneath 20 or 30 others.

However, before you despair, realize that the vastness of the Internet is also its great strength. Instead of just relying on a
customer base within driving distance, your customers can come literally from your entire nation, and, to some degree, from
around the world wherever your language is spoken. Yes, the competition is great, but the market is huge. With good marketing, a
local store might be nicely profitable, but well-marketed online store could serve a much large clientele and earn huge profits.

The key for the online storeowner is to find and perfect a marketing mix that is within her budget, but also effective in bringing in
customers. Though the competition seems intense, if you poke and prod just a bit, you find that most of the competition is flabby.
Their storefronts are a sham, the lights are on but nobody is home, and the storeowners are not working it very hard or have given
up. If you work both smart and hard, you can conceivably carve out a substantial slice of business within your niche, despite of
the competition. In e-tailing, you would rather have many competitors and still have access to a huge market, than limit both,
since entrepreneurial skills can move a business toward the top.

Inventory and Real Estate Costs

The typical retail store business model requires several thousand square feet for inventory displayed in a pleasing manner on
shelves, a checkout stand, and a backroom for extra inventory. In addition, since the retailer is trying to attract walk-in traffic, this
real estate must be zoned commercially, requiring high lease costs per square foot. E-tailers, on the other hand, since they never
meet the public face-to-face, can occupy space in a home office, a garage, less expensive office space, or lower cost light
industrial warehouse space. This saves substantial overhead.

No matter the differences in the models, however, there remains the need for inventory space. E-tailers meet this need in one of
four ways:

 Warehouse Inventory: This is the typical e-tail approach: purchase inventory and place it in warehouse space where it is
accessible to employees who pick, pull, pack, and ship to customers. This approach is expensive, since you are paying for
both warehouse space, and have capital tied up in inventory on the shelves. However, this method allows the best quality of
customer service, since shipping and inventory records are maintained in-house. This is Amazon.com‘s current method,
having built five large regional warehouses in key but low-cost areas of the US near shipping depots.

 Local Distributor: After receiving a day‘s orders, the e-tailer purchases the products from a local distributor, and then
transports them to his own facility for packing and shipping. This was Amazon.com‘s original method of fulfillment when
it was small, using an Ingram book distribution outlet in the same city. The method only works where the distributor can
keep an adequate stock on hand that the e-tailer can obtain quickly. The advantage is that the e-tailer does not have capital
tied up in inventory or unneeded warehouse space, has all the shipping records on hand, and has a good idea of the
distributor‘s stock. The disadvantage is that the e-tailer is very dependent upon his distributor‘s supplies, and may not be
able to accurately reflect available inventory to his shoppers before they purchase.

 Drop Shipping: Some manufacturers and distributors will allow e-tailers to fax an order or send an electronic order. The
manufacturer or distributor then ships from its warehouse to the customer, using the e-tailer‘s packing slip and labels. This
saves the e-tailer from investing in expensive inventory and warehouse space, but the e-tailer pays a higher than normal
wholesale price for the product, cutting the e-tailer‘s margins. Many e-tailers use this method because it requires little start-
up capital. The problem is difficulty in providing good customer service, since the e-tailer does not always have good
communication with drop-shippers about product availability, back-orders, and shipment dates. Many e-tailers keep an
inventory of their best selling products and sale items on hand, and rely on drop shipping for less popular products. This
way they can provide good customer service most of the time on popular items but make a comprehensive line of products
available for their customers to order.

 Fulfillment Houses: Some businesses specialize in providing full warehouse, inventory ordering, customer call center, and
shipping services to mail order merchants and e-tailers. While the e-tailer does not lease his own warehouse, he pays for
inventory that is stored in the fulfillment house‘s warehouse, and fees based on the space required to store it. The advantage
is that e-tailers can outsource product fulfillment to those who can do it most efficiently. This works best with unique
products that have higher profit margins. With commodities, there just are not enough margins to pay for fulfillment house
services.

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Fulfillment Costs

Retailers provide product fulfillment to their customers by stocking shelves, providing shopping carts with real (not virtual)
wheels, checkout stands, and plastic bags in which shoppers carry purchases to their cars. E-tailers‘ costs include shipping
department employees, boxes, tape, internal packing, shipping costs (usually passed on to the customer), and order tracking.

Of course, fulfillment costs are closely related to the inventory method selected. If you carry inventory in-house and have your
own shipping department, you are betting that your costs will be lower this way than outsourcing to companies that are set up to
do this very efficiently. Many analysts believe that fulfillment costs, along with customer acquisition costs, will determine
whether an online store can stay in business or not. This is a big, unseen e-commerce key. The more efficient your shipping
operation, the better your overall profit margin. The more time and money consumed by inefficient operations, the more likely
you are to fail.

Customer Service Costs and Returned Goods

Closely related to the method of fulfillment you choose is the level of customer service you can provide. Smaller retail stores
designate one or two key employees who handle time-consuming customer inquiries, complaints, and returns. Larger stores have
a customer service desk where customer service inquires are handled. There is no money to be made here. In fact, bins behind the
customer service counter contain many returned items that are a drain on profits. The purpose, however, is to retain customer
confidence and good will. Smart retailers follow the dictum that the customer is always right — even when he is wrong. A
displeased customer can easily decide to both (1) never shop in the store again, and (2) tell several others how badly he was
treated. Customer trust is ground-zero for business success.

E-tailers often neglect customer service. The large e-tailers learned the miseries of poor customer service during Christmas 1999.
However, many smaller e-tailers have yet to take customer service seriously. Instead of a customer service desk, e-tailers usually
provide a customer service e-mail address. Smarter e-tailers provide a telephone number where dissatisfied customers can quickly
speak to a real person. Live chat can also provide instant real-person attention. Customer service can sometimes be outsourced to
call centers or fulfillment houses. Nevertheless, great customer service is the second big key to e-tailing success. Since customers
are so expensive to acquire, to make any money, existing customers must be retained at whatever cost — since that cost is very
likely to be lower than customer acquisition costs.

The economies scales of Conventional multi brand and single brand retail store can achieved in the market with huge customer
base whereas online retail is not restricted on geographical customer base.

IMPORTANCE OF ETAILING FOR CUSTOMERS

The customers in metro and urban cities have the easy access to various single brand and multi brand retail outlets. However, the
customers of suburban and non-metro cities are not having access to such retail outlets. With the growth of technology, various
online stores have evolved and which are able to provide various brands to the customers easily and at less expensive prices. This
study is an effort to find out the acceptance of online marketing over conventional retail. The proposed research will also help to
identify the factors for comparison between online retail and conventional retail. Retailers are increasingly leveraging their
presence across channels of catalogue, web, stores and kiosks, to increase their share of the customer‘s wallet and expand across
consumer segments. Recent studies on consumer shopping behaviour indicate that multichannel shoppers show a significantly
higher value and frequency of purchase than single channel shoppers. It will also help the marketing company to adopt the
adequate distribution network for the customers of sub urban and non-metro cities.

E-TAILING: THE FUTURE

E-Tailing is emerging as an attractive alternative to the traditional brick-and-mortar retaining. Chances are that they will
co-exist profitably

Retail or to e-tail? That sounds like a Shakespearean dilemma. You ask any retailer; chances are that he will say both.

It all began a couple of years ago. Retailing as an attractive business was slowly emerging out of the shadows. Quite a few
corporate houses began looking at retailing as one way to corporate salvation. Notable among them are: the R P Goenka group,
the Tata, the S Kumars, the Rajan Raheja group and the Ajay Piramal group. In addition, many more are still in the process of
finalizing their forays into retailing.

The Dilemma

Even as loose ends of retailing plans are being tied up, e-tailing has begun catching the attention of many entrepreneurs.
Suddenly, you started hearing e-tailing names such as Rediff.com, Jaldi.com, Fabmart.com, Tsnshop.com and Satyamonline.com.
This could well be the beginning of an e-tail revolution.

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As the new sensation unfolds, it should be understood that retailing is serious business. Thanks to the popularity of the Internet, e-
tailing is assuming greater significance. A number of products and services are on e-tail offer and novel plans are being worked
out by many e-tailers. Consider Skumars.com for instance.

Skumars who had earlier wanted to offer its franchise only to those having 2,000 square feet space has now improved its offer. It
is now offering its franchise in Skumars.com to those possessing just 50 square feet space. So, the dilemma continues: to retail or
to e-tail?

How large is the retailing industry? Is e-tailing large enough to take on so many players? True, both retailing and e-tailing are still
nascent and growing. One estimate by consultants KSA Technopak is that the organized retailing sector should be as large as Rs
5,000 crore and e-tailing in India should be just about Rs 12 crore. Says K Vaitheeswaran, vice president (marketing) of the
Bangalore-based Fabmart: "But then the growth potential for both retailing and e-tailing is tremendous."

What is the rationale behind such an assertion? Anything, which involves a direct sale to a consumer at any point of time, could
be termed as retailing, be it selling of books, apparels, footwear‘s, music or even grocery among other things. Such a retail trade
could take place in a shopping mall, in a department store or in a basic mom-and-pop store or in a friendly neighborhood grocer's
shop. Most of such retail trades that can be done through the brick-and-mortar retailing route can be successfully replicated on the
Internet as well.

DISTINCT FEATURES

However, if one bothered to get down to the nitty gritties of retailing and e-tailing, the differences in the way business is
conducted in both the segments should become clear.

A retailer is restricted to a particular location, retailing is location-driven. However, an e-tailer can go global. Being local in
nature, a brick-and-mortar retailer has to identify a good location for his operations and wait for customers. On the other hand, an
e-tailer has to virtually attract a customer to his site and offer him exemplary services. In fact, location is no longer the key to
success if e-tailing is what we are talking about. Thus, while the target customer remains the same in both retailing and e-tailing,
the mode of conducting business is changing dramatically.

There is another distinct feature of e-tailing that is challenging. In retailing, as much as 50 per cent of the initial investment could
go towards acquiring real estate. Post-acquisition of real estate, a retailer has to spend considerable time, effort and money in
setting up his shop, stocking inventory and creating display patterns. Thanks to web-driven retailing, an e-tailer has no such
hassles. However, there is a challenge before him: retaining a customer who has shopped through his site.

Retaining an E-Tail Customer

That is more than just a challenge. The primary aim of every e-tailer is to attract a prospective customer to his e-tail site. That
calls for a large ad spend. Naturally, there has been a surge in dot.com advertising in countries such as the United States. Dot.com
ad spends is so large that as much as two-thirds of the capital raised by dot.com companies are spent towards advertising? Ad
spends by dot.com companies are so huge that whatever savings achieved in the areas of real estate and inventory is more than
offset.

The question remains: after that entire ad-spend, will the customer remain loyal to the e-tailing site. As per Jaldi.com: "The
Internet customer is very hard to predict and is different from the normal customer. Retaining him is not so simple. While a
retailer expects strong loyalty, such a loyalty on the Net is difficult to obtain. A customer may shift from the Internet if someone
else offers him a better deal."

That is why Jaldi.com will be using a mix of marketing tools such as public relations, advertising, promotions, direct marketing
and Internet advertising to spread awareness among its target audience. Jaldi.com went a step ahead. Its offline promotions started
with a successful consumer launch held at Priya PVR I theatre in New Delhi where 3,600 free Phir Bhi Dil Hai Hindustani tickets
were given to every customer who logged on and registered at the site Jaldi.com.

What all these tell you is one simple thing: customer retention is the toughest thing on the web. As per K. Ramesh, vice president
of i2inext.com: "First of all, it is difficult to get a consumer come to your site. After he comes in, the task is to retain him and get
him frequently. Once he is confident about you, he will use his credit card to make his purchases at your site."

Changing Economics

That is one aspect of the e-tailing promotion. In fact, it has been observed in countries such as the USA, traditional retailers,
despite the strength of their brand equity and their existing relationships with suppliers and customers find it extremely hard to
compete online. Reason: the vast difference between the retailing and the e-tailing segments.

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Though this is true, the web offers a host of advantages, which may tilt the economics in its favour. The Internet world could
transform much of the traditional economics of retailing. While a physical store caters only to a particular locality, the Internet
reaches out to the world. The fallout: in e-tailing, the e-tailer goes for a bigger and wider audience and still be in touch with
individual preferences.

Another approach that is emerging in e-tailing is to re-examine the normal retailing value chain. The web makes it possible to
dispense with much of the traditional value chain altogether, thanks to direct sales by manufacturers to consumers. There is
another side to this approach. According to some e-tailing specialists, web retailing also creates new points in the value chain.
Example: Internet portals that act as shopping malls or intermediary aggregators such as Vasool.com that offers a new way of
amassing buying power.

Certainly, the economics of the Internet offers a powerful first mover advantage. An e-commerce operation on the web can be
scaled up at a low cost in such a way that its physical equivalent cannot. In addition, even among e-tailers there is the first mover
advantage. If the first mover gets everything right - its website, its order fulfillment and distribution - a newcomer might find it
much harder to beat an established person at the game. Biren Ghose, chief executive officer (new media) of United Television,
which owns the site Tsnshop.com, says, "The first time a person shops on the Net is always a special occasion."

Shopping on Net

Why should anyone shop on the Net? What is the incentive to try a new medium of shopping?

If anyone has to try this new medium of shopping, there should be overwhelming reasons for doing so. The benefits must go
beyond mere convenience. For one, the consumer will certainly be interested if he gets things cheaper on the net. The Net being a
new medium, we have to convince people to use this new medium to buy." "For convincing, a customer to use this new medium,
one has to offer an incentive to buy on the Net. Otherwise, it would be very difficult to get a customer to shop with you."
According to consultants KSA, easier and faster shopping are the reasons for shopping on the Net.

You can go to a brick-and-mortar retailer who could offer you 10,000 items in his store. Chances are that he might be 10 per cent
out of stock. On the other hand, the Internet offers millions of products with no chances of an out of stock situation.

Easy and comfortably obtained info is another advantage that shopping on the Net offers. On the Internet, product information is
just a few clicks away, all accessed in the comfort of a home. Traditional retailing stands out in stark contrast: the consumer
searches frantically, runs up and down, and grills a poorly trained store assistant who is unable to help him out. In the bargain,
valuable time is lost. Simply put, shopping on the Internet for, say 15 minutes could save a two-hour trip to the mall. Consumers
prefer to save this time so that they can devote more time for their professional and domestic priorities.

THE HURDLES

Is shopping on the Net really catching on in India? The Indian scenario is quite different from that of the West. For good reasons.
Indians have always been great shoppers and enjoy shopping anywhere in the world. With malls and departmental stores
springing up in India now, Indians are just beginning to get a taste of things to come. Internet shopping is one such taste, which
the Indians have begun to savour.

There are hurdles here, however. One, need for a critical mass. This is vital for any successful e-commerce project. Consider:
growth in e-commerce will come not from well-designed websites or web-marketing but from deeper penetration of the Internet.
That is why a case has been made out for increasing broadband Internet connections, which are faster than the dial-up
connections.

One estimate is that India has mere 20-lakh Internet users, mostly concentrated in the metros. Web analysts feel that in many areas
of retailing and commerce, Internet is unlikely to garner a sizable slice of the market. In addition, that could be for several years to
come. This is true, especially in businesses where margins are thin. Consider fast moving consumer goods, the FMCG sector.
Says Devangshu Dutta, general manager of KSA Technopak: "In the Indian FMCG business, margins are as low as 10 per cent.
Hence, e-tailing in such areas might not catch on."

Two, despite a higher Internet penetration, cities like Mumbai or New Delhi might not be a haven for an e-tailer. Reason: for
things like grocery, there is a shop out there at every nook and corner. All that an individual has to do is just make a phone call
and the goods are delivered at his doorstep. Thrown in along with free home delivery is a month's credit. In case of perishables
such as fruits and vegetables, the Indian buyer prefers them farm-fresh. What does he do? While returning from work, they drop
in at the vegetable market and complete their purchases.

Three, cheap labour. Thanks to easy availability of domestics at an affordable wage bill, quite a few of the rich customers hire
them for doing domestic chores, which include shopping.

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Four, the usual Indian aversion to use credit cards. Thanks to low penetration of credit cards and the lack of popularity of debit
cards, e-tailing might find it an uphill task to catch on.

It is not just the aversion to credit cards. Says Viraj Savant, director, DBS Internet Services: "Elder citizens are averse to using
even the computer." However, they are at ease while using the remote control of a television set. That throws up an interesting
solution. Accessing the Internet through a television in the near future might be something that an individual should be offered if
e-tailing is to grow faster. The last and the most important hurdle to the growth of the e-tailing industry is the efficient
management of logistics. Here the role of a courier company is extremely important. Most portals offering e-commerce have tied
up with courier companies. For instance, Jaldi.com has tied up with Gati for taking care of their delivery logistics.

There are other examples too. Blue Dart plans to enter the household shipment business in a big way to serve the needs of the
online community in India. Looking at the coming e-commerce boom, Blue Dart is targeting an 80 per cent annual jump in its
business, mostly from the shipment requirements of its online customers. For this purpose, Blue Dart has already invested Rs 40
crore to tune up its existing infrastructure and interface it with e-commerce potential.

On the technological front, Blue Dart is upgrading its intranet facility, linking 1,300 terminals with over 2,000 people at 70
locations to meet the e-commerce requirements. This means that e-shoppers in these locations can log on to Bluedart.com and ask
for the shipment of ordered goods from these e-shops. In addition, Blue Dart has aligned with leading portals and e-shops like
Rediff.com and Fabmart.com to meet their distribution needs.

What Will Work?

The most important question now is this: what kind of retailing model is going to deliver the goods in the Indian scenario?

For an answer, consider the following. The most important cost advantage of e-tailing comes from whittled down shop front costs
and elimination of intermediaries and economical distribution. For example, book e-tailing means dispensing with big shops
replete with slow-moving stock. Consider the case of Amazon.Com, where the orders go straight to the wholesaler. That means
the working capital costs are cut down drastically. Not just that, an e-tailer is paid before he pays his distributor. The implication:
need for lower working capital.

However, one has to compare these gains against certain web-related costs that have to be provided for. Running a website and
servicing it to ensure that it is cent per cent reliable is not easy. Logistics and distribution are of utmost importance and that is
where many e-tailers are known to have gone wrong. While it is true that many e-tailers have been able to cut costs, they have lost
large sums of money in the process of offering goods at low prices. A few of them who have made profits have ploughed them
back for financing customer acquisition or retention.

Not all these mean an end to traditional retailing. E-tailing will have to co-exist with traditional retailing. Says Vaitheeswaran:
"For things such as music and books, a whole new market will be created. This will increase the market manifold." E-tailers will
have to work in combination with traditional retailers. Even the biggies in the business such as Amazon.com have realized this
and are setting up distribution warehouses for the same.

As the combination of retailing and e-tailing set to deliver the goods, the trend of using the Internet as another service medium
will gradually catch up. E-tailers like Jaldi.com have already set up kiosks in various cities, which have been successful.
Tsnshop.com makes use of its teleshopping network franchisees in various cities for selling its products. Says Ghose: "It helps in
gaining customers fast as individuals have the option of returning the goods purchased if they do not like it. They can just go
across to the shop. This gives them a certain level of comfort and confidence." Such a comfort and confidence-level is necessary
for a successful e-tailing venture.

Forecasts about e-tailing abound. Sample one of them here. Says Goel: "My forecast is that a 10-crore population shopping for a
minimum of Rs 100 per year in the next one year. This should translate into a business of Rs 1,000 crore."

On balance, what we are witnessing now is certainly a tip of the iceberg. Such is the growth potential in the e-tailing industry that
it is not possible to put a figure against the industry's size or growth. Therefore, there are pluses and minuses in the case of
retailing and e-tailing. With so many hurdles around for e-tailing, it would be long time before e-tailing really catches up.
However, the trend has begun. The model, which will work in such an Indian context, is this: a peaceful and complementary co-
existence of retailing and e-tailing.

REFERENCES

1. Baye, M. R., Morgan, J., & Scholten, P. (2003). The value of information in an online consumer electronics market.
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2. Guttman, Robert H., Moukas, Alexandros G., & Maes, Pattie. (1998). Agents as mediators in electronic commerce.
International Journal of Electronic Markets, 8(2), 22–27.

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3. Haubl, G., & Trifts, V. (2000). Consumer decision making in online shopping environments: The effects of interactive
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4. Kalyanam, K., & McIntyre, S. (2002). The E-Marketing Mix: A contribution of the E-tailing wars. Journal of Academy
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5. Kim, S. Y., & Lim, Y. J. (2001). Consumers' perceived importance of and satisfaction with internet shopping.
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6. Metters, R., & Walton, S. (2007). Strategic supply chain choices for multi-channel Internet retailers. Service Business,
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7. Rabinovich, E. (2004). Internet retailing intermediation: A multilevel analysis of inventory liquidity and fulfillment
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Pezzottaite Journals extends an opportunity to the „Organizers of Conferences & Seminars‟ from around the world to
get „Plagiarism Free‟ research work published in our Journals, submitted and presented by the participants within the
said events either organized by /at your Department / Institution / College or in collaboration.

As you know, the overall success of a refereed journal is highly dependant on the quality and timely reviews, keeping this in
mind, all our research journals are peer-reviewed to ensure and to bring the highest quality research to the widest possible
audience. The papers submitted with us, will follow a well-defined process of publication and on mutual consent. Publications
are made in accordance to policies and guidelines of Pezzottaite Journals. Moreover, our Journals are accessible worldwide as
‗Online‘ and ‗Print‘ volumes.

We strongly believe in our responsibility as stewards of a public trust. Therefore, we strictly avoid even the appearance of
conflicts-of-interest; we adhere to processes and policies that have been carefully developed to provide clear and objective
information, and it is mandate for collaborating members to follow them.

Success Stories:

We had successfully covered 3 International Conferences and received appreciation from all of them. Details are:

 Dhanalakshmi Srinivasan Engineering College, Tamil Nadu.

Contact Person: Dr.S.Charles, Principal.
 Karpaga Vinayaga College of Engineering and Technology, Tamil Nadu.
Contact Person: Dr. Umarani Purusothaman, Dean.
 Excel Business School, Tamil Nadu.
Contact Person: Dr. M. R. Vanithamani, Principal.

If you have any query, businessproposal@pezzottaitejournals.net. We will respond to you inquiry, shortly. If you have links /
or are associated with other organizers, feel free to forward ‗Pezzottaite Journals‘ to them.

It will indeed be a pleasure to get associated with an educational institution like yours.

(sd/-)
(Editor-In-Chief)

International Journal of Retailing & Rural Business Perspectives © Pezzottaite Journals. 473 | P a g e