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==Research==
==Research==
Bhandari's main body of research focussed on marketing issues in the areas of socio-economic development and poverty alleviation. For his doctoral work, he developing a methodology for identifying value-based communication appeals that were likely to influence people's attitudes and beliefs about family planning, and which could form the basis of a marketing campaign. For this, he used the ECHO method developed by to generate value hierarchies and their influencers for a rural and urban population in Rajasthan, India.<ref>http://books.google.com/books?id=UlMUAQAAIAAJ&printsec=frontcover&dq=labdhi+bhandari&hl=en&sa=X&ei=461OVKjlCMaAygTLhILgAw&ved=0CB8Q6AEwAA#v=onepage&q=labdhi%20bhandari&f=false</ref> After returning to the [[Indian Institute of Management, Ahmedabad]], he focussed on issues of consumption in developing countries, especially among the poor. In a series of papers<ref>https://docs.google.com/open?id=0B11fcdhr49lbOE5DV0F3ak12MzQ</ref><ref>https://docs.google.com/open?id=0B11fcdhr49lbSFRPaTYwaTBSc00</ref><ref>https://drive.google.com/file/d/0B11fcdhr49lbajlVRFhCMGgxMUk/edit?usp=sharing</ref><ref>Dholakia, R. R., Sharif, M., & Bhandari, Labdhi (1988). Consumption in the Third World: Challenges for marketing and development. Marketing and development: Toward broader dimensions, 129-48.</ref>, he and his colleagues showed that the consumption of the poor masses, apart from just being dependent on their disposable income, was also constrained and influenced by the marketing system of the country which included the activities of various institutions, the distribution network, policy etc. In his early work, Bhandari and his colleagues analyzed the consumption needs of the masses in India and argued that they were not being adequately met either by public or private firms in the organized sector, or firms in the small-scale or cottage industries sector as was intended by government policy.<ref>Bhandari, Labdhi, & Vora, MN (1976). Indian Distribution System: Role of Private Trade. In Public Distribution Systems: Evolution, Evaluation, and Prospects, ed. N. Dholalda & R. Khurana (New Delhi: Oxford, 1979), 42-60.</ref> They showed that, on one hand, the small-scale sector did not have the technological resources, marketing knowhow, access to a national distribution network, or economies of scale necessary to produce and market quality products at an appropriate price for the mass market while, on the other hand, government policy that put caps on manufacturing capacity disincentivised large firms in both the private and public sector from servicing the mass market, encouraging them, instead, to develop a product mix which maximized profit margins at low volume by targeting the affluent urban consumer. Bhandari suggested a systematic policy that was based on detailed study of consumption needs and consumer behaviour of the masses on one hand, and the marketing capabilities of the different productive sectors on the other. He also proposed a role for a public-sector marketing organisation that could provide product development, advertising, distribution and other marketing services to the small-scale and cottage industries and advocated utilizing the distribution and marketing capabilities of large firms in the organized sector by other sectors through partnership.<ref>Bhandari, Labdhi (1976). Meeting Consumption Needs of Masses: A Proposal for a Public Sector Marketing Corporation. In Seminar on Public Distribution System, Indian Institute of Management, Ahmedabad. Also published in Vikalpa </ref><ref>https://docs.google.com/open?id=0B11fcdhr49lbOE5DV0F3ak12MzQ</ref><ref>Bhandari, Labdhi & Vyas, V. (1978). Public distribution of non-food essential commodities: the needed innovations." Round Table on Public Distribution of Essential Commodities: Policies and Problems, Indian Merchants Chamber. Mimeo.</ref> In later work, he highlighted the biases of planners in thinking of the poor mainly as producers and the consequences of such a bias. He was one of the first to put forth the view that it was crucial to consider the poor as consumers when making policy for development, because their quality of life is more directly linked to their consumption activities rather than their income or productivity.<ref>https://drive.google.com/file/d/0B11fcdhr49lbajlVRFhCMGgxMUk/edit?usp=sharing</ref> Bhandari's research contributed to and was part of a movement in the marketing research community that was represented by the members of the International Society of Markets and Development.<ref>http://ismd.org/?page_id=20</ref><ref>Dholakia, R. R., Sharif, M., & Bhandari, Labdhi (1988). Consumption in the Third World: Challenges for marketing and development. Marketing and development: Toward broader dimensions, 129-48.</ref>
Bhandari's main body of research focussed on marketing issues in the areas of socio-economic development and poverty alleviation. For his doctoral work, he developing a methodology for identifying value-based communication appeals that were likely to influence people's attitudes and beliefs about family planning, and which could form the basis of a marketing campaign. For this, he used the ECHO method developed by Richard Barthol and Gary Bridge to generate value hierarchies and their influencers for a rural and urban population in Rajasthan, India.<ref>http://books.google.com/books?id=UlMUAQAAIAAJ&printsec=frontcover&dq=labdhi+bhandari&hl=en&sa=X&ei=461OVKjlCMaAygTLhILgAw&ved=0CB8Q6AEwAA#v=onepage&q=labdhi%20bhandari&f=false</ref> After returning to the [[Indian Institute of Management, Ahmedabad]], he focussed on issues of consumption in developing countries, especially among the poor. In a series of papers<ref>https://docs.google.com/open?id=0B11fcdhr49lbOE5DV0F3ak12MzQ</ref><ref>https://docs.google.com/open?id=0B11fcdhr49lbSFRPaTYwaTBSc00</ref><ref>https://drive.google.com/file/d/0B11fcdhr49lbajlVRFhCMGgxMUk/edit?usp=sharing</ref><ref>Dholakia, R. R., Sharif, M., & Bhandari, Labdhi (1988). Consumption in the Third World: Challenges for marketing and development. Marketing and development: Toward broader dimensions, 129-48.</ref>, he and his colleagues showed that the consumption of the poor masses, apart from just being dependent on their disposable income, was also constrained and influenced by the marketing system of the country which included the activities of various institutions, the distribution network, policy etc. In his early work, Bhandari and his colleagues analyzed the consumption needs of the masses in India and showed that they were not being adequately met either by public or private firms in the organized sector, or firms in the small-scale or cottage industries sector as was intended by government policy.<ref>Bhandari, Labdhi, & Vora, MN (1976). Indian Distribution System: Role of Private Trade. In Public Distribution Systems: Evolution, Evaluation, and Prospects, ed. N. Dholalda & R. Khurana (New Delhi: Oxford, 1979), 42-60.</ref> They showed that, on one hand, the small-scale sector did not have the technological resources, marketing knowhow, access to a national distribution network, or economies of scale necessary to produce and market quality products at an appropriate price for the mass market while, on the other hand, government policy that put caps on manufacturing capacity disincentivised large firms in both the private and public sector from servicing the mass market, encouraging them, instead, to develop a product mix which maximized profit margins at low volume by targeting the affluent urban consumer. Bhandari suggested a systematic policy that was based on detailed study of consumption needs and consumer behaviour of the masses on one hand, and the marketing capabilities of the different productive sectors on the other. He also proposed a role for a public-sector marketing organisation that could provide product development, advertising, distribution and other marketing services to the small-scale and cottage industries and advocated utilizing the distribution and marketing capabilities of large firms in the organized sector by other sectors through partnership.<ref>Bhandari, Labdhi (1976). Meeting Consumption Needs of Masses: A Proposal for a Public Sector Marketing Corporation. In Seminar on Public Distribution System, Indian Institute of Management, Ahmedabad. Also published in Vikalpa </ref><ref>https://docs.google.com/open?id=0B11fcdhr49lbOE5DV0F3ak12MzQ</ref><ref>Bhandari, Labdhi & Vyas, V. (1978). Public distribution of non-food essential commodities: the needed innovations." Round Table on Public Distribution of Essential Commodities: Policies and Problems, Indian Merchants Chamber. Mimeo.</ref> In later work, he highlighted the biases of planners in thinking of the poor mainly as producers and the consequences of such a bias for poverty alleviation. He was one of the first to put forth the view that it was crucial to consider the poor as consumers when making policy for development, because their quality of life is more directly linked to their consumption activities rather than their income or productivity.<ref>https://drive.google.com/file/d/0B11fcdhr49lbajlVRFhCMGgxMUk/edit?usp=sharing</ref> Bhandari's research contributed to and was part of a movement in the marketing research community that was represented by the members of the International Society of Markets and Development.<ref>http://ismd.org/?page_id=20</ref><ref>Dholakia, R. R., Sharif, M., & Bhandari, Labdhi (1988). Consumption in the Third World: Challenges for marketing and development. Marketing and development: Toward broader dimensions, 129-48.</ref>


Bhandari also carried out research on specific industries, especially studies of textile distribution<ref>Bhandari, Labdhi, Jain, A., Vora, MN (1982) Distribution of Mill-made cotton textiles. Eastern Economist,78(1), p1275.
Bhandari also carried out research on specific industries, especially studies of textile distribution<ref>Bhandari, Labdhi, Jain, A., Vora, MN (1982) Distribution of Mill-made cotton textiles. Eastern Economist,78(1), p1275.
Line 32: Line 32:
==Management Consulting==
==Management Consulting==
Bhandari was a highly sought after management consultant.<ref>http://www.labdhibhandari.org/search/label/the-consultant</ref> His clients included [[Citibank India]],<ref name="labdhibhandari6">{{cite web|url=http://www.labdhibhandari.org/2009/05/jerry-rao-remembers.html|title=Reconstructing LRB: Jerry Rao remembers...|publisher=labdhibhandari.org|accessdate=2014-04-04}}</ref> [[Hindustan Unilever]], [[Marico]],<ref name="indiatimes2">{{cite web|url=http://articles.economictimes.indiatimes.com/2014-02-28/news/47740329_1_ram-charan-business-model-distributors|title=Marico Chairman Harsh Mariwala shares a lifetime of learning - Economic Times|publisher=articles.economictimes.indiatimes.com|accessdate=2014-04-04}}</ref> [[Crompton Greaves]], [[Lipton]] India, Madura Coats, Blue Star India, State Timber Corporation of Sri Lanka,<ref>[http://books.google.com/books?id=lh_uDQDQQGwC&lpg=PA121&dq=%22Professor%20Bandari%22%20marketing&pg=PA121#v=onepage&q=%22Professor%20Bandari%22%20marketing&f=false Adventures in Management: A Saga of Managing in a Developing Country - Kenneth Abeywickrama - Google Boeken<!-- Bot generated title -->]</ref> [[State Bank of India]], [[Hindustan Motors]], [[Automobile Products of India]], [[Tea Board of India]],<ref name="ReferenceA"/> and [[Steel Authority of India]]. He served on the Board of directors of [[Enfield India]],<ref>http://www.labdhibhandari.org/2009/03/n-ramanathan-remembers.html</ref> [[EID Parry]],<ref name="labdhibhandari5">{{cite web|url=http://www.labdhibhandari.org/2009/10/mv-subbiah-remembers.html|title=Reconstructing LRB: MV Subbiah remembers...|publisher=labdhibhandari.org|accessdate=2014-04-04}}</ref> [[Semi-Conductor Laboratory]] and the [[Cement Corporation of India]]. He also served as a consultant to the [[Commonwealth Secretariat]] for the management of public enterprises among its member countries.<ref>The Parliamentarian, volumes 69-70, 1988, Commonwealth Parliamentary Association, Great Britain</ref> He was a nominated member of the advisory group on Consumer Industries appointed by the [[Planning Commission of India]]. In the year of his death, he was nominated by the Ministry of Commerce as a member of the Steering Committee of the Trade Development Authority of India and the National Committee on the Long Term Strategy for the Development of the Tea Industry and Chairman of the sub-committee on Marketing and Export of Tea.<ref>IIMAlumnus magazine, 1989 issue</ref>
Bhandari was a highly sought after management consultant.<ref>http://www.labdhibhandari.org/search/label/the-consultant</ref> His clients included [[Citibank India]],<ref name="labdhibhandari6">{{cite web|url=http://www.labdhibhandari.org/2009/05/jerry-rao-remembers.html|title=Reconstructing LRB: Jerry Rao remembers...|publisher=labdhibhandari.org|accessdate=2014-04-04}}</ref> [[Hindustan Unilever]], [[Marico]],<ref name="indiatimes2">{{cite web|url=http://articles.economictimes.indiatimes.com/2014-02-28/news/47740329_1_ram-charan-business-model-distributors|title=Marico Chairman Harsh Mariwala shares a lifetime of learning - Economic Times|publisher=articles.economictimes.indiatimes.com|accessdate=2014-04-04}}</ref> [[Crompton Greaves]], [[Lipton]] India, Madura Coats, Blue Star India, State Timber Corporation of Sri Lanka,<ref>[http://books.google.com/books?id=lh_uDQDQQGwC&lpg=PA121&dq=%22Professor%20Bandari%22%20marketing&pg=PA121#v=onepage&q=%22Professor%20Bandari%22%20marketing&f=false Adventures in Management: A Saga of Managing in a Developing Country - Kenneth Abeywickrama - Google Boeken<!-- Bot generated title -->]</ref> [[State Bank of India]], [[Hindustan Motors]], [[Automobile Products of India]], [[Tea Board of India]],<ref name="ReferenceA"/> and [[Steel Authority of India]]. He served on the Board of directors of [[Enfield India]],<ref>http://www.labdhibhandari.org/2009/03/n-ramanathan-remembers.html</ref> [[EID Parry]],<ref name="labdhibhandari5">{{cite web|url=http://www.labdhibhandari.org/2009/10/mv-subbiah-remembers.html|title=Reconstructing LRB: MV Subbiah remembers...|publisher=labdhibhandari.org|accessdate=2014-04-04}}</ref> [[Semi-Conductor Laboratory]] and the [[Cement Corporation of India]]. He also served as a consultant to the [[Commonwealth Secretariat]] for the management of public enterprises among its member countries.<ref>The Parliamentarian, volumes 69-70, 1988, Commonwealth Parliamentary Association, Great Britain</ref> He was a nominated member of the advisory group on Consumer Industries appointed by the [[Planning Commission of India]]. In the year of his death, he was nominated by the Ministry of Commerce as a member of the Steering Committee of the Trade Development Authority of India and the National Committee on the Long Term Strategy for the Development of the Tea Industry and Chairman of the sub-committee on Marketing and Export of Tea.<ref>IIMAlumnus magazine, 1989 issue</ref>




==Death and Legacy==
==Death and Legacy==

Revision as of 22:51, 2 November 2014

Labdhi R. Bhandari
Labdhi Bhandari at IIM Ahmedabad in 1977.
Born(1948-07-29)29 July 1948
Khimel, Rajasthan, India
Died19 October 1988(1988-10-19) (aged 40)
CitizenshipIndia
Alma materIIM Ahmedabad, Columbia Business School
OccupationProfessor

Labdhi Bhandari (29 July 1948 – 19 October 1988[1]) was the State Trading Corporation of India Professor of Marketing at the Indian Institute of Management, Ahmedabad[2] and a widely respected authority on marketing in India.[3][4][5][6][7]

Early life and Education

Bhandari was born in 1948 in the village of Khimel, near Rani, Rajasthan, to Akal Kanwar Bhandari and her husband, Dhanpati Raj Bhandari, a successful lawyer in Sojat and a member of the Indian National Congress. He grew up in Sojat where he was initially home schooled and then attended a local hindi-medium government school. At the age of 14, he moved to Jodhpur for his undergraduate studies at the University of Jodhpur, taking a bachelor's degree in economics in 1965. He then applied and was admitted to the second batch of the new Post-graduate Programme in Management offered by the Indian Institute of Management, Ahmedabad, where he was the youngest student at the age of 17.[8][9] He was awarded the National Merit Scholarship in both the years and took his diploma with the 5th rank in 1967.[9][10][11]

Career

Bhandari was recruited straight out of IIM Ahmedabad by Hindustan Lever Limited[12][13][14] to work in their marketing division. At HLL, he was the product manager of Surf (detergent)[15] during India's first detergent war,[16] where he played an important role in defending Surf's leadership position in the Indian market against Swastik Oil Mill's Sway detergent.[17] Later he headed the Client Services Group of the Marketing Research department.[18]

In 1972, Bhandari was recruited by Ravi J. Matthai to the faculty of his alma mater, the Indian Institute of Management, Ahmedabad. The institute sponsored his doctoral studies through a Ford Foundation grant and he earned his PhD in 1976 from the Columbia Business School working with Prof. John U. Farley[19] and writing a dissertation on Social Marketing.[13] His dissertation, entitled Communications for social marketing: a methodology for developing communication appeals for family planning programs, won the Honorable Mention in the John A. Howard/AMA Doctoral Dissertation Competition in 1976.[20] He is considered a pioneer of social marketing in India by his colleague Prof. Anil Kumar Gupta.[21] After completing his PhD, Bhandari returned to the faculty of Indian Institute of Management, Ahmedabad where he was acknowledged as an excellent teacher by his students and colleagues.[22][23][24] In time, he would be spoken of as the 'star' of the marketing faculty [22][25][26][27] and the leading marketing academic in the country.[28] He served as the Chairman of the Marketing Area and of the Management Education Program (MEP),[29] and was the first Chairman of the Kasturbhai Lalbhai Management Development Centre. He also served on the second Committee for Future Directions and chaired the Institute's Task Force on International Management. In 1986, he won a research award from the Colgate Darden Graduate School of Business Administration at the University of Virginia where he spent a summer.[30] According to V. Krishnamurthy, the then Chairman of the Board of Governors of IIM Ahmedabad, Bhandari was in the running to succeed NR Sheth as Director of the institute in 1989, after his name was prominently proposed by both the faculty and the alumni [31] and he had been sounded out about the likelihood of his selection just before his death in 1988.[32]

Research

Bhandari's main body of research focussed on marketing issues in the areas of socio-economic development and poverty alleviation. For his doctoral work, he developing a methodology for identifying value-based communication appeals that were likely to influence people's attitudes and beliefs about family planning, and which could form the basis of a marketing campaign. For this, he used the ECHO method developed by Richard Barthol and Gary Bridge to generate value hierarchies and their influencers for a rural and urban population in Rajasthan, India.[33] After returning to the Indian Institute of Management, Ahmedabad, he focussed on issues of consumption in developing countries, especially among the poor. In a series of papers[34][35][36][37], he and his colleagues showed that the consumption of the poor masses, apart from just being dependent on their disposable income, was also constrained and influenced by the marketing system of the country which included the activities of various institutions, the distribution network, policy etc. In his early work, Bhandari and his colleagues analyzed the consumption needs of the masses in India and showed that they were not being adequately met either by public or private firms in the organized sector, or firms in the small-scale or cottage industries sector as was intended by government policy.[38] They showed that, on one hand, the small-scale sector did not have the technological resources, marketing knowhow, access to a national distribution network, or economies of scale necessary to produce and market quality products at an appropriate price for the mass market while, on the other hand, government policy that put caps on manufacturing capacity disincentivised large firms in both the private and public sector from servicing the mass market, encouraging them, instead, to develop a product mix which maximized profit margins at low volume by targeting the affluent urban consumer. Bhandari suggested a systematic policy that was based on detailed study of consumption needs and consumer behaviour of the masses on one hand, and the marketing capabilities of the different productive sectors on the other. He also proposed a role for a public-sector marketing organisation that could provide product development, advertising, distribution and other marketing services to the small-scale and cottage industries and advocated utilizing the distribution and marketing capabilities of large firms in the organized sector by other sectors through partnership.[39][40][41] In later work, he highlighted the biases of planners in thinking of the poor mainly as producers and the consequences of such a bias for poverty alleviation. He was one of the first to put forth the view that it was crucial to consider the poor as consumers when making policy for development, because their quality of life is more directly linked to their consumption activities rather than their income or productivity.[42] Bhandari's research contributed to and was part of a movement in the marketing research community that was represented by the members of the International Society of Markets and Development.[43][44]

Bhandari also carried out research on specific industries, especially studies of textile distribution[45][46], and the international marketing of tea.[47]

Management Consulting

Bhandari was a highly sought after management consultant.[48] His clients included Citibank India,[49] Hindustan Unilever, Marico,[50] Crompton Greaves, Lipton India, Madura Coats, Blue Star India, State Timber Corporation of Sri Lanka,[51] State Bank of India, Hindustan Motors, Automobile Products of India, Tea Board of India,[27] and Steel Authority of India. He served on the Board of directors of Enfield India,[52] EID Parry,[53] Semi-Conductor Laboratory and the Cement Corporation of India. He also served as a consultant to the Commonwealth Secretariat for the management of public enterprises among its member countries.[54] He was a nominated member of the advisory group on Consumer Industries appointed by the Planning Commission of India. In the year of his death, he was nominated by the Ministry of Commerce as a member of the Steering Committee of the Trade Development Authority of India and the National Committee on the Long Term Strategy for the Development of the Tea Industry and Chairman of the sub-committee on Marketing and Export of Tea.[55]

Death and Legacy

He died in the crash of Indian Airlines Flight 113. The Indian Institute of Management, Ahmedabad instituted an endowment in his memory.[56] This endowment has helped fund 6 editions of the IIMA Conference on Marketing Paradigms for Emerging Economies, which also awards the Labdhi Bhandari best paper award.[57][58] The IIMA Alumni Trust has also instituted a scholarship in his memory.[59] Bhandari is the subject of the Reconstructing LRB biographical project.[4]

References

  1. ^ Indian Airlines Flight 113 - Wikipedia, the free encyclopedia
  2. ^ "IIM, Ahmedabad Annual Report 1987-88". Retrieved 15 January 2014.
  3. ^ "Labdhi Bhandari - a Tribute, Economic Times, 3rd November, 1988". Retrieved 18 October 2014.
  4. ^ a b "Reconstructing LRB: the-teacher". labdhibhandari.org. Retrieved 15 January 2014.
  5. ^ "» M. N. Vora: A Farewell to Indian Management Education’s Case Study Pioneer". knowledge.wharton.upenn.edu. Retrieved 15 January 2014.
  6. ^ Seek: Find Your True Calling by Rakesh Godhwani
  7. ^ "Wasteside Story – Hari Menon". outlookindia.com. Retrieved 15 January 2014.
  8. ^ http://www.labdhibhandari.org/2009/04/r-balachandra-remembers.html
  9. ^ a b http://www.labdhibhandari.org/2012/10/the-phd-application.html
  10. ^ Reconstructing LRB: SL Rao remembers
  11. ^ Reconstructing LRB: R. Gopalkrishnan remembers
  12. ^ "Reconstructing LRB: R. Gopalkrishnan remembers..." labdhibhandari.org. Retrieved 15 January 2014.
  13. ^ a b "Reconstructing LRB: A 1985 interview with LRB..." labdhibhandari.org. Retrieved 15 January 2014.
  14. ^ "Labdi%20Bhandari%2013%2011%202009". slrao.com. Retrieved 15 January 2014.
  15. ^ http://www.labdhibhandari.org/2014/05/hrishikesh-bhattacharyya-remembers.html
  16. ^ http://www.labdhibhandari.org/2014/08/detergent-wars-surf-vs-sway-circa-1969.html
  17. ^ http://www.labdhibhandari.org/2014/08/detergent-wars-surf-vs-sway-circa-1969.html
  18. ^ "Reconstructing LRB: K. S. Srinivasa Murty remembers..." labdhibhandari.org. Retrieved 2014-04-04.
  19. ^ "Why Indians make best marketing brains - The Economic Times". economictimes.indiatimes.com. Retrieved 2014-04-04.
  20. ^ "American Marketing Association Foundation - Howard Recipients". themarketingfoundation.org. Retrieved 15 January 2014.
  21. ^ "Building institutions of excellence | Latest News & Updates at Daily News & Analysis". dnaindia.com. Retrieved 2014-04-04.
  22. ^ a b http://www.labdhibhandari.org/2009/03/dr-v-raghunathan-remembers.html
  23. ^ http://www.labdhibhandari.org/2009/10/dr-vasant-mote-remembers.html
  24. ^ http://www.labdhibhandari.org/search/label/the-teacher
  25. ^ http://www.labdhibhandari.org/2012/11/kapil-kapoor-remembers.html
  26. ^ http://www.labdhibhandari.org/2008_06_01_archive.html
  27. ^ a b http://www.labdhibhandari.org/2009/02/prof-sudas-roy-remembers.html
  28. ^ http://www.labdhibhandari.org/2009/03/harsh-mariwala-remembers.html
  29. ^ Financial Express: Sign up for the oldest executive plan
  30. ^ "US Grant for Indian", Times of India, April 20th, 1986, p9, Bennet, Coleman & Company Ltd.
  31. ^ http://www.labdhibhandari.org/2014/10/dr-v-krishnamurthy-remembers.html
  32. ^ http://www.labdhibhandari.org/2009/03/shyam-sunder-remembers.html
  33. ^ http://books.google.com/books?id=UlMUAQAAIAAJ&printsec=frontcover&dq=labdhi+bhandari&hl=en&sa=X&ei=461OVKjlCMaAygTLhILgAw&ved=0CB8Q6AEwAA#v=onepage&q=labdhi%20bhandari&f=false
  34. ^ https://docs.google.com/open?id=0B11fcdhr49lbOE5DV0F3ak12MzQ
  35. ^ https://docs.google.com/open?id=0B11fcdhr49lbSFRPaTYwaTBSc00
  36. ^ https://drive.google.com/file/d/0B11fcdhr49lbajlVRFhCMGgxMUk/edit?usp=sharing
  37. ^ Dholakia, R. R., Sharif, M., & Bhandari, Labdhi (1988). Consumption in the Third World: Challenges for marketing and development. Marketing and development: Toward broader dimensions, 129-48.
  38. ^ Bhandari, Labdhi, & Vora, MN (1976). Indian Distribution System: Role of Private Trade. In Public Distribution Systems: Evolution, Evaluation, and Prospects, ed. N. Dholalda & R. Khurana (New Delhi: Oxford, 1979), 42-60.
  39. ^ Bhandari, Labdhi (1976). Meeting Consumption Needs of Masses: A Proposal for a Public Sector Marketing Corporation. In Seminar on Public Distribution System, Indian Institute of Management, Ahmedabad. Also published in Vikalpa
  40. ^ https://docs.google.com/open?id=0B11fcdhr49lbOE5DV0F3ak12MzQ
  41. ^ Bhandari, Labdhi & Vyas, V. (1978). Public distribution of non-food essential commodities: the needed innovations." Round Table on Public Distribution of Essential Commodities: Policies and Problems, Indian Merchants Chamber. Mimeo.
  42. ^ https://drive.google.com/file/d/0B11fcdhr49lbajlVRFhCMGgxMUk/edit?usp=sharing
  43. ^ http://ismd.org/?page_id=20
  44. ^ Dholakia, R. R., Sharif, M., & Bhandari, Labdhi (1988). Consumption in the Third World: Challenges for marketing and development. Marketing and development: Toward broader dimensions, 129-48.
  45. ^ Bhandari, Labdhi, Jain, A., Vora, MN (1982) Distribution of Mill-made cotton textiles. Eastern Economist,78(1), p1275.
  46. ^ Bhandari, Labdhi (1980). Textile distribution: Task and Structure. Commerce (annual number) 145(3734), 119-45.
  47. ^ https://drive.google.com/file/d/0B11fcdhr49lbRzlwTkc4RlNFZzA/view?usp=sharing
  48. ^ http://www.labdhibhandari.org/search/label/the-consultant
  49. ^ "Reconstructing LRB: Jerry Rao remembers..." labdhibhandari.org. Retrieved 2014-04-04.
  50. ^ "Marico Chairman Harsh Mariwala shares a lifetime of learning - Economic Times". articles.economictimes.indiatimes.com. Retrieved 2014-04-04.
  51. ^ Adventures in Management: A Saga of Managing in a Developing Country - Kenneth Abeywickrama - Google Boeken
  52. ^ http://www.labdhibhandari.org/2009/03/n-ramanathan-remembers.html
  53. ^ "Reconstructing LRB: MV Subbiah remembers..." labdhibhandari.org. Retrieved 2014-04-04.
  54. ^ The Parliamentarian, volumes 69-70, 1988, Commonwealth Parliamentary Association, Great Britain
  55. ^ IIMAlumnus magazine, 1989 issue
  56. ^ IIM Ahmedabad 27th Annual Report, 1988-89
  57. ^ 6th IIMA CONFERENCE ON MARKETING IN EMERGING ECONOMIES
  58. ^ "IIM-A to host 5th intl conference on marketing in emerging economies – Business Standard". business-standard.com. Retrieved 15 January 2014.
  59. ^ http://www.iimahd.ernet.in/users/webrequest/files/25jan12_GJC.pdf

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