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It gives me an immense pleasure to know that Nepal Academy of Tourism
and Hotel Management (NATHM) is going to bring out Souvenir 2014 on its
41stAnniversary.
NATHM has been actively involved in producing trained human resources
since its inception through academic as well as vocational training courses
for the development and promotion of tourism and hospitality industry in
Nepal. As we are all aware that Government of Nepal has placed tourism in
one of its priority sectors for the development of Nepal, the contribution of
NATHM has been appreciable in this regard. Equally important is the fact
that Nepal Government is also on the verge of amending tourism policy
which will provide more emphasis on promoting sustainable, eco-Friendly,
responsible and tourist-Friendly tourism in Nepal.
All of these efforts require a team of dedicated human resources who are
capable enough to handle and manage inflow of tourists and meet their
requirements in most hospitable and professional manner. I express my sincere
thanks to NATHM Family for working hard in this regard and best wishes
for its 41stanniversary.
Bhim Acharya
Minister
Message from the Minister
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I am delighted to know that Nepal Academy of Tourism and Hotel Management
(NATHM) is celebrating its 41stanniversary this year. With a long way already
been passed contributing in the hospitality and tourism sectors of the country.
NATHM is a pioneer for the development of human resources needed by the
industry in order to fulfill its present and Future demands.
Tourism is one area that has grown enormously as a result of the citizens
wish to travel and see the world. If we look into the statistics, the number of
tourists worldwide has increased tremendously in the past couple of decades
and it has become a major contributor in the global economy.
Similarly, the amount of revenues related to tourism has also increased
significantly at a rate higher than the increase in the number of tourists. In
such a progressively changing world scenario, the role of NATHM has been
more crucial in producing trained human resources who have knowledge and
skills in managing such demands effectively.
I congratulate NATHM for endeavors so Far and wish prosperous Future ahead.
19 March 2014
Sushil Ghimire
Secretary - Ministry of Culture, Tourism and Civil Aviation
Chairperson - Nepal Academy of Tourism and Hotel Management
Message from the Secretary
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Sushil GhimireChairperson - NATHM
SecretaryMinistry of Culture, Tourism & Civil Aviation
Mr. Madhusudan PokharelMember
Joint SecretaryMinistry of Finance
Mr. Puspa Lal ShakyaMember
Joint SecretaryNational Planning Commission Secretariat
Mr. Rabindr Mohan BhattaraiMember
Director GeneralDepartment of Labour
Mr. Subash NiraulaMember
Officiating Chief Executive OfficerNepal Tourism Board
Mr. Dal Bahadur LimbuMember
PresidentNepal Association of Tours & Travel Agents (NATTA)
Mr. Shyam Sundar Lal KachhyapatiMember
PresidentHotel Association of Nepal
(HAN)
Mr. Ramesh Prasad DhamalaMember
ChairmanTrekking Agencies Association of Nepal
(TAAN)
Mr. Chuda Mani Sharma KattelMember Secretary
Executive DirectorNepal Academy of Tourism and Hotel Management
(NATHM)
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One more year older, NATHM completes its 40 years of generating qualified workforce to meet the human
resource requirement of the hospitality industry. Generating an average of 800 students a year, the academyhas fulfilled the requirement of 32300 potential employees into the market at various levels of hotel and
tourism industry.
Maintaining its Status Quo of being one of the sought after institution in the country, NATHM will soon be
launching a 4 star hotel with 83 rooms to provide in house training to its students. This project is in line with
making Nepal the destination for hospitality education among SAARC nations.
The team editorial would like to thank all the writers and article contributors of this issue, without which the
magazine would have been of only few pages and not much reader friendly. My sincere thanks to the editorial
team on mission accomplished.
Besides the annual magazine, we publish NATHM UPDATES 4 times a year. We would like to request all the
well wishers and graduates to send contributions for the updates, achievements and even suggestions for
improvement to make it a Centre of Excellence.
Till the next issue when we become 41 years old.
Ujjwal Satyal (HOD)
Editor
From the Editors DeskFrom the Editors Desk
OLD
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NATHM Introduction __________________________________________________________ 1
Views expressed in the articles are those of the authors that do not necessarily represent the views of Editorial Team or Nepal Academy of Tourism and
Hotel Management (NATHM). All rights reserved to NATHM.
Chief AdvisorChuda Mani Sharma Kattel
EditorUjjwal Satyal
AdvisorKeshav Prasad Thapaliya
CoordinatorSurya Kiran Shrestha
AdministratorGyan Bahadhur Karki
Assitant CoordinatorRabin Sapkota
Members
Nima Nurbu SherpaAakriti Shrestha
Malati Pujara
Binaya Adhikari
Swastika Bista
Akanchhya Dahal
Saneep Mainali
Design & Print ProcessDREAMWORKS
Tel: 9851005177
E-mail: [email protected]
PhotographyPradip Shakya
NATHM students & staff
C O N T E N T S
E d i t o r i a lE d i t o r i a lE d i t o r i a lE d i t o r i a lE d i t o r i a l
T E A MT E A MT E A MT E A MT E A M
E d i t o r i a lE d i t o r i a lE d i t o r i a lE d i t o r i a lE d i t o r i a l
T E A MT E A MT E A MT E A MT E A M
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Nepal Academy of Tourism and Hotel Management(NATHM)
Nepal Academy of Tourism & Hotel Management (NATHM) formerly
known as HMTTC was established in 1972 by Government of Nepal
with the technical assistance of UNDP/ILO to produce skilled
workforce required by the Hospitality and Tourism Industry. Eversince
its birth, the academy has played a crucial role in developing the
human resources for this industry with the aim of enhancing the
level of quality in services. Apart from academic courses such as
Bachelor of Hotel Management (BHM) and Bachelor of Travel andTourism Management (BTTM) and Master of Hospitality
Management (MHM), it has been providing craft and supervisory
level skill oriented trainings, guide trainings, small hotel and lodge
amangement training, food preparation and control, food and beverage
service, front office, house keeping and so on to cater to the demands
from this particular sector. Amidst the growing need of higher level
human resources in tourism and hospitality. This premier academy
is renowned for generating qualified workforce for the ever-increasing
demands of the hospitality and tourism sectors.
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VISION
Nepal will be established as a preferred
destination for tourism and hospitality
education in the SAARC region.
MISSION
NATHM as the pioneer nationalinstitution dedicated to human resourcedevelopment for tourism and hospitalitysector in Nepal, will facilitate andprepare quality human resources byimproving and expanding educational,training and research opportunities. Itwill thus be a Center of Excellence fornational and international student.
VALUES
NATHM recognizes and embraces the following values:
Team work and shared responsibilities
We, all the staff members of NATHM, are partners in business pursuing our sharedvision. We believe in team work and shared responsibilities.
Inclusion sensitiveness
NATHM will work hard to ensure that tourism training opportunity will be available for
everyone regardless of gender, caste or geographical isolation.
Quality assurance, efficiency and effectiveness
NATHM values on quality human resources preparation. It will strive hard to enhanceits past reputation as institution for preparing quality human resources
We value the public investment made in us and strive to deliver quality results in a mostcost-effective manner through a simple management structure, efficient processes,effective checks-and-balances and vigorous quality assurance mechanisms.
People
We provide a caring environment in which students and staff pursue personal andinstitutional development.
Performance
We demand high performance and reward excellence in performance. We encourageinnovation, practicality, entrepreneurship, and the pursuit of academic and management
excellence. This is applied to both staff members and students.
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BHM 5thSemester
BHM 5thSemester
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BHM 5thSemester
BHM 3rdSemester
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BHM 3rdSemester
BHM 3rdSemester
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BHM 1stSemester
BHM 1stSemester
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BHM 1stSemester
BTTM 5th Semester
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BTTM 5th Semester
BTTM 3rd Semester
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BTTM 3rd Semester
BTTM 1st Semester
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BTTM 1st Semester
MHM 2nd Batch
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MHM 3rd Batch
BHM students in F & B Service
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BHM students in F & B Service
BHM students in F & B Service
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BHM students in F & B Service
BHM students in Food Production
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BHM students in Food Production
BHM students in Food Production
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BHM students in Housekeeping Lab
BHM students in Housekeeping Lab
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BHM Interns
BHM Interns
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Dance perform by BTTM studnts
Welcome and Farewell BTTM
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MHM Seminar
MHM Tour
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MHM Seminar
Orientation
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Extra Curricular Activities
Extra Curricular Activities
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Abstract
Conflict in organization is reality. Where people exist disagreement is common. It is the managerial ability to maintain
conflict in optimum level. Optimization of conflict can be obtained through enhancing functional and discouraging the
dysfunctional conflict. The current study presents the review of conflict related studies and views conflict as indispensable
managerial function. In addition, it explores management development as an important programme to make managers
capable to optimize conflict through improving their conflict management skills in the commercial banks in Nepal.
Keywords: conflict management, conflict management skills, commercial banks.
Managerial Conflict
Resolution Skills
Improvement throughManagement
Development: A Study of
Nepalese commercial
Banking sector
Dr. Dhruba Raj PokharelAssistant Dean, T U
Research Article
The Background
Conflicts may have either positive or negative consequences
for the organization; depending on how much it exists
and how it is managed. Organizations with optimum level
of conflict can be considered highly functional and helps
to generate positive performance. When the level of conflict
is too low, performance suffer, innovation and change are
less likely to take place, and the organization may have
difficulty adapting to its changing environment. If the low
level of conflict continues, the very survival of organization
can be threatened. On the other hand, if the conflict level
becomes too high the resulting chaos also can threaten
the survival of organization (Ivancevich et al., 2006:358).
The managers in the organization experience the different
stages of conflict. The stages consist of perceived, felt,
and manifest. Perceived conflict exist when cognitive
awareness on the part of at least one group that event
occurred or that conditions exist favourable to creating
overt conflict. The felt stage of conflict represents an
escalation that includes emotional involvement. It is
expressed behaviourally as anxiety, tension and hostility.In manifest stage of conflict, the conflicting groups
actively engage in the action.
Jehn (1997) stated the three types of conflict, namely
relationship, task, and process conflict. The relationship
conflict arises out of personal differences between people
differing goals, values and personalities etc. Individuals
involved in such conflict often report disliking one another,
being angry with or jealous of one another, having problems
with each other as enemies. Relationship conflict is likely
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Slocum, and Hellriegal (2007: 253) write the most difficult
conflict to resolve is diversity based conflict. Such conflicts
are based on the issues of race ethnicity and religion. Leading
organizations adhere to the letter and spirit of laws and
regulations related to nondiscrimination and affirmative
action to reduce diversity based conflict. The managers in
the organizations need to be proactive to prevent, minimize,surface, and resolve the diversity based conflicts.
The absence of any conflict at all can be a significant
sign that the group is not openly generating a sufficient
varieties of view points and potential approaches for solving
problems, bringing innovation and change, and making
good decisions (Hitt,et al., 2009:325). Thomas and Schimdt
(1976) suggest that mangers and team leader can work
as principal actor in conflict management. Lipit (1982)
showed that mangers spend approximately 25 percent of
time dealing with conflict, in some fields like hospitals
and municipal organization. Managers also can spend as
much as 50 percent of their time managing conflict in
other type of organizations. Managers rate conflict
management as equal to or higher in importance than
planning, motivation and decision making.
The rationale
Rahim (2001) suggests certain criteria to make conflict
management effective. First, conflict management
strategies should be designed to improve individual as well
as organizational learning so that managers should
challenge the status quo. Second, strategies should be
designed to find the right skillful persons to solve the
problems collectively. Finally, the conflict management
should be ethical. Gasline et al. (2001) - emphasize that
timely training of the managers and employees will help
to manage the conflicts by making management support
to create conducive organizational culture with fairness,
where the people will feel free to express their opinions
creatively and critically. Therefore, we feel the need ofmanagement, education, development, and training in
Nepalese commercial banks to improve the conflict
management skills of the managers. The current paper
tries to raise the issue and rich the answer to the query
whether management development practices are capable
to enhance such human skills for their managers to make
conflict management effective.
The objective
The present research aims to analyze the improvement in
the managerial conflict resolving knowledge, skill, and
attitude after participating in management development
programme. Managers were asked to rank the degrees of
improvement in the variables like understanding the
individual differences, ability to express disagreement,
influence to get ideas accepted, tolerance power, respect
to other, and interpersonal relation. All these constitute
the basis for bringing positive changes in the behaviour of
the managers in order to resolve the conflict and enjoy
organizational harmony in their work situation.
The research methods
This study is based on analytical com descriptive survey
research designe. The study units of banks werecategorized in three groups. Out of 25 "A" class commercial
banks, nine banks, three from each category were selected
(e.g. 3 private, 3 joint venture, and 3 government and semi
government banks). The responses were received from the
managers working in head / corporate offices of the
selected banks. Out of 321 total selected 266 usable
questionnaires were received. Among 266 usable answers
received, 37, 55 and 174 were form private, joint venture,
and government and semi government banks. The
compositions of the gender to answer the questions were
196 male and 70 female. Among 266 responses received,
111 were form senior and 155 were form the junior managers
working in the head office. A purposive and convenient
sampling procedure was applied to collect the data. The
response rate was 83 percent. The descriptive statistics
like mean and standard deviation were applied to analyze
the data and conclude the research. The reliability rate
was 80.30 percent.
The data analysis and discussion
The banks, under study were classified according to
ownership pattern. They were grouped as private, joint
venture and government and semi government banks. The
managers of all ownership patterns were asked to rank
the conflict resolution knowledge, skill and attitude in
different degrees as highly improved, improved, slightly
improved, remained same and unknown.
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Table 1
Managerial perception about improvement in managerial conflict resolution skills
Ownership Understanding the Ability to express Influence to get Tolerance power Respect to other Interpersonal relation
individual differences disagreement ideas accepted
Mean 2.43 2.49 2.49 3.11 2.68 2.97
Private Bank N 37 37 37 37 37 37
Std.Deviation .959 .768 .804 .906 .884 1.118
Joint venture Mean 2.16 2.47 2.67 2.62 2.22 2.31
Bank N 55 55 55 55 55 55
Std. Deviation .834 .604 .818 .933 .854 610
Government & Mean 2.43 2.46 2.56 2.62 2.33 2.31
semi-government N 174 171 171 172 173 173
bank Std.Deviation .895 .842. .841 .926 .890 .838
Mean 2.37 2.47 2.57 2.69 2.35 2.36
Total N 266 263 263 264 265 265
Std.Deviation .895 .785 .830 .937 .889 .877
The table above presents the mean values computed for
the responses of the managers of private, joint venture,
and government and semi government banks, in regard totheir ranking of conflict resolution attributes. The first
attribute asked to managers, was to understand the
individual differences. The mean value for the private bank
managers was 2.43, for joint venture bank was 2.16, and
for the government and semi government bank was 2.43.
The total mean value was 2.37. All the mean values, showed
the improvement in the ability to understanding the
individual differences. However the managers from joint
venture banks were improving higher in comparison to
managers from other banks.Ability to express the disagreement was the second attribute
given to rank to the respondents. All the managers from all
ownership banks found improvement in the ability to express
disagreement after the completion of management
development program. The representing mean values for
private, joint venture, government and semi government banks
were 2.49, 2.47, and 2.46 respectively. The improvement as
reported by all the managers was identical, irrespective of
ownership. The mean value for total respondents was 2.47
which also supported the findings positively.
The third attribute asked to mangers was the improvement
in the influence to get ideas accepted as a skill to manage
the conflict in their respective organizations frommanagement development. The computed mean values were
2.49 for private banks, 2.67 for joint venture banks and
2.56 for the government and semi government banks. The
total mean value for all the banks 2.57 revealed the
improvement in influence to get ideas accepted from the
management development in their jobs. The degree of
improvement is better in the private banks in comparison
to other banks i.e. joint venture and government and semi
government banks.
The fourth attribute ranked by the managers wasimprovement achieved in tolerance power. The computed
mean values were 3.11 for private bank, 2.62 for joint
venture banks, and 2.62 for government and semi
government banks. The total mean value for the total
responses was 2.69. The mean scores as shown in the
table above show the improvement in the tolerance power.
But for the managers of the private sector, the management
development programme could not contribute to bring
desired improvement in the tolerance power.
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Respect to other was the fifth attribute of conflict
management to be improved from the management training
programme in the organizations under study. The mean values
computed were 2.68 for private banks, 2.22 for the joint
venture banks, and 2.33 for the government and semi
government banks. The mean value for all the responding
managers was 2.35. According to mean values, themanagement development programme was able to bring
improvement in the skill to respect others for participating
managers. Whatever it showed the improvement in the
attribute but the improvement of the manager's skill to respect
other in the joint venture bank is higher than the managers in
private and government and semi government banks.
The next attribute asked to the managers to rank was
interpersonal relation as a recognized skill for effective conflict
management in their respective organizations. The mean
values were, 2.97 for private bank, 2.31 for joint venture
banks, and 2.31 for government and semi government banks.
The mean value of total responses was 2.36. The mean
values as shown in the table above showed that the
management development programme has been successful
to bring the improvement in the skill of respecting others.
The level of improvement felt by the managers in joint venture
banks and government and semi government banks was
higher in comparison to the private banks studied.
The findings andconclusigovernmentgovernmentons
On the basis of the analysis above, managers irrespective
of the ownership modality of their banks reported that
their conflict management skill was positively changed by
the management development practices. What so ever
improvements were reported, but these are not in the high
scales as desired. This study supports the propositions
forwarded by Rahim (2001) and Gasline et al. (2001).
This study has been concentrated only in banking sector,therefore, it cannot be claimed to be generalized. The
responses were received from the managers working in
head / corporate offices of the concerned banks. Therefore,
we can not claim that the research represents the views
of managers working in the branches. The statistical tools
applied in the study are very simple.
The implications and suggestions for future research
The current research is valuable for the practicing managers,
those managing the conflict in organizations. It also holds
importance to the process of designing implementing, and
evaluating the management development program in the
concerned banks. The future researchers are heartily invited
to find the more and more variables or managerial attributes
that can help the practicing managers to solve the
disagreements between and among the people working in
their respective organizations. It would be highly desirableto include such topics in the corporate executive
development progrmmes in the organizations.
ReferencesBrown, D. L. (1983). Managing Conflict at Organizational Interfaces. Reading
MA: Additional-Wesley.
Eisenhardt, K., & Schoonnhoven, C. (1990). Organizational growth: linking
funding team,Strategy, environment, and growth among US Semiconductor
ventures:1978-1988. Administrative Science Quarterly, 35:504-529.
Hitt, M A., Black, S. J. and Porter, & L W. (2009). Management. India,Pearson Education.
Hitt, M, A., Miller, C. C., & Colella, A. (2006). Organizational Behaviour: A
Strategic Approach, India, Wiley.
Ivancevich, J. M., Konopaske, R.,& Matteson, M. T. (2006). OrganizationalBehaviour and Management, India, Tata McGraw-Hill Pubilshing Company
Limited.
Jehn, K. (1995). A Multi method examination of the benefits and determinants
of intra group conflict. .Administrative Science Quarterly,40:256-282
Jehn, K. A. (1997). A qualitative analysis of conflict types and dimensions in
organizational group. Administrative Science Quaterly, 42:530-557
Jehn, K. A., and Manix, E. A. (2000). The dynamic nature of conflict: A
longitudinal study of Intra group conflict and group performance. Academy of
Management Journal, 44:238-251.
Kobanott, B. (1991). Equity, equality, power, and conflict. Academy of
Management review. April: 416:441.
Lippit, G.L. (1982). Managing Conflict in today's Organizations. Training andDevelopment Journal, 36:66-74.
Nixon,R. D., Hitt, M. A., Lee, H. & Jeong, E. (2004). Market reaction to
announcements of corporate downsizing actions and implementation strategies.
Strategic Management journal, 25:1121-1129.
Rahim, M. A. (1986). Managing Conflict in Organizations.Newyork;Praeger.
Slocum, J. W. Jr. & Hellriegal D. (2007). Fundamenta ls of Organizational
Behaviour.Thompson, India.
Thomas, K. W. & Schimdt, W. H. (1976). A survey of managerial interest with
respect to conflict. Academy of Management Journal, 19:315-318.
Thompson, J. (1967). Organizations in Action. In John M. Ivancevich, Robert
Konopaske, and MIchael T. Matteson. Eds (2006). Organizational Behaviour,India, Tata McGraw-Hill Publishing. pp.360.
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Preamble
In the recent years there has emerged a new trend of development
and promotion of more applied higher education sectors almost in
every country thereby promoting education, research and
development, and institutional transformation through morespecialized and narrowly focused institutional systems promoted
as autonomous institutions having equivalent to university status.
Such specialized sector-wise areas of development in the national
context of Nepal may include i. tourism and hospitality
management, ii. snow and water resources management, iii.
agriculture and agricultural recreation management, iv. natural
resource management, v. public planning and governance, vi.
public health, medicine and healthcare management, vii.
management of information and technology, viii. polytechnic
studies, ix. rural development studies, and x. international
relations, justice and human rights promotion.
Greater emphasis is required on tourism, water and agriculture
these three sectors are the gift of nature and most of input
resources are either naturally gifted or can be developed with
less cost from the sustainability point of view. On the other hand,
such an institutional development would have depth impact for
multi-sectoral development since the establishment of one such
institution serves as a gateway for the establishment and
sustainable promotion of several other institutions that are
dependent on core or augmented products or services of these
sectors. In fact, tourism, hydropower production and agriculture
development would serve as the backbone of this countrys
economic transformation.
For this all what we require is a long-term shared vision, national
commitment, public-private collective efforts, and defined priority
of the country on its agenda of development. Best education,leveraged transportation facilities and widened communication
system serve as the key infrastructure required for the overall
development of any place or a country. In fact, very fast
development of China, South Korea, Singapore and HongKong
are the best examples of such transformation in Asia by promoting
these three drivers of socio-economic development. Among these
three requisites too, development of education should be regarded
as the primary driver as it leverages wisdom, liberation,
envisioning, empowerment, commitment, conceptual and technical
competence and leadership strength required for ideation, planning,
development and promotion of rest of sectors.For example, establishment of Kathmandu University as a new
model in Nepalese higher education did not only brought forth a
new era in Nepalese higher education, but also contributed
significantly in transforming the socio-economic status of the
localities nearby its main location in Dhulikhel and across the
country. Hundreds of foreign students have been obtaining their
technical higher education every year from Kathmandu University.
In this respect, Nepal has become a source country for delivering
higher education, especially in the area of general medicine and
surgery, biotechnology and water management. Promotion of
Dhulikhel Hospital to such an extent would have been almost
Dr Chandra P Rijal, PhD in Educational LeadershipSpecialist in Education and Management Sciences
A Concept note ONestablishing an
autonomousinstitution for
Hospitality studiesin nepal
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impossible in absence of its linkage with Kathmandu University.
We should be proud that not only thousands of Indian, but also
many Canadian, English and American graduates have already
obtained world class education from Kathmandu University.
Similarly, Nepal has a number of its nature gifted potentials and
opportunities yet to be cashed on in the international communities.
The Great Himalayas, rivers, lakes, forests, arts and crafts,cultures, customs, traditions and many similar entities may be of
more interest for international community than what we have
materialized as of date so far. A system of promoting systematic
studies, research and more exploration would definitely serve
instrumental in materializing the value of these opportune areas,
mostly granted in the forms of socio, geo and demographic gifts.
So, What Needs be Done?
The first and foremost thing we need to act upon is to identify,
recognize and prioritize the available sustainable opportunitiesthat we can go on utilizing and cashing on for long run. Providing
a worldclass hospitality experience in the nature-gifted setting
could be a strategic proposition for hundreds of years down to
our future generations. For this, we need to standardize our
services both at institutional as well as service delivery level at
par with international practices and benchmarks. Sooner or later,
we need to pin-pointedly identify and address for such a proposition
on sectoral development. Policy deregulation, global
mainstreaming, positive reinforcement to the early actors, hands
on research and innovation support to the institutions specializing
in hospitality sector, and wider publicity of each initiative have
become the imperative tasks today.
How to Move Ahead Then?
Among many solutions available, the core strategy should be aimed
at establishing mega resources covering higher education,
transportation and communication systems with priorities for
guiding the rest of socio-economic transformation missions. Here,
I would like to stress on one dimension among these three, i.e.,
promoting the hospitality the first priority with the great Himalayan
touch. For this, we need to have an authenticated and universally
recognized institution to take all this ownership. The idea could beestablishing an autonomous institution to provide advocacy, system
standards, education, research, publication, training and rest of
developmental support so that Nepal could be promoted as a main
tourism destination for rest of the world communities.
Structural Mandate
Such an institution should be established and promoted with a
mandate equivalent to a university but should be restricted to be
operating all services by its own without providing any affiliation
to avoid any unwanted and vested political influence, which has
already spread as an ugly disease today.
The structural headquarters should be located in Kathmandu and
operating units should be developed on needs and local capacity
basis in different places. For example, snow studies can be
promoted from Khumjung Valley, whereas the study aboutNepalese indigenous culture and customs may be better promoted
from Jumla. Agriculture, forestry and water-based recreational
studies may be promoted from Chitwan and Bardia. Similarly,
Karnali region may be targeted for education, research and
innovation related to water resources. Bhaktapur may provide
with natural setting for art and crafts studies whereas Pokhara
would serve as the best location for hotel management. Sauraha
may have tremendous potential in touristic events management
studies. These are only a few examples. Depth studies are
required to identify and determine such prospects.
The centers located in different places should be developed and
promoted as a public private partnership proposition under the
umbrella of National Institute of Hospitality Management (NIHM),
or something like this, by expanding the institutional system and
functional coverage of the present Nepal Academy of Tourism
and Hospitality Management (NATHM).
Functional Coverage
The core products on offer of such an institution should include
education, research, professional development, institutional
development and publications linked to hospitality. Areas linkedto hospitality need be revisited time again based on newer
developments in the sector. For this too, we need to conduct a
number of scientific inquiries.
Steps Next
It has become already late to take relevant action to promote this
very crucial sector of the country as one of the pillars for socio-
economic transformation leading the overall national development.
Moving ahead swiftly and sharply with more discussions, carrying
out many research initiatives, opening a number of dialogues withrelevant stakeholders, and wider publications would help make it
easier for realization of national policy makers in this respect.
Does the structural and functional mandate of the present NATHM
allow all these initiatives? This is the first and biggest question
facing the reform and promotion of NATHM as the ultimate institution
providing leadership for hospitality sector development in Nepal and
south Asian region, at large. But it is possible, quite possible, and also
quite important for which we all need to step ahead, together with
commitment and Truthful Commitmentfor development.
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Introduction to Sport Tourism
It is common to find the use of term "Sports Tourism"
rather than "Sport Tourism" to understand the concept
of sport-related tourism. However, the appropriate use of
the term should be "Sport Tourism", thus has been used
in the paper. Before discussing what Sport Tourism is?
And what are the benefits? Lets first discuss these two
words "Sport" and "Tourism" differently. Sport, an active
pastime; diversion, is an integral part of human life. Sport
activities are the process of common enterprise, through
which we learn different rules and self discipline. These
rules and regulations may be first-step on our social
adjustment. Sport helps in developing an individual not
only physically but also mentally, socially, emotionallyby means of physical activities. Whereas, tourism is the
activity of individuals travelling to and staying in places
outside their usual environment for not more than one
consecutive year or leisure (recreation, holiday, health,
study, religion and sport), business or any other purpose.
Tourism is one of Nepal`s major industries and our most
important service industry. It has been one of the fastest
growing segments of the Nepalese economy, and will
continue to be a key source of economic growth, jobs and
export earnings in the future.
Overview of Sport Tourism
"Sport Tourism" can broadly be defined to include any
tourism activity generated by involvement in sport.
Sporting events are now a recognized nice tourism market
with significant growth potential for both domestic and
inbound tourism. "Sport Tourism" flows from attendance
and participation at sporting events and training camps.
Spectators, media, officials, athletes and their support
teams all utilize the services used by tourists, i.e.
accommodation facilities, transport services, food and
beverage services, retail businesses and attraction.
The use of "Sport as a touristic endeavour" has been a
philosophical propulsion (impetus) and entrepreneurialdevelopment of the eighties and nineties.
Why Sport Tourism?
The consciousness of health through physical activities
for all age-groups regardless of language, culture, morals,
beliefs or geographical locations stimulated in the
participation of physical activities. Simultaneously, with
due change in time was escalated with tourism
phenomenon and concept of "Sport Tourism" occurred.
The "Sport Tourism" phenomenon has been evidenced
Dr. RAJIV DAHAL, PhDFaculty- MHM/BHM/BTTM - NATHM
Plausibility ofSport Tourism in
Nepal
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though worldwide popularity of sporting events such as
the Olympic Games, Football and Cricket World Cups and
professional "Super Championships". "Sport Tourism"
result of an interaction between Sport and Tourism, leads
to the execution of development plans, role in promoting
domestic, national, international friendship and brotherhood
through understanding among people and communities. Andthe cause for the mobility and stimulations towards sport
in this present context are the present day communication
networking in terms of roads, airways, waterways,
computerized scheduling, maintenance technology as well
as verbal, visual and printed communication worldwide. The
best medium today is the use of social media like, facebook,
twitter, and others.
"Sport Tourism" is big business and its potential is
enormous. In recent years, the continued growth of "Sport
Tourism" in the developed countries like the United States,
United Kingdom, Australia, Japan and other countries, the
tourpreneurs have increased the number of Sport Tourism,
thus fostering the development of sport specific resort
destination, initiation of sport theme parks, establishment
of specialized sport cruises, on the basis of sporting events
as a basis for tourism.
There has been growing interest among countries to
develop sport tourism. Ritchie and Adair (2004) states that
today sport and tourism are among the developed worlds
most sought after leisure experiences. UNWTO (2011, cited
in Ritchie and Adair (2004) pointed that German tourists
accounted for 32,000,000 sport-oriented trips a year, or
55% of all outbound travel, while 52% (7,000,000) of all
trips made by Dutch tourists included a sport component.
Regarding the importance of Sport tourism, World Sport
Destination Expos findings shows that Sport tourism is
the sleeping giant of the global travel and tourism industry
worth an estimated $600 billion dollars-this is not a niche
market but rather a significant part of the global market"
(cited in Tourism Insider, 2011). According to the MailOnline reporting about Sport Tourism on 22ndOctober 2012,
around 1.3 million tourists went to a live Sport event in
the UK in 2011, spending a total of 1.1 billion. However,
VisitBritain (cited in Mail Online, 2012) states Sport
Tourism is worth 2.3 billion to the British economy as
visitors who actually took part in Sport spent another
1.2 billion on their hobby. The average 785 spend by a
traveller attending a football match is 200 more than the
583 spent by the average overseas visitor who did not
end up on the terraces.
Plausibility of Sport tourism in Nepal
Well, talking about plausibility of sport tourism in Nepal,
two types of "Sport Tourism" can be developed. Firstly,
the adventure based Sport Tourism (more of nature based)
and secondly, general Sport (other than adventure). If we
consider first one, we have ample of natural resources
where adventure sport such as white-water rafting, rock-
climbing, ice-climbing, canyoning, skiing and snow-board
games can be staged. Whereas, in the later type. Sport
that are less risky and concentrated more on the urban
areas such as cricket, football, basket ball etc. can be
staged. In the past, Sport events such as Raid Gauloises
competition in 2000, Annapurna Mandala Trail, Everest
Marathon, Annual Elephant Polo competition, U-19 Cricket
tournaments, U-15 Football tournaments, AFC challenge
Cup, SAFF - Football Championships has been successfully
held in Nepal. These games were a boost for the tourismindustry, especially with the enormous surge in media
exposure, including the promotion of Nepal as a tourist
destination.
As per the moderate Climate, Nepal can be visited the
whole year-round. And with this most appropriate condition
of weather in the world in comparison to such a small
geographical region climate ranges from tropical in the
lowlands to the arctic in the higher altitudes various
Sport events can be staged throughout the year.
Considering accessibility, Nepal is well connected by air
to various SAARC region countries, Middle East and ASEAN
region countries, though greater efforts need to be
undertaken in operating direct flights from and to various
European and other developed nations. Along with this
the internal transportation system too needs grave
consideration.
There has been past deliberations on Sport Tourism in
Nepal. One such workshop on Prospects of sport tourism
had been organised by Trekking Agents Association ofNepal (TAAN) on January 27, 2006. The attendees
emphasised that the government and private sector have
to work together to give a boost to the sports and tourism
sectors (TAAN, 2013). Well, we can see some effort from
the government after that as well. Government has
allocated Rs 300 million for the infrastructure development
for the 13th South Asian Games (SAG) which include
constructing international standard stadium, multipurpose
covered hall and Sports Academy. Also, the government
has also separately allocated Rs 210 million for continued
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development of sports infrastructure. This budget states
the setting up High Altitude Sports Training Centres in Jiri
and Lukla (Cricknepal.com, 2014). However, not much has
been realised till date.
For the development of "Sport Tourism" in Nepal,
Government should plan, design, organize and introduceprogramme to involve and promote community and the
tourism industry in the development of Sport as a viable
contributor to the economic well-being of local communities
and to national economy as a whole. One of the spin-offs
of staging sporting events is their potential to raise the
profile of the host city, town or region, mainly through
coverage of the event. The marketing of these events
presents many opportunities for promoting broader tourism
attraction and highlights. Opportunities to maximize the
benefits of sporting events including assessing the scope
of staging more and different types of events and spreading
the benefits of new and existing events to more regions.
Furthermore, the National Sport Tourism Strategy needs
to be developed in partnership with the tourism, sport and
recreation industries to provide a strategic focus for
realizing opportunities of this potential and lucrative
market. Moreover, the strategy should be looking at the
ways to identify how the Sport and Tourism industries
can work together toward the outcomes of mutual-
benefits.
ReferencesCricknepal.com (2014). Cricket receives Rs 50m Budget in 2070/2071.Accessed on 05 February 2014 from http://www.cricnepal.com/7696/cricket-
receives-rs-50m-budget-in-20702071/
Mail Online (2012). Sport provides a boost for UK tourist industry as 900,000
football fans flock to Britain. Accessed on 05 th February 2014 from http://
www.dailymail.co.uk/travel/article-2221300/Sport-provides-boost-UK-tourist-
industry-900-000-football-fans-flock-Britain.html
Ritchie, B. W. and Adair, D. (2004). Sport Tourism: an introduction and
overview. In: B. W. Ritchie and D. Adair (Eds.), Sport tourism interrelationships,impacts and issues. Clevedon, England: Channel View Publications.
Tourism Insider (Online Magazine) (2011). Sport Tourism, a new spin on an old
theme. Accessed on 05 February 2014 from http://tourism-insider.com/en/2011/05/english-sport-tourism-a-new-spin-on-an-old-theme/
Trekking Agents Association of Nepal (TAAN) (2013). Discussion on prospects
of sport tourism held. Accessed on 05 February 2014 from http://www.taan.org.np/newsdetail/discussion-on-prospects-of-sports-tourism-held
My Nathm is in Ravibhawan
Where I can feel very comfortable
NATHM is its logo
where QWQS is used as its motto.
Here, teachers acts as the priest, other staffs as
guide
where knowledge is spread as ray of light.
This college has got excellence in every sector
which has attracted us as insects by nectar.
Not only education, sport has also got equal facility
Students are rewarded as per their skill and ability
The environment here is cheerful in any place
Certificate of it is accepted in any place.
To be Nathm and Nathmian I feel Proud
I will spend my 3 years of happiness, there's no
doubt
Wherever I go it will remain in my heart & head
Anyway My Nathm is great
Anyway my Nathm is great.
My Nathm;
My College
Alina KhanalBHM, 1STSemester
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Abstract
The objective of the study is to validate a conceptual model to measure brand loyalty, as this is an important element
for gaining competitive advantage. The study primarily focuses on measuring brand loyalty using brand awareness and
perceived quality as independent variables across genders and geographic orientation of the customers. The study
reveals that brand awareness and perceived quality are positively related to brand loyalty. In other words, the higher thebrand awareness, the higher the brand loyalty. In addition, the study shows that brand awareness is positively and
significantly related to brand loyalty. The study further demonstrates that perceived quality is positively and significantly
related to brand loyalty. The study also suggests that fast food outlets should emphasize service and ambience quality.
Moreover, fast food outlets should be aware that consumers will evaluate perceived quality of a product and service
from their earlier dining experience. The results are same with the strata of gender and geographic orientation within
Kathmandu (KTM) and outside Kathmandu (OUT KTM)). The research is of value to fast-food owners, academia and
researchers.
Key words: Brand Awareness (BA), Perceived Quality (PQ), Brand Loyalty (BL), Fast food restaurant
IntroductionFast food industry is a fast growing industry that is rapidly
changing customer eating habits. This rapid growth of
fast food witness the increase in income level of middle
class consumers in third world and developing countries,
changing eating needs of young and adults and the rising
and penetration of multi-national food chains in these
countries. Small business purchase should also have rich
involvement. Scarce resources that are available to firms
cause greater business failure risk. In business sector,
relationship with customers and suppliers is becoming
highly important as well as accountability and decisionmaking is becoming most crucial. Study of consumers
attitude is important for the measurement of the impact
on the purchase behavior (Holbrook, 1999), (Keller, 1993).
Companies built the strong relation with customers through
different promotional appeals like Cash Discounts, Rebates,
and other benefits. These activities are helping the company
to enhance the loyalty of the brand. Through personal
selling companies promote the products and their service
and this efforts of the company increase the purchase
intension of the consumer and positive attitude towards
Bikash Shrestha,Mphil- Management 2012(T U)
The effect of brandawareness and
perceived qualityin brand loyalty: acase of fast foodrestaurant in
Kathmandu
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the product and as well as the image of the organization
(To and Leung, 2001) Recently, the rising of consumer
consciousness has made consumers choose to purchase
their familiar and favorable brand. Therefore, if businesses
want to defeat their competitors, they have to make
consumers love to buy their products and brands.
The remainder of the study is organized as follows. The
next section reviews existing literature and discusses the
motivation for the present study. Section II provides details
of the data and methodology utilized, and section III
examines the analysis and the regression results.
Conclusions are offered in the final section.
I. Review of Literature
"A brand is the total emotional experience a customer has
with your company and its product or service" (Hammond,2008, p.14). He further describes the brand to be an
experience that is implanted in the mind of customers that
have experienced an interaction with a company or that
got in contact with the companys staff, product or service.
Brand awareness means the ability of a consumer to
recognize and recall a brand in different situations (Aaker,
1996). Consumers purchase decision can be influenced if
a product has higher brand awareness (Dodds, Monroe,&
Grewal, 1991; Grewal, Monroe & Krishnan, 1998). This
explains why a product with higher brand awareness
willhave higher market share and better quality evaluation.
In addition, perceived quality is a relative concept which
possesses situational, comparative, and individual
attributes In sum totality, perceived quality is a consumers
subjective judgment on product quality on the basis of
previous experiences and feelings. The added value of
perceived quality is believed to result in higher brand
loyalty, larger customer base and more efficient marketing
programs (Aaker, 1991; Tellis et.al., 2009). In addition,
while consumers select a product, they care about perceivedquality and brand awareness. Perceived quality can help
consumers to have a subjective judgment on overall product
quality that make a product hold a salient differentiation
and become a selective brand in consumers minds (Aaker,
1991). Product Quality covers the features, aroma,
aesthetics and characteristics of a product or service that
allows satisfying definite or inferred needs of customers.
According to Russel and Taylor (2006), product quality is
the fitness of use of the conformance to the requirement
of customers. In service industry context product quality
is considered as service quality that includes the approach
how that service provider for example the airline,
restaurants, banks and retail stores serve their customers,
how the product they offer satisfy customer needs as
physical quality of product and how such particular product
apparently communicate that brand image to build brand
loyalty and in result brand equity (Bitner 1992; Boomsand Bitner 1982; Tsaur, Chang, and Yen 2002).
Besides, businesses have to build up brand loyalty.
Customers' brand loyalty is the tendency or frequency of
purchasing same brand again and again. Only satisfied
customers become brand loyal. Brand loyalty is consumer
attitudes on a brand preference from previous use and
shopping experience of a product (Deighton, Henderson,
& Neslin, 1994; Aaker, 1991), and it can be measured
from repurchase rate on a same brand. A satisfied customer
base sends a message to others that the brand is accepted
and successful (Aaker, 1991). If the consumers instead
continue to purchase the brand though competitors have
superior prices, features, and convenience, then the brand
has high loyalty. Brand loyalty means brand preferences
that consumers will not consider other brands when they
buy a product (Baldinger & Rubinson, 1996; Cavero &
Cebollada, 1997). Brand loyalty represents a repurchase
commitment in the future purchase that promise consumers
will not change their brand loyalty in different situations
and still buy their favorable brands (Oliver, 1999). Brandloyalty includes behavior factors and attitude factors.
Behavior loyalty represents repurchase behavior, and
loyalty attitude means psychological commitment to a
brand (Aaker, 1991; Assael, 1998; Oliver,1999; Prus &
Brandt, 1995; Farr & Hollis, 1997). Some studies suggest
that the cost to attract a new customer is more than five
times of maintaining a loyalty customer (Reichheld and
Sasser, 1990; Barsky, 1994). That is, the higher the brand
loyalty, the less cost businesses to pay.
When business develops a new products or a new market,it should promote brand awareness in order to receive the
best result because brand awareness is positively related
to perceived quality (Aaker & Keller, 1990). Grewal,
Krishnan, Baker and Borin (1998) conclude that brand
awareness and perceived quality have a positive and
significant relationship in brand of bicycle. Many researches
also maintain that the higher the brand awareness is, the
higher perceived quality is (Monore, 1990; Dodds and
Grewal, 1991; Wall, Liefeld, & Heslop, 1991). Judith and
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and brand loyalty have a highly connection, they will
positively influence brand loyalty. Kan (2002) further
suggests that the higher the brand awareness is higher
the consumers quality evaluation. Besides, Aaker and Keller
(1990) mentioned that a brand with high awareness and
good image can promote brand loyalty to consumers, and
higher the brand awareness, higher the brand trust andpurchase intention. Peng (2006) indicates that brand
awareness has the greatest total effects on perceived
quality and then brand loyalty. Thus, perceived quality
and brand loyalty are positively correlated. Likewise, if a
product has higher brand awareness it will have a higher
market share and a better quality evaluation (Dodds, et
al., 1991; Grewal, et al., 1998). A well known brand will
have a higher brand loyalty than a less well known brand
(Hsu, 2000). Garretson and Clow (1999) suggest that
perceived quality will influence consumer brand loyalty,and Monore (1990) indicates that perceived quality will
positively influence brand loyalty through perceived value.
Aaker (1991), Assael (1998), and Wang and Kan (2002)
also mention that consumers must have positive feelings
to a brand, and then they will produce brand loyalty.
Therefore, the purposes of the study are to explore: (1)
the influences of brand awareness on brand loyalty, (2)
the effect of perceived quality on brand loyalty and (3)
the influence of brand awareness and perceived quality
on brand loyalty, as a whole, and among the strata ofgender and geographic orientation.
II. Methodology
A screening process was deemed necessary in conducting
the study. The screening was initially based on a
convenience selection of respondent i.e. convenient
sampling method is used to collect the information. As
the potential customers size is very large, response from
540 valid respondents are collected though the valid sample
size of respondent becomes 384 (Sample size =
= = 384 at 95% confidence
level). For data collection purpose, questionnaire in 4 point
Likert scale were prepared measuring the brand awareness,
perceived quality and brand loyalty. In total 23 items
were designed but after the reliability test, only 18 items
were included for the study. For collecting the responses,
27 different locations were selected as the source of
getting information in Kathmandu valley. Respondents
include male and female and residents from within
Kathmandu valley and outside Kathmandu valley and the
respondents of various professions to reduce the bias. 540
questionnaires were delivered with the help of a team of
17 members in 10 different locations, popular as the
restaurant hub. The response from 450 was successfully
collected out of which 425 were valid respondents(78.70%).
The research participants were asked to respond to the
survey questions by using Four point Likert scale ranging
from 1 equals totally disagree, 2 equals disagree, 3 equals
agree and 4 equals totally agree. Gender was coded 1 for
male and 2 for female. Codes of Geographic orientation
were 1 for from within Kathmandu valley and 2 for from
outside Kathmandu Valley. The scales for three constructs
in the model were developed on the basis of previously
established studies. Descriptive and inferential statistics
(Cronbachs Alpha and Multiple Regression Analysis) were
conducted with the help of SPSS version 18 software
package. The analysis process was carried out using the
following tools.
A. Cronbachs Alpha
The multi-item scales developed above had to be evaluated
for their reliability and validity. Cronbachs Alpha is the
most commonly used approach to test reliability of items
of questions used in questionnaire. Cronbachs Alpha will
be high if the scale items are highly correlated. In the
current research, the main assessment method is simple
scale measurement for Cronbachs Alpha and if the
Cronbachs Alpha of each observation was above the
overall constructs then such observation were deleted.
However the study accepted the reliability of constructs
with Cronbach Alpha equal to 0.6.
B. Multiple Regressions
After completing the refinement, the multiple regressions
were implemented to identify quantitative relation of
antecedent factors and brand loyalty. In order to test the
model, this study adopts the quantitative approach in
which the data were collected by means of a questionnaire
survey. The following regression equation was regressed
to find out the percentage contribution of various factors
in brand loyalty for the whole sample, among the strata
of genders and geographic orientation of the customers.
Y =
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Where, Y= Brand Loyalty, = Constant, X1= Brand Awareness, = Perceived Quality and er = error terms.
III. Data Analysis
Table I
Summary Statistics of the respondents
Frequency Per cent Cumulative Per cent
Gender Male 282 66.4 66.4
Female 143 33.6 100
Total 425 100
Geographic Orientation KTM 250 58.8 58.8
OUT KTM 175 41.2 100
Total 425 100
Profession Business 105 24.7 24.7
Service 175 41.2 65.9
Students 129 30.4 96.3
Others 16 3.7 100
Total 425 100
Table one reveals the total number of respondents are 425, among which 282 were male and 143 female, 250 from
within Kathmandu valley and 175 from outside Kathmandu valley and 105, 175, 129 and 16 from the professions of
business, service, students and others respectively.
Table II
Reliability Test
Variables Measurement items Retained items Cronbach's Alpha
BA 9 7 0.667
PQ 6 4 0.597
BL 8 7 0.672
Following the procedures and criteria described in previous chapter, the process of refinement of measurement scales of
the constructs were carried out using SPSS Version 18. In this process, the items which did not meet evaluating criteria
were eliminated and reliability of scales was re-assessed by Cronbachs Alpha. Criteria of refinement of items include:
Cronbachs Alpha > 0.60. The table two reveals the reliability of all the antecedent factors and dependent variable are
above 0.6, which strongly supports the reliability about the questionnaires developed for the study.
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Table III
Estimated Relationship Between Brand Loyalty, Brand Awareness and Perceived Quality
Results are based on the regression model. The basic model is: Y =
Where, Y= Brand Loyalty, = Constant, X1= Brand Awareness, = Perceived Quality and er = error terms.
Model BA PQ RSQUARE F VALUE P VALUE
1 0.795 0.641 753.795 0.001
(27.455)
2 0.723 0.563 103.788 0.001
(12.188)
3 0.716 0.674 0.679 445.306 0.001
(25.134) (8.547)
Brand Awareness and Perceived quality both have a reliably positive influence on Brand loyalty. Model 1 attempts tounravel the influence of brand awareness on brand loyalty with the beta coefficient of 0.795 and t-statistic suggests
that coefficient is estimated with a high degree of precision. The R Square value suggests that the explanatory power
of brand awareness on brand loyalty is 64.1 per cent. Adding the perceived quality as the next independent variable in
Model 3, the beta coefficients are found to be 0.716 and 0.674 with t-statistics of 25.234 and 8.547 respectively. The
R Square value suggests that the explanatory power using two independent variables increased to 67.9 per cent. The
brand awareness has the largest coefficient and the highest t-statistic in all the three models. The highly significant
value of F-test suggests the model is overall fit.
Table IV
Estimated Relationship Between Brand Loyalty, Brand Awareness and Perceived Quality
among The Gender Strata
Results are based on the regression model. The basic model is: Y =
Where, Y= Brand Loyalty, = Constant, X1= Brand Awareness, = Perceived Quality and er = error terms.
Gender Beta T RSQUARE F VALUE P VALUE
Male BA 0.822 21.685 0.627 470.234 0.001
Female BA 0.754 17.578 0.687 308.987 0.001
Male PQ 0.565 8.032 0.531 64.521 0.001
Female PQ 0.579 6.267 0.556 39.27 0.001
Gender Beta T RSQUARE F VALUE P VALUE
Male BA 0.737 19.92 0.665 276.431 0.001
PQ 0.767 7.311
Female BA 0.691 15.839 0.72 179.874 0.001
PQ 0.562 5.673
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Table four reveals that beta coefficient for male and female for brand awraeness and perceived quality are positive and
t statistics are also found to be highly significant on the brand loyalty. However, when both the independent variables
are introduced among the gender, the value of R Square was found to be higher in female(0.72) in comparision to 0.665
for male. This indicates brand awareness and perceived quality has more explanatory power for the female customers.
All the six models are overall fit with highly significant F value.
Table V
Estimated Relationship Between Brand Loyalty, Brand Awareness and Perceived Quality
among The Geographic Orientation Strata
Results are based on the regression model. The basic model is: Y =
Where, Y= Brand Loyalty, = Constant, X1= Brand Awareness, = Perceived Quality and er = error terms.
Location Beta T RSQUARE F VALUE P VALUE
KTM BA 0.835 22.604 0.673 510.934 0.001
OUT KTM BA 0.732 15.844 0.592 251.043 0.001
KTM PQ 0.589 7.771 0.512 60.385 0.001
OUT KTM PQ 0.542 6.574 0.543 43.221 0.001
Location Beta T RSQUARE F VALUE P VALUE
KTM BA 0.751 20.443 0.702 290.109 0.001
PQ 0.697 6.471
OUT KTM BA 0.665 14.763 0.647 157.682 0.001
PQ 0.529 6.18
Table 5 reveals the influence of brand awareness is positive
on brand loyalty for the respondents of within Kathmandu
and outside Kathmandu with the beta coefficients of 0.835
and 0.732 and t-statistics indicates the significance of
the independent variable. The same is the influence of
perceived quality on brand loyalty for the respondents on
the strata of geographic orientation. However, the influence
of brand awareness (0.835 and 0.732) is higher in
comparison to the perceived quality (0.589 and 0.542) inmodel 1,2,3 and 4. The influence of brand awareness is
higher when both the variables brand awareness and
perceived quality are introduced in the model 5 and 6
(0.751 and 0.665) in comparison to (0.697 and 0.529). It
is also noticed that, brand awareness and perceived quality
better explains the brand loyalty for the customers from
within Kathmandu (0.702) in comparison to 0.647 for the
customers from outside Kathmandu. All the six models
are overall fit with highly significant F value.
IV. CONCLUSION AND SUGGESTION
The study reveals that brand awareness and perceived
quality are positively related to brand loyalty. It signifies
that consumers will buy a familiar and well known product
(Keller, 1993; Jacoby & Olson, 1997; Macdonald & Sharp,
2000). In other words, the higher the brand awareness,
the higher the brand loyalty. The results are the same as
the findings of Oliver (1999) that brand loyalty represents
a repurchase commitment in the future purchase whichconsumers will not change their brand loyalty under
different situations and still buy their favorable brands.
In addition, the study shows that brand awareness is
positively and significantly related to brand loyalty. The
result is the same as findings of Aaker and Keller (1990).
The study further demonstrates that perceived quality is
positively and significantly related to brand loyalty. The
result is the same as the results of (Judith and Richard
2002). The study suggests that fast food restaurant
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owners should pay much attention to the influences of
brand awareness and perceived quality on brand loyalty.
The study found that if consumers can identify a brand
name when they want to visit the fast food outlets, it
means that the outlets hold higher brand awareness. When
a product has a well known brand name, it can win
consumers preferences. Thus, fast food outlets ought tobuild a brand and promote its brand awareness through
sales promotion, advertising, and other marketing activities.
When brand awareness is high, its brand loyalty also
increases. The study also suggests that fast food outlets
should emphasize service and ambience quality. Moreover,
fast food outlets should be aware that consumers will
evaluate perceived quality of a product and service from
their earlier dining experience. A high evaluation indicates
that consumers are satisfied as a result, their brand loyalty
increase. The result was similar with the strata of genderand geographic orientation.
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SANDEEP BASNYAT
TourismManagement in
Post-Conflict Erain Nepal
Post Conflict Tourism in Nepal
The term post-conflict situation or post-conflict is usually
used when a war or violent conflict has ended be that in
the form of an armistice, a peace treaty, military victory,
a negotiated settlement or an external intervention. But
even in these contexts, violence and insecurity may be as
endemic as in contexts of open armed conflict and moregenerally in fragile situations (Leonhard & Wulf, 2010).
However, there is no accepted definition of what constitutes
a situation, country or society of post-conflict.
Practitioners in post conflict areas face specific challenges
of working in countries where a war or armed conflict
ended, most of them emphasize the difficulties in
differentiating between these countries and those in
conflict (Leonhard & Wulf, 2010).
Among other challenges in these contexts, such as
conflicting priorities or a lack of integrated approaches
(Kurtenbach, 2009), development cooperation have
expressed the concerned that they faces the problem of
how to cope with dynamic and high levels of insecurity
that cannot be reduced to the problem of backslide into
war or armed conflict. Hence, the widespread term of post-
war or post-conflict contexts used currently in academic
and policy debates is a misnomer since violent conflict
continues to play an important role even after conflict
settlements have occurred (Kurtenbach, 2009).
In November 2006, after considerable death and
destruction and several failed attempts at ceasefire and
negotiation, the Government and the Maoists signed the
Comprehensive Peace Agreement (CPA) which formally
ended a decade long conflict led by Maoists. Since then,
technically, Nepal entered into a post-conflict situation.
The following table shows the tourist arrivals in Nepalfrom 1996 to 2012. As seen from the table, the tourist
arrivals in Nepal has started to slow down from 1996 up
until 1998 and from 1999 there have been significant drop
in the arrivals data until 2002. It was only after from
2003, the slow pace of tourism arrivals has taken. From
2006, it is clearly seen that tourist arrivals has significantly
increased after the ceasefire agreement between Maoists
and the Government of Nepal (MoCTCA, 2013). As seen
from the following figure, there is a slowly increasing trend
of tourist arrivals in Nepal from 1996 to 1998 and from
1999 to 2002, there has been a dramatic decrease in the
trend. The trend has taken momentum from 2002 and
from 2006 it significantly increased up until now. The
overall trend in tourist arrivals has been found increasing
despite Nepal passing through post conflict situation where
the fighting between the Maoists and the government
security forces were taking tolls in lives of hundreds of
civilians all across the country.
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Tourist Arrivals trend in Nepal from 1996 to 2012
Source: Nepal Tourism Statistics, 2012
Ministry of Culture, Tourism and Civil Aviation, Government of Nepal
Post Conflict Tourism Management Strategies
Management of tourism activities had been a tremendous
task for the government of Nepal amidst the ongoing
conflict due to Maoists insurgency. However, with the
cooperation and assistance of the local people, civil society,
private sector tourism entrepreneurs and other
stakeholders, government of Nepal was not only successful
in maintaining a steady flow of tourists, but also organize
nationwide campaigns such Nepal Tourism Year 2011.
The concept of tourism management in Nepal has emerged
to manage and develop the tourism industry of Nepal by
cashing the expertise view, experiences and commitment of
government with public private venture. For that Nepaltourism board continued the promotional activity with public
private venture internally and externally. Campaigns such
as Visit Nepal Year 1998, Destination Nepal Campaign 2001
and Nepal Tourism Year 2011 have continued to promote
Nepal in international arena through its line agencies such
as Nepalese diplomatic missions abroad, I/NGOs, airline, and
national and international media, NRN community and
Nepals friends and well-wishers (NTB, 2066-67).
To primarily focus on the tourism sector and to promote
Nepal internationally, government of Nepal's prime objectiveof had been substantial growth of the tourism industry
attracting more than a million tourists. It had become
obligatory to revive Nepals image as the prime tourist
destination since peace & stability had been re-stored in
the country. Thus, to further address this issue also, the
ambitious campaign of NTY 2011 was announced in the
wake of historical transformation. The national campaign
of Nepal Tourism Year 2011 aimed to once again
rejuvenate the Nepalese tourism industry and establish it
as the countrys economic backbone (NTB, 2066-67).
Similarly, to allure and draw the highest possible amount
of tourists, the Tourism Ministry waived the visa fee in
2011 for those tourists who visit Nepal more than once
during the year 2011. To encourage more visitors to Nepal,
the national flag carrier (Nepal Airlines) extended its air-
service from Riyadh, Lhasa, Gwanjhau, Frankfurt and
London into Nepal by the end of 2011. From March 2011,flights to and from Mumbai, Shanghai and Tokyo started.
In addition, various infrastructure developments had been
planned to uplift the Tribhuvan International Airport (TIA).
These include; Discounts granted for landing and parking
except during the peak hours, construct a Ground Support
Equipment Parking area Extension, implementation of
Common Users Terminal (CUTE) etc.
Since mid August2008, Mountaineering expeditions had
been receiving a discount on the mountaineering royalties,
this policy will continue for another 5 years. To develop
tourism in Terai, a plan to promote Terai region was also
underway. The government launched special promotional
packages in the USA, Europe, Japan, Australia, South-
East Asia, Middle-East Asia and neighboring China & India
through high level Nepalese delegation teams. For the
further promotion of NTY-2011 various international
promotional activities were carried out by the Nepal
Tourism Board that includes sales missions and road
shows in the countries where the possibilities of tourism
is high. Likewise FAM tour of international journalists toNepal, high level delegation to different countries to interact
with the travel trade and media there. Further tourists
facilities were added with improved capacity of hotels and
other required services for tourists as well as creating
community capacity to meet the needs of tourist and
promoting domestic tourism also. Similarly, the Nepal
Tourism Year 2011, Marketing Action Plan (MAP)
incorporated the policy guidelines of NTB to develop
"Quality Destination" brand with the quality factors of
simple, convenient, safe, and unique.
Conclusion
The post-conflict peace process of Nepal is passing through
a fragile transition phase which has imposed a number of
new structural challenges to the tourism sector to grow
and sustain smoothly (Sharma & Upadhayaya, 2008). A
Post Editorial (2008) covering a report issued by UN World
Food Programme (WFP) states that there were a total of
755banda (closures) and strikes in the year 2008 in Nepal.
Nepal saw 125 days ofbanda(closures) in various parts of
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the country called by various political and non-political groups
in 2010 (Adhikary, 2010). Because of the uninterrupted state
of these internal conflict-related challenges too, the rate of
growth in annual tourist arrivals, their average length of
stay and the revenue earned from tourism in the post-conflict
years, especially from 1999 to 2002 has been affected. In
absolute number, the tourists arrival in Nepal in 2002 wasmerely 275,468 (MoCTCA, 2013).
However, the scenario has started changing since 2006.
In 2011, Nepal received 735,965 tourists, and the number
increased to more than 800,000 in 2012 (MoCTCA, 2013).
According to the WTTC, Nepal is expected to attract
approximately 1 million international tourists in 2013
(UNWTO, 2013). In this context, this paper aims to
investigate how post conflict violence has affected tourism
industry in Nepal and what are the strategies that Nepal
has implemented to counter such challenges to develop
the tourism industry.
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