The baby care market in India is valued at Rs 590 crore and is expected to reach Rs 1,092 crore by 2012.
This market consists of baby hair and skin care products, toiletries and diapers.
The hair care market for babies is valued at Rs 25 crore for 2008, and is growing at a CAGR of 5 per cent.
The skin care market is valued at Rs 184 crore for 2008 and is growing at a CAGR of 15 per cent.
The baby toiletries market is estimated at Rs 153 crore for 2008 and is also growing at 15 per cent.
NUGGETS
selections from management journals
More From This Section
Infosys Technologies, which recently passed the milestone of earning $1 billion in profits, has set its sights on becoming what chief mentor N R Narayana Murthy calls a “trusted transformation partner” for its customers. The company is also going through its own transformation, as demonstrated by its recent acquisition of Britain’s Axon Group. India Knowledge@ Wharton spoke with Infosys executives and industry experts to explore how the company plans to rise to its next level of growth.
Infosys: Wanting to be a ‘transformation partner’ while undergoing its own transformation
India Knowledge@Wharton, September 4, 2008 Read this article at https://bsmedia.business-standard.comknowledge.wharton.upenn.edu/india/
An economic downturn can put incredible pressure on prices. But with costs also rising, the current downturn places particular urgency on getting pricing strategy right. Six pricing tactics demand greater attention from companies hoping to persevere through today’s economics straits.
Pricing in a downturn
By Cheri N Eyink, Michael V Marn and Stephen C Moss
The McKinsey Quarterly, September 2008>
Read this article at www.mckinseyquarterly.com
Retailers are quick to suffer the effects of downturns in the overall economy but often slow to bounce back, according to McKinsey research. Moving quickly to minimise performance deterioration is therefore important — but raises the question of how to choose from the wide variety of potential, short-term priorities. A tough self-assessment, combined with a hard-nosed scan of a retailer’s external environment, can be invaluable in helping retailers decide where to focus.
For retailers operating with decent financial strength in reasonably attractive markets, investing for future growth, rather than hunkering down to minimise losses, often yields the best results.
How retailers can make the best of a slowdown
By Ashish A Kotecha, Josh Leibowitz and Ian MacKenzie
The McKinsey Quarterly, September 2008
Read this article at www.mckinseyquarterly.com
Rather than hire experienced people from outside, many companies might be better off training fresh recruits with little experience in the industry. That approach can give the firm more control over how the new workers adapt to their employer’s corporate strategy and culture, according to a research paper by Wharton management professor Nancy Rothbard titled, “Unpacking prior experience: How career history affects job performance.”
Hiring from outside the company: How new people can bring unexpected problems
Knowledge@Wharton, September 03, 2008
Read this article at http://knowledge.wharton.upenn.edu/
Consumers are now generating, rather than merely consuming advertising. The consequences for brands, marketers and senior executives are significant. Advertising was traditionally generated by, or on behalf of, the firm and broadcast to relatively passive consumers. With the rise of digital media, the Internet, and inexpensive media software, considerable creative and distributive power has been handed to the consumer.
Liberated from the exclusive control of the firm, ads now express a myriad of different voices. Some ads are subversive, others laudatory, but the fact remains that the firm is no longer in exclusive control of the message. Using a number of high profile cases, this article explores the motivations that drive consumers to create their own ads and develops a typology of the ads created.
Ad lib: When customers create the ad
By Pierre Berthon, Leyland F Pitt and Colin Campbell
California Management Review Summer 2008
Subscribe to this article at http://cmr.berkeley.edu/