THE ORAL CARE market in India is valued at Rs 3,976 crore and is expected to reach Rs 4,373 crore by 2012.
THE MARKET CAN be segmented into mouthwashes, toothpastes, toothbrushes and tooth powders.
THE MOUTHWASH market in India is valued at Rs 74 crore and is expected to reach Rs 89 crore by 2012.
THE TOOTHBRUSH market is valued at Rs 539 crore.
THE TOOTHPASTE market is estimated at Rs 2,866 crore and is expected to reach Rs 3,226 crore by 2012.
THE TOOTH POWDER market is reducing. It is valued at Rs 497 crore and is expected to reduce to Rs 458 crore by 2012.
NUGGETS
selections from management journals
More From This Section
AS NEGOTIATORS IN Washington struggled to devise a plan to rescue Wall Street and avert a global financial catastrophe, Citigroup CEO Vikram Pandit noted during an interview at Wharton recently that even with government intervention, global financial markets will need years to recover. In a question-and-answer session with Wharton, Pandit also described Citi’s banking-focused strategy and urged students to pursue careers that would let them do what they love.
“In the Eye of the Storm”: Citi CEO Vikram Pandit Sees a Difficult Recovery Ahead
Knowledge@Wharton October 1-14
Read this interview at http://knowledge.wharton.upenn.edu/
THE DIGITAL WORLD HAS developed faster than the tools needed to measure it. This lag has made it difficult for marketers to fully exploit the Web’s promise as the most targetable and measurable medium in the history of marketing. Hobbled by nascent technologies, inconsistent metrics, and a reliance on outdated media models, marketers are failing to tap the Web’s full power.
Unless this problem can be addressed, the inability to make accurate measurements of digital advertising’s effectiveness across channels and consumer touch points will continue to promote the misallocation of media budgets and to impede the industry’s growth. Some companies, though, are developing analytics that allow them to compare the effectiveness of their on- and offline efforts.
How poor metrics undermine digital marketing
By Jacques Bughin, Amy Guggenheim Shenkan and Marc Singer The McKinsey Quarterly October 2008
Read this article at www.mckinseyquarterly.com
PAST RESEARCH IS CLEAR on the benefits of high-performing, or “star”, workers. Star computer programmers, for instance, are more productive than average ones by a ratio of eight to one. But reaping the benefits of such talent is not so simple. Say you hire a number of stars. How can you guarantee that they will be able to replicate their success in a new environment — in short, how portable are they?
In the past, portability has been viewed as an attribute of a person, team or organisation, but it can also be looked at as an attribute of a position. Certain jobs do require different levels of company-specific human capital, thus making some workers less portable than others. Organisations should not think of talent management as a simple “build versus buy” dichotomy. Rather, there are some positions for which they can buy, and others for which they must build. The authors’ research, which has probed the application of human capital theory to talent portability, should help companies recognise that an entire class of factors greatly determines the portability of performance.
When “stars” migrate, do they still perform like stars?
By Boris Groysberg, Lex Sant and Robin Abrahams
MIT Sloan Management Review Fall 2008, Volume 50, Number 1
Subscribe to this article at http://sloanreview.mit.edu/smr/