The men’s t-shirts market in India is valued at Rs 3,200 crore, which is 6.9 per cent of the total men’s wear market.
This market is expected to reach Rs 5,140 crore by 2012.
In terms of volume, the men’s t-shirts market is 9.7 crore pieces, which is 6.1 per cent of the total men’s wear market in terms of volume. It is expected to grow to 11.4 crore pieces by 2012.
Men’s t-shirts are divided into the following categories based on their price: super-premium, premium, medium, economy and low.
Medium-priced t-shirts are priced at an average of Rs 641. They contribute 29.5 per cent to the men’s t-shirts market in terms of value, and 14 per cent in terms of volume.
Economy t-shirts are priced at an average of Rs 259. They contribute 30.8 per cent to the men’s t-shirts market in terms of value, and 36.2 per cent in terms of volume.
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NUGGETS
selections from management journals
Companies ranging from Yahoo and CSX to Motorola, H J Heinz and Time Warner have been the target of proxy wars over the past few years as disgruntled shareholders try to force changes in corporate behaviour and/or top management. But while proxy battles these days are more prevalent and easier to launch than ever, it’s unclear exactly what they accomplish. As one Wharton professor notes: “It’s a good thing for shareholders that these activists rattle the cage. Whether they ultimately create value for shareholders is another issue.”
Winners and losers in the rising tide of proxy wars
Knowledge@Wharton
July 23, 2008
Read the article at http://knowledge.wharton.upenn.edu/
There is a strong argument for treating pricing as a core competency rather than as a series of individual project-based efforts. Pricing excellence may well be the next step for businesses looking for a competitive edge, much as once-revolutionary principles such as Six Sigma and business process reengineering have become established among today’s most profitable companies. A systematic approach to pricing can, in fact, offer opportunities for both top-line and bottom-line improvement, a broader base than cost-focused quality improvement efforts such as Six Sigma typically address.
Getting pricing right — The value of a multifaceted approach
By Larry Montan, Terry Kuester and Julie Meehan
Deloitte Review, July, 2008
Read the article at www.deloitte.com/dtt/
As competition for the resources to build new factories and refineries heats up, companies must work harder to keep costs down and complete projects on time. In Asia — the likely venue of more than half of the world’s capital investments in coming years — the best capital project managers enjoy the natural advantages of their home markets. But they’ve also adopted some practices that their competitors can learn and employ regardless of locale.
Managing capital projects: Lessons from Asia
By Navtez Singh Bal, Subbu Narayanswamy and Anil Sikka
The McKinsey Quarterly, July, 2008
Read this article at www.mckinseyquarterly.com
When you are being hounded by the tax authorities because you can’t pay your personal taxes, and when your company has just ¤ 30,000 (Rs 20,10,000) left in the bank but is burning ¤ 200,000 (Rs 1.34 crore) a month — you don’t really feel very successful. This was the situation Gilles Babinet experienced — many times, in fact. It’s also a common occurrence in entrepreneurship, he said, during his opening keynote address at the first Insead Global Entrepreneurship Forum.The company was eventually sold for more than ¤ 100 million (Rs 670 crore). “Real entrepreneurs turn setbacks into opportunities,” he says. “So when a client doesn’t want your product, you can either think that your company is dead or that your product needs improving.”
Successful entrepreneurs are people who can put together teams with the right mix of talent and make them work together, especially in a fast-moving industry. Insights from the first Insead Global Entrepreneurship Forum held in Fontainebleau.
What it takes to be a successful entrepreneur
Insead Knowledge
Read the article at http://knowledge.insead.edu/
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Why innovation and a customer focus can drive revenue and profits
Knowledge@Emory
July 9-August 12
Read this article at http://knowledge.emory.edu/
Flowers are more than delicate pollinators or symbols of gratitude, love and sympathy, says Amy Stewart, author of the bestseller, Flower Confidential: The Good, the Bad, and the Beautiful in the Business of Flowers. A $40 billion global industry, today’s cut flowers are the product of a collaboration between nature, technology and entrepreneurship that supplies everything from grocery store bouquets to elegant wedding arrangements. Stewart investigates the complex and “bewitching” business of delivering simple and perishable blooms to consumers worldwide, offering a fascinating — and at times provocative — view of the floral trade.
Floriculture: Global business is blooming
Knowledge@Emory
July 9-August 12
Read this article at http://knowledge.emory.edu/