| The Indian gourmet food market size is valued at about Rs 1,100 crore. |
| It is expected to grow at a fast pace, as incidence and affluence increase. |
| Purchase incidence of buying gourmet food in the past one year is 21 per cent. The frequency of purchase has an equitable distribution spread over a fortnight and a month. |
| The annual spends on gourmet food currently, is Rs 55,688 per household amongst the consuming households. |
| The market for gourmet food catering to SEC A1 is about Rs 2,600 crore. Plus, SEC A2 accounts for a Rs 1,250-1,500 crore market. |
| Swiss brands are quite popular, with almost 71 per cent consumer-awareness. NCR, Mumbai and Bangalore account for more than Rs 1,600 crore market opportunity in SEC A1. |
| Selections from management journals NUGGETS |
| Under Jack Welch's leadership, General Electric's managers applied their imaginations relentlessly to the task of making work more efficient. Jeffrey Immelt succeeded Welch as CEO on September 7, 2001, just in time to see the world change. |
| Corporate scandals and terrorist attacks shook the global economy. In this fundamentally altered context, Immelt knew that GE could not simply cling to its status quo. Harvard Business Review offers the first deep look under the hood of Immelt's GE. |
| In a conversation with editor Tom Stewart, Immelt was quick to point out that he is not leading a revolution; productivity is still important. |
| But the new focus is on achieving organic revenue growth "" and plenty of it. Immelt has set the audacious goal of increasing annual revenues from GE's existing businesses at two to three times the rate of global GDP growth. Hitting that target will depend on deep cultural change and, in Immelt's words, "making it personal" for every one of his managers. |
| Growth as a process: The HBR interview Jeffrey R Immelt, Thomas A Stewart Harvard Business Review June 2006 Issue |
| You can subscribe to the interview at www.hbr.com |
| After saturating its target market of working class, bargain-hunting consumers, Wal-Mart is ratcheting up its low-price strategy to appeal to more upscale shoppers by expanding its merchandise lines to include organic foods, better wines, high-end consumer electronics and new fashion-oriented apparel. |
| It's an approach that carries some risk, say Wharton faculty and analysts, but that is dictated by intense competition and the lack of other opportunities for growth. |
| Wal-Mart: Is there a downside to going upscale? Knowledge@Wharton June 14 - June 27 |
| Read the article at http://knowledge.wharton.upenn.edu/ |
| Marketers take heed: after years of over-hype, digital media are finally mainstream. Magazines are losing advertising to the Web (with total ad revenues declining about 2 per cent per year since 1998); radio broadcasters are losing listeners, talent, and revenues to satellite upstarts and iPod playlists. |
| Television networks also see the writing on the wall, as the penetration of digital television heralds the rise of video-on-demand, video downloads, interactive game networks, Internet TV, and other broadcast- and cable-busting enterprises. |
| Influential companies, like Procter & Gamble, DaimlerChrysler, and Unilever, have already joined the revolution. At no other time have marketers and media companies possessed so many compelling platforms to entertain and engage the consumer. |
| The strategies pursued by senior management at media and consumer goods companies will play a defining role in who wins and who loses relevance with today's generation of consumers. |
| The future of advertising is now Christopher Vollmer, John Frelinghuysen and Randall Rothenberg strategy+business Summer 2006 |
| Read the complete article at www.strategy-business.com |
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