| The Indian pharma industry is the 13th largest in the world in value terms and fourth largest in volume terms. |
| Pharmacy retail is the second-largest retail segment following food and grocery, and is projected to grow at 6-8 per cent a year. |
| The market size for the healthcare segment (non-institutional) is estimated at $24 billion, constituting almost 10 per cent of the total retail market in India. |
| The organised healthcare segment is valued at $0.2 billion and is a mere 3 per cent of the overall organised retail segment. |
| Currently, there are about 800,000 pharmacies in the unorganised sector versus over 300 in the organised sector. |
| Penetration of organised retail formats is 0.8 per cent, indicating the extent to which the organised market is currently under-served. |
| Fifteen per cent of retail stores in India are chemists, and besides medicines, they retail health and beauty care products as well. |
| Healthcare accounts for a 4 per cent wallet share among urban Indian consumers and 10 per cent among rural consumers. |
| Selections from management journals NUGGETS |
| After a series of high-profile failures, many observers considered outsourcing to be on its way out. But early errors helped the industry evolve from one focused on cost to one focused on high-quality services critical to its customers. |
| Today, outsourcing firms are upgrading their systems, offering increased flexibility, and focusing on performance and quality assurance. |
| FMCG major Procter & Gamble, world's largest automobile maker General Motors, and energy and gas services provider Duke Energy are among the many companies that have seen remarkable success via outsourcing. |
| How to be an outsourcing virtuoso By Vinay Couto and Ashok Divakaran strategy+business September 15, 2006 |
| By understanding the potential pitfalls, and learning from early pioneers, it's clear that there is significant value to be gained from outsourcing. |
| Read the complete article at www.strategy-business.com |
| Macroeconomic, social and business trends shape the global landscape. Anticipating their impact can help companies succeed by riding the current rather than swimming against it. |
| Executives must understand the full range of subtrends behind each trend and how they interact to affect many industries "" and not just the obvious ones. |
| Going from global trends to corporate strategy The McKinsey Quarterly September 2006 |
| According to new research, companies that shift their portfolios to align them with favourable trends are much more likely to achieve strong growth and profits. Large companies must innovate to take advantage of global trends without jeopardising the core business. |
| Subscribe to this article at www.mckinseyquarterly.com |
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