The Indian sports goods market is estimated at Rs 527 crore. The sport goods category consists of health and fitness equipment, sports bikes and sports equipment "" comprising cricket bats, badminton and tennis racquets, and so on. |
THe market is growing at 20-25 per cent every year. |
Almost 78 per cent of the Indian sports good market exists in the top 784 urban centres. A- and B-type cities "" that is, the top 119 cities "" together comprise 51 per cent of the total sports goods market. |
Local manufacturers dominate the Indian sports goods industry "" particularly for sports equipment and sports bikes "" as India is an established manufacturing base for sports equipment. |
The health and fitness category is growing fast, particularly in AAA- and AA-type cities. Imports in this category have been rising rapidly: about 40 per cent of high-end sports and fitness equipment sold in India are imported. |
In the absence of organised sports equipment retailers, sports goods, particularly fitness equipment, are also sold through tele-shopping networks. |
Sports goods retailing is not very evolved in India. Several foreign players are present in the sports apparel and footwear category. However, there is a dearth of organised players in categories like health and fitness equipment and high-end sports equipment like tennis racquets, golf clubs and so on. |
Almost 62 per cent consumers prefer to buy sports goods from a specialised sports goods retailer, located in the closest market. |
Selections from management journals NUGGETS |
China's 1.3 billion consumers are at a cross-roads. They are embracing new economic ideas and habits, and devouring goods that have long been unavailable, unaffordable or forbidden. At the same time, they are part of a culture and an economic system that remains quite different from those of developed countries. In this special report, experts from Wharton and Boston Consulting Group (BCG) offer insights on how Chinese consumers are evolving as the market develops; what companies need to know about navigating China's convoluted sales and distribution systems; and the advantages emerging Chinese companies have over western competitors, even as these firms face their own difficulties in entering the global marketplace. Also, Deepak Advani, chief marketing officer of Lenovo, and Hal Sirkin, senior vice president of BCG and leader of the firm's global operations practice, discuss the advantages of tailoring products and messages to local markets in China. |
Read this article at http://knowledge.wharton.upenn.edu |
Selling in China Knowledge@Wharton Special Report |
To create an impossibly low-cost, high-quality new business model, start by cultivating constraints.In Bangalore, the cost of a western-style hotel room is typically $250 to $300 per night. But the indiOne hotel charges $20. The indiOne is modern; every room includes an attached bathroom, an LCD television, a wireless broadband connection, a small refrigerator, a coffeemaker, and a work area. The common areas include a pleasant cafeteria, an ATM, a business centre, and a small gym. The hotel, which positions itself as the provider of "smart basics" for the intelligent traveller, is very profitable. Its gross margins were 65 per cent in 2005, compared with 30 to 40 per cent for typical luxury hotels. And the business model is scaleable. Ten such hotels are springing up this year in India, and another 25 are planned. |
Read the complete article at http://www.strategy-business.com/ |
The Innovation Sandbox strategy+business By C K Prahalad October 2006 |
10 business bestsellers BOOKWORM |
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