| Unlike other accessories, eyewear is as much about style as it is about function. |
| Men in younger age groups are the biggest buyers of branded eyewear. Among women, both the young as well as those in the 36-40 year age groups are the highest spenders. |
| The annual per capita spend on eyewear for men is Rs 7,677, while for women it is Rs 5,010. |
| In the case of designer eyewear, friends and relatives tend to influence the buying pattern the most, followed by Indian lifestyle magazines. |
| A high 92 per cent men and 90 per cent women buy designer eyewear in India, because they feel that it is more expensive overseas. |
| Two per cent men purchase designer eyewear once a month, against 3 per cent women. |
| NUGGETS Selections from management journals |
| How can companies break into attractive markets, where incumbents erect many barriers to entry? To answer this question, the authors studied organisations that successfully entered the most profitable industries in the US between 1990 and 2000. When they dissected the strategies that worked best, one common theme stood out: indirect assault. |
| Smart newcomers don't duplicate existing business models, compete for crowded distribution channels, or go after mainstream customers right away. Instead, they attack the enemy at its weakest points; then gain competitive advantage; and later, if doing so meets their objectives, go after its strongholds. |
| Successful entrants use three basic approaches in their indirect attacks. They leverage their existing assets and resources, reconfigure their value chains and create niches. These approaches may appear to be simple, but their magic lies in their combination. |
| By mixing and matching them, Bryce and Dyer say, enterprises can defy half a century of economic logic and make money entering highly profitable industries. The authors use Skype, Costco, Skechers, and many other companies to illustrate their argument. |
| Strategies to crack well-guarded markets By David J Bryce and Jeffrey H Dyer Harvard Business Review, May 2007 Subscribe to the article at www.hbr.com |
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