Don’t miss the latest developments in business and finance.

Strategic tools for the practising manager

KIT

Image
Technopak Advisors New Delhi
Last Updated : Feb 05 2013 | 2:21 AM IST
 
The market size for gourmet foods in India is valued at close to Rs 1,100 crore ($250 million).
 
The gourmet food market is expected to grow at a fast pace, with an increase in availability and increasing affluence.
 
The purchase incidence of buying gourmet food in the past year is 21 per cent. The frequency of purchase has an equitable distribution spread over a fortnight and a month.
 
The annual spend on gourmet food currently stands at Rs 55,688 for a household amongst the consuming households (Rs 4,640 a month).
 
The gourmet food market in SEC A1 is estimated at Rs 2,600 crore. For SEC A2, it is estimated at Rs 1,250-1,500 crore.
 
Up to 71 per cent of consumers said they were aware of Swiss brands of gourmet foods.
 
The potential market in SEC A1 in NCR, Mumbai and Bangalore is estimated at Rs 1,600 crore.
 
NUGGETS
Selections from management journals
 
Most large corporations have dozens if not hundreds of informal networks, in which human nature, including self-interest, leads people to share ideas and collaborate. Informal networks are a powerful source of horizontal collaboration across thick silo walls but, as ad hoc structures, their performance depends on serendipity and they can't be managed.
 
By creating formal networks, companies can harness the advantages of informal ones and give management much more control over networking across the organisation. The steps needed to formalise a network include giving it a "leader", focusing interactions in it on specific topics, and building an infrastructure that stimulates the ongoing exchange of ideas.
 
Harnessing the power of informal employee networks
By Lowell L Bryan, Eric Matson and Leigh M Weiss
The McKinsey Quarterly, Number 4, 2007
Read the article at www.mckinseyquarterly.com
 
Sitting down recently with the head of a leading Spanish bank, Wharton management professor Mauro Guillén asked the CEO if he foresaw any bottlenecks in the bank's rapid growth around the world. "Managerial talent," Guillén recalls the CEO replying immediately.
 
Growing multinationals, whether they are based in the US, India or elsewhere, all face a common problem: developing leaders who can manage global enterprises and take advantage of strategic opportunities. But do global leaders require a set of skills entirely different from those needed by their domestic counterparts?
 
What makes a global leader?
India Knowledge@Wharton, October 04, 2007
Read this article at http://knowledge.wharton.upenn.edu/india/
 
If managers wish to understand how breakthroughs arise, they cannot ignore the process that generates the entire distribution.
 
In particular, they need to keep in mind the following three measures of inventive success: shots on goal (the total number of inventions a company generates), average score (the mean value of those inventions) and maximum scores (the breakthrough inventions).
 
Companies first need to identify how they want to improve their innovation process and then take the appropriate measures to address any deficiencies. Only then can they improve their capacity to innovate in ways that make the best sense for the organisation as a whole.
 
Breakthroughs and the "Long Tail" of innovation
By Lee Fleming
MIT Sloan Management Review
Fall 2007, Vol. 49, No. 1
Subscribe to the article at http://sloanreview.mit.edu/smr/

 

Also Read

First Published: Oct 16 2007 | 12:00 AM IST

Next Story