| India is emerging as the world's fastest growing telecom market, with the current penetration level at 14.3 per cent. |
| The penetration is set to increase to over 37 per cent by 2010. |
| Mobile value-added services are the key revenue generator for all operators. The current size of the market is Rs 280.5 crore and expected to grow at 60 per cent. |
| Besides jokes and other regular content, current services being availed by consumers include music downloads, mobile videos and mobile gaming. |
| The digital music industry is growing and is expected to touch Rs 382.5 crore in 2010 from a base of Rs 136 crore in 2006. |
| Gaming in India is predominantly arcade and PC CDs-based. |
| The current size of the gaming industry is Rs 42.5 crore, where mobile gaming constitutes 10 per cent and stands at Rs 4.25 crore. |
| Selections from management journals NUGGETS |
| Do Indian CEOs and business leaders operate in a way that is markedly different from those in other parts of the world? What is the source of their competitive advantage? Can other managers learn from their experiences? |
| Four Wharton management professors "" Peter Cappelli, Harbir Singh, Jitendra Singh and Michael Useem "" set out to answer these questions. Their findings are summarised in a new study titled, "The DNA of Indian Leadership: The Governance, Management and Leadership of Leading Indian Firms," co-sponsored by India's National Human Resources Development Network. The researchers spoke to India Knowledge@Wharton about their key findings. |
| Are Indian business leaders different? India Knowledge@Wharton November 2-15 Read this article at http://knowledge.wharton.upenn.edu/india/ |
| Look closely at the top 100 Global Brands, according to Interbrand and BusinessWeek, and you'll see many European and North American favourites that have given great products or services over many years. |
| What you won't see on that list are many Asian firms, apart from some notable companies in Japan and South Korea. Why, in a burgeoning region that's brand-crazy, have very few homegrown favourites earned world-class recognition? What will it take for Asian companies to rise to the level of global superstar? |
| Building global brands in Asia INSEAD Knowledge, November 2007 Read the article at http://knowledge.insead.edu/ |
| As chairman of India's GMR Group, G M Rao stands at the centre of the country's effort to bring its infrastructure in line with its dynamic economy. |
| In an interview, he says that the infrastructure shortfall and a languishing rural economy threaten the recent growth rates. Rao, whose company is undertaking airport projects in Delhi, Hyderabad and Istanbul, also discusses the need for clear communication with all stakeholders to make public-private partnerships succeed. |
| Upgrading India's energy and transportation networks: An interview with a leading infrastructure builder By Gautam Kumra The McKinsey Quarterly, Web exclusive, November 2007 Read the interview at www.mckinseyquarterly.com |
| China's economy is booming, but one of the major challenges facing the country will be leadership "" or the lack of it "" in political or business spheres. INSEAD Affiliate Professor of Asian Business and Comparative Management, Michael Witt, says that although the Communist Party still tightly rules China, the leadership in Beijing does "not have a lot of power," with the result that it's difficult to get things implemented. |
| Leadership: A Chinese puzzle INSEAD Knowledge, November 2007 Read the article at http://knowledge.insead.edu |
| Executives expect the environment, including climate change, to affect shareholder value far more than any other societal issue during the next five years. Their concern now exceeds that of consumers. |
| Most managers are personally worried about global warming. Only one in 10 reports not worrying at all, and just 3 per cent say they do not believe that it is happening. By contrast, in a survey conducted in December 2005, executives said that the most important sociopolitical issue was job losses from offshoring, with the environment and climate change in third place. |
| Corporate political influence and involvement, health care and other employee benefits, and job losses from offshoring also rank high on the sociopolitical agendas of business leaders. Executives indicate that companies are getting a little better at managing sociopolitical issues and understanding what the public expects of them. |
| Assessing the impact of societal issues: A McKinsey Global Survey The McKinsey Quarterly, November 2007 Read the survey at www.mckinseyquarterly.com |
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