| With a 15 per cent share of the worldwide milk production, India is the world's largest producer of milk. The average annual growth rate is 4 per cent. |
| Milk production in the country has increased five times from 20 million tonnes in 1960 to 100 million tonnes this year. |
| There are approximately 750 dairy plants in the country with a capacity of 81.3 million litres a day. |
| Among the various regions, north leads the pack with almost 45 per cent of the total milk production, followed by west and south. |
| Almost 40 per cent of the milk-processing capacity is based in north India. |
| Milk makes for almost 75 per cent of the organised dairy market. Milk products such as fats (butter, ghee), curd, powders, cheese, ice cream and so on, comprise the rest. |
| NUGGETS Selections from management journals |
| China and India are burying the hatchet after four-plus decades of hostility. A few companies from both nations have been quick to gain competitive advantages by viewing the two as symbiotic. |
| If Western corporations fail to do the same, they will lose their competitive edge "" and not just in China and India but globally. The trouble is, most companies and consultants refuse to believe that the planet's most populous nations can mend fences. |
| Still, China and India are learning to cooperate. Some companies have already developed strategies that make use of both countries' capabilities. India's Mahindra & Mahindra developed a tractor domestically but manufactures it in China. |
| China's Huawei has recruited 1,500 engineers in India to develop software for its telecommunications products. Even the countries' state-owned oil companies, including Sinopec and ONGC, have teamed up to hunt for oil together. |
| Multinational companies usually find that tapping synergies across countries is difficult. At least two American corporations, GE and Microsoft, have effectively combined their China and India strategies, allowing them to stay ahead of global rivals. |
| China + India: The power of two By Tarun Khanna Harvard Business Review, December 2007 Subscribe to this article at www.hbr.com |
| Executives around the world say the events that most profoundly affected their careers originated largely at work, not from family or personal issues, according to a McKinsey Quarterly survey. |
| Although 40 percent of respondents say they have had difficulty balancing work and home life, they also say this challenge doesn't drive most career decisions. The survey uncovered few differences between the experiences of men and women. |
| However, women are more likely to have had a mentor or role model and to have experienced discrimination. Respondents are satisfied with the outcome of career-shaping moments, saying that they led to more interesting and important jobs and to higher compensation. |
| What shapes careers: A McKinsey Global Survey The McKinsey Quarterly, November 2007 Read the article at www.mckinseyquarterly.com |
| WHO BOUGHT WHAT November 2007 |
| Top online buys |
| Top searches Source: eBay India (www.ebay.in) |
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