| The market for bags for youth (15-25 year olds) from SEC A and B of the urban Indian population is estimated at Rs 1,470 crore. |
| The total volume of the bags market in urban India is estimated at 13.5 million pieces. |
| Ladies' handbags make up the largest share of the bags market in terms of value (41 per cent) and volume (47 per cent). |
| While office bags have the second-largest share in terms of value at 27 per cent, college bags occupy the second-largest share in terms of volume at 34 per cent. |
| Exclusive brand outlets (EBOs) are the preferred place to shop for bags, with 28 per cent of the addressable population purchasing their bags at such outlets, followed by 24 per cent who make their purchases at organised, multi-brand outlets (MBOs). |
| Seventy-four per cent of bag purchases are unbranded, and the remaining 26 per cent are branded. |
| EBOs and MBOs dedicate up to 67 per cent of their shop space to bags, while kiosks dedicate only about 11 per cent of space to bags. |
| Selections from management journals NUGGETS |
| McKinsey's research reveals a wide gap between the aspirations of executives to innovate and their ability to execute. |
| Many companies make the mistake of trying to spur innovation by turning to unreliable best practices and to organisational structures and processes. Executives who focus on stimulating and supporting innovation by their employees can promote and sustain it with the current talent and resources. |
| Three approaches can help executives mount innovation efforts. First, senior management should actively support behaviour that promotes innovation. Second, network analysis can identify where the capacity for innovation already exists within an organisation and help it build more innovative networks. |
| Finally, executives should seed innovative thinking by focusing on selected managers and projects. |
| Leadership and innovation The McKinsey Quarterly, January 2008 Subscribe to this article at www.mckinseyquarterly.com |
| Finding and retaining talented employees is at least as challenging today as it was 10 years ago. Demographic trends, globalisation, and the growth of knowledge work have intensified the external pressures on companies "" but many of them compound the problem by failing to make talent management a priority. |
| Executives can act on their rhetoric about the importance of employees in creating competitive advantage and embed a robust talent strategy in the overall business strategy if they focus on all workforce segments and not just on the top performers, create different value propositions for employees with different characteristics, and increase the role and capabilities of the HR function. |
| Making talent a strategic priority By Matthew Guthridge, Asmus B Komm and Emily Lawson The McKinsey Quarterly, January 2008 Read this article at www.mckinseyquarterly.com |
| Western companies looking to do business in Asia, especially in China, don't always confront a homogenous market, and the ways that consumers make decisions about what to buy aren't always predictable, according to marketing experts. |
| Like developed-world consumers, many urban Chinese people are technologically savvy and comfortable seeking product information on the web. But unlike them, they don't typically show brand loyalty and are often more motivated by price than perceptions of product quality or prestige. |
| "What are you giving away?" The challenges of marketing in Asia Knowledge@Wharton, January 9-22 Read this article at http://knowledge.wharton.upenn.edu |
| Contrary to management theories developed in the Industrial Age, employee satisfaction is an important ingredient for financial success, according to a new research paper by Wharton finance professor Alex Edmans. His findings also challenge the importance of short-term financial results and may have implications for investors interested in targeting socially responsible companies. |
| Thumbnail how investing in intangibles "" like employee satisfaction "" translates into financial returns Knowledge@Wharton, January 9-22 Read this article at http://knowledge.wharton.upenn.edu/ |
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