| The current market for key chains in India is estimated at Rs 65 crore for SEC A and B (for the 15- to 25-year age group) in urban India. Key chains' share in the Rs 4,245-crore fashion accessories market is a mere 1.53 per cent. In terms of volume, the key chains market in urban India is estimated at 5.6 million units a year. The average spenD per unit for men is Rs 55 (for urban Indian consumers in the 15- to 25-year age group in SEC A and B) while the average spent per unit for women is Rs 85. |
| Most consumers (43 per cent) buy key chains as an impulse purchase while window shopping. |
| The unbranded market constitutes 95 per cent, while the branded market is only 5 per cent. |
| Consumers prefer buying key chains from street hawkers (27 per cent) and kiosks (27 per cent). |
| Selections from management journals NUGGETS |
| India's textile industry could have been considered globalised even before the word globalisation acquired currency. But where once the country's textile exports were largely high-quality, value-added materials, they now tend to be commodity supplies for the GAPs and Wal-Marts of the world. |
| And the rupee's more than 15 per cent appreciation against the dollar over the last year and a half has clouded India's target of $55 billion in annual textile exports by 2012. A new drive to survive has inspired companies to create novel work-arounds and spurred consolidation. India Knowledge@Wharton takes a look at textile exporters as they try to increase their share in higher-value-added goods beyond 4 per cent of global output. |
| A stronger rupee tests the fabric of India's textile exporters India Knowledge@Wharton, Feb 08 - Feb 21 Read this article at http://knowledge.wharton.upenn.edu/india/ |
| The rise in delinquencies on auto loans is one sign that America's auto industry is in trouble "" along with the rest of the economy. How hard are the auto makers being hit and what should the Big Three do to stem the damage? |
| Meanwhile, the global auto industry has seen some interesting developments, including the introduction in India of Tata Motors' Nano and the arrival of five Chinese auto manufacturers at the Detroit auto show earlier this month. Will China and India be big players in the global market for cars? What is the current state of Europe's auto industry? Knowledge@Wharton asked Wharton management professors John Paul MacDuffie and Mauro Guillen to steer through the turmoil. |
| The global auto industry: New cars, old problems India Knowledge@Wharton, Feb 08 - Feb 21 Read this article at http://knowledge.wharton.upenn.edu/india/ |
| Observers are often amazed when executives with impressive track records are mysteriously transformed into corrupt and tyrannical monsters once they become chief executive officers. In truth, these executives often had serious character flaws that were either hidden or ignored for years. |
| Corporate boards and search committees are not likely to detect personality problems of promising CEO candidates simply by examining their resumes or by conducting standard job interviews. This raises the question of how corporate boards or CEO search committees can penetrate the facade of an upwardly mobile executive who is, in reality, a wolf in sheep's clothing. |
| What danger signals do these individuals exhibit and what measures can be taken to reduce the likelihood of hiring a dysfunctional CEO? The author identifies eight potential danger signals including: an obsession with acquiring prestige, power, and wealth; a proclivity for developing grandiose strategies with little thought towards their implementation; and a fondness for a data-driven management style that overshadows or ignores a broader vision. |
| There is no ideal method for selecting a CEO, and there may be no executive position that provides a true test of a person's fitness to assume the top job, but there are several ways that a company can limit its risks when deciding on a CEO. |
| When bad people rise to the top By Terry Leap MIT Sloan Management Review, Winter 2008, Volume 49, Number 2 Subscribe to this article at http://sloanreview.mit.edu/smr/ |
| An industry platform involves not only one company's technology or service but also an ecosystem of complements to it that are usually produced by a variety of businesses. |
| As a result, becoming a platform leader requires different business and technology strategies than those needed to launch a successful stand-alone product. Companies should decide early on whether they want to pursue a platform or a product strategy. |
| The authors describe two fundamental approaches to building platform leadership, which they call "coring" and "tipping." "Coring" is using a set of techniques to create a platform by making a technology "core" to a particular technological system and market. |
| When pursuing a coring strategy, would-be platform leaders should think about issues such as how to make it easy for third parties to provide add-ons to the technology and how to encourage third-party companies to create complementary innovations. |
| "Tipping" is the set of activities that helps a company "tip" a market toward its platform rather than some other potential one. Another tipping strategy is for a company to bundle features from an adjacent market into its existing platform; the authors call this "tipping across markets." |
| How companies become platform leaders By Annabelle Gawer and Michael A Cusumano MIT Sloan Management Review, Winter 2008, Volume 49, Number 2 Subscribe to this article at http://sloanreview.mit.edu/smr/ |
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