The men’s suits, jackets and blazers market in India is valued at Rs 4,100 crore, which is 8.9 per cent of the total men’s wear market in the country.
This market is growing at a CAGR of 16 per cent and is expected to reach Rs 7,400 crore by 2012.
In terms of volume, this market is 1.5 crore pieces, which is 1 per cent of the total men’s wear market. It is expected to grow to 2.1 crore pieces by 2012.
Premium suits, jackets and blazers are priced at an average of Rs 12,282. They contribute 1.3 per cent to the men’s suits, jackets and blazers market in terms of value, and 2.2 per cent in terms of volume.
Low-priced suits, jackets and blazers are priced at an average of Rs 1,252. They contribute 29.6 per cent to the men’s suits, jackets and blazers market in terms of value, and 57.2 per cent in terms of volume.
NUGGETS
selections from management journals
Retailers are in a tough situation, locked between rising product costs and a limited ability to raise their prices. Even cost-savvy market leaders such as Costco are having a difficult time. But Wharton faculty say that handled carefully, the current inflationary period may actually be a business opportunity for some companies. The key: forgetting some of the old rules of retailing.
A precarious road: How retailers can navigate inflation’s hazards
Knowledge@Wharton, August 6-19, 2008
Read this article at http://knowledge.wharton.upenn.edu/
Nearly 80 percent of global executives surveyed by The McKinsey Quarterly say that the amount of supply chain risk faced by their companies has increased in the past five years. Few executives, however, say their companies translate the importance they place on risks such as increasing complexity of products and services, rising energy prices, or increasing financial volatility into corporate action. Nor do executives express confidence that their companies are meeting their top strategic goals: reducing costs, improving customer service, and getting products to market faster. Most companies tend to manage their supply chains centrally, not locally — a trend that has increased in recent years.
Managing global supply chains: McKinsey Global Survey results
The McKinsey Quarterly, August 2008
Read this article at www.mckinseyquarterly.com
Investment banks should look to emerging markets for the strongest growth opportunities in the next few years, recent McKinsey research shows. Current trends include a relatively benign economic environment, a new breed of globally minded corporate players, and increased competition to develop strong local markets in the emerging world. Emerging Europe, Asia, Latin America, and West Asia are all areas expected to benefit. Revenues from investment banking in emerging markets should grow in absolute terms even in a worst case.
The growing opportunity for investment banks in emerging markets
By Markus Böhme, Daniele Chiarella and Matthieu Lemerle
The McKinsey Quarterly, August 2008
Read this article at www.mckinseyquarterly.com
The Reserve Bank of India on July 29 announced substantial increases in both the repo rate — the rate at which it lends funds to banks — and the cash reserve ratio, or the proportion of deposits that banks have to set aside with the RBI. While RBI governor Y V Reddy has stated that these measures are necessary to combat inflation, market watchers are saying they will inevitably harm India’s already moderating GDP growth. India Knowledge@Wharton spoke with members of the banking industry and faculty at the Indian School of Business about the RBI’s strategy and what these hikes could mean for the Indian economy.
Is the Reserve Bank of India settling for a slowdown?
India Knowledge@Wharton, August 8-21, 2008
Read this article at http://knowledge.wharton.upenn.edu/india/
Despite warnings of a bubble, investors and entrepreneurs see long-term promise for firms that make efficient technology and alternative energy. Unlike the vaporware of the tech bubble that burst in 2001, these technologies are up, running and proven, say participants at a recent conference sponsored by Wharton's Mack Center for Technological Innovation.
Green from green: Rising energy costs may be good news for ‘clean tech’ firms — and their investors
Knowledge@Wharton, August 6-19, 2008
Read this article at http://knowledge.wharton.upenn.edu/
Although organisations appear to learn from obvious failures, it is harder for them to learn from "near-misses" — events in which chance played a role in averting failure. In this paper, the authors formalise the concept of near-misses and hypothesise that organisations and managers fail to learn from near-misses because they evaluate such events as successes and thus feel safer about the situation. They distinguish perceived risk from calculated statistical risk and propose that lower levels of perceived risk encourage people with near-miss information to make riskier subsequent decisions compared to people without near-miss information.
How near-misses influence decision making under risk: A missed opportunity for learning
By Robin L Dillon and Catherine H Tinsley
Management Science, Volume 54, No. 8, August 2008
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