The Indian textile and apparel market is worth $52.5 billion (Rs 2,60,505 crore).
Out of this, the domestic market is $32 billion (Rs 1,58,720 crore) and exports $20.5 billion (Rs 1,01,679 crore).
The market is expected to grow from $52.5 billion (Rs 2,60,505 crore) in 2007 to $83 billion (Rs 4,11,679 crore) in 2012.
The manpower requirement would be about 6.5 million people in the next five years, with an estimated investment of Rs 1,25,500 crore.
NUGGETS
Selections from management journals
A few years ago, notebook computers — lightweight, portable PCs that can easily fit inside a bag — were the preserve of the elite in India, used only by corporate executives, the super rich and super geeks. But the picture has been changing rapidly, and in just a few years one out of every two PCs sold in India is expected to be a notebook. Unlike desktop PCs, which dominate mature markets, the surging popularity of notebooks in India “is a great example of what can happen when there is the right technology that meets customer needs at the right price point,” according to one industry executive.
‘Second fiddle’ no longer: India’s PC market opens up to notebooks
India Knowledge@Wharton
February 13-26, 2009
Read this article at http://knowledge.wharton.upenn.edu/india/
A global downturn might appear to give companies with sufficient resources an unprecedented opportunity to buy assets or acquire market share on attractive terms. The role of the chief financial officer here is of critical importance. CFOs must use their deep understanding of financials and liquidity to understand how volatile prices and demand will affect the performance of their companies, both to manage potentially lethal threats and to ensure the availability of the financial resources required for countercyclical investments. Most CFOs will need to replace traditional approaches to budgeting and planning with a more aggressive one underpinned by a reexamination of earlier assumptions about earnings and growth and about how deep the downturn will be.
The CFO’s role in navigating the downturn
By Richard Dobbs, Massimo Giordano and Felix Wenger
The McKinsey Quarterly, February 2009
Subscribe to this article at www.mckinseyquarterly.com
According to Harbir Singh, vice dean for global initiatives at Wharton, over the past three decades, “China has undertaken development which takes other countries 60 to 70 years to accomplish.” During a visit to Shanghai in January, Singh spoke with China Knowledge@ Wharton about the country’s “remarkable” transformation in infrastructure, why education and healthcare are lagging, the differences between Chinese and Indian companies, and the nature of business partnerships in China.
What will be the next chapter in China’s ‘impressive story’ of development?
China Knowledge@Wharton, February 2009
Read this article at www.knowledgeatwharton.com.cn
The global automobile industry is in a shambles, with a share in Ford Motor Company selling for less than a Starbucks latte, and GM and Chrysler fighting for their survival. Somewhere in all this chaos, says Insead professor Randel Carlock, the Porsche family has managed to create two highly-profitable automobile firms that are the world leaders in designing, manufacturing and marketing cars.
Porsche also makes great cars, remember?
Insead Knowledge
Read this article at http://knowledge.insead.edu/
The last bastion of prime-time mass marketing may well be the retail store. Over the next few years, digital in-store advertising will transform the consumer shopping environment and the advertising industry. The next generation of in-store advertising, in the not-too-distant future, will allow shoppers to request information via their mobile phones or kiosks that provide product advice, help consumers make choices, and make it easier for people to find what they’re looking for.
Major media in the shopping aisle
By Matthew Egol and Christopher Vollmer
strategy+business
Read this article at www.strategy-business.com
In a crisis, consumers generally start to rein in their spending and save more — just in case. But how should companies then market their goods and services in a downturn?
Marketing in a downturn: Time to push the panic button?
Insead Knowledge
Read this article at http://knowledge.insead.edu/
