The market for leather look-alike wallets is 13 per cent of the total wallets market and is valued at Rs 70 crore.
The total volume of their market in urban India is estimated at 15 lakh units a year, which is 20 per cent of the total market for wallets.
On an average, men spend Rs 290 a unit on such wallets while women spend Rs 330 a unit.
Most consumers prefer buying these wallets from multi-brand outlets (27 per cent).
Thirty-one per cent consumers buy them shopping at local neighbourhood/colony markets.
*For age group 15-25 years (SEC A & B of the urban population) in India.
NUGGETS
Selections from management journals
Azim Premji inherited his father's $2 million hydrogenated cooking fat company in 1966, repositioned it and created Wipro Ltd, a Bangalore-based IT services organisation with 2007 revenues of $3.4 billion.
During a recent visit to Emory University's Goizueta Business School, Premji told students and visiting executives that such a move will demand that leadership be culturally sensitive, and it will also require employee's to work well as members of cross-cultural teams.
Wipro's Azim Premji on leadership, global expansion, and the US IT shortage
Knowledge@Emory,
June 11-July 08
Read this article at http://knowledge.emory.edu/
To successfully engineer customer expectations and create an effective brand, a company has to do more than provide an experience. "It requires getting into the mind and heart and head of customers," and ultimately, discovering the clues that make them loyal, sometimes irrationally so, to a brand, contends Lou Carbone, founder and chief experience officer of Experience Engineering, a Minneapolis-based consulting firm. According to Carbone, the ultimate value is not how customers feel about a company's products and brands, but how [the products and brands] cause the customers to feel about themselves.
Why turning the customer experience into emotional engagement adds value to a brand
Knowledge@Emory,
June 11-July 08
Read this article at http://knowledge.emory.edu/
Private equity firms manage some $1 trillion of global capital, yet because they are highly secretive, much remains unknown about their internal economics. How do PE firms organise themselves, for example, and how do they capitalise on their success? Some answers emerge from a paper by Wharton finance professor Ayako Yasuda and Yale School of Management finance professor Andrew Metrick presented at a recent Wharton conference.
Secrets of the private equity trade
Knowledge@Wharton
June 11 - June 24
Read this article at http://knowledge.wharton.upenn.edu/
Despite high inflationary prospects around the world, most executives don't expect their companies to raise prices in the near term. More than 70 per cent say that input costs have risen. According to manufacturers, the increase in energy costs is the global problem that's had the greatest impact on the overall economic condition of their companies. A significant proportion of the executives
