The men’s shirts market in India is valued at Rs 16,900 crore, which is 36 per cent of the total men’s wear market in the country.
This market is growing at a CAGR of 9 per cent and is expected to reach Rs 24,100 crore by 2012.
In terms of volume, the men’s shirts market is 37.5 crore pieces, which is 23.2 per cent of the total men’s wear market. It is expected to grow to 43.9 crore pieces by 2012.
Low-priced shirts, priced at an average of Rs 308, contribute 46.6 per cent to the men’s shirt market in terms of value and 64.7 per cent in terms of volume.
Medium-priced shirts, on the other hand, are priced at an average of Rs 845, and they contribute 18.2 per cent in terms of value and 9.3 per cent in terms of volume.
NUGGETS
Selections from management journals
Earlier this summer, when employees first learned of a Google plan to upgrade and dramatically raise the price of its day care programme, they wept. According to Wharton faculty and compensation experts, that reaction shouldn’t come as a big surprise. Trying to eliminate any perk, they say, can cause feelings of betrayal and even retaliation against the company on the part of employees. With the current economic slump, more “de-perking” could be on the way.
‘Don’t touch my perks’: Companies that eliminate them risk employee backlash
Knowledge@Wharton, July 23 - August 05
Read this article at http://knowledge.wharton.upenn.edu/
Small and large businesses have been searching for decades for the holy grail of organisational change: the perfect way to motivate employees to change their old ways for what management (or consultants) deem to be better, new ones. The prevailing wind of change is a “top down” change of an organisation’s structure or reward system. Some experts espouse putting a “champion” in the executive suite to drive and implement change down to the lowest rung of the corporate ladder.
Insead professors Stewart Black and Hal Gregersen take a fresh approach in their book It Starts With One, believing that an organisation changes only as fast and as far as the front-line individuals implementing that change. Therefore, they need to be considered first, in the change paradigm.
It starts with one: Changing individuals changes organisations
By Glenn van Zutphen, Insead Knowledge
Read this article at http://knowledge.insead.edu/
In the past, India’s best and brightest routinely looked to the US and other western countries for jobs following graduation. Today, however, the brain drain seems to be reversing: according to placement figures at the Indian Institute of Management in Bangalore, 75 per cent of this year’s graduating class opted for jobs in India. In this opinion piece, Bangalore-based writer Shoba Narayan offers her understanding of this trend following interviews with students and IIM faculty.
The ‘India option’: Instead of looking abroad, today’s Indian management graduates see a future at home
India Knowledge@Wharton, July 25 - August 07
Read this article at http://knowledge.wharton.upenn.edu/india/
