The trouser market for men in India is valued at Rs 12,100 crore, which is 26 per cent of the total men’s wear market.
This market is growing at a CAGR of 13 per cent and is expected to reach Rs 19,500 crore by 2012.
In terms of volume, the men’s trouser market is 22.3 crore pieces, which is 14 per cent of the men’s wear market. It is expected to grow to 25.8 crore pieces by 2012.
The men’s trouser segment is divided into super premium, premium, medium, economy and low categories on the basis of their price.
Super premium trousers are priced at an average of Rs 2,600 and they contribute 2.2 per cent to the men’s trouser market in terms of value and 0.4 per cent in terms of volume.
Premium trousers are priced at an average of Rs 1,700 and they contribute 17 per cent to the men’s trouser market in terms of value and 4.9 per cent in terms of volume.
NUGGETS
SELECTIONS FROM MANAGEMENT JOURNALS
A new global middle class is rising up in emerging economies around the world, providing competition for labour and resources along with enormous promise for multinationals eager to sell to the burgeoning ranks of first-time consumers.
But don’t expect this new group to act in the same way — and have the same preferences — as prior generations of middle-class consumers, suggest Wharton faculty and analysts.
The new global middle class: Potentially profitable — but also unpredictable
Knowledge@Wharton
July 09-22
Read this article at http://knowledge.wharton.upenn.edu/
When large companies are organised in the traditional division structure, strategic decisions too often fall to managers under pressure to meet budgetary demands. Success in one unit masks underperformance in others, while ventures that promise strong future growth go underfunded because they don’t contribute to short-term bottom-line numbers.
One way to shake things up is to review the strategy and performance-management processes and to make decisions at the more granular level of value cells. Value cells are smaller units (20-50 for a large company) that represent the economics of the individual, simple businesses that any company is built of, such as customer segments, product groups, geographic markets, and new technologies.
By emphasising these value cells rather than aggregated bottom-line division numbers, this approach sheds light on which activities should be the target of additional investment — and which should be divested entirely. Changing managers’ roles won’t be easy, but in the long run, it will be worth it.
Organising for value
By Massimo Giordano and Felix Wenger
July 2008
The McKinsey Quarterly
Read this article at www.mckinseyquarterly.com
Several recent studies show that the real Indian market may not lie in large metros such as Mumbai, Calcutta or Chennai but in smaller cities such as Nagpur, Jaipur, Surat and Coimbatore.
Consumers from these markets have high aspirations and, increasingly, the purchasing power to realise them. India Knowledge@Wharton interviews marketing experts to explore why the emergence of this rising middle class has crucial implications for marketers.
An increasingly affluent middle India is harder to ignore
India Knowledge@Wharton
July 11 - 24
Read this article at http://knowledge.wharton.upenn.edu/india/
