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| KIT: The health and fitness industry in India | | Strategic tools for the practising manager |
| Technopak Advisors / New Delhi Feb 17, 2009, 00:23 IST |
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TEH HEALTH AND fitness market in India is estimated at around Rs 2,900 crore.
IT IS GROWING AT A compounded annual growth rate of 15 per cent.
UP-MARKET CLUB IN this category have a penetration of a mere 0.1 per cent.
THE AVERAGE ANNUAL spend on health and fitness by individuals is approximately Rs 2,600.
THE SPEND BREAK-UP for men and women is 70:30, respectively.
NUGGETS
Selections from management journals
TOYOTA OFFICIALLY
eclipsed General Motors as the world’s largest automaker by sales last year, but its strength is only relative: The Japanese automaker, like its competitors, is struggling against a sharp drop-off in sales and global overcapacity. According to Wharton faculty, after years of conservative growth, Toyota accelerated its expansion in the past decade, making it harder to apply the brakes in the current downturn. The new market dynamics, which coincide with a changeover in company leadership, mean the road ahead may be especially difficult to navigate, they say.
Biggest by default: Toyota may be number one, but it still faces challenges
Knowledge@Wharton February 4-17
Read this article at http://knowledge.wharton.upenn.edu/
IN A SINGLE WEEK IN
January, corporations around the world laid off nearly 100,000 workers. Since September last year, more than half a million jobs have been eliminated, even at companies that were doing well some time ago. A number of observers are blaming this trend on the economic downturn or on a restructuring of the global economic system. But is this really the case? According to experts from Wharton and elsewhere, what companies are experiencing is neither an indication of a transformation nor a blanket prognosis for the rest of the economy. Instead, they say, the job announcements highlight operational weaknesses and strategic issues that have been lurking under the surface for years.
Half-a-million job cuts: Is there a strategy behind the layoffs?
Knowledge@Wharton February 4-17
Read this article at http://knowledge.wharton.upenn.edu/
TEH END OF OIL IS IN on the horizon, and with it come significant opportunities for the redesign of industry. The forthcoming end of petroleum-derived oil will fundamentally change the course of business on the scale of the Internet, the credit crisis and perhaps even climate change. In the next 50 to 100 years, petroleum-based oil is going to run thin, leading to enormous disruption in industry structure as well as to opportunities for the next generation of business leaders. What can we do now to take advantage of the opportunities? The article dicsusses the strategic moves that need to be taken in this direction.
Confronting the world’s most important strategic challenges: The end of oil
By Anita McGahan Rotman Magazine, Winter 2009
Read this artcle at http://www.rotman.utoronto.ca/pdf/current.pdf
NOMINALLY
independent directors — those said to be entrusted with protecting shareholder interests — are often dependent on management for information on the very things they are expected to examine, assess and oversee, including management’s performance. Boards have long been urged, by regulators and activist shareholders alike, to take more initiative in assessing their companies’ performance. But they are unlikely to do so unless they have access to relevant information when they need it. As one recent study emphasised, “the board’s ability to provide meaningful oversight and useful advice is determined by the quality, timeliness and credibility of the information it has. And it’s clear to us that most boards have a long way to go in this area.” The authors refer to the difference between the information available to management and what is presented to the board as “information asymmetry.” In this article they come to three broad conclusions: (1) the pressures on management and boards to address information asymmetry are likely to increase, (2) high-quality information is as vital to effective governance as it is to superior enterprise performance and (3) technological solutions will dramatically improve the ability of boards to identify, acquire, analyse and act on the most relevant information.
How boards can be better — a manifesto
By Robert J Thomas, Michael Schrage, Joshua B Bellin and George Marcotte
MIT Sloan Management Review, Winter Issue, 2009
Subscribe to this article at http://sloanreview.mit.edu/
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