KIT: The sunglasses market in India

STRATEGIC TOOLS FOR THE PRACTISING MANAGER

The sunglasses market is estimated at Rs 4.8 billion. It is projected to grow over Rs 11 billion in the next five years.

The organised segment contributes about 19 per cent to the overall eyewear market.

Within the organised segment, the share of sunglasses is around 40 per cent.

Branded sales contribute about 70 per cent to the overall sunglasses market.

This market is highly polarised with concentration either at the upper end of the market (the organised segment) or at bottom price points.

There are limited branded options in the middle price range.

NUGGETS
selections from management journals

“This war for talent is like nothing we’ve ever seen before,” write the authors, who have spent decades studying talent management and leadership development. Recently, they interviewed executives at more than 20 global companies to identify strategies for attracting talent in developing economies — where, they learned, brand, opportunity, purpose, and culture play out in particular ways.

A desirable brand affiliation in conjunction with inspirational leadership appeals to eager young high potentials suddenly awash in possibilities. Opportunity should imply an accelerated career track — or at least a fast-paced acquisition of skills and experience. Purpose ought to benefit a job candidate’s home country and express the value of global citizenship. A company’s culture should be meritocratic, value both individual and team accomplishments, and follow through on promises implied in recruitment. Emerging markets pose special challenges for foreign MNCs. It’s critical to develop a core of local talent and to embrace and leverage diversity.

Winning the race for talent in emerging markets
By Douglas A Ready, Linda A Hill and Jay A Conger
Harvard Business Review, November 2008
Read this article at www.hbr.com  

Multinational corporations from developed and developing economies alike are aggressively expanding their global presence, particularly in emerging markets. Industry traits largely determine the winners — but that needn’t always be the case. Companies can break the pattern by anticipating or creating new customer segments, managing cost convergences, or reworking the value chain.

Some established MNCs are succeeding in production- and logistics-oriented businesses, where local rivals usually have an advantage. One way is by using technology and capital to accelerate segments’ growth.

Tomorrow’s global giants? Not the usual suspects
By Pankaj Ghemawat and Thomas Hout
Harvard Business Review, November 2008
Read this article at www.hbr.com

In the last month, financial markets came as close to collapsing as they have since the Great Depression, and the root of their woes was frozen credit markets. The crisis sparked several weeks of furious and futile improvisation by US regulators and lawmakers.

The proposal — nicknamed the Paulson plan after Treasury Secretary Hank Paulson — appeared to be bringing relief, said financial experts at the W P Carey School of Business and in the investment business. Even so, only time will tell whether Paulson’s plan can solve the underlying problems, the experts said. As always, the devil’s in the details, and this time around, he’s wearing a green eyeshade.

The devil’s in the details of the financial market crisis, and he’s wearing a green eyeshade
Knowledge@WP Carey
October 22, 2008
Read this article at http://knowledge.wpcarey.asu.edu/