Strategic tools for the practising manager
KIT
| The total estimated Indian household expenditure a year across categories is estimated at Rs 89,287. |
| Expenditure varies by MPV town class, with the highest being Rs 1,06,110 in AAA MPV towns and Rs 62,007 in D MPV towns. |
| On an average, Rs 32,165 is spent annually by an urban household on food and grocery. This is 36 per cent of the total expenditure of a household. |
| Non-vegetarian items such as meat, fish and egg are consumed in around 61 per cent of all urban households. |
| Three out of every four urban households consume packaged food products such as jams, biscuits and so on; incidence is significantly high in bigger towns (AAA: 89 per cent, AA: 91 per cent and A: 85 per cent) as compared to smaller towns (C: 50 per cent and D: 64 per cent). |
| While milk and milk products are purchased daily (95 per cent), staples and home care products are purchased once a month by majority of urban households (69 per cent and 60 per cent respectively). |
| Fruits and vegetables are also purchased daily (71 per cent of households). |
| Food and grocery is primarily purchased from local neighbourhood/colony market (grocery/kirana shop). The incidence of going to popular big shopping markets is higher in small towns (27 per cent in B towns, 19 per cent in C towns and 25 per cent in D towns) as compared to bigger towns (8 per cent in AAA towns). |
| NUGGETS Selections from management journals |
| A brand strategy can be critical to the success of an innovation, particularly in the long term. There are times when a firm literally needs to brand an innovation or lose it. Without a successful branding strategy, an innovation can be short-lived "" diffusing into a confused marketplace with its impact dissipated "" or become another forgotten internal initiative. |
| In such cases, branding can make all the difference. Branding, it should be emphasised, does not mean simply putting a name and logo on an innovation. Rather, it means making the brand an integral part of a coherent strategy, supported by actively managed and adequately funded brand-building programmes. |
| At the same time, not all innovations merit such a programme and over-branding can pose business risks. |
| Innovation: Brand it or lose it By David A Aaker California Management Review, Volume 50, Issue 1 "" Fall 2007 Subscribe to the article at http://cmr.berkeley.edu/ |
| A survey of chief financial officers shows that they may not be spending their time where it's most needed during the first hundred days. Many CFOs around the world say they received guidance and mentorship from the CEO, who generally wants the CFO to be a full partner in the leadership team and a contributor to company strategy. CFOs also tell us that they communicate with the core finance team and finance staff primarily in person. |
| The CFO's first hundred days: A McKinsey Global Survey The McKinsey Quarterly December, 2007 Read the article at www.mckinseyquarterly.com |
| WHO BOUGHT WHAT December 2007 |
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