...Highlights A sample of 31673 rural households and 18624 urban households spread over the entire country was surveyed in the Consumer Expenditure Survey of the 64th round of NSS, carried out in 2007-08. LEVEL OF CONSUMPTION IN 2007-08 Average Monthly Per Capita consumer Expenditure (MPCE) in 2007-08 was Rs.772 in rural India and Rs.1472 in urban India at 2007-08 prices. About 65% of the rural population had MPCE lower than the national rural average. For urban India the corresponding proportion was 66%. The survey estimated that in 2007-08, around one-half of the Indian rural population belonged to households with MPCE less than Rs.649 at 2007-08 prices. In 2006-07, the corresponding level of MPCE for the rural population had been estimated as Rs.580. In urban India, one-half of the population belonged to households with monthly per capita consumer expenditure less than Rs.1130. In 2006-07, the corresponding level of MPCE for the urban population had been estimated as Rs.990. About 10% of the rural population had MPCE under Rs.400. The corresponding figure for the urban population was Rs.567, that is, 42% higher. At the other extreme, about 10% of the rural population had MPCE above Rs.1229. The corresponding figure for the urban population was Rs.2654, that is, 116% higher. Real MPCE (base 1987-88) was estimated to have grown by about 21% from 1993-94 to 2007-08 (that is, over a 14-year period) in rural India and by about 36% in urban India. The annual real terms increase from...
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...Global CEO Survey Retail industry summary This is a summary of the findings in the retail sector based on interviews with 75 retail CEOs in 30 countries. To explore the full results of the 14th Annual Global CEO Survey, please visit www.pwc.com/ceosurvey. The global economy is still recovering from the worst economic crisis in 75 years, as many countries grapple with the aftermath of the recession. In the PwC 14th Annual Global CEO Survey, we set out to uncover how chief executive officers (CEOs) are approaching growth during a time when sustainable economic growth is far from certain. We surveyed 1,201 business leaders in 69 countries around the globe in the last quarter of 2010, and conducted further in-depth interviews with 31 CEOs. We found a surprising level of confidence in this environment; chief executives are nearly as confident of growth this coming year as they were in the boom years before the crisis. Our survey also revealed where CEOs see growth coming in 2011, and how they are going to achieve it. In ‘Growth reimagined: Prospects in emerging markets’, we show how CEO confidence is being driven by targeted investments in particular emerging markets —often far from home. We also identified three strategic focal points to achieve that growth: innovation, talent and a shared agenda with government. These three business imperatives have always had their place on the CEO agenda. But now, with their worst fears about the crisis behind them and an emerging recovery...
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...Emerging Markets Perspectives - CEO Insights Emerging Markets Perspectives - CEO Insights 1 Convergence & Differentiation What is success in a connected world?* Methodology This report was developed to provide a unique perspective from which to view the successes of companies based in emerging markets. While there are many reports providing valuable insights on how multinationals can expand into emerging markets, very few take a systematic approach towards looking at how emerging-market companies have not only fended off developed-world multinationals, but also found their own ways to expand into foreign markets. In addition to drawing on the insights of PricewaterhouseCoopers partners and associates from every market, we relied on two additional sources: 1. The 11th Annual PwC Global CEO Survey: The authoritative analysis of CEO views on business opportunities and risks of operating in an increasingly connected world. PricewaterhouseCoopers has published the survey for more than a decade, reaching out to more than 1,100 chief executive officers worldwide. The 11th Annual Global CEO Survey was launched in January 2008 at the World Economic Forum’s annual meeting in Davos. The survey data were re-analysed for this report at the country level as well as by contrasting insights from developed versus emerging markets. For the purposes of this report, we define “developed nations” to include 19 economies, including the United States and Canada, 15 in Western Europe, Japan...
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...Abstract This paper investigates the strategic management of Pepsi Cola and Coca-Cola in an effort to make recommendations on how Pepsi Cola can build strategies in gaining a larger share of the market. The assessment of strategic management begins with the vision and mission of both organizations, which leads into literature review that identifies the consumer preferences of both Pepsi Cola and Coca-Cola. Following the literature review is the teams’ own personal assessment of consumer preferences for the Pepsi Cola and Coca-Cola brand (Please refer to Appendix A for the assessment). Finalizing the investigation are recommendations for Pepsi Cola to gain a larger share of the market. The Cola Wars Research Paper According to an industry report from Hoover’s (2014), the U.S. soft drink industry yields $34 billion annually and continues to grow internationally. The largest markets of consumption for soft drinks outside the U.S. are: Mexico, Chile, Argentina, and Uruguay (Hoover’s, 2014). The constant change of consumer preferences is what drives Pepsi Cola and Coca-Cola to compete for a larger share of the market. The intense rivalry between Coca-Cola and Pepsi Cola have been going on since the late 1800’s (Economy Watch, 2011); when Pepsi Cola was born from a “combination of: carbonated water, kola nuts, vanilla, and rare oils” (Pepsi Legacy Book, p.7. 2005). This paper focuses on the diversified strategies of both Pepsi Cola and Coca-Cola in their efforts to gain...
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...Fine Wine Market Outlook 2012 Contents Introduction Methodology The Fine Wine Market in 2012: Challenges and opportunities Survey findings 5 6 7 10 PROFESSIONALS’ WINE NETWORKING Connecting professionals with a shared interest in wine In your city, and around the world With colleagues in the sectors that matter to you Few things form stronger bonds between people than a shared passion for wine. Whether you’re an experienced wine collector or just embarking on wine discovery, we can help power your networking by connecting you with like-minded professionals, in the elds you tell us are relevant to your business and career. The service is free, private, and condential. Simply register your interest at www.wineyields.com, and we’ll contact you privately to set up introductions with complimentary professionals who’d like to share a glass or two. A free reader service, from Wine Yields F INE WINE INVESTMENT SPECIALISTS Best prices for fine wine We have an excellent reputation as advisors on investment grade wines; we trade in them on a daily basis and so are well placed to recommend what and when to buy and sell. We supply the trade and private collectors at the same highly competitive prices. We charge no management or performance fees. • Top prices paid for your wine • Highly regarded fine wine blog • Professional storage available Pantone PMS 273 • Daily fine wine news and extensive news library Pantone 273 Cmyk Suite 5, Claremont House, 22 Claremont...
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...Achieving customermanagement excellence in emerging markets Consumer Packaged Goods September 2015 Cristina Del Molino Pavlos Exarchos Felipe Ize Achieving customer-management excellence in emerging markets Winners ask four critical questions about market-by-market growth, then tailor their channel-management approaches accordingly. For producers of consumer packaged goods, the road to sustained growth still passes through emerging markets. Despite some softening of enthusiasm for investment in the so-called BRIC markets—Brazil, Russia, India, and China—over the next 15 years nearly three-quarters of the world’s GDP growth will continue to come from emerging-market countries, including Ethiopia, India, Kenya, Mexico, Nigeria, and Vietnam. Growth in these parts of the world is being driven by forces that don’t show any signs of weakening: steady population expansion, rapid urbanization, a proliferation of technology, and gradual opening up of economies and adoption of market-oriented policies. Global packaged-goods producers can gain significant foothold in these markets if they manage talent shortages, infrastructure gaps, and the highly fragmented trade landscape. There is no one-size-fits-all approach to doing this. Our research demonstrates that outperforming consumer-packaged-goods (CPG) companies use a set of standardized practices or tools across markets to determine their priorities for growth in each country. They clearly define ...
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...country which is expected to become one of the top three emerging economies worldwide. ------------------------------------------------- Quick Facts about India ------------------------------------------------- On a cumulative basis, the FDI equity inflows received by India stood at US$ 20.92 billion during April-December 2009, according to the latest data released by the Department of Industrial Policy and Promotion (DIPP). ------------------------------------------------- The Prime Minister's Economic Advisory Council (PMEAC) has pegged India's growth at 8.2 per cent for 2010-11 and 9 per cent in 2011-12, expecting the agriculture, industrial and services sectors to perform well through the next two years. ------------------------------------------------- India's industrial output grew at its fastest year-on-year pace in almost two decades at 16.8 per cent in December 2009, signalling a strong recovery. The manufacturing sector that constitutes around 80 per cent of industrial output, expanded by 18.5 per cent to set the pace of growth. ------------------------------------------------- India ranks second with 117 points in consumer confidence in the fourth quarter of 2009, according to the Nielsen Global Consumer Confidence survey. ------------------------------------------------- The Indian retail market, which is the fifth largest retail destination globally, has been ranked as the most attractive emerging market for investment in the...
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...SHADOW MARKET 2011 bsa global software piracy study NiNth editioN, May 2012ExEcutivE Summary ..............................................................................................................................1 Global trEndS .......................................................................................................................................2 Habits of Self-reported Pirates ...........................................................................................................2 Emerging Economies Exert Greater influence ....................................................................................4 Key market Highlights .........................................................................................................................4 Pcs continue to overshadow tablets and cloud computing, for now ............................................ 6 Strong Support for iP rights................................................................................................................7 Pc Software Piracy rates and commercial value of unlicensed Software.........................................8 mEtHodoloGy......................................................................................................................................10 “a rigorous and Well-designed Effort”............................................................................................10 bSa bluEPrint for rEducinG SoftWarE Piracy .................
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...fifth member of the BRICS (signified by the capital “S”), these countries no longer sufficiently represent the rise of emerging markets. Global gross domestic product (GDP), factoring in purchasing power parity, now has reached about a 50/50 split between the developed economies and emerging economies. In fact, for the first time since the dawn of the Industrial Age, the global economic engine is being powered by Southern Hemisphere nations.2 Moreover, in the aftermath of the financial crisis and subsequent Great Recession, the emerging markets as a whole—not the world’s debt-ridden developed markets—have been the most resilient in the face of global distress. As Chief Economist and Leader of PwC’s Emerging Markets practice Harry Broadman puts it, “Going through the financial crisis, the most resilient economies—measured by GDP or trade volumes—have been the emerging markets.” Broadman made this comment at PwC’s annual Global Retail and Consumer Leadership Conference held recently in New York. He moderated the session “A BRIC and Beyond,” which examined the notion that, while the BRICS still serve as a proxy of sorts for any emerging markets discussion, there is much going on beyond the BRICS that business leaders should know about. Besides Broadman, the panel included Michael Tangney, vice chairman of Colgate-Palmolive; Ricardo Neves, PwC’s retail and consumer...
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... | | | | | | | |Candidate No: 13184461 | | | |Center Name: Management Development Centre (MDC) | | | | | |Subject: Emerging Themes | | | | | |Word Count for Discussion Paper: | | | |Task One: 555 | |Task Two: 2,740 | |Task Three: 453 | | ...
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...specific consumer groups are, and being able to quantify the impact of consumer trends. This report solves these problems by providing integrated survey-based data on consumer trends, consumer groups and market data which show exactly the size of consumer groups, how much of the Ice cream market they account for and which consumer trends drive their behavior. What is the current market landscape and what is changing? As India undergoes rapid development and population dynamics start to take effect, being able to capitalize early on the new emerging consumer behaviors will be fundamental to future growth. India's young population, adapting to increasing affluence, will shape the market for years to come. This makes early identification of the consumer groups and trends driving market behavior essential. What are the key drivers behind recent market changes? Consumers' uptake of products and the influence of consumer trends are fundamental causes of change in markets - making knowing what these trends are and the extent of their influence crucial. The survey-based data provided in this report examines over 20 consumer trends that affect the market and examines the share of sales across 26 consumer groups - providing through the data a detailed insight into exactly who the consumer is and just how much impact the latest consumer trends are having. What makes this report unique and essential to read? The data provided is unique in the market as it tracks consumer behavior...
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...“Working together to create brands people love" capture the spirit of what we are trying to achieve as a business. We collaborate and work as team to convert products into brand. Simply, “we spread happiness”! Currently Cadbury India operates in three sectors viz. Chocolate Confectionery, Milk Food Drinks and in the Candy category. In the Chocolate Confectionery business, Cadbury has maintained its undisputed leadership over the years. Some of the key brands are Cadbury Dairy Milk, 5 Star, Perk, Éclairs and Celebrations. Cadbury enjoys a value market share of over 70% - the highest Cadbury brand share in the world! Cadbury is the "gold standard" for chocolates in India. The pure taste of CDM defines the chocolate taste for the Indian consumer. 1.1 In the Milk Food drinks segment our main product is Bourn vita - the leading Malted Food Drink (MFD) in the country. Similarly in the medicated candy category Halls is the undisputed leader. The Cadbury India Brand Strategy has received consistent support through simple but imaginative extensions to product categories and distribution. A good example of this is the development of Bytes. Crispy wafers filled with coca cream in the form of a bagged snack, Bytes is positioned as "The new concept of sweet...
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...our sales come from 20 percent of our customers.”1 One recent business theory that has challenged this rule is the so called BOP or Bottom of the Pyramid perspective, developed and popularized by C.K. Prahalad.2 It refers to the around 4 billion people at the bottom of the economic pyramid with a purchasing power of US$2,000 per year or less. Prahalad and colleagues have proposed that these low-income consumers represent great potential but require a unique mix of pricing, promotion, low cost delivery, and effective communication in order to successfully reach.3 The key to selling to BOP consumers is that an MNC strategy be affordable, accessible, and socially driven. Nokia is one company that is taking this perspective seriously. Business interest in BOP markets is rising. Multinational companies have been leaders in this trend, especially in food and consumer products. And large national companies have also taken a leadership role, proving to be among the most innovative in meeting the needs of BOP consumers and producers, especially in such sectors as housing, agriculture, consumer goods, and financial services. And small start-ups and social entrepreneurs focusing on BOP markets are rapidly growing in number. But perhaps the strongest and most dramatic BOP leadership success story is mobile telephony.4 The Global ICT Market The measured BOP market for ICT—information and communication technologies and the services they provide—is $30.5 billion for Africa (11 countries), Asia...
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...our sales come from 20 percent of our customers.”1 One recent business theory that has challenged this rule is the so called BOP or Bottom of the Pyramid perspective, developed and popularized by C.K. Prahalad.2 It refers to the around 4 billion people at the bottom of the economic pyramid with a purchasing power of US$2,000 per year or less. Prahalad and colleagues have proposed that these low-income consumers represent great potential but require a unique mix of pricing, promotion, low cost delivery, and effective communication in order to successfully reach.3 The key to selling to BOP consumers is that an MNC strategy be affordable, accessible, and socially driven. Nokia is one company that is taking this perspective seriously. Business interest in BOP markets is rising. Multinational companies have been leaders in this trend, especially in food and consumer products. And large national companies have also taken a leadership role, proving to be among the most innovative in meeting the needs of BOP consumers and producers, especially in such sectors as housing, agriculture, consumer goods, and financial services. And small start-ups and social entrepreneurs focusing on BOP markets are rapidly growing in number. But perhaps the strongest and most dramatic BOP leadership success story is mobile telephony.4 The Global ICT Market The measured BOP market for ICT—information and communication technologies and the services they provide—is $30.5 billion for Africa (11 countries), Asia...
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...Marketing Research Project Modern retails in India - Trends, issues and future GROUP - 4 Divya Katoch Gaurav Bhola Hanuman Sharan Hemant Meena HimaSindhu Karthik Junnuri F - 099 F 101 F 102 F 103 F 105 F 108 Page 1 Marketing Research Project ACKNOWLEDGEMENT We sincerely express our gratitude to Mr. Hemang Dangi for his constant guidance throughout the project. We also want to thank all the respondents of our survey for spending their valuable time in filling out the survey. Yours sincerely, Group 4 MBA- 1st Year Section B Page 2 Marketing Research Project Table of Contents 1.Title page ................................................................................................................................1 2.Acknowledgement ..................................................................................................................2 3.Index/ Table of content ..........................................................................................................3 4.Abstract ..................................................................................................................................4 5.Introduction ............................................................................................................................5 6.Review of literature .............................................................................................................. 10 7. Research methodology ...................................
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