Themes: Production management/ manufacturing
Period : 1999 - 2002
Organization : TITAN
Pub Date : 2002
Countries : India
Industry : Watch manufacturing
Outsourcing at TitanTitan's entry into the clock segment in the mid 1990s failed badly because its clocks could not face the competition from cheaper imports from China. Moreover, the design of Titan's clocks was also found to be faulty. To correct these problems, the company decided to stop manufacturing clocks, instead it decided to import them from Hong Kong.
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TABLE IV
THE INDIAN WATCH INDUSTRY IN 2001
Indian watch industry |
Organized Sector |
Unorganized Sector* |
|
Volume |
20 million units |
16-18 million units |
|
Value9 |
Rs 10 billion |
Rs 3-5 billion |
|
Segment-wise breakup |
Premium |
15% |
N.A. |
Mass |
40% |
||
Mid |
45% |
* Estimates.
Source: Business Line, December 6, 2001.
During the early 1990s, when the import duty on watches was reduced to 25% from 50% and import licenses became easier to obtain, as much as 55% of the demand was met by small players from the unorganized sector. Since Titan faced stiff competition from these players on the price, it decided to concentrate on building a strong distribution and support network. This worked well for the company and soon it became the undisputed market leader in the watches market. However, the variety and range available in the mid segment increased dramatically after 1999, with the changes in the EXIM policy. Though the segment itself grew in size, new entrants began to threaten Titan's market share.
8] Virtual Manufacturing refers to the use of computer models and simulations of manufacturing processes to aid in the design and production of manufactured products. It is an integrated, synthetic manufacturing environment exercised to enhance all levels of decision and control.
9] In May 2002, financial daily Business Standard's estimates cited the value of the overall Indian watch market at Rs 60 billion.