Sports Goods & Physical Fitness

Equipment Exhibition - 2008

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Sports goods: Biz in making

Thomex.com

Abhinav Bindra winning a gold medal in 2008 Beijing Olympic has had many
effects. If one wants to phrase it more succinctly it could very well be called
Bindra Effect as it has infused fresh lease of life in Indian sports enthusiasts.
The result - more and more youths have taken to sports as a serious vocation
and are pursuing it more vigorously. This was more than evident during the
2008 Sports Goods & Physical Fitness Equipment Exhibition organised at
Pragati Maidan from October 3-6, where a good number of youth were seen
scouting through various sports equipments and sundry accessories.

Organised by India Trade Promotion Organisation (ITPO) and supported by Ministry of Youth Affairs and
Sports Authority of India, the tradeshow catered to manufacturers and suppliers of sports goods &
physical fitness equipment, sport persons, educational & health institutes, health clubs and associations.

The exhibition also explored the tremendous potential that India has a manufacturing hub for world class
sports goods and fitness equipments, keeping in view the availability of good quality raw-material and
technical know-how.

The timing of the show was also significant as it acted as a precursor to India hosting the prestigious
Commonwealth Games in 2010. It is worth mentioning that India, in recent years, has emerged as a
principal supplier of sports goods to the international market. The export of Indian sports goods has
grown from Rs 3,120 million in 2002-2003 to Rs 5,192 million in 2007-2008, showing a steady growth of
12 per cent annually.

India also exports 60% of its total domestic output to countries like UK, Australia, USA, South Africa,
Germany, France, Italy, Canada and others. The major export goods that are exported include inflatable
balls, protective equipments for cricket, cricket bats, boxing equipment, hockey sticks, fishing equipments,
bladders and others.

Speaking about the show, Maggo of ITPO who has been overseeing the exhibition said that the show had
more than 29 exhibitors from different parts of the country including Jalandhar, Meerut, Delhi, Mumbai,
Kolkata and Chennai. "The show was organised over more than 600 sq m area of the premium venue
and was visited by more than 600 serious visitors each day," he said.

"Although the show was well attended, we feel there is a huge area of improvement. We would have
received much better response had the show not been discontinued during its 2nd edition last year. We
hope to make it up during the next show," averred Maggo who thinks Indian sports goods and equipments
are fast emerging as a hot saleable commodity in the international market.

The exhibition which was attended by a good number of fitness companies received a fairly good
response from various quarters. GP Singh of Healthline however, was of the opinion that the show could
have been better promoted by the organiser. "We received a steady flow of visitors on Sunday but on the
remaining days the response was very lukewarm. The organiser should have promoted the event well.
There was little awareness about the show and very few people knew about it," said Singh who is a
supplier of various fitness equipments.
According to Singh there was little advertising done on the show. "The only advertisement that appeared
was on Doordarshan and that too on 11.00 pm slot, which is not watched by many people''. The show
was nonetheless visited by government officials and security agencies where sports and fitness find a
special place. "The demand of fitness equipments is largely depended on the purpose for which it is used
and the age-group of people using it. By that standard, the equipments are a hot favourite among young
people," Singh said.

Ajay Verma of TI Cycles, who had put on display sports cycles, said that the show was a complete
negation as it could not generate the required industry audience. "The absence of major fitness
companies like Proline, Nike, Reebok, Cosco, Nagpal Sports, and Grand Slam were very conspicuous. All
the major companies were missing," Verma said. He was of the opinion that the recent bomb blasts in
Delhi might have created a fear-psychosis among people who have shunned visiting exhibitions.

Manoj Govardhan of Decathlon was among the exhibitor who was pleased with the response he received
from the people and serious visitors alike. "We received about 400 visitors each day. This is despite the
fact that we participated in this show for the first time," Manoj said.

Sandeep Raj Bhola of Desan International, who is into making jogging tracks and playground
equipments, was happy with the response he received at the show. "We received almost 50 enquiries
each day which we never expected. Out of these, many are hot enquiries which we are sure, we will be
able to convert into real business," Sandeep said.

Sandeep was of the view that dealers and distributors who came to the show added another dimension of
real business to the exhibitors who had come from various parts of the country to participate in the show.

http://www.thomex.com/trade-events/sgpfee-2008/index.html

Analysis for an International sports manufacturing

company in India and China.
Article Submitted by: yvonne miller

Friday, 22 January 2010

Executive summary

The report looks at two case studies; in India and China. First of all, it examines some of the industry

characteristics in the sports manufacturing sector. This is in relation to the price, promotional, product and

location strategies. Thereafter, the report looks at the country situation in both China and India. The report
recommends that foreign direct investment would be more feasible in China than India for this specific

company. This is because the government of China gives incentives to industries that use labor in some of

its provinces. Labor is an aspect that cannot be ignored in the bowling manufacturing sector. Additionally

China is developed and has a he population. These would all serve to provide market for the product. The

report also recommends that supplier locations be made when examinimg suitable places to invest.

1.0 Introduction

Foreign direct investments may be defined as investments that are usually one in a different economy from

the investor's and are normally long term. Foreign Direct Investments (FDI) will only be acknowledged as

such if the mother company has considerable control over the operations of the foreign company. The UN

defined considerable control' as the possession of ten percent of the company's shares. They must have the

ability to vote and affect decisions within that company.[1]

Around thirty years ago, foreign direct investment was left to the United States mostly. This was because

they had not participated in the Second World War. Consequently, they had some spare resources over and

above those ones available to other countries of the world. The dominated this position until the eighties.

Some Asian countries began emerging and by the nineteen nineties, China was recognized as one of the not

influential lucrative markets for foreign direct investments. India is also another emerging economy and is

also considered as one of the most lucrative countries to invest in. A survey conducted by Kearney in 2005

found that China was the best destination for foreign direct investment. The second nation was India and

The US came in at a distant third.

The statistics also testify to these findings. In the year 2006, China's FDI surmounted to a whooping 18.5

billion dollars and this was an increase of almost six percent. In relation to that, China authorized about

twelve thousand seven hundred new companies to be created in the country. Additionally, there were about

eight hundred and thirty seven million dollars that were put invested in China by American investors. This

goes to show that the environment in China and India is quite favorable for investment. [2]

2.0 Description of an imaginary sports manufacturing company

2.1 Product
Sports manufacturing companies have numerous ranges of products which they can produce. Some of these

include tennis rackets, rugby balls, soccer balls, cricket equipment, bowling balls and many others.

However, for purposes of this report, there will be more emphasis on the manufacture of bowling balls.

Bowling balls come in different varieties. They are usually differentiated by the sort of materials that are

used to make them. Some may be made out of polyester while others may be made of other chemical

elements such as Urethane. These varieties could be use as product segments by the imaginary company.

The products must also be superior to the rest; quality assurance. Bowling ball manufacture requires

consistent and creative use of technology in the production process. There are always new methods of

production that are entering the market on a daily basis. Consequently, there is a need to ensure that one's

company is well informed about these production processes and that they can implement them a soon a

possible. Superior bowling balls are normally maintained by creative engineers. Therefore the imaginary

company is characterized by a solid and reliable research and development team. [3]

The imaginary company also has to make sure that it lays produce products that are consistent in nature.

This means that they should have quality assurance measures throughout their production processes. Such

companies need to communicate to their employees the kind of standards that these employees should

produce at each and every stage. For example, they need to ascertain that the pressure at each point is up

to speed. They also need to examine the elasticity of each ball as they continue with production.

2.2 Price

A company dealing with the manufacture of bowling balls needs to assess the nature of their prevailing

market in order to come up with a competitive price. If the sports company is relatively new, then it could

use introductory pricing strategies where the price of the product is lowered at the beginning of production

but as the company establishes itself in the market, it can decide to raise their prices.

Products are usually sold at higher prices when there are some exceptional features added to the balls. For

example, when the ports manufacturer has added some images that reflect current tends in the music world

or in the celebrity world, then chances are they will fetch higher prices. Additionally, the imaginary company

can decide to customize its bowling balls. For example, they could engrave the name of a certain sports bar

or company that offers bowling services. This will go along way in ensuring that product prices are
satisfactory to the client. Such balls could be a little bit more expensive than the un-customized ones. [4]

2.3 Promotion

Sports manufacturing companies need to embrace technology in promotion. This is because most persons

who enjoy bowling usually come from the younger generation and most of them are well versed with the

internet. The bowling company could create a company website that lets interested persons know about the

company. It could make its company website attractive by displaying colorful displays of the company's

employees, products and perhaps models posing with the products. For customers who my not have the

time to look for that particular company. The manufacturer could display some of its products in common

websites like Yahoo! These pop up advertisements usually generate interests among viewers and some of

them may be promoted to purchase the item. [5]

Promotions also need to be done through direct sales. This is because most groups that need bowling balls

are usually companies. Consequently, the bowling company could send their sales team to specific

companies to market their products. Such sales teams should have the ability to answer any questions

involving the bowling balls. They should also follow up on their clients in order to establish a long term

partnership with them. The world of sports manufacture has been overtaken by relationship marketing and

any company worth its slat should have the wisdom to follow suit.

Additionally, the sales team should also offer certain after sale services to their clients. This means that they

should have the ability to control their shipping services because these greatly affect the level of customer

satisfaction. The sales team should encompass all the necessary media i.e. PowerPoint presentations, emails

and even emails in order to transmit some of this crucial information between their company and their

clients.

2.4 Place

In order for a company to succeed in the manufacture of such a product, they need to ensure that they are

located in place that is convenient to their supplier. This is because supplier-producer relationships are

instrumental in the process of efficient production. [6]

Additionally, the sport manufacturing company should eliminate as many intermediaries a possible. It could
adopt direct partnerships and dealings with clients. This is because the company can have access to the

clients directly. Consequently, customers can air out their problems without fear of distortions or delays in

talking action. Dealing directly with the client also assists in minimizing cost because distributors normally

take up huge chunks of profits. They charge extra to clients so that they can make some profits and this

severely undermines the future sales for the product. It should also be noted that companies also get the

advantage of conducting market research through a variety of methods and this goes a long way in ensuring

that the company improves its position in the market.

3.0 Nature of sporting goods market

3.1 Number

There are numerous sports goods manufacturers in the world. Most of them are international and examples

include The Athletic Sports show, Brooks Sports, Nautica Europe, JJB Sports, Reebok, Adidas, Columbia

sports, Old Navy, Jockey International and many others. These companies normally sell their products to

different participants in the world. Some of the target markets include Latin America, US, Canada, Europe,

Asia Pacific and Japan. [7]

However in China, the number of sports manufacturers is not as saturated as it is in other countries. Most of

them focus on some conventional sporting equipment such as the manufacture of volley balls and footballs.

Few of them deal with the manufacture of bowling balls. Examples of companies that produce sorting

products in Chin include

3.2 Size

The Chinese sports manufacturing company is large one. There are a substantial number that deal with the

manufacture of fishing equipment; others deal with tennis equipment manufacture while others mostly focus

on balls. The latter segment is the one that is of interest to the company interested in setting up a plant in

China. Such companies are usually highly diversified. This means that if a new company enters the Chinese

sports market, they need to provide it with a unique feature. For instance they could ensure that they

provide specialized services.

However, because the Chinese economy has attracted a lot of foreign investment, it is very likely that the
new company will meet some international players. Consequently, there is a need to establish links with

other markets in the world in order to meet this competition. The number of bowling balls sold in Europe

and Latin America from the Chinese market is not that high. Therefore the company should try and access

this market.

India on the other hand is much less saturated than China when it comes to the manufacture of Bowling

balls. The sport industry in India is centered on traditional sports equipment. These include footballs, tennis

balls, cricket bats and others. The bowling ball manufacturing industry has not grown as much it has in

China. [8]

3.3 Competitors

Examples of companies that produce sporting equipment in China include Fuyang Guang Tu Sporting

Company. This company normally focuses on tennis equipments such tennis balls and rackets, volley balls.

The company is an international one because it exports a huge number of its products to international

markets. This company deals with a wide range of products including bowling balls. In order to have

competitive advantage over this company, the new international company to be set up should specialize in

bowling ball manufacture in order to reach their target market.

Other competitors in the Chinese market include the Long march Bowling Ball manufacturing company. This

company produces bowling balls for the Chinese market mostly. Consequently, any new bowling company in

China should ensure that they put in place mechanisms to attract the international audience. This competitor

also has minimal experience in the filed of bowling ball manufacture. The Company has been in place since

the year 2006. Consequently, the new company to be set up there need not worry about establishing a

market position against the backdrop of long term players in the bowling sector. The production capacity of

this competitor is also quite low. Consequently, the new company could take up greater market ability if

they were able to meet consumer demands adequately.

In India, most sports manufacturing companies deal with a range of products and very few of them

specialize in bowling balls. [9]For example RGV overseas company offers a range of products that centre on

balls. Another possible competitor in India is National sports. It also deals with the manufacture of a range

of ports accessories and equipments that include balls. There is also Metco Sports that deals with the above
mentioned products. As it can be seen from the above list, in order to stand out from all the Indian sports

manufacturers, there is a need to offer specially made goods; Products that are not among the ordinary

ones on offer. Bowling balls are not a specialty within the country. Consequently, dealing with this type of

product alone could be a source of competitive advantage in India.

3.4 Demand

Because the Chinese market has grown substantially from what it was in the nineties, citizens of China have

an improved standard of living. Most of them, have taken up unconventional sporting activities like bowling.

This means that the given company will have a lot of clout in the Chinese market since there are many bars

that offer bowling services yet the suppliers are not that many.

Similarly, India is also an emerging economy. It has a lot of potential for investment and most of its sports

men are taking up global sporting activities. The demand in India for bowling balls may not be as high as it

is in China. Most sportsmen in India mostly focus on sports such as cricket and tennis. [10]

But because the company to be established is an international one, then chances are that it will target the

international market. There is a lot of demand for bowling balls throughout the rest of the world. For

example, it could target the European market or even the American market. These latter regions have been

associated with sports equipment purchases especially in bowling. The international market will be the best

source of market for the new company's product because they have the highest demand for that product.

4.0 Country situation

In order to invest in the Chinese economy, one must be aware of all the rules and regulations surrounding

foreign direct investment. China has had many changes in the nature of foreign investment policies. In the

beginning; that is in the late eighties and early nineties, the Chinese government created policies that would

favor foreign direct investment. They gave tax benefits to foreign investors, eliminated the upper limit to

capital required and they also allowed he formation of a company even when the company was fully owned.

These benefits still exist up to today. However, there have been recent restrictions in the near past. The

Chinese government realized that there were certain areas of the economy that needed a boost. Therefore

foreign investors dealing with those industries were given preferential treatment over and above others.

Some of these industries include those ones that would take advantage of huge labor population in some of
its provinces and those ones that would promote technology in the country, or those ones in the energy,

communication or agricultural sectors. [11]

A bowling manufacturing company does not fall in the latter mentioned industries. However, it could access

entry into the market through labor offerings. If it decides to use the latter strategy to gain access, then it

would be appropriate if the bowling manufacturing plant was locate in some of the labor rich provinces of

China. It should also avoid a location that is near its competitors and one that allows suppliers to easily

transport goods to them. Another word of caution for foreign investors in China is the issue of trade tariffs

ion imports. While the Chinese government has gone out of its way to encourage exports, some of its

policies may not favor imports. This means that the company may have problems when trying to access its

raw materials.

India on the other hand is also a very lucrative market for foreign direct investment. The government has

created certain incentives for investors. It has instituted certain incentives for companies that provide

infrastructural changes. For example if a foreign country will engage in construction of harbors, roads,

electricity transmission and others, it stands to get one hundred percent equity participation. Because a

bowling manufacturing company does not fall under these categories, it may not get some of these

incentives. However, there is a flipside to this argument. Since the government of India is encouraging

foreign direct investment in these sectors, then this implies that there are relatively fewer players in the

sports manufacturing companies consequently reducing the number of competitors in that sector. [12]

The Indian government also encourages foreign direct investors through granting them the ability to choose

the minimum capita; this policy has been relaxed. Also the country had put forward some policies in the

past to restrict foreign investments. But after the policy reforms conducted in the year 1998, India is now

more open to foreign investment and the sports manufacturing company would do very well in this country.

5.0 Type of FDI to minimize risk

In order to enter the Chinese market effectively, it would be advisable to use the strategic partnership

strategy because the Chinese government discourages joint ventures through taxation. The company could

decide to make links with local company that deal with complementary products. After doing this, the new

company will have the ability to benefit from some of the local experiences that would include market
trends, prices and suitable brands that could be adopted by the new company.

Strategic partnerships can also incorporate some of the partnerships that occur between the new company

and international trading organizations such as International Federation for Alternative Trade. This will go

long way in ensuring that the rights of the foreign investor are protected in one way another.

However, when entering India, the company could use a joint venture initiative. This will go a long way in

helping the new company understand its market. Some of the advantages it will obtain area;

reduces time in recruiting employees

does not have to do market research

distribution, production and supply can be shared by the two companies

6.0 Recommendations

It would be advisable to set up a sports manufacturing plant; specifically a bowling manufacturing company

in China rather than India. This is because China has a huge population. Its policies are investor friendly and

there will be a huge demand for the product. India would not be as favorable because local demand is not

that high.

Some of the incentives that the Chinese government will offer the new investor are no minimum capital

requirements and tax benefits when the company offers employment to the labor rich provinces of the

country.

It would be advisable to use strategic partnership in china in order to gain vast knowledge about how the

Chinese market operates. It would also be advisable to locate the market somewhere near the suppliers,

away form competitors and near labor. [13]

7.0 Conclusion

Indian and China have attracted a lot of international attention because their policies are incentives are

quite favorable for investment. In light of the fact that China has a large population and it is more developed

than India, it would be advisable to set up a bowling manufacturing company in China to take advantage of
these issues.

http://www.articleblast.com/Advertising_and_Marketing/General/Analysis_for_an_International_sports_
manufacturing_company_in_India_and_China./

The Indian Sports Goods Industry

A Solid Innings
The sports goods industry in India is nearly a century old and has flourished due to the skills of its workforce
A robust growth rate of 14.7 per cent in exports indicates a sizeable opportunity for India in this sector
Being labour-intensive in nature, the Indian sports goods industry provides employment to more than 5,00,000 people
The sports and leisure goods retail market in India was valued at US$ 17.7 billion for 2007-2008. The market grew at the rate of 18 per cent over
2006-2007 in value terms, primarily due to outlet expansions by industry players
The nucleus of the industry in India is in and around the states of Punjab and Uttar Pradesh; Jalandhar (Punjab) and Meerut (Uttar Pradesh)
together account for nearly 81.8 per cent of total domestic production with more than 3,000 manufacturing units and 130 exporters present in these
two towns
About 60 per cent of the sports goods manufactured in Jalandhar are different kinds of inflatable balls and provide direct employment to more than
thousands of workers.
The industry also has a presence in Mumbai, Kolkata and Chennai, albeit at a lower scale

Industry exports were valued at approximately US$ 129 million1 in 2007-2008, growing from US$ 74.5 million in 2003-2004 at a rate of 14.7 per cent.
Indias share of the global sports goods exports market is expected to grow manifold, with the country establishing the credibility of its goods in the
global market
In recent years, India has emerged as the leading international sourcing destination for inflatable balls and other sports goods for international brands
such as Mitre, Lotto, Umbro and Wilson
Today, Indian sports goods manufacturers are exporting products under their own brand names, in addition to being original equipment
manufacturers (OEM) suppliers for international sports brands
 For the period 2003-2004 to 2007-2008, general exercise equipment emerged the category leader in the export products segment, witnessing the
highest growth rate of 27.3 per cent. Hammocks have emerged as one of the leading export products, growing at a rate of 24.1, with India home to the
leading hammock manufacturers in Asia. Inflatable balls exports grew at a rate of 10.6 per cent
The EU, America and Australia are some of the key global export markets for Indian sports goods. The UK is Indias largest export market -
India exported US$ 38.4 million worth of sports and toy products to the UK between 2006 and 2008, exhibiting a growth of 15.3 per cent
In recent years, Indian products have been exported for global sports events such as the football World Cup 2002, where India-manufactured bladders
were used. Athletic equipment made in India was also used at the Atlanta Olympics (1996) and Beijing Olympics (2008).

Key Players
International and domestic sports brands have become immensely popular among the youth in India as a result of an increasing awareness about fitness and
healthier lifestyles. Some of the key global players are:

Reebok India Pvt. Ltd. (520 outlets)1

Adidas India Marketing Pvt. Ltd. (220 outlets)
Nike India (150 outlets)
Royal Sporting House (60 outlets)
Planet Retail Holdings Pvt. Ltd. (36 outlets)

Some of the key domestic players are:

Cosco India Ltd.
Enkay (India) Rubber Co. Pvt. Ltd.
Sanspareils Greenlands Pvt. Ltd.
BDM
Stag International
Nivia Sports

Advantage India
The sports goods sector is a major contributor to the Indian economy in terms of employment and enjoys a clear competitive edge.

Custom-made products
Indian products have the distinct advantage of being tailor-made to individual product specifications, with hand-crafted goods such as cricket balls
carving a niche in the global market.
Strong workforce
Indian industry has a highly-skilled workforce for designing and producing high volumes of sport goods.
 Competitive labour costs
Indias average labour cost for manufacturing is much lower than the rest of the world.

http://www.sportsgoodsexhibitionindia.com/info_indiansports_industry.html

India Trade Promotion Organisation organized an exclusive B2B 3 rd Sports Goods & Physical Fitness
Equipment Exhibition (SGPFEE) 2008 at Hall No.7 (ABC), Pragati Maidan, New Delhi from October 3-6,
2008. For the 3 rd time in order to showcase the progress made by the Sports Goods & Physical Fitness
Equipment Industry and its growth potential.

The exhibition has been planned to be organized consecutively for 3 years with a view to take advantage of
India being host country for the Commonwealth Games to be held during 2010.

The 3 rd SGPFEE was organized in association with Ministry of Youth Affairs & Sports, Ministry of Micro, Small
and Medium Enterprises, Sports Authority of India, Indian Olympic Association, Sports Goods Export Promotion
Council, Sports Goods Manufacturers & Exporters Association, Jalandhar and Sports Goods Manufacturers &
Exporters Association, Meerut.

A publicity campaign was launched for mobilizing participation and visitor ship for the fair. The information
about the fair was publicized through print and electronic media:

The four day long exhibition was visited by 10 overseas buyers from USA, Japan, UK, Brazil, Thailand, Taiwan,
Romania and Chile. The local business visitors came not only from NCR region but also from far flung areas
such as Kerala, Andhra Pradesh, Maharashtra, Gujarat, Goa, Bihar, Uttar Pradesh, Haryana. In addition,
various Government Departments such as Defence Forces, Para-Military Forces, Central Police Organisation,
Railways, PSUs, State Governments deputed their teams to visit the exhibition. About 1750 visitors visited the
exhibition to source sports goods and physical fitness equipments.

A half day Seminar on Standards for Sports Goods was organized by Process Cum Product Development
Centre, MSME, Meerut on 4.10.2008 during the exhibition.

29 leading companies from sports goods and physical fitness equipment industry such as Decathlon Sports
India Pvt. Ltd., Bangalore, Ranson Sports Industry, Jalandhar, Vats Sports, Meerut, Sharma Exports,
Jalandhar, Shiv Naresh Sports Pvt. Ltd., New Delhi, Oswal Woollen Mills Ltd, Ludhiana, Ceela International,
Jalandhar, S.G.A. International, New Delhi, Radhey Mohan International, New Delhi, Samson Sports & Fitness
Systems, Saumye Trading Co., New Delhi, etc. participated in 3 rd Sports Goods & Physical Fitness Equipment
Exhibition with an area of 579 sq. mtrs.

Most of the exhibitors who participated in 3 rd Sports Goods & Physical Fitness Equipment Exhibition have
desired to participate again in the 4 th Sports Goods & Physical Fitness Equipment Exhibition.

http://www.sportsgoodsexhibitionindia.com/info_lastshow_report.html
 Through our undersanding and
valuable insight in forces that drive
various industries, we are better
equipped to offer effective solutions
Home
to our customers.

Clients Sports Goods

Industries We Serve
Apparel & Garments The global market share of India in this segment is barely 1% but
60% of the sports goods manufactured in India are exported. The
Agro / Food Products reason for such less market share is that Indian sporting goods
industry is concentrated mainly in the cottage and small-scale sector
Automobile Spare Parts

Ayurvedic / Herbal Indian sports goods industry has high potential in terms of quality,
quantity and focus. The only thing that is missing is international
Business Services orientation. The fact is that Indian manufacturers have never
compromised on quality and that is the reason that most of the
Chemical
produce is exported. Point to be noticed is the maximum exported
Construction product is to the OEM suppliers.

Electrical & Electronics

Now with increased focus on modern, value added and technology-
Handicrafts based items, this high-potential industry promises to forge ahead in
the international sports goods market. IIL is not far behind
Home Furnishings promoting the industry.

Industrial & Engineering

We have an industry vertical sporting-goods-industry.com/ focusing
Leather on sports goods from India and presenting manufacturers, exporters
and importers of different sports products. Our prestigious clients
Medical & Pharmaceutical have been exporting to brands like Adidas, Asics, Dunlop,
Plastic Decathlon, Fila, Gap, Kookabura, Maxfli, Mitre, Nike, Puma,
Rawlings, Reebok, Spalding
Sports Goods
Some of our Clients in Sport Goods Industry are as follows:
Stones

Travel flying-
jutebagexporters.com bonnebabycare.com fashions.com

Featured Projects hansraj-india.com national- ragatexindia.com

Client Commendations sport.com
sunlord.com udyogi.net
bullworkerindia.com
 roshanminar.com umas-fishing.com maizo.in
rseindia.com
marbleinlaycrafts.com bharatflowcontrols.ne
t
venusrubbers.com microfine-
feedingbottles.com systems.com
nyie-india.com dean-textiles.com
rajinternational.biz

http://www.intermesh.net/sports-goods.html

A. C. SPORTS

Offering the most durable and superior range of sports goods since
1950...

Who We Are
Based in Jalandhar, A.C. Sports is a legendary player in the arena of sports goods and
accessories. With our in-depth knowledge and experience, we, as an eminent
manufacturer and exporter, offer a wide assortment of cricket accessories, boxing
and martial arts equipments, sports bags, sports wear, hockey accessories and all
kinds of sports balls. Manufactured as per standardized norms and methods, our products
are capable of rendering years of hassle free services to our valued clients. We are a pool of
expert professionals and ultra modern machines to design top class sports equipments for
the global sports loving fraternity. Our existence as an undisputed market leader in our
arena itself explains our worth at the quality front.

We adhere to strict quality control measures at every stage of our operation to facilitate
smooth and efficient flow of production. Our products are applauded for their quality and
durability in the entire global markets. It is a matter of great pride that 50% of our output is
consumed in various overseas market. Our client centric approaches and strict commitment
towards client satisfaction further provide us an edge over the other players operating in the
similar arena. We are a proud member of Sports Goods Export Promotion Council
(SGEPC).

Our Products
A.C. Sports is a trusted and reliable name in the arena of sports goods. We are a globally
renowned manufacturer and exporter of the following products:

Cricket Accessories:- Cricket Bats, Balls, Pads, Stumps, Gloves, Kit Bags, Wickets
 Hockey Accessories:- Hockey Sticks, Gloves, Balls, Hockey Bags, Mouth Guards
Boxing and Martial Arts Equipments
Sport Bags
Sports Wear
All Types of Sports Balls.

Assured Quality
As a quality centric organization, A.C. Sports maintains the highest standards of quality in
every sphere of its process to ensure premium quality. We follow internationally accepted
production norms and practices to deliver superior products that give optimum
performance. Every stage is supervised by expert professionals and skilled workers,
resulting in zero defect production at every level. We employ the finest grade of PVC, Cloth,
Cotton, Wood, Leather, Eva Sheets, etc. in our process which is sourced directly from the
authentic agents of the market. The finished items are inspected by the experts for their
specifications and quality before their dispatch, thus ensuring the flow of only the best
articles to the market.
Our Strength
The following are the hallmark features of our organization:

State-of-the-art infrastructure and excellent manpower

Work in close coordination with our esteemed customers
Reputation based on quality, reliability, and integrity
Top-notch quality products manufactured following stringent quality checks
Competitive prices--the best price offered in the market.
http://acsports.tradeindia.com/

Welcome to SGMEA (The Sports Goods Manufacturers & Exporters Association), Jalandhar
 SGMEA, The Indian Sports Goods Industry's Manufacturer's and Exporters Association. We are
dedicated to helping manufacturers and sales agents profit in the marketplace. On the SGMEA website you
will find complete details on what our membership offers from industry news, research/statistics, new product
information educational seminars. SGMEA has been helping its members profit in a competitive marketplace
by providing services, education and information to the sporting goods industry since 1973.

Chairman`s Message

Our Vision

Product Line

Our Members

Become a Member

Advertisement Policy

Become a Supplier

Members Login

Current Raw Material Requirements

http://www.sgmea.org/index.html

http://www.dsir.gov.in/reports/mitcon/chap2.pdf
 Global Capital Market

Stock Markets in India

Emerging Trends and

Outlook

Alphabetical Listing

Total Terminals

Sub Brokers

Total Employees

Branches

Offerings

Cities

Waiting in the wings

Alphabetical Listing

Location wise Listing

Total Employees

Offerings

PREFACE

FOREWORD

EXECUTIVE SUMMARY

METHODOLOGY

SECTORAL SNAPSHOT Role of Small and Medium Enterprises (SMEs)

SMEs IN INDIA

SPONSORS SMEs have been playing a pivotal role in countrys overall economic growth, and have achieved steady progress over the last
LAUNCH EVENT couple of years. From the perspective of industrial development in India, and hence the growth of the overall economy, SMEs have
to play a prominent role, given that their labour intensiveness generates employment. The SME segment also plays a major role in
EDITORIAL TEAM developing countries such as India in an effort to alleviate poverty and propel sustainable growth. They also lead to an equitable
distribution of income due to the nature of business. Moreover, SMEs in countries such as India help in efficient allocation of
resources by implementing labour intensive production processes, given the abundant supply of labour in these countries, wherein
ALPHABETICAL capital is scarce.

TOTAL EMPLOYEE

NET SALES The enactment of the Micro, Small and Medium Enterprises Development (MSMED) Act, 2006 was a landmark initiative taken by
the Government of India to enable the SMEs competitive strength, address the issues and challenges and reap the benefits of the
CITY REGION global market. SME policy initiatives at the national and state level are aimed at strengthening the role of SMEs at the base as well
CATEGORY as at the higher level. The Tamil Nadu Government formulating an exclusive policy for micro, small and medium enterprises sector
to encourage agro-based industries is a recent example of the changes taking place at the ground level. The policy offers a range
WINNERS of incentives and support for infrastructure development, subsidies for investment in industrially backward areas, capital
COUNTRIES EXPORTED
investment and technology development aiming to sustain over 10% growth of the MSME segment in the food and agro sector.
Some of the salient features of this policy include formation of multi-storied and flatted industrial estates for micro industries,
TO
liberal floor space index in plotted development of 1.5 to 1.75 for industrial sheds and 2.5 for multi-storied industrial units, 50%
Enter Company Name rebate on stamp duty and registration charges for micro and small enterprises in industrial estates and industrially backward
areas.

Search Companies
 With globalisation, all forms of production of goods and services are getting increasingly fragmented across countries and
enterprises. With large players adopting different models of business that include involvement of the their traditional partners,
suppliers or distributors at a different level, SMEs now are now experiencing a new model of functioning in the value chain. The
past few years has seen the role of the SME segment evolve from a traditional manufacturer in the domestic market to that of an
international partner. The restructuring of production at the international level through increased outsourcing is having significant
effects on small and medium entrepreneurs in a positive as well as negative manner. Demand in terms of new niche products and
services are providing more opportunities for SMEs that are in a better position to take advantage of their flexible nature of
operations. However, at the same time they have realized their drawback in terms of inadequate availability of managerial and
financial resources, lack of working capital, personnel training and inability to innovate on a faster pace.

The combined effect of market liberalisation and deregulation has forced the SME segment to change their business strategies for
survival and growth. Some of the changes that SMEs are focusing on include acquiring quality certifications, increasing use of ICT,
creating e-business models and diversification to meet the increasing competition. Globalisation, economic liberalisation and the
WTO regime would undoubtedly open up a unique opportunity for the largest business community, i.e. SMEs through effective
involvement in international trade by streamlining certain factors, such as, access to markets, access to technology, access to
skills, finance, development of necessary infrastructure, SME-tax friendly environment, exchanges of best practices to name a
few.

Production and Investment in SMEs

The total production of the SMEs showed a phenomenal growth in FY07 as compared to the previous year. The production at
current prices experienced a growth rate of around 18% against 15.8% in the previous year, thereby raising its share to Indias
GDP up to15.5% during the year. Economic activities such as export market, growing domestic consumption, conducive policy
measures, improving production methods, technology, development of SME clusters have fuelled production and hence their share
to Indias GDP. SMEs have maintained an equal growth rate vis--vis the overall industrial sector during FY03-07, which grew at a
CAGR of around 17%.

The SME sector has also registered a consistently higher growth rate than the overall manufacturing sector. In fact, it plays a dual
role since the output produced by SMEs is not only about final consumption but also a source of capital goods in the form of inputs
to heavy industries. The table below indicates the growing significance of SMEs in the Indian economy. The output of SMEs is not
only increasing, but also the productivity in terms of per unit is also growing at a higher rate in the last four years. The relative
 advantage of SMEs is well recognized by the resurgence of the manufacturing sector in India during the last two fiscals and is
poised for higher growth in this fiscal, thus denoting the importance of SMEs to sustain it for a long time.

The table below suggests that the every ten millions of rupee invested by the SMEs, it generated more than 4 times of
employment opportunities than the overall economy, as per the data available in FY06. For instance, every ten millions of rupee
invested by SMEs in FY06 generated employment for around 151.4 persons, whereas for the overall economy the same amount of
investment generated employment for 37.4 persons.

SME exports growing in tandem with total exports

SMEs constitute an important segment of Indias industrial production with a contribution to 33% of its exports. During FY03-06,
Indias total merchandise exports in US dollar terms witnessed a CAGR growth of 25%, while in the same period SME exports grew
at a CAGR of 24%. The remarkable contribution of SMEs in generating employment in the country has been instrumental in
addressing issues pertaining to poverty and inequality of income. As per the Third All India Census on Small Scale Industries-
2001-02, highly populated states such as Madhya Pradesh, Uttar Pradesh, West Bengal, Maharashtra, Karnataka and Jharkhand
together contributed to around 55.4% of the total exporting units in India. In terms of distribution of value of exports from the
SME sector, states like Punjab, Haryana, Uttar Pradesh, Tamil Nadu and Maharashtra together contributed 64.75% of total
exports.
The composition of export basket of SMEs in India, it has both traditional and non-tradition commodities in nature. There are few
commodity groups which are exclusively exported by SMEs such as sports goods, cashew, Lac etc. In the commodity group of
engineering goods, SMEs constitute around 40% of the total exports of this commodity group. Similarly, SMEs in basic chemicals
& pharmaceuticals finished leather and leather products and marine products account for around 44%, 69% and 50% of the
export share in their respective commodity groups. In view of the Government of Indias ambitious target of average GDP growth
rate of 9% during the 11th Five Year Plan, SMEs have to play a vital role in achieving this target. It is imperative for the
government to address the major issues plaguing the sector and take further inclusive growth oriented policy initiatives to boost
the sector. This includes measures addressing concerns of credit, fiscal support, cluster-based development, infrastructure,
technology, and marketing among others. As mentioned earlier, SMEs constitute 34% of Indias merchandise exports and in order
to increase Indias export share to the global trade, SMEs are expected to enlarge their scope manifold.

Financing the SMEs

In Feb 2008, the Ministry of Micro, Small and Medium Enterprises (MSME), continued with its dereservation policy by removing 79
items from the list of 114 items reserved specifically for SSI (small scale industries) manufacturing. Only 35 items remain i n the
reserved category from the total 836 selected in 1994 denoting the declining monopoly of the SSI segment on the reserved
products. However, the government has set up various schemes in place such as the Credit Linked Capital Subsidy Scheme, MSME
Cluster Development Scheme and ISO 9000 Reimbursement Scheme to help SMEs for procuring timely funds. Also the
government has put in place the Credit Guarantee Scheme to encourage banks to lend up to Rs 0.50 million without collateral.
There has also been a recent budget announcement of setting up of a Risk Capital Fund.

Though SMEs are being touted as the priority sector within the economy, they continue to face problems pertaining to finance.
When it comes to banks, they have a very traditional way of lending to this segment against collateral and SMEs end up being
under financed. Evidently, the biggest challenge before the SMEs today is to have access to non debt based and non-traditional
financial products such as external commercial borrowings, private equity, factoring etc.

Lately this segment has been witnessing winds of change in the new sources of capital- in the form of private equity (PE) and
foreign direct investments (FDI). In Jan 2008, The Soros Economic Development Fund (SEDF), Omidyar Network and Google.org
announced a Small to Medium Enterprise Investment Company with an initial corpus of $17 million for providing capital to SMEs in
underserved markets.Mauritius-based Frontline Strategy launched a $200 million India Industrial Growth Fund (IIGF) for
investment in SMEs targeting companies, primarily in the industrial space with revenues between Rs 200 1,000 million. In 2007,
Mauritius-based Horizon advisors launched Ambit Pragma Fund I, an India dedicated PE fund, with a corpus of $100 million for
providing equity capital and professional management advice to SMEs.

Mauritius-based Frontline Strategy launched a $200 million India Industrial Growth Fund (IIGF) for investment in SMEs targeting
companies, primarily in the industrial space with revenues between Rs 200 1,000 million. In 2007, Mauritius-based Horizon
advisors launched Ambit Pragma Fund I, an India dedicated PE fund, with a corpus of $100 million for providing equity capital and
professional management advice to SMEs.

Investments in the SME sector are not only by PE funds but this sector is also attracting FDI. In this respect the government has
removed the 24 per cent cap on FDI in the SME sector. Foreign entities are also keen on promoting traded and cooperation
between SMEs of different countries. Genesis Initiative, an UK-based organisation consisting of entrepreneurs, policy makers and
SMEs, is trying to forge mutual cooperation between SMEs in India and UK for in terms of JVs and partnerships in sectors such as
textiles, IT, infrastructure etc.

A stock exchange purely dedicated for SMEs seems to be the next big thing. A SME-focused stock exchange is likely to boost the
confidence of SMEs planning to tap the capital market to raise low cost capital. Currently only companies with a minimum paid up
capital of Rs 100 million and a market capital of Rs 250 million are eligible to list on NSE while those with a post issue capital of Rs
30 million and a minimum market cap of Rs 50 million are eligible to list on the BSE. Thus SMEs which in spite of having a good
track record of growth but do not meet this criteria are kept away from the listed category. Some examples of SME dedicated
 stock exchanges include AltX, Africas first alternative exchange for SMEs, a partnership between the Johannesburg Stock
Exchange Ltd and the Department of Trade and Industry and AIM, a sub market of the London Stock Exchange that allows smaller
companies to float shares with a more flexible regulatory system as compared to the main market. Although BSE IndoNext, an
alternate national platform, a joint initiative by The Stock Exchange, Mumbai (BSE) and the Federation of Indian Stock Exchanges
(FISE) exists, a separate exchange exclusively for SMEs might prove helpful for the SMEs to raise equity and debt as well as
facilitate trading in such companies.

http://www.dnb.co.in/SME%20Awards/SME%20In%20India.asp

SME Awards 2008 is Dun and Bradstreets recognition of emerging SMEs across ten sectors viz., auto
components; chemicals and petrochemicals; engineering goods; food and agro products (including
horticulture and floriculture); gems and jewellery; IT and ITeS; leather and leather products;
pharmaceuticals; plastics (including goods and processing); and textiles. The awards, in conjunction with
the publication Emerging SMEs of India 2008, highlight the achievements of leading SMEs in their
respective sectors.

Since these awards seek to recognise the growth of SMEs, the short-listing criterion chosen was net
turnover of the companies. Further, the annual net turnover for manufacturing companies was fixed to less
than Rs 1,000 mn and that for services for less than Rs 100 mn for FY07.

Based on the annual net turnover, each sector has been further sub-divided into small and medium
categories. The small category pertains to manufacturing companies with net turnover below Rs 500 mn
while the medium category refers to companies with net turnover in the range of 500.01 1,000 mn. For
the IT-ITeS sector, the small category stands for net turnover below Rs 50 mn while those in the range of
Rs 50.01 100 mn are categorised in the medium category. The awards were based on self nomination.
Awards winners were chosen in individual revenue categories of each sector. Additionally, one emerging
award winner was chosen across all the ten sectors.

To invite nomination across various categories, questionnaire mailers were sent out to a large universe of
companies. The database of companies was compiled from various sources, including the internal D&B
database, companies which had previously participated in D&Bs SME publication and various industry
associations. Additionally, mass media channels such as advertisements in leading business news dailies
were used to invite participation in the awards and the subsequent publication. Every effort was made to
ensure that companies respond to the questionnaire. In the eventuality that a company has not responded
with critical data, such companies have not been considered for awards. This is to ensure that a standard
set of parameters were used to filter the eligible companies and that the information contained in this
publication is verified and authenticated.

For the purpose of the awards, the initial set of responses were screened to exclude companies whose net
turnover exceeded the revenue criteria set by D&B, or those that had provided incomplete questionnaires
lacking critical information, or were financially sick companies that come under purview of the BIFR or
companies with governance issues. Further, in cases where a company chose to represent itself in more
than two sectors, D&B chose the sector based on the companys product lines and other related
parameters.
A proprietary financial model (based upon the financial data provided by companies) was used to arrive at
the award winners in the two turnover categories for each sector. The five financial parameters used for
identifying winners were net turnover, net profit, growth in net turnover, growth in net profit and net profit
margin for FY07. The final score was calculated as a weighted sum of these scores.

This publication, Emerging SMEs of India 2008, profiles the award winners and runners up under the
two turnover categories for each sector. Additionally, it lists those companies that responded with adequate
information on various operational parameters. It also includes companies that were a part of the
nomination process and chose to be featured as an advertorial. Through this, all participating and eligible
companies have been provided coverage in this publication.

A standardised format has been used for reporting the information on the companies. Each company
featured in the publication has been allotted its unique identification number (D-U-N-S - Data Universal
Numbering System). This will help readers locate and obtain full-fledged information reports on these
companies from the Dun & Bradstreet database.

The editorial team is confident that SME Awards 2008 and Emerging SMEs of India 2008 will
encourage other emerging SMEs to showcase their contribution by active participation in future editions.
We would be pleased to receive your invaluable feedback and suggestions, which we can incorporate in the
next edition. Your satisfaction remains our goal in Dun & Bradstreets journey towards excellence.

http://www.dnb.co.in/SME%20Awards/methodology.asp

Sports Goods Industry

Background
The sports goods industry of India has its roots in Sialkot, Pakistan. When India was
partitioned in 1947, many of Sialkot's skilled Hindu craftsmen migrated across the border
into Punjab, settling in Jalandhar, where the Indian sports goods industry is now based.
The Indian sports goods industry has expanded to include the areas of Meerut, (Uttar
Pradesh) and Gurgaon, (Haryana). Most of India's sports goods are exported to the United
Kingdom, The United States of America, Germany, France and Australia. The industry is
mainly concentrated in Jalandhar and Meerut.

The sports goods industry in India has witnessed a phenomenal growth over the past five
decades and now occupies a place of prominence in the Indian economy in view of its
massive potential for employment, growth and export. There has been an increasing
emphasis on its planned development, aimed at optimal utilisation of resources for
maximising the returns, particularly from exports.
 The Indian sports goods industry manufactures 318 items.
However, major items that are exported are inflatable balls,
hockey sticks and balls, cricket bats and balls, boxing
equipment, fishing equipment, indoor games like carrom and
chess boards and different kinds of protective equipment. The
Indian sports goods industry is a highly labour intensive
industry which provides employment to the weaker sections
of society and also employs a large number of women.

Sports goods industry of Jalandhar

Jalandhar acquired importance during the Mughal period. Twelve Muslim bastis (clusters of
houses) came into existence including Basti Danishmanda, Basti Guzan and Basti Nau,
which are now dominant centres of the sports goods industry. Basti Nau has one of the
biggest sports goods markets as well.

Jalandhar ranks second in India in the rate of urbanisation and has the highest density of
population at 598 persons per square km, as per the 1991 census. The reason for this is
growing industrialisation. Industrial production of sports goods began on a small scale
during the late forties. Over the years, the sports goods industry has grown at an
impressive rate and of late Indian sports goods are also exported to different countries.
Rough estimates suggest that today Jalandhar has more than one hundred major industries
and about 20,000 small-scale industries with a most conservative estimate of an annual
turnover of approximately Rs 450 crores.

In Jalandhar, about 60 per cent of the sports goods that are

manufactured comprise of different kinds of inflatable balls.
Besides inflatable balls, the other sports goods that are
largely manufactured are badminton racquets and shuttle
cocks, cricket bats and balls, different kinds of gloves and
protective equipment.

In Jalandhar, three kinds of establishments are usually

found:

i. Big establishments: These are generally geared to exports besides catering to the
domestic market.
ii. Small establishments: These usually manufacture sports goods for the domestic
market. Both the big establishments as well as the small establishments are
registered either under the Factories Act, 1948, or under the Shops and
Establishment Act of the state of Punjab.
iii. The unregistered units: These are found particularly in the urban pockets of
Jalandhar. These units are mostly small home-based units which are usually run by
the family members, but at times with the help of a couple of hired employees.
These units do not have a direct access to market. It has been seen that many a
times when the big establishments - especially exporters - are not able to cope with
large orders from their foreign clients, distribute a share of the production to these
small unregistered, home- based units.
http://jalandhar.nic.in/html/sports_goods_industry.htm

Industry Overview
Industry Potential Trade Trends Export Promotion

Indian Sporting Goods are well known around the world and have made a mark in the global sports goods
market. They have established their identity in many countries across the world, irrespective of whether they belong
to the developed, developing and Eastern Block including CIS Countries. The industry, which operates at the cottage
industry level has emerged as a principal and reliable supplier of quality sports goods to the international market.

The Indian Sports Goods industry, which exports nearly 60% of its total domestic output to the sports loving
people the world over, has matured into a globally competitive & creative entity. Be it a cricket bat or a hockey stick or
a football, the contribution by the Indian sports goods industry to the international sports goods market has been
remarkable.

The sports goods industry in India is largely concentrated in the cottage and small-scale sector. Hence there is a
paucity of resources for technology upgradation and effectively marketing of the products. This industry is highly
labour intensive, providing employment to the weaker sections of the society and also employs a large number of
women work force.

Steps Towards Development

A creative approach and a sense of responsibility to the society at large, characterizes the Sports goods industry. It
has devoted itself to meet future demand by innovating new products, for new markets. The economic reform process
underway in India and the liberalised industrial policies, have motivated the small scale units, which have remained
the hallmark of the industry, to achieve the goals set forth by the Government.

The Indian Industry is seeking joint ventures and technical collaborations preferably with buy back arrangements, for
the sports goods items having vast export potential and hitherto not manufactured in India. Already a number of
manufacturing-cum-marketing collaborations have matured in certain non-traditional disciplines. Many more are in the
offing, with the help and assistance of the leaders in the sports world.

http://www.sporting-goods-industry.com/sports-goods-industry/Employment Potential
The Indian sports goods industry is a highly labour intensive industry, which provides employment to the weaker sections of society and also employs a large
number of women. The total number of persons working in the entire sports gods industry is about 30,000.

Major Thrust Areas

To forge ahead in the international arena, the Indian sports goods manufacturers need to focus on modern, value added and technology based items that have
increasing demand in the global market. Equipment used in Golf, Skiing, Winter Sports, Water Sports, Fitness/ Gymnasium, Tennis, Skating,
Mountain Climbing and Pool Tables are some of the items that have high growth potential in the global market.

More attention needs to be paid to promoting Indian goods in the major world markets like the USA, Germany and Japan by studying the trends in their sporting
activities. The use of better technology and cost effective production techniques would also help tremendously in cutting manufacturing costs and reduce wastage,
resulting in production of items at more competitive rates. Investment in more sophisticated machinery and technology, access to production methods of advanced
nations and international product/process quality certifications like ISO 9000, and CE/GS marking would boost the Indian sports goods industry further.
 http://www.sporting-goods-industry.com/sports-goods-industry/industry-potential.html

The annual export turnover of this industry is over Rs 206 crores. The industry is mainly concentrated in Meerut and
Jalandhar. The sports goods industry in India has witnessed a phenomenal growth over the past five decades and
now occupies a place of prominence in the Indian economy in view of its massive potential for employment, growth
and export.

There has been an increasing emphasis on its planned development, aimed at optimal utilization of resources for
maximizing the returns, particularly from exports. The export of sports goods has gained momentum particularly in
the last decade and achieved an impressive growth reaching an export figure of Rs.217.51 crores (US$ 61.27 million)
during 1996-97.

Major Export Items

India is one of the largest exporters of inflatable balls, cricket bats, hockey sticks and balls, boxing equipment, fishing
equipment, Equipment for sports like indoor games like carom and chess boards and different types of protective
equipment. The total Indian domestic market for various sports goods items is estimated to be around Rs170 crores
of which cricket-related equipment alone accounts for 70% of the total market.

The largest component of export is inflatable balls, which accounts for 50.6 % of total exports of sports goods,
followed by cricket bats (8.4 %) and gymnasium equipment (7.3 %).

India also imports sports goods, particularly gym and athletic equipment. In 1997-98, India's imports were about Rs
30 crores. The Indian sports goods industry manufactures 318 items.

Major Export Destinations

The countries where Indian sports goods are imported are the United Kingdom, Australia, the United States of
America, Italy, Germany, South Africa, France, New Zealand, Netherlands and several Asian countries. The Indian
sports goods industry manufactures 318 items.

http://www.sporting-goods-industry.com/sports-goods-industry/trade-trends.html

would be US $ 20 Billion CII's five-pronged action plan, for export promotion of sports goods:

Identify few thrust products within sports goods and fitness equipment for production and export.
Identify major markets for these goods
Launch a series of sports goods missions to identified markets to identify partners, technology transfers and buy back arrangements
Adopt a consortium approach for export promotion by involving international trading houses
Continuously disseminate information on the potential of these sectors to attract more players in this field.

Measures To Increase Exports

A shift in focus from the traditional and low value items is the need of the hour. The traditional sporting goods have a shrinking market towards modern, value
added and technology based items that have increasing demand in the global market.
The Indian sports goods manufacturers should come out of the traditional mindset and tune themselves into the changing market tastes and preferences in terms
of sports goods. More attention needs to be paid to promoting Indian goods in the major world markets like the USA, Germany and Japan by studying the trends in
their sporting activities.

The use of better technology and cost effective production techniques would help cut manufacturing costs and reduce wastage, resulting in production of items at
more competitive cost. For this, the industry would need to invest in more sophisticated machinery and technology, gain access to the production methods used by
the advanced nations and also obtain international product/process quality certifications like ISO 9000, and CE/GS marking.

http://www.sporting-goods-industry.com/sports-goods-industry/export-promotion.html

Industrial Statistics
Export Growth
Indian exports have almost doubled from Rs.109 crores in 1993-94 to Rs. 204 crores in 1997-98 with the compounded growth rate of about 11 % per annum.

Trade Figures (1997-98)

Indian domestic market: Rs170 crores

Imports: Rs 30 crores approx.

Exports: Rs 204 crores approx.

Component Share In Total Exports
Cricket-related equipment alone accounts for a major percentage of the total market.

Inflatable balls: 50.6 % approx

Cricket bats: 8.4 % approx

Gymnasium equipment: 7.3 %approx

Others: 32% approx

Region-Wise Share In Sports Goods Production
Geographically, Jalandhar and Meerut, together claim 75 to 80 % of the total domestic production. They have with more than 3000 manufacturing units, including
around 120 exporters.

Country-Wise Market Share

The approximate share of various major countries in the world sporting goods market is as follows:
1. United States of America (USA): 30%
2. European Union (EU): 33%
3. Japan: 22%
4. Canada: 3%
5. India: less than 1 %.
6. Rest of the world: 12%.
http://www.sporting-goods-industry.com/industry-statistics/

Sporting Goods industry in India, which is now one hundred and sixteen years old is spread over the length and breadth of the country. There are major
manufacturing concentrations in and around Jalandhar, Delhi, Agra, Moradabad, Mumbai, Kolkata and Chennai. The Indian sports goods industry has
expanded to include the areas of Meerut, (Uttar Pradesh) and Gurgaon, (Haryana).

India's Sports Goods Industry, which is centered largely in Meerut and Jalandhar, exports sporting goods and equipment worth more than Rs 200 crores. Major
export items include football and cricket gear, and athletic equipment. Both these cities together claim around 75% to 80 % of the total domestic production with
more than 3000 manufacturing units, including around 130 exporters. The sports goods industry of Jalandhar is widely known for the production of quality sports
goods in Asia.

Most of India's sports goods are exported to the United Kingdom, The United States of America, Germany, France and Australia. There are around 400 registered
sports goods exporters with the Sports Goods Export Promotion Council (SGEPC) alone.

http://www.sporting-goods-industry.com/manufacturing-region-india/
 Manufacturing Centre: Jalandhar
Situated about 370 km north-west of New Delhi on National Highway, once popularly known as GT (Grand Trunk) Road between the rivers Ravi and Sutlej, is the
city of Jalandhar. Basti Nau in the city, has one of the biggest sports goods markets.

Industrial production of sports goods began on a small scale during the late forties. Over the years, the sports goods industry has grown at an impressive rate and
of late, Indian sports goods are also exported to different countries. Rough estimates suggest that today Jalandhar has more than one hundred industries and
about 20,000 small-scale industries with a most conservative estimate of turnover of approximately Rs 450 crores.

In Jalandhar, about 60 per cent of the manufactured sports goods, comprise of different kinds of inflatable balls. Besides these, the other sports goods that are
largely manufactured are badminton racquets and shuttle cocks, cricket bats and balls, different kinds of gloves and protective equipment. In Jalandhar, various
establishments are engaged in the manufacture of sports goods for the domestic market.

Main Sporting Goods

Inflatable Balls

Badminton racquets

Shuttle Cocks

Cricket Bats

Cricket Balls

Gloves

Protective Gear/ equipment.

http://www.sporting-goods-industry.com/manufacturing-region-india/jalandhar-spoting-goods-
manufacturing.html

Indian Sports Industry (Background)

The sports goods industry of India has its roots in Sialkot, Pakistan. When India was partitioned in 1947, many of Sialkot's skilled Hindu craftsmen migrated across the border
into Punjab, settling in Jalandhar, where the Indian sports goods industry is now based. The Indian sports goods industry has expanded to include the areas of Meerut, (Uttar
Pradesh) and Gurgaon, (Haryana). Most of India's sports goods are exported to the United Kingdom, The United States of America, Germany, France and Australia. The
industry is mainly concentrated in Jalandhar and Meerut.
The sports goods industry in India has witnessed a phenomenal growth over the past five decades and now occupies a place of prominence in the Indian economy in view of its
massive potential for employment, growth and export. There has been an increasing emphasis on its planned development, aimed at optimal utilisation of resources for
maximising the returns, particularly from exports.
The Indian sports goods industry manufactures 318 items. However, major items that are exported are inflatable balls, hockey sticks and balls, cricket bats and balls, boxing
equipment, fishing equipment, indoor games like carom and chess boards and different kinds of protective equipment. The Indian sports goods industry is a highly labour
intensive industry which provides employment to the weaker sections of society and also employs a large number of women.

http://www.sgfi.org/

http://www.va-interactive.com/inbusiness/editorial/sales/ibt/target_market.html