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Mysore Deep Perfumery House: Scaling A Family Business

內容大綱
Mysore Deep Perfumery House (MDPH) faced the challenge of scaling a low-tech business in the incense stick market. Led by Prakash Agarwal and his sons, MDPH secured a substantial domestic market share through competitive pricing and extensive distribution, aiming to achieve a ₹10 billion turnover by 2026. The company had to choose between expanding their core business or diversifying into related or new product lines. Expansion entailed deeper market penetration and product variation, while diversification presented opportunities in sectors like home fragrances or personal care products. The chosen strategy had to align with MDPH's economic and non-economic family goals, considering market dynamics and consumer trends. By leveraging their brand equity and distribution networks while staying true to their values, MDPH had the opportunity to navigate industry challenges and realize their growth ambitions.
學習目標
This case may be used within a strategy course or a market structure module in microeconomics or managerial economics, whether at an undergraduate or graduate level. It may also be used in a family dynamics course within a graduate specialization of family business or in a family business course. After working through the case and assignment questions, students will be able to do the following:<br><br><ul><li>Analyze the industry structure to evaluate attractiveness.</li><li>Identify and assess the sources of competitive advantage (moats) in a business.</li><li>Assess the implications of pursuing specific growth strategies.</li><li>Evaluate alternative growth strategies that the business could pursue.</li><li>Understand the interlinkages between the family and business subsystems within a family business, with respect to goal-setting and decision making for a family dynamics module.</li></ul>
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