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Bikaji’s Conundrum: Market-Oriented or Product-Oriented Growth
內容大綱
Established in 1986, Bikaji Foods International Ltd. (Bikaji) began making traditional Indian snacks and became a leading producer of ethnic namkeen and sweets, boasting over 300 diverse products. With a 9.5 per cent market share and INR 19.6 billion in revenue, it ranked third in India. Operating in 23 Indian states and 25 countries globally, its exports contributed 4 per cent of total sales. Since March 2024, Bikaji has aimed for a 12 per cent market share over three years, focusing on capacity optimization, rural market penetration, and profit margin improvement. Bikaji targeted untapped Indian regions, alongside exploring options like quick-service restaurants, healthy snacks, and export expansion. Expanding in India’s diverse culinary landscape demanded careful strategy to meet financial goals.
學習目標
This case can be taught in strategic management courses at the graduate level of business management programs. This case is also suited to executive education programs. As students work through the case and assignment questions, they will have the opportunity to accomplish the following objectives: <ul><li>Identify and explain the opportunities and challenges in the Indian snack market.</li><li>Understand the strategic purpose and application of the Ansoff matrix in analyzing growth strategies.</li><li>Determine how firms need to respond in fast-developing, emerging market dynamics.</li><li>Learn to integrate financial information with non-financial information when making strategic decisions.</li></ul>