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Aditya Goel, co-founder of Love In Store Technologies Pvt. Ltd. (Love In Store), had had a great run despite the COVID-19 pandemic, which started in 2019. Goel and his technology partner had created Love In Store as an entrepreneurial venture that offered a one-stop solution to fast-moving consumer goods (FMCG) companies in India, the majority of which handled the bulk of their supplies through distributors and wholesalers. Love In Store provided both people and technology (tech) to supervise distribution activities for FMCG companies. After the initial success with FMCG companies, Goel also added a tech solution related to payments made to distributors, which would be based on actual proof of promotions. Love In Store’s application (app)-based technology solution streamlined the previously complex and tedious process of supervising distribution and managing sales territories—which had required distributors’ salespeople to write orders, check inventory of stock-keeping units in various categories, and benchmark competitive campaigns, as well as manage sales promotions and merchandising displays and inform retailers about company schemes and policies. Love In Store’s app enabled its appointed people to take care of this supervision, generate reports, pass on orders to the distributors, and support the distributors. After the company’s initial success, and once its turnover reached ₹10 million, Goel and his co-founder decided to expand their operations. The aftermath of the pandemic dominated Goel’s thinking, and he wondered whether it was a good strategy to keep the business restricted to one domain only. While he needed to manage running the business, he was also contemplating the challenge of expanding into other business areas.

Aditya Goel, co-founder of Love In Store Technologies Pvt. Ltd. (Love In Store), had had a great run despite the COVID-19 pandemic, which started in 2019. Goel and his technology partner had created Love In Store as an entrepreneurial venture that offered a one-stop solution to fast-moving consumer goods (FMCG) companies in India, the majority of which handled the bulk of their supplies through distributors and wholesalers. Love In Store provided both people and technology (tech) to supervise distribution activities for FMCG companies. After the initial success with FMCG companies, Goel also added a tech solution related to payments made to distributors, which would be based on actual proof of promotions. Love In Store's application (app)-based technology solution streamlined the previously complex and tedious process of supervising distribution and managing sales territories-which had required distributors' salespeople to write orders, check inventory of stock-keeping units in various categories, and benchmark competitive campaigns, as well as manage sales promotions and merchandising displays and inform retailers about company schemes and policies. Love In Store's app enabled its appointed people to take care of this supervision, generate reports, pass on orders to the distributors, and support the distributors. After the company's initial success, and once its turnover reached ₹10 million, Goel and his co-founder decided to expand their operations. The aftermath of the pandemic dominated Goel's thinking, and he wondered whether it was a good strategy to keep the business restricted to one domain only. While he needed to manage running the business, he was also contemplating the challenge of expanding into other business areas.

Despite the pandemic in 2020-2021, the laundry care market in India, valued at INR 302.2 billion, was experiencing a healthy retail value growth of 4% over the previous year. Hindustan Unilever (HUL) dominated the Indian market as a clear-cut market leader, with around 43% of the market share in terms of value in the retail market. Ariel, Procter & Gamble's (P&G) premium laundry detergent was meant to be a head on challenger to Surf Excel of HUL., P&G was clearly banking on this campaign. P&G was concerned about the sustainability of the campaign in the long run. Even though the campaign was a success, the company was not gaining market share. This made them re-evaluate the campaign to decide a future course of action.

In 2012, just before the Christmas holiday season, a 13-year-old girl, McKenna Pope, filed a petition of complaint to Hasbro, a leading North American toy manufacturer. She wanted to end gender stereotypes in children's toys. Hoping to fulfill her younger brother's Christmas wish, Pope realized that there was only one pink and purple variant of the Easy Bake Oven available in the market. The oven was viewed as gender specific (only for girls) making boys reluctant to play with it. Even the commercials and the packaging of the toy featured only girls, creating a reluctance among young boys to play with it. Pope decided to write to Hasbro with the support of an online collaborative platform called change.org. The petition questioned Hasbro's product planning and created awareness about the firm's gender based marketing strategies. Surprisingly, the petition gathered support from not only parents, but also from some of America's culinary experts who voiced their concerns about creating a divided culture.