In June 2021, Mumbai-based WhatKnot Wedding Photography faced a critical decision between pursuing high-value celebrity weddings or maintaining their focus on mid-size clients. A potential celebrity wedding contract posed a significant opportunity for both revenue and exposure. However, this venture required extensive senior management involvement, redirection of resources, and potential strain on existing client relationships. The company’s co-founders held opposing views: while one favoured consolidating their position in the mid-size market, prioritizing stability, and client relationships, the other advocated for pursuing high-value contracts to gain prominence and higher revenue. The dilemma highlighted the trade-off between pursuing high-value opportunities and maintaining existing business models. This decision would shape the company’s future direction and market positioning, with implications for both short-term gains and long-term sustainability.

In June 2021, Mumbai-based WhatKnot Wedding Photography faced a critical decision between pursuing high-value celebrity weddings or maintaining their focus on mid-size clients. A potential celebrity wedding contract posed a significant opportunity for both revenue and exposure. However, this venture required extensive senior management involvement, redirection of resources, and potential strain on existing client relationships. The company's co-founders held opposing views: while one favoured consolidating their position in the mid-size market, prioritizing stability, and client relationships, the other advocated for pursuing high-value contracts to gain prominence and higher revenue. The dilemma highlighted the trade-off between pursuing high-value opportunities and maintaining existing business models. This decision would shape the company's future direction and market positioning, with implications for both short-term gains and long-term sustainability.

In May 2021, the founder of Yardstick Educational Initiatives Private Limited, a provider of experiential learning programs in India and the United Arab Emirates, was facing various business challenges. The company was started in India in 2008 but had been increasingly focused on the more profitable Middle East market since 2012. Attempting to stay current with technology advancements in educational products, it made considerable investments to develop new products and enhance its flagship learning product, the Yardstick Experiential Learning Program. However, the outbreak of the COVID-19 pandemic in March 2020 caused a major setback for the company. Cash flow issues and reduced working capital were forcing the founder to decide which client segment to continue serving and which products to support. With only three months left in the peak sales season before the next academic year, the founder had to make important decisions.

In May 2021, the founder of Yardstick Educational Initiatives Private Limited, a provider of experiential learning programs in India and the United Arab Emirates, was facing various business challenges. The company was started in India in 2008 but had been increasingly focused on the more profitable Middle East market since 2012. Attempting to stay current with technology advancements in educational products, it made considerable investments to develop new products and enhance its flagship learning product, the Yardstick Experiential Learning Program. However, the outbreak of the COVID-19 pandemic in March 2020 caused a major setback for the company. Cash flow issues and reduced working capital were forcing the founder to decide which client segment to continue serving and which products to support. With only three months left in the peak sales season before the next academic year, the founder had to make important decisions.

Kamal Kapoor, a cotton shirting fabric wholesaler based in Delhi, India, was unable to decide whether or not to continue his business. Retailers had been procrastinating regarding their outstanding payments and international suppliers offering exclusive goods were asking for advance payments. Domestic suppliers had disintermediated the channel by directly approaching retailers or launching their own retail brands. In addition to these challenges, e-tailors were eroding Kapoor’s business, as modern consumers preferred ready-made shirts at reasonable prices that were available at their convenience.<br><br>In light of this changing landscape, Kapoor was unsure whether his business model was sustainable. He considered various alternatives, such as whether he should move forward in the value chain by starting his own private retail brand or move backward by acting as an agent. He even contemplated focusing on a niche segment of the market that offered higher margins but not high volumes. Time was running out. Kapoor had to investigate the three options and make a choice, keeping the working capital cost of each in mind. Or was it simply time for Kapoor to liquidate his assets and exit the business on which he focused so much time and energy?

Kamal Kapoor, a cotton shirting fabric wholesaler based in Delhi, India, was unable to decide whether or not to continue his business. Retailers had been procrastinating regarding their outstanding payments and international suppliers offering exclusive goods were asking for advance payments. Domestic suppliers had disintermediated the channel by directly approaching retailers or launching their own retail brands. In addition to these challenges, e-tailors were eroding Kapoor's business, as modern consumers preferred ready-made shirts at reasonable prices that were available at their convenience. In light of this changing landscape, Kapoor was unsure whether his business model was sustainable. He considered various alternatives, such as whether he should move forward in the value chain by starting his own private retail brand or move backward by acting as an agent. He even contemplated focusing on a niche segment of the market that offered higher margins but not high volumes. Time was running out. Kapoor had to investigate the three options and make a choice, keeping the working capital cost of each in mind. Or was it simply time for Kapoor to liquidate his assets and exit the business on which he focused so much time and energy?

The director of JMD Oils, an edible oils firm, is considering the strategic options to drive his company to the next level of sales and profitability. The business has been showing a steady performance, but he feels that it could improve substantially. To increase profits, the director could increase sales volumes or increase gross margins. An increase in volume could be achieved by increasing the geographical footprint, which would require setting up additional factories. Increasing the margins would require a shift from a dealer push strategy to a consumer pull strategy, which could be achieved by brand building. The director needs to estimate returns from brand building and geographical expansion. The financial risks for each are different and the implementation challenges complicate the decision. What strategy will gain the confidence of investors and yield the best results for JMD Oils in the long term?

The director of JMD Oils, an edible oils firm, is considering the strategic options to drive his company to the next level of sales and profitability. The business has been showing a steady performance, but he feels that it could improve substantially. To increase profits, the director could increase sales volumes or increase gross margins. An increase in volume could be achieved by increasing the geographical footprint, which would require setting up additional factories. Increasing the margins would require a shift from a dealer push strategy to a consumer pull strategy, which could be achieved by brand building. The director needs to estimate returns from brand building and geographical expansion. The financial risks for each are different and the implementation challenges complicate the decision. What strategy will gain the confidence of investors and yield the best results for JMD Oils in the long term?